Air France–KLM is a Franco-Dutch airline holding company incorporated under French law with its headquarters at Paris–Charles de Gaulle Airport in Tremblay-en-France, near Paris. The group has offices in Montreuil, Seine-Saint-Denis, Paris, and in Amstelveen, Netherlands.Air France–KLM is the result of the merger in 2004 between Air France and KLM.In 2008, it was the largest airline company in the world in terms of total operating revenues, and also the largest in the world in terms of international passenger-kilometres. The company's CEO since 17 October 2011 is Jean-Cyril Spinetta.Both Air France and KLM are members of the SkyTeam airline alliance. They offer a frequent flyer programme called Flying Blue. The company's namesake airlines rely on two major hubs: Paris–Charles de Gaulle Airport and Amsterdam Airport Schiphol.Air France–KLM Airlines transported 78.45 million passengers in 2013. Wikipedia.


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News Article | February 16, 2017
Site: globenewswire.com

Jean-Marc Janaillac a déclaré : "Dans un environnement contrasté, Air France-KLM réalise sur l'exercice 2016 des résultats en amélioration, reflétant les actions et les efforts des salariés ainsi que la fidélité de nos clients. Tandis que la baisse du prix du pétrole a nettement allégé les coûts du groupe, le contexte géopolitique, la concurrence et la surcapacité de l'industrie ont entraîné nos recettes à la baisse. Avec Trust Together, notre projet stratégique, nous sommes pleinement engagés pour reprendre l'offensive, renforcer notre capacité à innover et améliorer notre compétitivité. Dans un contexte économique et géopolitique qui demeure très incertain, et face à une concurrence agressive, le statu quo n'est pas une option." L'augmentation du résultat d'exploitation 2016 est due principalement à l'effet favorable du carburant ainsi qu'à la bonne performance en matière de coûts, tandis que la pression sur les recettes unitaires et le change ont eu un impact négatif. Le coût unitaire par ESKO a reculé de 1,0% à change, prix du carburant et charges liées aux retraites constants, en ligne avec l'objectif, pour la capacité mesurée en ESKO en hausse de +1,0 %. Ajusté pour la grève et corrigé de l'augmentation du coût de l'intéressement, le coût unitaire par ESKO a baissé de 1,7%. Le nombre moyen d'effectifs a baissé de 1 850 en ETP (1400 ETP chez Air France, 450 ETP chez KLM), ce qui a permis une augmentation de la productivité mesurée en ESKO par ETP de 2,3 % à Air France et de 4,2 % à KLM. Par conséquent, les frais de personnel ont reculé de 0,5 % à charges liées aux retraites et intéressement constants, grâce aux efforts de restructuration menés chez Air France et KLM, en tenant compte d'une augmentation nette de l'intéressement de 77 millions d'euros. Les charges de personnel totales incluant le personnel intérimaire sont restées inchangées (en hausse de 0,1 %) à 7 474 millions d'euros. Sur l'année 2016, les devises ont eu un impact négatif de 97 millions d'euros sur le chiffre d'affaires, principalement dû à la faiblesse de plusieurs devises et notamment le GBP, le BRL et le CNY. L'effet négatif des devises sur les coûts s'est établi à 192 millions d'euros, sous l'effet du renforcement du dollar. L'impact net des changes sur le résultat d'exploitation a été donc négatif à hauteur de 289 millions d'euros. Le Groupe a poursuivi la restructuration de son activité cargo, permettant son redressement progressif, afin de l'adapter à la faiblesse du commerce mondial et à la situation de surcapacité structurelle du secteur, et pour maximiser sa contribution au Groupe. Sur l'année 2016, la capacité tout-cargo a été réduite de 24 % avec une réduction à six du nombre totale d'avions tout-cargo, ce qui a entraîné une diminution de la capacité totale cargo de 4,6 %. Grâce aux efforts de restructuration, les coûts unitaires hors carburant ont baissé de 2,6 % à données comparables, en raison principalement d'une réduction des effectifs de 6,7 % sur l'année, tandis que la productivité mesurée en TKO par ETP a progressé de 2,3 %. Les pertes de l'activité tout cargo ont été réduites de 14 millions d'euros supplémentaires, impliquant une perte d'exploitation de 28 millions d'euros. Dans l'année 2016, le chiffre d'affaires externe et le résultat d'exploitation ont de nouveau progressé, soutenant la croissance de l'activité maintenance et confirmant sa position de leader du marché mondial de la maintenance aéronautique. Le chiffre d'affaires externe s'est établi à 1 834 millions d'euros, en hausse de 16% grâce aux contrats gagnés ces dernières années. Sur l'exercice, le carnet de commande a enregistré une hausse de 6,0 % pour atteindre un niveau record de 8,9 milliards de dollar en fin d'année, incluant plusieurs contrats de supports équipements sur les nouveaux A350 et B787, assurant ainsi la croissance future et son ambition de création de valeur. La marge d'exploitation a progressé de 0,3 points à 5,7 % (résultat d'exploitation/chiffre d'affaires total), propulsée par la croissance des activités Moteurs et Equipements, et l'augmentation de la marge contributive de l'activité Cellules. Le dévéloppement accéleré de Transavia est en ligne avec son plan de marche, et a conduit à un résultat d'exploitation à l'équilibre pour l'année 2016, avec  des vols sur plus de 100 destinations et 13,3 millions de passagers transportés. La capacité en France a progressé de 23 %, tandis que la capacité aux Pays Bas a été en hausse de 11%. Désormais, Transavia est maintenant le premier opérateur low-cost aux Pays Bas et à Paris Orly, et est bien positionnée pour capter sa part de la croissance du marché loisir europeén. Sur l'exercice,  la liquidité a été à nouveau renforcée et les coûts financiers encore réduits. Le Groupe continue de bénéficier d'un bon niveau de liquidité, avec une trésorerie nette de 4,3 milliards d'euros au 30 décembre 2016, et des lignes de crédit non tirées de 1,8 milliards d'euros. En 2016, le Groupe a placé avec succès une émission obligataire à six ans d'un montant de 400 millions d'euros et 145 millions de dollars US d'obligations à 10 ans.


News Article | December 19, 2016
Site: www.prnewswire.co.uk

Faster time-to-market and improved efficiency with hybrid IT and Cloud Management Platform Collinson Group, a leading provider of Loyalty, Lifestyle Benefits, Assistance and Insurance solutions and NTT Communications Corporation (NTT Com), the ICT solutions and international communications business within the NTT Group (NYSE: NTT), announced today that NTT Com will be supporting Collinson Group in its consolidation of IT infrastructure and enhancement of its agile IT ecosystem. Collinson Group has an extensive portfolio of IT infrastructure assets to support a global base of over 800 blue chip clients globally and 2000 employees across 25 locations. These include internal facilities, external data centers and cloud services, currently provided by several IT infrastructure suppliers. With expansion to new markets constantly on the agenda, Collinson Group is aligning its ICT services with its group strategy of operating and presenting a single business to a global market. To this end it has enlisted NTT Com to unify its IT infrastructure, and streamline service management and delivery. NTT Com will provide a hybrid cloud infrastructure utilizing NTT Communications Enterprise Cloud service, including bare metal servers, a dedicated private network and security layer and public cloud services managed through a single pane of glass view using NTT Com's Cloud Management Platform. The first phase of delivery has started in November 2016 in the UK, and the consolidation is expected to be completed by the end of 2017. Chris Lord, CIO, Collinson Group said "We are pleased to have identified NTT Com as a single tier-1 supplier able to support the flexibility of a hybrid infrastructure. We operate in an industry that relies on technical innovation. To successfully serve over 20 million end customers and support our clients worldwide, our IT team needs to provide agile services to meet the needs of the line-of-business applications and support maturing DevOps processes. Working with NTT Com will provide efficiency and drive increased performance. This will allow us to expedite greater control of group ICT costs by migrating to a consumption-based cost model whilst providing the ability to scale IT costs with continued business growth. We look forward to this partnership being a great asset in our growth and expansion." Bob Welton, Regional Director, Northern Europe, NTT Europe said "Like many successful businesses that have grown through international expansion and acquisition, Collinson Group faced the fragmentation of its IT estate and disparate operating models. NTT Com's cloud transformation and IT as a Service (ITaaS) capabilities are ideally suited to meeting these challenges. Our Cloud Management Platform is tailor-made to facilitate painless management of a hybrid environment so that Collinson Group can have complete visibility of usage and costs in a single screen enabling its IT team to make quicker, more informed decisions. We are confident of delivering Collinson Group's goals of a unified infrastructure." Collinson Group (www.collinsongroup.com is a global leader in influencing customer behaviour to drive revenue and value for clients. The Group offers a unique blend of industry and sector specialists who together provide market-leading experience in delivering products and services across four core capabilities: Loyalty, Lifestyle Benefits, Insurance and Assistance. Collinson Group provides unrivalled insight and expertise around affluent consumers and frequent travellers, creating and delivering products and services that increase engagement, loyalty and value for customers. We have 25 years' experience, with 25 global locations, servicing over 800 clients in 170 countries, employing 2,000 staff, and managing over 20 million end customers. Our clients include: MasterCard, VISA, Diners, Cathay Pacific, British Airways, Air France KLM and InterContinental Hotels Group. NTT Communications provides consultancy, architecture, security and cloud services to optimise the information and communications technology (ICT) environments of enterprises. These offerings are backed by the company's worldwide infrastructure, including the leading global tier-1 IP network, Arcstar Universal One™ VPN network reaching 196 countries/regions and 140 secure data centres worldwide. NTT Communications solutions leverage the global resources of NTT Group companies including Dimension Data, NTT DOCOMO and NTT DATA.


Grant
Agency: Cordis | Branch: H2020 | Program: IA | Phase: GALILEO-1-2015 | Award Amount: 4.87M | Year: 2016

The HELIOS project aims at providing a Second Generation range of Beacons (SGB) and associated antennas designed to operate with the full capability of the new Meosar Cospas/Sarsat (C/S) International Programme (a satellite-based Search And Rescue (SAR) distress alert detection and information distribution system), embedded in the Navigation Satellite Systems as GALILEO. The Search & Rescue community is at a turn of its history. New satellite systems develops the MEOSAR constellation of Cospas-Sarsat system, EGNOS improves significantly the performance of localization introducing new capabilities and new operations impossible before, GALILEO unique differentiation with the RLS added to the performance of the system will contribute to save more lives at sea and on land. The key objectives of the HELIOS project are: 1 - Defining, developing Products (beacons and associated antennas) compatible with EGNSS & SAR services and latest end-users requirements. 2 - GALILEO EGNSS & SAR System validation. 3 - Certifications for commercialization. The HELIOS consortium composed of Orolia, Cobham aerospace communications, CNES, SIOEN, Air France, and Airbus, is involved in different relevant international working groups (Cospas-Sarsat, ICAO, EUROCAE), and will ensure that the development phase of the SGB will be in line with the compatibility and interoperability required by the Cospas-Sarsat. Gathering the knowledge of major players recognized in their industry worldwide, the HELIOS partners project will give the vehicle to the European Industry to lead the way for safer, more innovative systems responding to current and evolving market problems.


News Article | February 16, 2017
Site: globenewswire.com

The Board of Directors of Air France-KLM, chaired by Jean-Marc Janaillac, met on 15th February 2017 to approve the accounts for the Full Year 2016. Jean-Marc Janaillac made the following comments: "Within a contrasting environment, Air France-KLM delivered an improvement in its 2016 results, reflecting the initiatives and efforts of its employees and the loyalty of customers. While the fall in the oil price significantly reduced the Group's costs, the geopolitical context, competition and industry overcapacity all resulted in lower unit revenues. With Trust Together, our strategic project, we are resolutely committed to regaining the offensive, reinforcing our ability to innovate and improving our competitiveness. In an economic and geopolitical context that remains very uncertain, and faced with aggressive competition, the status quo is not an option." * Reclassification of Servair as a discontinued operation: the consolidated financial statements of the Group were revised as of 1st January 2016 in order to reflect Servair as a discontinued operation. The 2015 financial statements have been restated accordingly. Details of this restatement can be found in the appendix of this press release. Air France-KLM carried 93.4 million passengers in 2016, an increase of 4.0% over last year. Revenues amounted to 24.8 billion euros, down 3.3% compared to 2015. The full year 2016 results were in line with targets with the main KPIs showing an improvement. The operating result stood at 1,049 million euros, up 269 million and up 558 million euros excluding currency effects. The operating result was notably impacted by a pilots strike in June and a cabin crew strike in July, which had a negative effect of 130 million euros. Adjusted for the interest portion of operating leases (1/3 of annual operating lease expenses), the operating margin was 5.7% versus 4.4% at 31 December 2015. EBITDA amounted to 2,714 million euros, an increase of 327 million euros The increase in the 2016 operating result was mainly driven by the fuel tailwind and the good cost performance, while there were negative effects coming from the pressure on unit revenues and currencies. The unit cost per EASK was down in line with the target of 1.0%, on a constant currency, fuel price and pension-related expense basis, against a capacity increase measured in EASK of +1.0%. On a strike-adjusted basis and corrected for the increase in profit-sharing expenses, the unit cost per EASK decreased by 1.7%. The average number of staff decreased by 1,850 FTEs (1,400 FTEs at Air France, 450 FTEs at KLM), resulting in a productivity increase measured in EASK per FTE of 2.3% at Air France and of 4.2% at KLM. As a result, on a constant pension-related expense and profit-sharing basis, employee costs decreased by 0.5% due to restructuring efforts in both Air France and KLM, taking into account a net increase in the profit-sharing expense of 77 million euros. Total employee costs including temporary staff were stable (up 0.1%) at 7,474 million euros. The fuel bill amounted to 4,597 million euros, a sharp 25.7% fall compared to 2015. The decrease was driven by the drop in the fuel market price which had a positive impact of 927 million euros and the drop in fuel hedging losses which were down 605 million euros compared to 2015. In the full year 2016, currencies had a negative 97 million euro impact on revenues, mainly driven by the weakening of several currencies, notably the GBP, BRL and CNY. The negative effect of currencies on costs amounted to 192 million euros driven by the strengthening of the dollar. The net impact of currencies on the operating result thus amounted to a negative 289 million euros. All businesses contributed to the improvement in operating result. The passenger network operating result amounted to 1,057 million euros, up 215 million euros and up 456 million euros excluding the negative currency effect. Despite the challenging operating environment, the Cargo results remained stable on a reported basis, whereas both Maintenance and Transavia recorded further improvement in their operating results. Both Air France and KLM contributed positively to the results. Full year 2016 operating result stood at 372 million euros at Air France and amounted to 681 million euros at KLM. * Reclassification of Servair as a discontinued operation. Sum of individual airline results does not add up to Air France-KLM total due to intercompany eliminations at Group level A strong passenger network performance with relatively resilient unit revenues. Strict capacity discipline (available seat kilometer (ASK) up by 0.7%) and active yield management limited the downward pressure on unit revenue, particular on premium traffic, whose long-haul unit revenue declined by 1.4%. Ancillary revenues (paid options) were up by 12% amounting to 515 million euros. On the long-haul network, capacity measured in ASKs was up 0.6%, while unit revenue was down 4.7% excluding currency impact. In addition to the soft local flows to France as a result of terrorism, the capacity-demand imbalances observed on different parts of the network caused additional downward pressure on unit revenues. Nevertheless, the estimated long-haul operating result was up 250 million euros to 1,320 million euros. On the medium-haul hub feeding activity, capacity increased by 2.0%, whereas unit revenues decreased by 5.4% excluding currency. The medium-haul network was particularly impacted by the weak local flows to France affecting the operating result which decreased by 60 million euros. As planned, medium-haul point-to-point capacity was further reduced by 3.9%, leading to an improvement in unit revenues of 1.0%, contributing to the 20 million euros improvement in the point-to-point operating result. The Group continued to restructure its Cargo activity resulting in its gradual turnaround, in order to address the weak global trade and structural industry overcapacity, and to maximize its contribution to the Group.  During full year 2016, full-freighter capacity was reduced by 24% with a reduction of the number of full-freighters in operation to six, leading to a 4.6% decrease in total Cargo capacity measured in ATK. The ex-fuel unit cost was down 2.6% like-for-like as a result of the restructuring efforts, mainly driven by the 6.7% headcount reduction over the course of the year, while productivity measured in ATK per FTE increased by 2.3%. The losses on the full-freighters were further reduced by 14 million euros resulting in an operating loss of 28 million euros. It has been decided to change the Cargo reporting as per fiscal year 2017 based on contribution margin and to include it in the passenger network results. This change will be effective as from the Q1 2017 results presentation. In full year 2016, both third party revenues and the operating result further increased, strengthening the growth of the Maintenance business and securing its position as world leader in the airline MRO business. Third-party revenues amounted to 1,834 million euros, up by 16% driven by the contracts gained over the past few years. Over the period, the maintenance order book recorded a 6.0% increase to reach a year-end record of 8.9 billion dollars, including several new A350 and B787 support contracts, and securing future growth and its ambition of value creation. The operating margin was up by 0.3 points to 5.7% (operating result / total revenues) driven by the growth in the Engine and Component segments and the increase in contribution margin from the Airframe business. The accelerated ramp-up of Transavia is on track, resulting in a break-even operating result for the full year 2016. Transavia currently serves more than 100 destinations and carrying 13.3 million passengers. Capacity in France was up by 23%, whereas capacity in the Netherlands was up by 11%. Transavia is now the number one low cost carrier in the Netherlands and at Paris Orly, capturing the growth in the European leisure market. Due to the disciplined growth in investments, the free cash flow before disposals was positive at 347 million euros. Investment in the fleet continued to improve its competitiveness resulting in fuel efficiencies, lower maintenance costs and move up-market in terms of products and services. Net debt was further reduced thanks to free cash flow generation. As a result, net debt amounted to 3,655 million euros at 31 December 2016, versus 4,307 million euros at 31 December 2015, an improvement of 652 million euros despite currencies having a significant negative impact of 73 million euros. The Group sold a total of 4.95 millions of Amadeus shares representing 1.13% of the share capital and finalized the transaction to sell 49.99% of the Servair share capital and transfer its operational control to gategroup. 2016 is the fifth year of improvement in the adjusted net debt / EBITDAR ratio, which decreased to 2.9x at 31 December 2016 from 3.4x at 31 December 2015. During the course of the year the liquidity situation was further strengthened and finance costs further reduced. The Group continues to enjoy a good level of liquidity, with net cash of 4.3 billion euros at 31 December 2016, and undrawn credit lines of 1.8 billion euros. In 2016, the Group successfully placed a six-year bond for 400 million euros and an issue of ten-year senior notes for 145 million US dollars. The global context remains highly uncertain regarding the geopolitical and economic environment in which we operate, fuel prices and the ongoing overcapacity on several markets, resulting in pressure on unit revenues. However the January traffic statistics and forward bookings indicates a resilient start to the new year. In January 2017 the unit revenue was down by only 0.7% at constant currency for the passenger network and down only 0.6% at constant currency for Transavia. The Group is targeting a growth for the passenger group (Air France, KLM and Transavia) of between 3.0% and 3.5% measured in ASKs for 2017 in order to regain the offensive in long-haul and to improve the performance in medium-haul. To improve its competitiveness, the Group plans to act on all levels by pursuing and amplifying the initiatives already under way in terms of unit cost reduction. The unit cost reduction target for 2017 is in excess of 1.5% at constant currency, fuel price and pension related expenses. Based on the forward curve of 27 January 2017, the Full Year 2017 fuel bill is expected to increase by 100 million dollars compared to 2016 and to reach 4.9 billion euros[1], and the Full Year 2018 fuel bill is expected to increase to 5.0 billion euros[2]. Regarding the balance sheet, the Group is maintaining strict capex discipline, targeting positive free cash flow before disposals. The 2017 investment plan stands at between 1.7 billion euros and 2.2 billion euros. The Group is pursuing a further reduction in net debt, targeting an adjusted net debt to EBITDAR below 2.5x mid cycle by the end of 2020. We plan to present the comprehensive Trust Together vision at the forthcoming Investor Day, scheduled for 12 May 2017. The audit procedures for the consolidated accounts have taken place. The certification report will be published following the completion of the procedures necessary for the filing of the Registration Document. The results presentation is available at www.airfranceklm.com on 16 February 2017 from 7:15 am CET. An Analysts' Meeting hosted by Mr Janaillac (CEO) and Mr Gagey (CFO) will be held on 16 February 2017 at 08.30 CET at the Pullman Paris Tour Eiffel hotel, 18, avenue de Suffren (75015 Paris). A live webcast of the Analysts' Meeting will also be available on the website (password AFKL). To connect to the conference call, please dial: *  Operating free cash flow is including the LHR slot sale in October 2015, which is accounted for in net investments as intangible asset disposal NB: Sum of individual airline results does not add up to Air France-KLM total due to intercompany eliminations at Group level. [1] 2017 average Brent price of USD 56, average jet fuel market price of USD 535 per ton, average exchange rate of USD 1.07 per euro [2] 2018 average Brent price of USD 56, average jet fuel market price of USD 555 per ton, average exchange rate of USD 1.07 per euro


News Article | November 3, 2016
Site: globenewswire.com

FIRST NINE MONTHS OF 2016 The Board of Directors of Air France-KLM, chaired by Jean-Marc Janaillac, met on 2nd November 2016 to approve the accounts for the Third Quarter of the Financial Year 2016. The consolidated financial statements of the Group were revised as of 1st January 2016 in order to reflect Servair as a discontinued operation. The 2015 financial statements have been restated accordingly. Details of this restatement can be found in the appendix of this press release. Third Quarter 2016 total revenues stood at 6.94 billion euros versus 7.31 billion euros in Third Quarter 2015, down 5.1% and down 4.1% like-for-like as a result of increasing pressure on unit revenue. Currencies had a negative 77 million euro impact on revenues, primarily driven by the weakening of currencies other than the US dollar against the euro, notably the GBP, BRL and CNY. The negative effect of currencies on costs amounted to 17 million euros. The net impact of currencies on the operating result thus amounted to a negative 94 million euros. Total operating costs were 3.5% lower year-on-year and down 3.8% on a like-for-like basis. Ex-fuel, they increased by 4.4% and by 3.8% on a like-for-like basis. Unit cost per EASK was down 0.2%, on a constant currency, fuel price and pension-related expense basis, against a capacity increase measured in EASK of +1.0%. On a strike adjusted base, the unit costs per EASK decreased by 1.0%. The fuel bill amounted to 1,244 million euros, down 25.9% and down 25.6% like-for-like. Based on the forward curve at 21 October 2016, the Full Year 2016 fuel bill is expected to reach 4.6 billion euros[3] and the Full Year 2017 fuel bill is expected to remain stable at 4.6 billion euros[4]. Total employee costs including temporary staff were stable at 1,837 million euros (down 0.1%). On a constant scope and pension-related expense basis, employee costs also remained stable (up 0.1%) and decreased by 3.5% excluding the increase in the profit sharing scheme. In the Third Quarter 2016, the downward pressure on unit revenues (REASK -6.5%) and the negative currency impact (94 million euros) more than offset the fuel bill savings achieved (399 million euros), where 55% of the fuel bill savings was retained during First Quarter 2016 and 15% retained during the Second Quarter 2016. The operating result amounted to 737 million euros, a reported decrease of 143 million euros and down 49 million euros like-for-like. The operating result was notably impacted by the seven day cabin crew strike in July and August 2016, which had a negative impact of an estimated 90 million euros. EBITDAR amounted to 1,419 million euros, a reported decrease of 162 million euros and down 72 million euros like-for-like. EBITDA amounted to 1,149 million euros, a decrease of 174 million euros. Like-for-like, EBITDA decreased by 84 million euros, mainly as a result of the decrease in the Passenger network performance, which declined by 78 million euros like-for-like, impacted by the strike. Third Quarter 2016 EBITDA decreased by 122 million euros like-for-like at Air France and improved by 35 million euros like-for-like at KLM. The EBITDA margin at Air France reached 14.0%, down 1.7 points like-for-like. At KLM, the EBITDA margin stood at 19.6%, up 1.5 points like-for-like. In the First Nine Months of 2016, total revenues stood at 18.8 billion euros versus 19.5 billion euros in the First Nine Months of 2015, down 3.5% on a reported basis and on down 3.1% like-for-like. The fuel bill amounted to 3,507 million euros, a reported decrease of 27.2% and down 27.9% on a like-for-like basis. The ex-fuel unit costs at constant currency and pension expense is down 0.9% on a reported base and down 1.4% corrected for the June pilot and July Cabin crew strike. In the First Nine Months of 2016, EBITDA amounted to a 2,143 million euros, an increase of 288 million euros. On a like-for-like basis, EBITDA increased by 497 million euros. At 1,951 million euros, the Passenger Network was the main contributor to EBITDA, up 464 million euros like-for-like. Despite the challenging Cargo operating context, marked by structural industry overcapacity, Cargo EBITDA improved by 27 million euros like-for-like mainly as a result of restructuring efforts. The operating result stood at 955 million euros versus 643 million euros in 2015, an improvement of 312 million euros. Like-for-like, the operating result increased by 531 million euros. The net result, group share stood at 430 million euros against a negative 158 million euros a year ago. At 30 September 2016, the trailing 12 months return on capital employed (ROCE) was 9.9%, up 2.8 points compared to 30 September 2015. Third Quarter 2016 total passenger network revenues amounted to 5,470 million euros, down 7.2% and down 6.1% like-for-like. The Air France cabin crew strike negatively impacted the operating result by an estimated 90 million euros. The operating result of the passenger network business stood at 664 million euros, versus 798 million euros for the Third Quarter 2015. Like-for-like, the operating result was down 55 million euros. The Group maintained its strict capacity discipline, keeping total passenger network capacity stable    (+0.1% and +0.6% excluding strike). Unit revenue per Available Seat Kilometer (RASK) remained volatile and was on average down by 6.5% excluding currency. The increasing pressure on unit revenue compared to the previous quarters reflected the weak supply-demand balance in the different regions of the network and weak flows to France as a destination. In the First Nine Months of 2016, passenger network revenues amounted to 14,883 million euros, down 4.3% and down 3.8% on a like-for-like basis. The operating result of the passenger network business stood at 983 million euros, versus 686 million euros in the First Nine Months of 2015, an improvement of 297 million euros and 476 million euros like-for-like. The Group continued to restructure its Cargo activity to address the weak global trade and structural air cargo industry overcapacity. During Third Quarter 2016, full-freighter capacity was thus reduced by 22%, leading to a decrease in total Cargo capacity of 3.1%. Revenue per Available Ton Kilometer (ATK) was down by 14.6% like-for-like. The operating result stood at negative 100 million euros, a decline of 19 million euros like-for-like. First Nine Months of 2016 Cargo revenues amounted to 1,523 million euros, down 15.7% like-for-like. At -216 million euros, the operating result increased by 23 million like-for-like resulting from a strong decrease in unit costs (-11.9% like-for-like) due to restructuring measures implemeted. One MD11 freighter was retired during the First Quarter, and two MD11 freighters were phased out during the first week of July 2016 reducing the total number of full freighters in operation to six. Third Quarter 2016 third party maintenance revenues amounted to 482 million euros, up by 29.6% and by 30.3% like-for-like. Revenues were up from the contracts gained in previous years. Over the period, the maintenance order book recorded an 8.4% increase from the beginning of the year to reach 9.1 billion dollars, including several new A350 support contracts. The operating result stood at 77 million euros, down 4 million euros year-on-year. During the First Nine Months of 2016, third party maintenance revenues increased by 17.4% and by 16.4% like-for-like. At 172 million euros, the operating result improved by 5 million euros. In the Third Quarter 2016, Transavia capacity was up by 15.2%, reflecting the accelerated development in France (capacity up by 19%) and the opening of the Munich base on 25th March 2016. Traffic, measured in revenue passenger kilometers (RPK), rose by 14.5%. The load factor remained high (91.5%) despite the increase in capacity. The unit revenue per ASK decreased by 3.2%, mainly due to geopolitical unrest and intensification of low cost competition. Unit costs per ASK decreased by 4.9%. The operating result stood at 92 million euros, up 26 million euros like-for-like. In the First Nine Months of 2016, Transavia revenues amounted to 973 million euros, up 9.1%. The operating result increased by 38 million euros like-for-like and amounted to 17 million euros. In the First Nine Months of 2016, the increase of 288 million euros in EBITDA translated into a 354 million euro increase in cash flow before change in working capital requirement and cash out related to Voluntary Departure Plans. The Group disbursed 208 million euros for Voluntary Departure Plans. The change in Working Capital Requirement contributed 45 million euros to operating cash flow. Net investments before sale & lease-back transactions stood at 1,457 million euros. As a result, operating free cash flow reached 250 million euros, down 272 million euros compared to the First Nine Months of 2015. Net debt amounted to 4.2 billion euros at 30 September 2016, versus 4.3 billion euros at 31 December 2015, an improvement of 144 million euros. Currencies had a significant negative impact of 130 million euro on net debt. The trailing 12 months adjusted net debt/EBITDAR ratio stood at 3.1x at 30 September 2016, down 0.3 points compared to 31 December 2015, and down 0.5 points compared to 30 September 2015. The 95 basis point fall in discount rates (for period > 15 years) during First Nine Months 2016 led to a significant increase in the actuarial valuation of retirement obligations of more than 3.4 billion euros. The change in asset value amounted to 1,304 million euros during the First Nine Months. The balance sheet pension situation thus moved from a net liability of 177 million euros at 31 December 2015 to a net liability of 2,180 million euros at 30 September 2016 of which 1,622 million euros accounted for by Air France and 558 million euros by KLM`s defined benefit schemes. The current funding agreement with the KLM Flight Deck Crew Union could result in a significant additional contribution to reach required coverage ratio to be able to grant indexation. Discussions with the KLM Flight Deck Crew Union have been initiated to renegotiate the current funding agreement. In parallel, the Group has decided to terminate this funding agreement on a unilateral way.  A court ruling on September 27th 2016 confirmed that KLM is entitled to cancel the agreement, however KLM aims to reach a mutual acceptable new funding agreement with the KLM Flight Deck Crew Union and the pension fund. At 30 September 2016, equity, group share, amounted to negative 230 million euros, down 503 million euros over the first nine months mainly due to the increase in the net pension liability. The Group continues to enjoy a good level of liquidity, with net cash of 3.9 billion euros at 30 September 2016, and undrawn credit lines of 1.8 billion euros. During the course of October 2016, the Group successfully placed a six-year bond for 400 million euros and reimbursed a 600 million euros bond which was due in October 2016. The global context remains highly uncertain regarding the geopolitical and economic environment in which we operate, fuel prices and the continuation of the overcapacity on several markets, resulting in pressures on unit revenues and a special concern about France as a destination. Under these conditions, the Group is expecting for Full Year 2016: The Third Quarter 2016 accounts are not audited by the Statutory Auditors. The results presentation is available at www.airfranceklm.com on November 3rd 2016 from 8:30 am CET. A conference call hosted by hosted by Mr Janaillac (CEO) and Mr Riolacci (CFO) will be held on November 3rd 2016 at 10.30 am CET. To connect to the conference call, please dial: To listen to a recording of the conference in English, please dial: NB: Sum of individual airline results does not add up to Air France-KLM total due to intercompany eliminations at Group level. The Group studied various scenarios to ensure the development of its subsidiary Servair and opted for the participation of another company in the share capital of Servair. In March 2016, both Servair and Air France informed the representative bodies of their employees about this process. Taken into consideration the offers received by Air France, this should lead to a loss of control of Servair by Air France-KLM Group, as defined in IFRS 10 standard. Servair currently constitutes the main cash-generating unit of the segment "Other".  The above elements have triggered the accounting treatment of the Servair Group in "discontinued operations" as of March 31, 2016, as defined in IFRS 5 standard. The consolidated figures as at March 31, 2015 have consequently been restated for the purpose of comparison. During the First Half 2016, the third party revenues amounted to 195 million euros, resulting in a reported EBITDA of 15 million euros and an operating proft of 10 million euros. In the context of this operation, the assets and liabilities of the Servair Group have been reclassified on the lines assets held for sale and liabilities relating to assets held for sale, for respectively €380 million and €253 million as of June 30, 2016. [1] Like-for-like: excluding currency. Same definition applies in rest of press release [3] 2016 average Brent price of USD 45, average jet fuel market price of USD 427 per ton, average exchange rate of 1.10 USD per euro for Q4 (October-December) 2016. [4]. 2017 average Brent price of USD 56, average jet fuel market price of USD 519 per ton, average exchange rate of 1.10 USD per euro. [5] Air France, KLM and HOP!. Transavia is reported in its own business segment.


News Article | February 21, 2017
Site: techcrunch.com

If there’s one word that can describe Viva Technology (or “VivaTech” for short), it’s that it’s a ginormous conference. While it was just the first edition last year, 45,000 people made their way to Paris to talk about all things tech. VivaTech is back again this year, June 15-17. Last year, Mike and I didn’t know what to expect. But I think it’s fair to say that it was a good conference. As Mike wrote last year, “VivaTech is somewhat akin to a TechCrunch Disrupt, but with a broader mix of corporate and government involvement.” VivaTech is co-organized by the advertising company Publicis and major newspaper Les Échos. Last year, 5,000 startups, 6,000 CEOs, 250 investors and 5,000 students were there at some point during the three days of the conference. There were a ton of startup booths, as well as eight stages. And the team behind VivaTech plans to do just that once again. Everything will be refined, as the conference was organized quite quickly last year. So this time, they have more time to prepare and line up their speakers and startups. Today at the Élysée Palace, French president François Hollande, French digital minister Axelle Lemaire, Publicis, Les Échos and a bunch of other people introduced the event. It was a big splashy event with around 200 people from the tech ecosystem. “The first time I heard about VivaTech, I thought ‘oh no, not yet another big thing,’” Axelle Lemaire said. But she then said that France needed a major tech event to compete with other countries. “Today, VivaTech is clearly a success. That’s why they want to do it again, but this time, they’ll pay attention to details to turn it into a community venture so that it can become a major innovation event in France and across the world,” she said. She then listed many of her initiatives as digital minister. I’ve covered many of them on TechCrunch — La French Tech, the French Tech Ticket, the French Tech Visa, the Digital Republic bill, the gender diversity initiative and more. French president François Hollande spent most of his speech making jokes — he only has a couple of months left as the French president after all. “Maurice Lévy is good when it comes to communication, and I should have talked with him more often,” he said. “France is the second European country for startup funding rounds,” Hollande said. “And we’ve been first for the number of transactions since January.” “Five years ago, when I heard about [the CES conference] in Las Vegas, there were very few French startups. Today, we’re the second biggest country. And we hope that we can become the first one in a few years — the president of the U.S. is helping us.” It’s weird that French politicians have been fascinated with CES like it’s the ultimate tech event. There are many tech events out there, but somehow CES is the gold standard for ministers, political candidates and French presidents. Hollande also listed all the reasons why France has become more favorable for startups. Arguably, it has never been easier to create a startup in France, and he hopes that the next French president is going to follow the same path. Other speakers included VivaTech’s co-directors Julie Ranty-Déchelette and Maxime Baffert. They announced the first partners of Viva Technology. Maurice Lévy announced some of the first speakers, such as Peter Fenton from Benchmark, Eric Schmidt from Alphabet, Daniel Zhang from Alibaba and Dan Schulman from PayPal. In short, VivaTech 2017 is going to be like VivaTech 2016, but more polished. There will be fewer stages, so the content should be more focused. There will be big companies like AccorHotels, Air France KLM, Carrefour, LVMH, TF1 Group and more. And finally, there will be thousands of entrepreneurs. Les Échos CEO Francis Morel was also on stage to talk about the event. And LVMH CEO Bernard Arnault was also at the event. At first I didn’t really understand what Arnault was doing there, but then I remembered that Arnault is the main investor in Les Échos. At least it was a good opportunity for a family photo with Lévy, Hollande and Arnault:


News Article | February 21, 2017
Site: marketersmedia.com

This report studies sales (consumption) of Aircraft Maintenance in Global market, especially in United States, China, Europe, Japan, focuses on top players in these regions/countries, with sales, price, revenue and market share for each player in these regions, covering Air France KLM Engineering & Maintenance (The Netherlands) AAR Corp (US) Ameco Beijing (China) AMETEK MRO (US) Abu Dhabi Aircraft Technologies (UAE) Bedek Aviation Group (Israel) Delta TechOps (US) Aviation Technical Services, Inc (US) Hong Kong Aircraft Engineering Company (Hong Kong) TIMCO Aviation Services, Inc (US) Lufthansa Technik (LHT) (Germany) MTU AeroEngines (Germany) Singapore Technologies Aerospace (ST Aerospace) (Singapore) SR Technics (Switzerland) SIA Engineering Co (Singapore) Snecma Services (France) STAECO (China) VEM/TAP M&E (Brazil) Market Segment by Regions, this report splits Global into several key Regions, with sales (consumption), revenue, market share and growth rate of Aircraft Maintenance in these regions, from 2011 to 2021 (forecast), like United States China Europe Japan Split by product Types, with sales, revenue, price and gross margin, market share and growth rate of each type, can be divided into Type I Type II Type III Split by applications, this report focuses on sales, market share and growth rate of Aircraft Maintenance in each application, can be divided into Application 1 Application 2 Application 3 Global Aircraft Maintenance Sales Market Report 2016 1 Aircraft Maintenance Overview 1.1 Product Overview and Scope of Aircraft Maintenance 1.2 Classification of Aircraft Maintenance 1.2.1 Type I 1.2.2 Type II 1.2.3 Type III 1.3 Application of Aircraft Maintenance 1.3.1 Application 1 1.3.2 Application 2 1.3.3 Application 3 1.4 Aircraft Maintenance Market by Regions 1.4.1 United States Status and Prospect (2011-2021) 1.4.2 China Status and Prospect (2011-2021) 1.4.3 Europe Status and Prospect (2011-2021) 1.4.4 Japan Status and Prospect (2011-2021) 1.5 Global Market Size (Value and Volume) of Aircraft Maintenance (2011-2021) 1.5.1 Global Aircraft Maintenance Sales and Growth Rate (2011-2021) 1.5.2 Global Aircraft Maintenance Revenue and Growth Rate (2011-2021) 7 Global Aircraft Maintenance Manufacturers Analysis 7.1 Air France KLM Engineering & Maintenance (The Netherlands) 7.1.1 Company Basic Information, Manufacturing Base and Competitors 7.1.2 Aircraft Maintenance Product Type, Application and Specification 7.1.2.1 Type I 7.1.2.2 Type II 7.1.3 Air France KLM Engineering & Maintenance (The Netherlands) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.1.4 Main Business/Business Overview 7.2 AAR Corp (US) 7.2.1 Company Basic Information, Manufacturing Base and Competitors 7.2.2 113 Product Type, Application and Specification 7.2.2.1 Type I 7.2.2.2 Type II 7.2.3 AAR Corp (US) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.2.4 Main Business/Business Overview 7.3 Ameco Beijing (China) 7.3.1 Company Basic Information, Manufacturing Base and Competitors 7.3.2 136 Product Type, Application and Specification 7.3.2.1 Type I 7.3.2.2 Type II 7.3.3 Ameco Beijing (China) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.3.4 Main Business/Business Overview 7.4 AMETEK MRO (US) 7.4.1 Company Basic Information, Manufacturing Base and Competitors 7.4.2 Nov Product Type, Application and Specification 7.4.2.1 Type I 7.4.2.2 Type II 7.4.3 AMETEK MRO (US) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.4.4 Main Business/Business Overview 7.5 Abu Dhabi Aircraft Technologies (UAE) 7.5.1 Company Basic Information, Manufacturing Base and Competitors 7.5.2 Product Type, Application and Specification 7.5.2.1 Type I 7.5.2.2 Type II 7.5.3 Abu Dhabi Aircraft Technologies (UAE) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.5.4 Main Business/Business Overview 7.6 Bedek Aviation Group (Israel) 7.6.1 Company Basic Information, Manufacturing Base and Competitors 7.6.2 Million USD Product Type, Application and Specification 7.6.2.1 Type I 7.6.2.2 Type II 7.6.3 Bedek Aviation Group (Israel) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.6.4 Main Business/Business Overview 7.7 Delta TechOps (US) 7.7.1 Company Basic Information, Manufacturing Base and Competitors 7.7.2 Aerospace & Defense Product Type, Application and Specification 7.7.2.1 Type I 7.7.2.2 Type II 7.7.3 Delta TechOps (US) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.7.4 Main Business/Business Overview 7.8 Aviation Technical Services, Inc (US) 7.8.1 Company Basic Information, Manufacturing Base and Competitors 7.8.2 Product Type, Application and Specification 7.8.2.1 Type I 7.8.2.2 Type II 7.8.3 Aviation Technical Services, Inc (US) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.8.4 Main Business/Business Overview 7.9 Hong Kong Aircraft Engineering Company (Hong Kong) 7.9.1 Company Basic Information, Manufacturing Base and Competitors 7.9.2 Product Type, Application and Specification 7.9.2.1 Type I 7.9.2.2 Type II 7.9.3 Hong Kong Aircraft Engineering Company (Hong Kong) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.9.4 Main Business/Business Overview 7.10 TIMCO Aviation Services, Inc (US) 7.10.1 Company Basic Information, Manufacturing Base and Competitors 7.10.2 Product Type, Application and Specification 7.10.2.1 Type I 7.10.2.2 Type II 7.10.3 TIMCO Aviation Services, Inc (US) Aircraft Maintenance Sales, Revenue, Price and Gross Margin (2011-2016) 7.10.4 Main Business/Business Overview 7.11 Lufthansa Technik (LHT) (Germany) 7.12 MTU AeroEngines (Germany) 7.13 Singapore Technologies Aerospace (ST Aerospace) (Singapore) 7.14 SR Technics (Switzerland) 7.15 SIA Engineering Co (Singapore) 7.16 Snecma Services (France) 7.17 STAECO (China) 7.18 VEM/TAP M&E (Brazil) For more information, please visit https://www.wiseguyreports.com/sample-request/768017-global-aircraft-maintenance-sales-market-report-2016


News Article | February 21, 2017
Site: www.tnooz.com

CarTrawler‘s latest ancillary revenue collaboration with IdeaWorks focuses on mobile and shows that airlines are coping better with selling seat selection than checked-in baggage. The report looks at how 25 airlines perform, with IdeaWorks opting for Android over iOS because, globally, Android is used on nearly nine in ten of the world’s smartphones. The airlines were chosen based on passenger traffic data. Ryanair, IndiGo, Emirates and Air France were highlighted as providing examples of great mobile retailing, with Ryanair “the most advanced of those reviewed for this report.” IdeaWorks specifically likes how Ryanair’s Android app works for seat allocations, with the carrier also getting the thumbs up for having incorporated five or more a la carte option to its mobile booking menu. But it is seat selection and checked baggage which IdeaWorks focuses on, thinking along the lines that these are the ancillary items most popular with passengers on desktops (and thereby generating the most revenues for the airlines). It found that while seat selection is generally working well on mobile, many airlines are struggling to when it comes to selling checked-in baggage. JetBlue, for example, is highlighted as having a disconnect between how its branded fares are displayed on desktop and on mobile, with the latter “very unfriendly for shoppers.” Air France, on the other hand, has mastered selling bags online by following three simple steps – let the passenger know what bags are included in the fare, make sure the fees are displayed clearly and offer the option to click for more details. But ancillaries is about more than seat assignment and bags – the study talks about “airport lounge access, bonus miles, rail ticket connections, and even paying to have your pet join you in the passenger cabin.” IndiGo offers its passengers the chance to pre-order meals through a clean and efficient design, but is missing out by not going into more detail (or rather, not giving passengers the option for more details). The study concludes with a handy summary of what airlines’ mobile presence needs. Click here to read the 15-page report in full as a PDF. NB Image by Reno Martin/BigStock


News Article | November 17, 2016
Site: www.businesswire.com

REDWOOD CITY, Calif. & PARIS--(BUSINESS WIRE)--Talend Recognizes 2016 Data Masters Award Winners: Honorees Including Air France KLM, Domino’s Pizza, Jaeger and Lenovo, Exemplify Innovative Use of Data to Enable Business Transformation


News Article | November 3, 2016
Site: globenewswire.com

Le total des charges d'exploitation a été inférieur de 3,5% par rapport à l'année précédente et en baisse de 3,8% à données comparables. Hors carburant, les charges d'exploitation ont augmenté de 4,4%, et de 3,8% à données comparables. Le coût unitaire par ESKO a baissé de 0,2% à change, prix du carburant et charges liées aux retraites constants. Ajusté de la grève, le coût unitaire par ESKO diminue de 1,0% pour une capacité mesurée en ESKO en hausse de 1,0% . Sur le troisième trimestre 2016, la pression sur le revenu unitaire (RESKO -6,5%) et l'impact négatif du change (94 millions d'euros) ont plus que compensé l'économie enregistrée sur la facture carburant (399 millions d'euros), alors que 55% de l'économie de la facture carburant avait été conservée au premier trimestre 2016 et 15% au second trimestre 2016. Pendant les neuf premiers mois, le chiffre d'affaires total s'est établi à 18,8 milliards d'euros contre 19,5 milliards d'euros dans les neuf premiers mois de 2015, en recul de 3,5% en nominal et de 3,1% à données comparables. La facture carburant a atteint un montant de 3 507 millions d'euros, une baisse publiée de 27,2% et de 27,9% à données comparables. Les coûts unitaires hors carburant, à taux de change et charges de retraites constants, sont en baisse de 0,9 % sur une base publiée et de 1,4 % corrigés des grèves des pilotes de juin et du personnel de cabine de juillet. Le Groupe a poursuivi sa stricte gestion des capacités, en conservant sur le trimestre une capacité stable pour l'ensemble de l'activité Passage réseaux (+0,1% et +0,6% hors grève). La recette unitaire au siège-kilomètre offert (RSKO) est restée volatile, et a baissé en moyenne de 6,5% hors change. La pression croissante sur la recette unitaire pendant le trimestre a reflété le déséquilibre entre l'offre  et la demande sur les différentes régions du réseau et la faiblesse des flux vers la France. Le Groupe continue de bénéficier d'un bon niveau de liquidités, avec une liquidité nette de 3,9 milliards d'euros au 30 septembre 2016, et des lignes de crédit non tirées de 1,8 milliard d'euros. En octobre 2016, le Groupe a placé  avec  succès  un  emprunt  obligataire  à six ans  d'un montant de 400 millions d'euros et a remboursé un emprunt  obligataire de 600 millions d'euros qui arrivait à maturité en octobre 2016.

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