Air France KLM

The role of the administrative, management and supervisory bodies

Board composition and structure

Board size and membership categories

As of December 31, 2024, the Air France-KLM Board of Directors is composed of 19 directors, organized across the following categories:

• Board directors appointed by the Shareholders' Meeting: 12 members
  • Of whom 7 are independent directors
  • Includes Delta Air Lines, Inc. (represented by Alain Bellemare) and Jian Wang (proposed by China Eastern Airlines)
• Board directors appointed by the Shareholders' Meeting as proposed by the French State: 2 members (Yann Leriche, Pascal Bouchiat)
• Board director representing the French State appointed by ministerial decree: 1 member (Céline Fornaro)
• Board directors representing employee shareholders: 2 members (Nicolas Foretz - Flight Deck Crew; Michel Delli-Zotti - Other Employees)
• Board directors representing employees: 2 members (Didier Dague - appointed by Comité de Groupe français; Terence Tilgenkamp - appointed by European Works Council)

Independence and diversity

• Independence rate: 47% of Board directors are independent (7 out of 15, excluding employee and employee shareholder representatives)
• Gender diversity: 47% women (9 out of 19 directors)
• Nationalities: 5 nationalities represented (French, Dutch, Canadian, Chinese, US)
• Average age: 58 years

Separation of Chair and CEO roles

Chair of the Board of Directors: Anne-Marie Couderc (Independent) Chief Executive Officer: Benjamin Smith

The Board separated the functions of Chair and Chief Executive Officer on May 15, 2018. The Board considers this governance structure enables the Company to benefit from a Chair dedicated to governance matters and a CEO with recognized expertise in air transport, ensuring effective separation between control and management functions.

On March 30, 2022, the Board renewed Benjamin Smith's mandate as Chief Executive Officer for a five-year term, expiring at the end of the Shareholders' Meeting convened to approve financial statements for the year ending December 31, 2026.

Board committees with sustainability oversight

Sustainable Development and Compliance Committee

Composition (as of December 31, 2024):

• Chair: Anne-Marie Idrac (Independent)
• Members: 7 total
  • Leni M.T. Boeren (Independent)
  • Wiebe Draijer
  • Dirk Jan van den Berg
  • Jian Wang
  • Pascal Bouchiat
  • Didier Dague

Responsibilities: The Committee assists the Board in monitoring social and environmental strategy and compliance matters.

Other committees

Audit Committee:

• Chair: Isabelle Bouillot (Independent)
• Members: 7 total including Gwenaëlle Avice-Huet, Leni M.T. Boeren, Florence Parly, Céline Fornaro, Nicolas Foretz, Michel Delli-Zotti
• Responsibilities: Following CSRD transposition, the Audit Committee's missions were extended to include monitoring issues related to elaboration, control, and publication of sustainability information (Internal Rules updated February 28, 2024)

Remuneration Committee:

• Chair: Alexander R. Wynaendts (Independent)
• Members: 6 total including Isabelle Bouillot, Gwenaëlle Avice-Huet, Delta Air Lines Inc. (Alain Bellemare), Céline Fornaro, Terence Tilgenkamp

Appointments and Governance Committee:

• Chair: Anne-Marie Couderc (Independent)
• Members: 3 total including Alexander R. Wynaendts, Céline Fornaro

Skills and expertise matrix

The Board directors collectively contribute expertise across 18 areas:

Governance framework and functioning

Corporate Governance Code

The Board functions according to corporate governance principles set forth in the AFEP-MEDEF Corporate Governance Code (updated December 20, 2022).

Pursuant to Article L. 22-10-10 of the French Code of Commerce and AFEP-MEDEF Code recommendations, the Company identifies recommendations not adopted in section 2.4 "Summary table of the AFEP-MEDEF's Comply or Explain recommendations not applied."

Internal Rules of the Board

The Board adopted Internal Rules on June 17, 2004, based on AFEP-MEDEF Code principles. The Internal Rules specify:

• Missions and powers of the Board, Chair, and CEO
• Organization and functioning modalities
• Prerogatives and duties of directors regarding reporting, disclosure, confidentiality, and conflicts of interest
• Powers of advisory Committees

Latest updates:

• March 5, 2025: Incorporated provisions from Law No. 2024-537 of June 13, 2024 ("loi Attractivité") to simplify procedures for holding Board meetings
• February 28, 2024: Clarified Board's role and missions regarding social and environmental strategy; extended Audit Committee missions to monitor sustainability information elaboration, control, and publication, following CSRD Directive (EU) 2022/2464 transposition

The Internal Rules are publicly available at http://www.airfranceklm.com (Governance section).

Board appointment process

Board directors are appointed by the Ordinary General Shareholders' Meeting, except:

• Director representing the French State (appointed by ministerial decree)
• Two directors representing employees (appointed by Comité de Groupe français or European Works Council)

Pursuant to Framework Agreement provisions (October 16, 2003), the Appointments and Governance Committee submits proposals for: a) Appointment of Chair of KLM Supervisory Board as Board director b) Appointment/re-appointment of two high-profile individuals residing in the Netherlands, chosen after consultation with KLM Supervisory Board c) Appointment/re-appointment of high-profile individual residing in the Netherlands, chosen after consultation with Dutch State

Term of office: Directors are elected to four-year terms (except employee representatives: two-year terms).

Shareholder representation

French State:

• Appoints 2 directors through Shareholders' Meeting (Yann Leriche, Pascal Bouchiat)
• Appoints 1 director by ministerial decree (Céline Fornaro)
• Based on Ordinance No. 2014-948 of August 20, 2014

Delta Air Lines and China Eastern Airlines:

• Each has one representative on the Board since October 2017, pursuant to Subscription Agreements signed July 27, 2017
• Delta Air Lines, Inc. (represented by Alain Bellemare)
• Jian Wang (proposed by China Eastern Airlines)

Employee shareholders:

• 2 directors representing employee and former employee shareholders (Nicolas Foretz, Michel Delli-Zotti)
• One from Flight Deck Crew category, one from Other Employee category
• Appointed by Shareholders' Meeting based on majority vote among employee shareholders

Employees:

• 2 directors representing employees (Didier Dague, Terence Tilgenkamp)
• Appointed pursuant to Articles L. 225-27-1 and L. 22-10-7 of French Code of Commerce
• Required as Board has more than 8 members

Integration of sustainability-related performance in incentive schemes

Overview

The compensation of company officers is set by the Board of Directors, on the recommendation of the Remuneration Committee, in accordance with the provisions of the French Commercial Code and the AFEP-MEDEF Corporate Governance Code. The compensation policy for Company officers, established annually by the Board of Directors, sets out the principles and criteria for determining, allocating and granting the fixed, variable and exceptional components of the total compensation and benefits of all kinds attributable to the Chairman of the Board of Directors, the Chief Executive Officer and the Board directors, as well as their relative importance.

Roles covered

• Chief Executive Officer

Sustainability KPIs tied to remuneration

Quantitative and qualitative sustainability performance criteria are included in the Chief Executive Officer's variable compensation. The Remuneration Committee has changed the distribution of quantitative sustainability performance criteria in the annual and long-term variable compensation components.

STI and LTI structure

Sustainability performance criteria are included in both:

• Annual variable compensation (short-term incentive)
• Long-term variable compensation (long-term incentive)

Additional details

All detailed elements regarding the specific KPIs, weightings, performance periods, target structures, and threshold/target/maximum performance definitions are set out in Chapter 2 of the 2024 Universal Registration Document, sections 2.5.2 "Compensation of the Company officers in 2024" and 2.5.3 "Compensation policy for the Company officers in respect of 2025".

The Transition Plan for climate mitigation and adaptation was approved by the Air France-KLM Board of Directors and is embedded in Air France-KLM's five-year Strategic Business Plan and is reviewed annually.

Strategy, business model and value chain

The Air France-KLM Group is committed to implementing its development strategy and to upholding its corporate purpose. The Group's achievements and ongoing dynamism demonstrate its capacity for excellence, with the support of its people and shareholders.

Value creation model

The Air France-KLM value creation model addresses all of the Group's stakeholders, namely employees, shareholders, customers, suppliers, authorities, institutional and non-governmental organizations, and other local partners. As part of its day-to-day activities, the Group interacts with diverse stakeholders, while its business and operations have a variety of qualitative and quantitative impacts on society.

Business model components

People: approximately 78,000 engaged and professional employees, and a diverse culture

Air France-KLM is committed to the value of its workforce worldwide. Driven by our employees' collective dedication, professionalism, and accomplishments, Air France-KLM is able to provide premium services and caring airline experiences, fostering lasting relationships with customers while maintaining the highest standards of safety and efficiency.

Partnership: a solid network of partners

Air France-KLM is pursuing its commercial integration strategy with its principal partners worldwide, including Delta Air Lines, Inc., China Eastern Airlines, and through the SkyTeam alliance, to offer value-added services and innovation while reinforcing its network and building mutual trust.

An extensive network operated with an optimized fleet

The Air France-KLM Group currently operates one of the most diversified networks between Europe and the rest of the world, organized around its dual hubs of Paris-Charles de Gaulle and Amsterdam-Schiphol, which are two of the four largest connecting platforms in Western Europe. In 2024, Air France and KLM served more than 240 cities in over 90 countries from these two connecting platforms.

Capital structure

Financial capital not only ensures Air France-KLM's financial sustainability, it also accelerates its ability to transform while enabling value creation. Through the combined use of share capital, cash reserves, and debt, the Group is able to fund its infrastructure, optimize its fleet, develop its resources, innovate in digital, enforce its supply chain, improve community relationships, and engage in sector consolidation.

Value creation for stakeholders

People: be the best place to work

Air France-KLM wants to position itself as an employer of choice and is targeting a leading Employee Promoter Score ("EPS"). The Group's 78,000 people (approximately) are its primary asset, as they are the face of the Company to its customers and represent its brands across the world.

Customers: exceed customer expectations

Air France-KLM is committed to ensuring an unrivaled end-to-end customer experience, aiming to exceed customer expectations at every touchpoint and across its products and services. The Group is targeting a leading Net Promoter Score (NPS) by improving the customer experience through personalized and digitalized offers and best-in-class operational performance.

Planet and society: the ambition towards a more sustainable aviation

Air France-KLM is making its best efforts to move toward more sustainable aviation at the level of both flight and ground operations. The Group continues its efforts to reduce its environmental footprint by improving its operations and processes, partnering and innovating in the supply chain, and mobilizing its staff and the industry.

Interests and views of stakeholders

Overview

Stakeholder engagement is a key lever for achieving a successful environmental, social and governance transition for the Group. Ongoing dialogue and a mutual understanding of the challenges facing Air France-KLM and its environment are key to building long-term relationships with stakeholders and to co-constructing and developing appropriate, innovative solutions.

Stakeholder engagement channels

The Group interacts closely with various stakeholders and pays great attention to their expectations. Several initiatives enable their perception to be evaluated on a regular basis through, in particular:

• Internal barometers and meetings to gather employee suggestions
• Customer perception and satisfaction surveys
• Regular exchanges with institutional and individual shareholders, mainstream and Socially Responsible Investment (SRI) investors together with recommendations from extra-financial rating agencies
• Discussions during annual General Shareholders' Meetings (including prior discussions with proxy advisors and shareholders on proposed resolutions)
• Dialogue with the authorities and national policy makers
• Dialogue with airports
• Dialogue with NGOs
• Dialogue with local communities on noise management
• Dialogue and evaluation of supplier sustainability performance
• Regular dialogue with financing banks (on financial and sustainability topics)
• Exchange of best practices and working groups within the industry and with other large companies
• Opinions and feedback from dedicated email addresses, websites and social media
• Feedback channels deployed to enable stakeholders (particularly employees, customers and residents around airports) to communicate any comments and complaints

Stakeholder map

The Group has identified the following key stakeholder groups:

Customers:

• Corporate customers
• Passengers (VFR, business, etc.)
• Cargo customers
• Distributors
• Trade
• E&M customers

Suppliers:

• Suppliers (e.g. IT suppliers, fuel suppliers, catering suppliers)
• Buyers

Partners:

• Airline & industry partners
• Business partners
• Airports
• Schools & Universities

Employees:

• Permanent staff
• Temporary staff
• Future employees (students)
• Apprentices
• Works councils
• Unions

Communities & NGOs:

• Environmental NGOs
• Humanitarian & Development NGOs
• Local residents' associations
• Foundations

Public policy makers & influencers:

• UN policy makers
• European policy makers
• National policy makers
• FAA/EASA/DGAC
• Professional & Association bodies
• Media and key opinion leaders
• Local policy makers
• Local elected officials

Shareholders, investors & other financial market stakeholders:

• Analyst, Equity investors
• Credit investors, Individual shareholders
• Proxies, Banks
• Rating agencies (financial & ESG)
• Institutional investors (States)
• National control authorities (Autorité des marchés financiers - AMF and Dutch Autoriteit Financiele Markten - AFM)

Governance reporting

Each business unit, led by its respective EVP, is responsible for regularly reporting to governance bodies on the Group's interactions and initiatives with stakeholders. These updates are structured and provided consistently throughout the year, in particular, to the Group Executive Committee, the Decarbonization Committee, the Sustainable Development and Compliance Committee and the Board of Directors. These reports summarize key engagements, outline progress on collaborative initiatives and highlight feedback or concerns raised by stakeholders.

Overview of initiatives undertaken with stakeholders in 2024

Customers

Platform & other means of stakeholder engagement:

• Regular interactions between corporate customers and commercial teams, in particular, monthly meetings etc.
• Events on sustainability
• Customer referral club
• Customer focus group on specific sustainability topics

Topics:

• Discovery of the Group's business and organization
• Presentation of the decarbonization strategy
• Tests and approvals of new offers including sustainability elements
• Reflections on the evolution of commercial offers
• Dialogue on specific sustainability topics such as the creation of a sustainable development label on Air France's advertising messages

Outcome including amendments to strategy/business model:

• Need to strengthen the voluntary SAF corporate program
• Strengthening competitiveness and image: an engaging approach enhances the Group's reputation and helps differentiate it from competitors as well as secure customer's trust and preference
• Update and review of advertising campaigns
• Evolution of commercial offers including SAF bundles and options

Next steps:

• Continue to improve the quality and level of the Group's products and services, offer a unique travel experience to its customers and create memorable experiences while also moving towards travel with a lower environmental impact
• Development and enhancement of SAF corporate program - promote the Group's B2B offers
• Evolution of commercial SAF offers for B2C
• Continue to develop catering with reduced environmental impact and involve the customers in the on-board pre-order system to reduce food waste

Suppliers

Platform & other means of stakeholder engagement:

• Procurement department which works in particular on the "Air France-KLM Responsible Procurement program"
• Procurement Academy (launched in 2021)
• Bi-monthly meetings of the combined Dutch/French procurement teams
• Foster supplier engagement through various initiatives:
  • AIRPro initiative launched in 2023: Air France-KLM Group and other airlines together with EcoVadis
  • Carbon Disclosure Project (CDP) Climate Module Assessment
  • Member of the Flight Challenge
• Encourage supplier diversity through various partnerships & initiatives e.g.: I am Skyhop Global, AAB In Flight

Topics:

• Implementation of a sourcing process that aims to select products, services and business partners that align with the Group's ambitions in terms of sustainability
• Purchasing: strong focus on SAF, exploration of aircraft maintenance and components, airport handling, cargo trucking and onboard products
• Supplier screening & assessment with EcoVadis to assess their sustainability performance
• Online courses offered by the Procurement Academy to buyers and other procurement staff. The training covers various sustainability topics including onboarding modules for new buyers
• Buyer engagement: signature of a Code of Ethics and anti-corruption/ethics training every other year on a regular basis as well as training courses and workshops on various sustainability matters (e.g. EcoVadis, Climate Fresk carbon disclosure project, circular plastics, regulatory changes, etc.)
• Flight Challenge: serves as a platform by bringing together airlines, industry partners, and environmental organizations to collaboratively develop and showcase innovative solutions for reducing the aviation industry's environmental impact

Outcome including amendments to strategy/business model:

• The Group actively encourages all suppliers to do an assessment with EcoVadis. This assessment is a mandatory requirement for suppliers that have been identified as sustainability high risk suppliers
• The Air France-KLM Procurement team seeks to engage with suppliers based on their EcoVadis assessment score to promote the improvement of their sustainability performance and/or discontinue suppliers that do not meet the Group's requirements
• AIRPro sector initiative aims to introduce similar standards for procurement to further increase sustainability and supply chain transparency in the aviation industry

Next steps:

• Promote supply chain transparency: encourage all suppliers to conduct sustainability assessments on a voluntary basis and beyond (legal) compliance
• Procurement department to actively engage with suppliers who will align with the Air France-KLM Responsible Procurement program
• Update the procurement policy and develop buyers' engagement and knowledge on sustainability
• Develop the internal newsfeed: monthly newsletter on sustainability matters

Employees

Platform & other means of stakeholder engagement:

• Ongoing dialogue with key stakeholders: future employees (students), apprentices, temporary staff, permanent staff, works councils, unions
• Compulsory training for all executives and managers in 2024 in the "My Climate School" program
• Training for new recruits
• Acculturation within works councils and works committees
• Air France Prospective Committee
• Employee promoter score (EPS) used by Air France, KLM and Transavia to measure employee satisfaction
• Regular meetings with employee representatives and works councils at airline level
• "Flight Plan" roadmap
• Internal communication tools, development of social media platforms, events at schools and in Group & airlines' premises, newsletters, generic email addresses, etc.
• Mentorship of trainees

Topics:

• Provide a common knowledge base on the challenges and performance of environmental transition
• Social dialogue regarding the environmental transition
• Explain the Group's commitments, impacts, actions and results on sustainability matters
• Information on performance management and D&I (safe workplace for everyone)
• Attention to stakeholders' expectations: internal barometers and meetings to gather employee suggestions and deployment of feedback channels to enable stakeholders to communicate comments and complaints transition
• Present and discuss the Flight Plan which aims to motivate employees through a defined action plan at the level of every division of the airlines and the Group including, in particular, an ongoing commitment to diversity, inclusion and interpersonal connection, staff development, support for initiative, promotion of team spirit and collaboration
• Inform, raise awareness and train employees in the challenges of environmental transition via internal communication
• Give guidance, evaluate and involve trainees through mentorship programs

Outcome including amendments to strategy/business model:

• Commit the employees to participating in the environmental transition: employees are both actors and ambassadors of the transformation
• Identify and support changes in the various business lines linked to environmental transition
• Airlines are responsible for creating a culture and environment in which everyone feels comfortable and is supported in the right way to make a difference. Employee engagement is steered in all the teams and businesses
• Foster employee commitment and motivation by offering employees working conditions that enable them to fulfill their professional duties effectively and thus contribute to the Group's performance
• Creation by KLM in 2024 of a clear survey calendar to obtain insights at every stage of the employee journey and drive improvements in overall employee engagement
• Mobilize employees to take action on environmental issues to foster innovation and business transformation

Next steps:

• Launch of the second phase of compulsory training under the "My Climate School" program in 2025 open to all company employees with a personalized section for each business line to enable them to take action at their own level
• Regular update of the EPS survey by Air France to poll employees on various questions that help understand their expectations
• Once a year, KLM and Transavia to send a broad questionnaire to complement the EPS measurement
• Focus on the Group's D&I priorities: leadership, culture and measurement
• Creation of networks of environmental transition ambassadors in Air France and KLM in order to create a CSR channel to target employees who want to take action on leveraged positions
• Strengthen the employer brand through partnerships with schools and universities
• Continue dialogue with unions on transition issues

Partners

Platform & other means of stakeholder engagement:

• Working groups
• Education-focused partnerships with schools and universities: conferences, presentations, fairs, participation in advisory bodies and committees, etc.
• Contribution to research and development via partnerships with knowledge institutes and research laboratories and patronage of various chairs such as Air France's patronage of the Novaero chair launched by ENAC to train the future players in the transformation of the transportation sector and help meet the key challenges of reducing aviation's climate and environmental impact, and Air France's contribution to the work of the IPSL chair on non-CO₂ effects. KLM is also actively involved in various initiatives, such as the Electric Flying Connection, Power Up, Heart Aerospace Advisory Board, and the Duurzame Luchtvaarttafel

Topics:

• Accelerate the emissions reduction of air transport in Europe
• Build a powerful network to exchange best practices and pool resources on transition issues
• Conclude new partnerships to foster environmental cooperation
• Partner with schools and universities: educate students on environmental transition in the airline industry and the reduction in the carbon footprint, and develop employer brand appeal

Outcome including amendments to strategy/business model:

• Impact thanks to collaboration via sharing resources and know-how e.g., bring together public and private stakeholders around a development plan for SAF. In particular, on September 23, 2024, Air France-KLM ramped up its SAF offtake agreement with TotalEnergies, which will supply up to 1.5 million tons of SAF over a 10-year period
• Improvement of employer brand appeal and enhanced student skills
• Offer customers solutions to reduce their carbon footprints and support environmental projects to develop innovative solutions e.g.:
  • Form stronger partnerships with railway companies: to strengthen intermodality competitiveness, create efficient customer connections, offer other travel solutions, e.g., partnership with SNCF (i.e., Air France's rail & air "Train + Air" product) and Eurostar
  • Route and flight path optimization (e.g., partnerships with Open Airlines and OptiFlight)
  • Partnership between Air France and Météo France to establish weather models to adapt Air France's operations to higher temperatures
  • Research and development program for air traffic management, SESAR (Single European Sky ATM Research Program)
• Amsterdam Airport Schiphol and KLM join forces with Delft University of Technology for the future of work in baggage handling halls
• AeroDelft and KLM Partner to Explore Hydrogen in Aviation

Next steps:

• Continue to talk with students and contribute to research work on ecological transition to create awareness, improve brand appeal, attract key talent and develop new professions
• Reduce the impact of waste on board the aircraft by working on recycling with partners and suppliers
• Work with aircraft manufacturers to adapt the Group's fleet plan to reduce emissions
• Boost the competitiveness of the intermodality product by working on connecting times
• Work with partners to manage operational risks linked to climate-related crises
• Sign strategic partnerships and invest in SAF production capabilities; develop innovative low-emission solutions on the ground and in the air
• Raise awareness around the potential and the challenges associated with SAF

Shareholders, investors & other financial market stakeholders

Platform & other means of stakeholder engagement:

• Roadshows with investors
• Capital market days
• Individual and group calls with analysts
• Participation in (ESG) conferences organized by brokers
• Engagement with proxies ahead of AGM (on strategy, policies related to governance, remuneration and new issue resolutions)
• Engagement with rating agencies
• Engagement with banks
• Annual Shareholders' Meeting and holding of the Individual Shareholders' Consultative Committee
• Reporting: annual report, half-year financial report, publication of quarterly results, etc.
• Dedicated means of communication with individual shareholders (generic e-mail address, consultative committee, newsletter, dedicated website)
• Yearly visit with the AMF and specific meetings and discussions when needed with the AMF or AFM

Topics:

• Financial and extra-financial results
• ESG Strategy
• Decarbonization roadmap
• Any specific event that impacts the Group's activity or strategy

Outcome including amendments to strategy/business model:

• Raise awareness and knowledge about the Group in order to attract investors to buy existing financial instruments or newly issued financial instruments
• Impact on the share price
• Impact on the interest rate, credit rating and cost of lending capital (CSR targets included in the financing as the Group's activities impacts the bank's scope 3 carbon footprint)
• Reputational risk profile
• Financial risk profile

Next steps:

• Further develop relations with ESG rating agencies
• Improve the quality of sustainability information disclosure positively impacting ESG ratings and ESG investors' interest
• Demonstrate a more sustainable leadership to attract investors and secure financing

Public policy makers & influencers

Platform & other means of stakeholder engagement:

• Local, European and international business, industry and employer associations, federations such as, AFEP, Medef, VNO-NCW (Verbond van Nederlandse Ondernemingen en het Nederlands Christelijk Werkgeversverbond), IATA, A4E, FNAM, GIFAS and ASD
• Think tanks, such as EdEn and T&E
• International, European, French, and Dutch public policy-makers, such as the European Commission, the Committee on Aviation Environmental Protection (CAEP) of the International Civil Aviation Organization (ICAO), ministerial offices, members of parliament, academic community, the French General Secretariat for Ecological Planning, French civil aviation authority (DGAC), Dutch Human Environment and Transport Inspectorate (ILT), French Directorate-general for energy and climate (DGEC), Dutch Ministry of Economic Affairs and Climate Policy (Ministerie van Economische Zaken en Klimaat), the French environmental agency, French agency for ecological transition (ADEME), Netherlands Environmental Assessment Agency (Planbureau voor de Leefomgeving, PBL), French airport nuisance control authority (ACNUSA)

Topics:

• Legislative and regulatory monitoring
• Raising awareness of Air France-KLM Group's performance and challenges among public decision-makers and influencers
• Defending the Group's interests and promoting its actions in particular, to reach a level playing field and fair conditions of competition
• Explaining current and future initiatives to minimize environmental impact
• The Group brings, among other things, economic activity, employment and knowledge transfer

Outcome including amendments to strategy/business model:

• Anticipating changes in standards and policies affecting our business model
• Alignment with societal and regulatory expectations
• Understanding by the Group of the point of view of the main players involved in air transport, in order to adapt actions aimed at reducing the negative externalities generated by its activity
• Explain the Group's objectives, the actions implemented to achieve them and the constraints it faces

Next steps:

• Continue conducting the inventory and getting in touch with stakeholders on sustainability
• Define a contact plan
• Ensure a collaborative dialogue with the determination of messages for each target and communication channels
• Further detailing of impact of policies under consideration to allow for well-informed decisions

Communities & NGOs

Platform & other means of stakeholder engagement:

• Bilateral meetings with NGOs
• Partnerships with various NGOs such as Aviation without borders, Acting for Life, Wings of Support and Air France corporate foundation (La Fondation Air France)
• Various meetings on noise management with local communities

Topics:

• Dialogue on the Group commitments, actions and results in terms of environmental transition
• The Group and its airlines partner with local and global NGOs to extend its reach and impact
• La Fondation Air France funds association projects for a more sustainable tourism
• Discussions on noise management

Outcome including amendments to strategy/business model:

• Enriching the Group's strategy through the development of knowledge resulting from research projects
• Partnerships with NGOs and financial support to develop humanitarian sponsorship, bring support for children and young people, finance educational projects that help promote new behaviors and a better understanding of climate issues, as well as training and awareness-raising projects on practices that respect natural resources along with a more sustainable territorial economic and social development
• Volunteer work by active and retired Group employees

Next steps:

• Continue partnerships with NGOs to raise environmental awareness, support education and social and professional integration
• Finance associative projects that promote awareness among children and young people and contribute to more sustainable tourism in the region
• Create a 'critical friends committee' as a platform for dialogue with NGOs

Affected stakeholders vs users of sustainability information

The Group distinguishes between affected stakeholders (those impacted by the business) and users of sustainability information (investors, lenders). The stakeholder map and engagement initiatives demonstrate this distinction, with specific platforms and engagement mechanisms tailored to each group's needs and relationship with the company.

Material impacts, risks and opportunities and their interaction with strategy and business model

Material impacts, risks, and opportunities (IROs) related to staff are described in section 4.3.1. under ESRS standard S1 (own workforce).

Material impacts, risks, and opportunities (IROs) related to customers are described in section 4.1.4.3 under ESRS standard S4 (consumers and end users).

Material impacts, risks, and opportunities (IROs) related to sustainability are described in section 4.1.4.3 under ESRS standards E1 (climate change), E2 (pollution), and E5 (circular economy).

Environment: Air France-KLM, a committed player with ambitious targets, advocating for an industrywide transformation

As its ground and flight operations have an impact on the environment, particularly on climate change, noise, air pollution, and waste, the Group permanently strives to optimize its activities to reduce its environmental footprint.

Sustainability is a collective responsibility, and Air France-KLM is committed to play its role. The Group's ambition is to reduce greenhouse gas (GHG) emissions and limit the increase in the global average temperature in line with the Paris Agreement. This ambition is fully aligned with the long-term global aspirational goal of the International Civil Aviation Organization (ICAO) of net-zero carbon emissions by 2050.

To achieve this goal, the Group has worked out a Transition Plan for climate mitigation and adaptation. To monitor the progress toward the achievement of this plan, the Group has set the ambition of reducing 30% of its GHG emissions per RTK (revenue ton-kilometer) by 2030 compared to 2019.

Description of the process to identify and assess material impacts, risks and opportunities

Air France-KLM has regularly conducted materiality analyses in the past, allowing the Group to assess which topics were considered key priorities by its internal and external stakeholders.

Step-by-step methodology

With the introduction of the European Sustainability Reporting Standards (ESRS) applicable as of January 1, 2024, the Group has conducted a detailed analysis with the help of an advisory firm specialized in sustainability reporting. This analysis aimed to identify its impacts on people and the environment (the impact materiality), and the risks and opportunities that may arise from these impacts (the financial materiality).

This double materiality assessment was carried out following a five-step process with the goal of prioritizing Air France-KLM material impacts, risks and opportunities (IROs) that set the boundaries of its sustainability reporting:

1. Step 1: Screening the relevant sustainability matters – Guided by the list of sustainability matters covered in the topical ESRS (ESRS 1, Appendix 1, AR 16), and based on its pre-existing materiality assessment, sectorial guidelines and peer benchmarks, the Group has identified the relevant sustainability matters for its activities and its sector. The Group has paid specific attention to covering all its activities and geographies in its materiality assessment, including any sector-specific matters and taking into account the dependencies from its business relationships with the main actors in its upstream and downstream value chain.

2. Step 2: Identification of impacts, risks and opportunities – For each sustainability matter identified as an outcome of Step 1, the Group has defined the relevant impacts, risks and opportunities from its own activities and its upstream and downstream value chain. This was done following a cross-functional approach through interviews with internal subject-matter experts from various departments, as well as benchmarking with peers and sectorial guidelines. Each impact identified has been classified as actual or potential and as negative or positive.

3. Step 3: Scoring each impact, risk and opportunity – A scoring of the impact materiality on people and the environment, as well as the financial materiality arising from risks and opportunities, has been performed by internal experts, in accordance with the existing Risk Management framework in place within Air France-KLM.

4. Step 4: Engagement with stakeholders to challenge the materiality assessment – Once each IRO was identified and scored, Air France-KLM engaged with internal and external stakeholders to discuss the preliminary results and collect feedback to adjust the pre-materiality assessment. More than 50 interviews in total were conducted with representatives from the Group and its airlines (ranging from junior professionals to senior management), experts from the air transport industry (including key suppliers and partners), and other external stakeholders (including public authorities, investors, customer panels, research institutions, NGOs, etc.). Following the interviews, Air France-KLM reconsidered its materiality assessment if a relevant number of stakeholders suggested that the materiality of a certain topic could be positively or negatively adjusted.

5. Step 5: Review and validation of the material impacts, risks and opportunities by the management and the governing bodies – As a result of the stakeholder consultations and a thorough review by the internal experts, based on their best understanding of the available guidance on the interpretation of the ESRS requirements, the final list of sustainability matters for Air France-KLM and the associated material impacts, risks and opportunities was established. The results were discussed and approved by the Group Executive Committee, and presented and challenged in a joint workshop with the Audit and the Sustainable Development & Compliance Committees, before being endorsed by the Board of Directors of Air France-KLM.

Inputs to the assessment

The assessment drew on the following inputs:

• List of sustainability matters covered in the topical ESRS (ESRS 1, Appendix 1, AR 16)
• Pre-existing materiality assessment
• Sectorial guidelines and peer benchmarks
• Interviews with internal subject-matter experts from various departments
• Interviews with experts from the air transport industry (including key suppliers and partners)
• Interviews with external stakeholders (including public authorities, investors, customer panels, research institutions, NGOs, etc.)
• More than 50 interviews in total conducted with representatives from the Group and its airlines (ranging from junior professionals to senior management)
• Support from an advisory firm specialized in sustainability reporting

Scoring criteria

Impact materiality

To evaluate how severe or positive the impacts are or could be on people and/or the environment, the following criteria were scored:

• Scale (from marginal to major)
• Scope (from not widespread to global)
• For negative impacts: Irremediability (from remediable to irremediable)
• For potential impacts: Likelihood (from rare to almost certain)

Note: In the case of a potential negative human rights impact, the severity of the impact takes precedence over its likelihood.

Financial materiality

To evaluate the financial effects on the business over a short (up to 18 months, equivalent to the operational risk horizon), medium (up to five years, corresponding to the strategic risk time horizon) or long-term period (beyond five years), the following criteria were scored:

• Magnitude (from insignificant to major)
• Likelihood (from rare to almost certain)

Threshold for materiality

Each Impact, Risk and Opportunity has been scored on a gross scale, based on the criteria specified above. The scoring was performed by internal experts, in accordance with the existing Risk Management framework in place within Air France-KLM.

The threshold for materiality was determined through stakeholder consultations and internal expert review, resulting in a final list of material sustainability matters approved by the Group Executive Committee and endorsed by the Board of Directors.

Value chain mapping

The Group paid specific attention to covering all its activities and geographies in its materiality assessment, including any sector-specific matters and taking into account the dependencies from its business relationships with the main actors in its upstream and downstream value chain.

In 2024, the climate risk assessment was updated to include the Company's upstream and downstream value chain.

Frequency and last review

Air France-KLM is committed to updating its materiality assessment on a regular basis and specifically in case specific circumstances or a significant change in its business model occur.

The double materiality assessment was carried out following the introduction of ESRS applicable as of January 1, 2024.

Decision-making process and risk management

Following the implementation of the ESRS, the pre-existing extra-financial risks identified through the risk management process in place within Air France-KLM will be further aligned and combined with the IROs. Consequently, the IROs will be further integrated into the decision-making process around the Group's sustainable development strategy and monitored through the Internal audit and Internal control processes in place.

Transition plan for climate change mitigation

Air France-KLM decarbonization roadmap

The Air France-KLM Group needs to balance its medium-term focus on managing liquidity risk and optimizing capex with a long-term focus on achieving increased competitiveness and its decarbonization ambitions.

The Air France-KLM Group and its airlines are continuing their efforts to reduce their environmental footprint as a part of a transparent and responsible approach to the challenges related to global warming.

The Air France-KLM Transition Plan aims to reduce GHG emissions by:

■ putting in place strategic partnerships with railway operators and offering customers intermodal products to increase options of combining alternative modes of transportation with lower GHG emissions;

■ accelerating the renewal of its fleet with more fuel-efficient aircraft;

■ introducing operational measures aiming to decrease fuel consumption and replace fossil fuel with alternatives with lower GHG emissions.

In addition, Air France-KLM is working with the broader aviation sector to accelerate the development of innovative solutions for aircraft design and maintenance, engines, and synthetic fuels, which will be required to achieve net-zero carbon emissions in aviation.

Fleet renewal as a key lever

The Air France-KLM Group has confirmed its strategy of continuing to modernize its fleet. It has ordered new-generation narrow-body and wide-body aircraft that will deliver a strong contribution to the Group's environmental roadmap and generate substantial financial benefits. By 2030, the Group's fleet should be composed of new-generation aircraft up to 80%.

The renewal of its fleet with less fuel-consuming aircraft is currently the first lever for decarbonization. It aims to reduce CO₂ emissions by 20% to 25% and the noise footprint thanks to new-generation aircraft that are more fuel-efficient and more environmentally friendly. By 2030, the latest-generation Airbus A220 and Airbus A350 aircraft will represent 70% of the Air France fleet.

Sustainable Aviation Fuel (SAF)

To empower customers who wish to help Air France-KLM lower its environmental footprint, ExtraSAF is offered. SAF is an alternative to regular aviation fuel and has a reduced environmental impact. Three contribution levels are offered based on the estimated amount of fuel needed per passenger for a flight and the price of SAF at the time of booking.

Operational measures

Transavia France is a pioneer in the implementation of eco-pilot programs, which is part of the levers in the Group Transition Plan. The pursuit of its partnerships with start-ups Safety Line (SITA) and OpenAirlines has enabled a 3% to 5% reduction in CO2 emissions per flight. The three OptiFlight solutions (combined) of its partner Safety Line can save more than 80 tons of fuel per aircraft per year, i.e., the equivalent of one aircraft flying neutrally in the Transavia France fleet.

Policies related to climate change mitigation and adaptation

Air France-KLM has developed a climate policy that addresses material impacts and risks related to climate change mitigation and adaptation. The Group's Transition Plan is an integral part of this policy.

Climate Policy

Policy name: Climate policy

Scope: The climate policy is applicable to the airline business units of Air France-KLM, namely Air France, KLM Royal Dutch Airlines, Transavia France, Transavia Netherlands, and Air France KLM Martinair Cargo, including their upstream and downstream value chains.

Governance and oversight: The climate policy was approved by the Air France-KLM Board of Directors. The Transition Plan is embedded in Air France-KLM's five-year Strategic Business Plan and is reviewed annually. The Transition Plan is regularly monitored through a specific body called the Decarbonization Committee.

Key content and principles: The policy outlines:

• Principles that inform decision making within Air France-KLM
• Levers for a Transition Plan aimed at climate impact mitigation, adaptation and energy efficiency
• Goals for reducing the company's climate-related impacts, including a target to reduce greenhouse gas emissions intensity (gCO₂eq/RTK) by 30% by 2030 compared to 2019 baseline
• Responsibilities within the Group for the implementation of the policy

Public availability: The policy is available internally for all the Group employees. No public URL is provided in the excerpts.

Link to international standards: The Group's target to reduce GHG emissions was validated by the Science Based Targets initiative (SBTi) in November 2022 as being in line with a Well Below 2.0°C scenario. The Group's ambition is aligned with the Paris Agreement objective of limiting the increase in global average temperature to 1.5°C above pre-industrial levels, in line with the International Civil Aviation Association's (ICAO) long-term global aspirational goal of net-zero carbon emissions by 2050.

Monitoring implementation: The effectiveness of the implementation plan is assessed through annual publication of Air France-KLM's results. The Transition Plan is monitored at the highest level of the Group and included in the Group reviews of its five-year Strategic Business Plan. Results are disclosed in sustainability reports.

Actions and resources in relation to climate change policies

Air France-KLM's Transition Plan is divided into two main axes:

A. Flight Operations

The Group's decarbonization strategy for flight operations focuses on reducing emissions through fleet renewal, operational efficiency measures, jet fuel upstream efficiency, replacing fossil fuel with lower-GHG alternatives, and CO₂ removal through offsetting.

1. Business Model & Intermodality

Action: Partnership with railway companies (SNCF, Eurostar, CFF/SBB) to promote intermodal transportation and replace shorter hub-feeding flights with lower-carbon options.

• Scope: Own operations (domestic and short-haul routes)
• Partners: SNCF, Eurostar, CFF/SBB (Swiss Federal Railways)
• Products offered:
  • Air&Rail: Linking CDG to Brussels with 140,900 customers in 2024
  • Train+Air: Linking CDG and ORY to 41 routes with 111,000 customers in 2024 (+5% vs 2023)
• Outcomes: Structural decrease in domestic operations; digitalized customer journey since 2022 with online check-in for entire journey
• Time horizon: Ongoing (2024 results reported)

2. Fleet Renewal

Action: Replace older aircraft with new-generation fuel-efficient aircraft.

• Scope: Own operations
• Aircraft types:
  • Airbus A350-900: 25% less fuel consumption per seat, 40% less noisy
  • Boeing 787: 25% less fuel consumption per seat
  • Airbus A220: 20% less fuel per passenger km, 34% less noisy
  • Embraer 195-E2: 9% less fuel per flight, 31% less CO₂ per passenger km, 63% less noisy vs E-190
• Current status: 27% of fleet composed of new-generation aircraft at end of 2024
• Target: 80% new-generation aircraft by 2030
• Time horizon: Short to medium term (2030 target)
• Link to policy: Core component of Transition Plan

3. Operational Efficiency Measures

All Group airlines have implemented programs to improve energy efficiency and reduce GHG emissions.

3a. Weight Reduction

• Actions: Reducing weight of seats, galley and service equipment; minimizing use of heavy products; adapting potable water volume to actual needs; optimizing onboard catering; replacing wooden cargo beams with lightweight cardboard; using lightweight cargo containers
• Scope: Own operations
• Rationale: Lighter aircraft consume less fuel

3b. Aircraft Performance Optimization

• Actions: Adopting fuel-efficient engines (LEAP, P&W 1500, GENx); innovative on-the-gate engine wash process; reducing paint weight; winglet upgrades (e.g., Split Scimitar Winglets by Transavia in partnership with GKN Fokker Techniek)
• Scope: Own operations
• Partners: GKN Fokker Techniek (Transavia winglet upgrade)
• Outcomes: Boosted engine performance, reduced fuel consumption, enhanced aircraft streamlining

3c. Center of Gravity Optimization

• Action: KLM conducted tests in 2024 to optimize aircraft center of gravity
• Scope: Own operations (KLM)
• Time horizon: Short term (2024)

4. Research & Development and Industry Partnerships

Air France-KLM collaborates with multiple stakeholders to develop zero-emission technologies and accelerate decarbonization breakthroughs.

Partnerships and programs:

• Smart Freight Centre (SFC): Air France-KLM Martinair Cargo joined to increase transparency on GHG emissions and drive decarbonization in air freight
• TU Delft-France Initiative: €150,000 annual contribution over three years starting 2024 for collaborative research between France and Netherlands on aviation decarbonization
  • Resources: €450,000 total (€150k/year × 3 years)
  • Time horizon: 2024-2026
• Aviation Climate Task Force (ACT): Founding member; focuses on breakthroughs in synthetic SAF, hydrogen, and direct air capture
• HERON Project: Partner (Air France and KLM); EU-funded project (2022-2025) demonstrating environmental footprint reduction through innovative procedures and optimized air traffic management
  • Time horizon: 2022-2025
• TULIPS: KLM partner in €25 million EU-funded consortium (January 2022-December 2025) developing innovations for zero-emission and zero-waste airports by 2030
  • Resources: €25 million EU funding
  • Time horizon: 2022-2025
  • Target: Zero-emission airports by 2030, climate-neutral aviation by 2050
• BeCoM (Better Contrail Mitigation): KLM involvement in EU-funded research for contrail reduction through trajectory optimization
• HOPE (Hydrogen Optimized multi-fuel Propulsion system): KLM involvement since 2024 in EU-funded research for integrated hydrogen aircraft propulsion
  • Time horizon: Medium to long term
• Flying-V Aircraft: KLM partnership with Delft University of Technology to design highly energy-efficient long-haul aircraft
  • Scope: Research & development (upstream)
  • Potential outcome: Significant emission reductions
• AeroDelft: KLM supports student team designing one of the world's first liquid hydrogen aircraft
• Heart Aerospace Advisory Board: KLM member supporting ES-30 aircraft development and type certification
• Electric Flying Connection (EFC) and Power Up: KLM full member; focuses on building network for electric flying value chain
• Duurzame Luchtvaarttafel: KLM partner in working group facilitated by Dutch Ministry to reduce aviation CO₂ emissions
• NovAero Teaching Chair: Air France partnership with ENAC and Airbus (launched 2024) developing skills to reduce aviation environmental impact; students receive curriculum on environmental/societal transitions and NovAero Certificate
  • Time horizon: 2024 onwards
  • Non-financial resources: Educational program development
• MoUs with start-up OEMs: Air France Industry and KLM Engineering & Maintenance signed agreements for aftermarket service for hybrid and hydrogen-electric aircraft; developing educational programs for technicians
  • Non-financial resources: Technician training programs
  • Scope: Own operations (maintenance)

5. Sustainable Aviation Fuel (SAF)

5a. SAF Incorporation and Long-term Procurement

• Action: Progressive incorporation of SAF; long-term offtake agreement with TotalEnergies ramped up September 23, 2024
  • Volume: Up to 1.5 million tons SAF over 10 years
  • Time horizon: 10-year agreement (2024-2034)
  • Link to targets: Core lever for SNBC trajectory; SAF variables integrated into procurement strategy

5b. SAF Corporate and Consumer Programs

• Action: Development and enhancement of SAF corporate program (B2B); evolution of commercial SAF offers for consumers (B2C) including SAF bundles and options
• Scope: Downstream (customers)
• Stakeholder engagement: Monthly meetings with corporate customers; events on sustainability; customer focus groups
• Outcomes: Strengthened voluntary SAF corporate program; evolution of commercial offers
• Time horizon: Ongoing

5c. SAF Quality Assurance

• Action: Quality of SAF purchased audited by external party auditors
• Scope: Upstream (supply chain)

5d. SAF Research and Development in Europe

• Action: Supporting SAF research and development of SAF production capabilities in Europe
• Scope: Upstream (supply chain)
• Strategic partnerships: Investments in SAF production capabilities; collaboration with public and private stakeholders
• Example: Bringing together stakeholders around SAF development plan

6. Non-CO₂ Effects Mitigation

Action: Addressing non-CO₂ climate effects including contrails and NOx emissions at high altitude.

• Context: Non-CO₂ effects (persistent contrails creating greenhouse effect; NOx forming ozone and destroying methane) have warming impact comparable to CO₂ in short term
• Scope: Own operations (flight operations)
• Status: Uncertainties remain in assessing and quantifying impacts; efficacy of mitigation levers not all identified
• Scientific basis: 2019 global data shows <3% of flights responsible for 80% of climate impact related to contrails
• Approach: Detecting flights with significant contrail impact; trajectory optimization
• Time horizon: Medium to long term (research ongoing)

B. Ground Operations

Reducing emissions from ground operations through electrically powered equipment and energy efficiency measures.

1. Electrically Powered Ground Equipment

• Action: Using electrically powered ground equipment
• Scope: Own operations (airport ground operations)
• Link to policy: Component of Transition Plan

2. Building Energy Efficiency

• Action: Launching program of energy efficiency measures to reduce building energy consumption; investing in electrically powered heating systems (heat exchange systems) for Group buildings whenever possible
• Scope: Own operations (facilities)
• Link to policy: Component of Transition Plan

Cross-Cutting Actions

Stakeholder Engagement & Awareness

Action: Promoting sustainability and sobriety messages.

• Activities: Presentation of CO₂ emissions at ticket booking; sobriety message in advertising since Summer 2024: "To continue traveling tomorrow, let's rethink the way we travel today"
• Scope: Downstream (customers)
• Time horizon: 2024 onwards

Executive Compensation Link

Action: Decarbonization integrated into executive performance criteria.

• 2025 criteria: Non-financial quantitative performance includes 20% weighting for decarbonization (action plan), comprising:
  • 30% (of 20%) for use of SAF
  • 30% (of 20%) for measures taken at airline initiative
• Link to policy: Ensures accountability for climate targets

Resources Summary

Quantified financial resources:

• TU Delft-France Initiative: €450,000 (€150k/year × 3 years, 2024-2026)
• TULIPS consortium: €25 million EU funding (2022-2025)

Quantified volumes:

• SAF offtake agreement: up to 1.5 million tons over 10 years (2024-2034)
• Intermodality: 140,900 customers Air&Rail (2024); 111,000 customers Train+Air (2024)

Non-financial resources:

• Partnerships with universities (ENAC, TU Delft, AeroDelft)
• Educational programs (NovAero Certificate, technician training)
• Multi-stakeholder collaborations (ACT, SFC, multiple EU research projects)

Targets related to climate change mitigation and adaptation

The Group's ambition is to reduce greenhouse gas (GHG) emissions and limit the increase in the global average temperature in line with the Paris Agreement. This ambition is fully aligned with the long-term global aspirational goal of the International Civil Aviation Organization (ICAO) of net-zero carbon emissions by 2050.

To monitor the progress toward the achievement of this plan, the Group has set the ambition of reducing 30% of its GHG emissions per RTK (revenue ton-kilometer) by 2030 compared to 2019.

Air France-KLM, including Transavia, has the ambition to reduce its GHG emissions per revenue ton-kilometer by 30% in 2030 compared to 2019.

Energy consumption and mix

Energy consumption by source (2024)

All energy consumption is reported in Mega-Watt-hours (MWh) in Lower Heating Value (LHV), also called net calorific value. All quantitative energy-related information is reported as final energy consumption, referring to the amount of energy actually consumed.

Scope: The airline business units of Air France-KLM (Air France, KLM Royal Dutch Airlines, Transavia France, Transavia Netherlands, Air France KLM Martinair Cargo), including their upstream and downstream value chains. Energy consumption in flight operations represents 99.5% of total consumption.

Energy intensity

Air France-KLM consumed 3.25 MWh of energy for each thousand euros generated in net revenue in 2024.

Gross Scopes 1, 2, 3 and Total GHG emissions

GHG Emissions Intensity

Air France-KLM reports GHG emissions intensity as a key metric aligned with its 2030 ambition.

2030 Target: -30% GHG emissions per RTK compared to 2019 baseline.

Scope and methodology notes:

• The intensity metric covers greenhouse gas emissions per revenue ton-kilometer (RTK).
• RTK = total number of tons of paid cargo multiplied by the number of kilometers that this cargo is carried.
• In 2024, GHG intensity improved (-1%) compared to 2023 despite delays in fleet renewal, engine issues with new-generation aircraft not allowing maximum capacity operation, and higher fuel consumption due to longer flight times on certain routes caused by geopolitical circumstances (e.g., Russia overfly ban, airspace restrictions).
• The metric reflects emissions from kerosene-related greenhouse gases and is the primary KPI for tracking decarbonization progress.

Fuel Consumption and Related Emissions

For the financial year ended December 31, 2024:

• Fuel bill: €6,737 million (5.6% decrease vs. 2023)
• Direct CO₂ emissions: 26 million tons, of which 6 million tons were subject to EU ETS requirement

Fuel consumption breakdown (2024):

• SAF (Sustainable Aviation Fuel) usage: 103 thousand metric tons, representing 1.25% of fuel consumption
• Total fuel exposure for 2025 (as of January 10, 2025): US$7,109 million based on futures prices (US$76/barrel for 2025)

GHG Emissions by Scope

The document does not provide a comprehensive Scope 1, 2, and 3 breakdown in standard ESRS E1-8 format. Instead, emissions are reported primarily through:

1. Total direct CO₂ emissions: 26 million tons (2024)
2. EU ETS covered emissions: 6 million tons (2024)
3. Intensity metric: 928 gCO₂eq/RTK (2024) vs. 936 gCO₂eq/RTK (2023) vs. 957 gCO₂eq/RTK (2019)

Scope 1 (indicative):

• The 26 million tons of direct CO₂ emissions represent primarily flight operations (kerosene combustion).
• No sub-breakdown by stationary/mobile combustion, process emissions, or fugitive emissions is provided.

Scope 2:

• Not separately disclosed in the extracts.
• Ground operations energy use mentioned (69% of ground equipment at CDG, ORY, and SPL is electrically powered as of 2024) but Scope 2 emissions not quantified.

Scope 3:

• Not disclosed in standard GHG Protocol category format.
• The document references upstream emissions in the context of SAF lifecycle emissions ("at least 65% reduction over entire lifecycle—from production to combustion—compared to fossil kerosene") but does not provide a full Scope 3 inventory.

EU ETS and Carbon Credits

SAF and Alternative Fuels

Atmospheric Emissions (Air Quality)

The Group monitors SOx, NOx, and particulate matter (PM) emissions, primarily from low-altitude flight operations impacting air quality around airports. Quantitative data on these pollutants is not provided in the extracts.

---

Disclosure limitations:

• No detailed Scope 1 sub-breakdown (stationary vs. mobile combustion, process, fugitive).
• Scope 2 emissions not quantified separately (neither location-based nor market-based).
• Scope 3 not reported by GHG Protocol categories (1-15).
• Total GHG emissions (Scope 1+2+3) not provided in standard tCO₂eq format.
• The primary metric disclosed is intensity (gCO₂eq/RTK), aligned with the Group's 2030 target but not a full GHG inventory per ESRS E1-8.
• Fleet and operational data (e.g., 26.9% new-generation aircraft in 2024, up from 20.3% in 2023) are provided as context for emissions reduction efforts.

Methodology context:

• Emissions calculated using RTK (revenue ton-kilometer) as the denominator for intensity.
• SAF lifecycle emissions credited at minimum 65% reduction vs. fossil kerosene (RSB- or ISCC-certified).
• EU ETS compliance scope covers intra-European flights; CORSIA applies to international flights outside EU ETS.
• The Group uses an internal carbon price range in investment decision-making to account for carbon risk (see section 4.2.1.4.4).

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Use of phase-in provisions

Air France-KLM has made use of all relevant the phase-in provisions set in Appendix C of ESRS 1 ("List of phased-in Disclosure Requirements"), except for the following information that is already included in this sustainability statement:

• Average number of training hours (see section 4.3.1.6.7 "Metrics – Training and skills development (S1-13)").

Time horizons

In accordance with the Air France-KLM risk assessment framework, the time horizons used in the assessment of its impacts, risks and opportunities (see section 4.1.4.1 "Process to identify and assess material impacts, risks and opportunities (IRO-1)") are as follows, unless stated otherwise:

• short term: up to 18 months
• medium term: up to 5 years
• long term: more than 5 years

Sources of estimation and outcome uncertainty

This first sustainability statement is characterized by contextual specificities linked to the first year of application of the ESRS standards:

• a lack of established practices, in particular with regard to an in-depth analysis of impacts, risks and opportunities or the definition of materiality thresholds (see section 4.1.4 "Impacts, risks and opportunity management");

GRI cross-reference

According to the GRI correlation table, GRI 201-2 "Financial implications and other risks and opportunities due to climate change" is covered by ESRS 2 SBM-3 §48 (a), and (d) to (e); ESRS E1 §18; E1-3 §26; E1-9 §64, with reference to sections:

• 4.1.4.3 Material impacts, risks and opportunities and their interaction with strategy and business model (ESRS2 SBM-3)
• 4.2.1 Climate change (ESRS E1)
• 4.2.1.3.5 Actions and resources – Climate change policies (E1-3)

Policies related to pollution

Air France-KLM has developed specific policies to address air pollution impacts and risks from its aviation operations.

Air Pollution Policy

Policy name: Air Pollution policy

Scope: The policy is applicable to the overall operations of Air France-KLM, namely Air France, KLM Royal Dutch Airlines, Transavia France, Transavia Netherlands, Air France KLM Martinair Cargo, and Air France Industries KLM Engineering & Maintenance.

Governance and oversight: The most senior level in the Group's organization accountable for the implementation of this policy is the Air France-KLM Group's Executive Committee. The governance of environmental policies is detailed in section 4.1.3 "Governance" and specifically GOV1-3 in ESRS 2. The Board of Directors approves the Group's strategic directions, including its social and environmental policies, and reviews them as a whole at least once a year.

Key content and principles:

• Air France-KLM aims to mitigate the negative impacts on the health of people working and living near airport platforms
• Provide full transparency on air pollutants generated by its activities
• Comply with stringent Air Quality European regulations
• Play a role in sustainable development and improve air quality in the European aviation sector, focusing on reducing low-altitude flight emissions (NOx and SO2) and ground operation emissions (NOx)
• Air France-KLM refers to sector studies such as IATA for the choice of air pollutants to be reported for an Airline and ICAO for the emissions factors
• The two pollutants selected by IATA to be reported are NOx at low altitude and SO2

International standards linkage: As a signatory to the United Nations Global Compact since 2003, Air France-KLM has the ambition to promote greater environmental responsibility by furthering practices that reduce harmful effects on the environment. Air France-KLM Principles reflect the Group's ambition to balance operational efficiency with environmental responsibility.

Public availability: The policy is available internally. The Air France-KLM Principles are available at: https://www.airfranceklm.com/sites/default/files/2022-12/AFKLM%20Principles_2021_EN.pdf

Monitoring and implementation:

• Air France and KLM rely on their ISO 14001 environmental management systems to identify their air pollution risks and implement mitigation and protection measures in the event of abnormal thresholds, along with actions to reduce their emissions
• This continuous improvement system is verified by third-party auditors
• Environmental risks are managed through steering committees that meet twice a year to examine risks and remedial action plans and the progress made and strategies implemented
• Annual Corporate Environmental Management Reviews are carried out at the highest management level and at the operational and support levels to assess overall environmental system performance
• Environmental incidents are reported on a weekly basis through multi-risk event feedback committees in order to address and manage any immediate environmental risks or incidents
• Action plans putting forward specific initiatives and timelines are deployed throughout Air France-KLM
• The Group's executive management is engaged in driving environmental progress and their incentives are aligned with delivering on these plans

Environmental Engagement and Stakeholder Dialogue

Key content: Air France-KLM actively works to limit its air pollution impact by engaging dialogue with residents and other stakeholders near its operations. The Group collaborates with local communities, airport and air navigation authorities, and representatives in dedicated bodies such as Environmental Consultative Committees led by French departmental prefectures and Environmental Consultative Groups or Environmental Services for the Netherlands (Commissions Overleggroepen of Omgevingsdiensten).

Actions and resources related to pollution

Overview

Air France-KLM monitors NOx and SO2 emissions for flight and ground operations at its main airport bases (hubs in CDG, ORY, SPL) by calculating them at low altitude below 3,000 feet, in line with IATA Airlines Sustainability Reporting Handbook recommendations. Most emissions come from aircraft movements, ground equipment and aircraft engine tests during maintenance activities.

Key Actions

1. ISO 14001 Environmental Management Systems

• Scope: Own operations (Air France and KLM)
• Description: Identify air pollution risks and implement mitigation and protection measures in the event of abnormal thresholds, along with actions to reduce emissions
• Verification: Third-party auditors verify this continuous improvement system
• Governance:
  • Steering committees meet twice a year to examine risks and remedial action plans
  • Annual Corporate Environmental Management Reviews carried out at highest management level
  • Environmental incidents reported weekly through multi-risk event feedback committees

2. Fleet Renewal Program

• Scope: Own operations (flight operations)
• Description: Renewal of Group fleet contributes to reduction of NOx emissions in the Landing-Take Off (LTO) phase. Overall fleet analysis indicates new-generation aircraft emit slightly less NOx in the LTO phase compared to older models they replace
• Link to targets: Aligned with overall greenhouse gas (GHG) reduction target (NOx and SO2 emissions included in overall GHG reduction target)
• Resources: Resources detailed in Chapter 5, Note 2.2 "Sustainable investment and financings" (quantified amounts not disclosed in excerpt)

3. Operational Measures to Reduce Fuel Consumption

• Scope: Own operations
• Description: Operational measures that reduce fossil fuel consumption in order to achieve reduction in air pollution
• Link to plan: Aligned with Transition Plan detailed in section 4.2.1.3.1 "Transition plan for climate change mitigation (E1-1)"
• Resources: Resources detailed in Chapter 5, Note 2.2 "Sustainable investment and financings" (quantified amounts not disclosed in excerpt)

4. Aéroports de Paris (ADP) 2025 Pioneers Program (France)

• Scope: Value chain partnership (with ADP)
• Description: Air France participation in strategic environmental plan to reinforce ADP's commitment to social and environmental responsibility by partnering with entire value chain
• Specific air pollution actions:
  • Reducing use of aircraft Auxiliary Power Units (APUs) through installation of shore-side power supply facilities
  • Development of single-engine taxiing ("n-1 taxiing")
  • Monitoring and measurement of atmospheric emissions in airport environment, including studies on ultra-fine particles
• Link: https://www.parisaeroport.fr/groupe/strategie/2025-pioneers

5. Air Quality Monitoring with Airparif (France)

• Scope: Own operations (CDG and ORY hubs)
• Description: Exposure to air pollutants and number of inhabitants affected around Air France's main airport hubs assessed by Airparif
• Pollutants monitored: Ozone (O3), nitrogen dioxide (NO2), fine particles (PM2.5 and PM10)
• Outcomes: Latest maps show NO2, PM10, PM2.5, O3 and benzene levels have not exceeded regulatory values, with exception of NO2 where overruns are found along the motorway
• Transparency: Continuous assessments and annual maps made publicly available

6. "Minder Hinder" Program (Netherlands)

• Scope: Value chain partnership (with Schiphol and industry partners)
• Description: KLM conducting exploratory study into employee exposure to Ultrafine Particles (UFPs) and sources of this exposure
• Specific commitments:
  • Contributing to government and Schiphol's local emission reduction plans covering ultrafine particles and nitrogen
  • Working with industry partners to measure Ultrafine Particles (UFPs)
  • Find ways to reduce use of Auxiliary Power Units (APUs)
  • Increase n-1 taxiing
• Link: https://minderhinderschiphol.nl/

Regulatory Compliance and Monitoring

• Compliance framework: European and local air quality regulations including:
  • European Directive (EC) No. 166/2006
  • Directive 2008/50/EC (revised April 2024)
  • Directive (EU) 2016/2284 NEC-2
• Industrial activities: Subject to France and Netherlands regulatory frameworks ("Code de l'environnement" for France, "Wet milieubeheer" and "Omgevingswet" for Netherlands)
• Occupational health: Exposures to pollutants assessed in accordance with French and Dutch Labor Codes, monitored by audits and tests

Stakeholder Engagement

• Scope: Value chain (local communities, airport and air navigation authorities)
• Description: Active dialogue with residents and stakeholders near operations through dedicated bodies:
  • Environmental Consultative Committees led by French departmental prefectures
  • Environmental Consultative Groups or Environmental Services for Netherlands (Commissions Overleggroepen of Omgevingsdiensten)

Targets related to pollution

Air France-KLM has not defined separate targets for its air pollution emissions (NOx and SO2). The company states:

"The Group has not defined separate targets for its NOx and SO2 emissions, since these are included in the overall greenhouse gas (GHG) reduction target (see section 4.2.1.3.4 'Targets – Climate change mitigation and adaptation (E1-4)')."

Monitoring and approach

• Pollutants monitored: NOx and SO2 emissions from flight and ground operations at main airport bases (hubs in CDG, ORY, SPL)
• Measurement scope: Low altitude below 3,000 feet, in line with IATA Airlines Sustainability Reporting Handbook recommendations
• Baseline: Air France-KLM has been measuring NOx and SO2 emissions since 2005
• Reduction approach: Achieved through fleet renewal commitments and operational measures, which are integrated into the overall GHG reduction target

Implicit targets through GHG reduction program

While no separate air pollution targets exist, NOx and SO2 reductions are achieved through the GHG emission reduction target of 30% reduction in well-to-wake scopes 1 and 3 jet fuel GHG emissions per RTK by 2030 from a 2019 baseline (validated by SBTi).

Pollution of air, water and soil

NOx and SO2 Emissions

Air France-KLM calculates NOx emissions for flight operations during the Landing and Take-Off phases (LTO) for low-altitude emissions (i.e., below 3,000 feet), as recommended by the IATA's airline sustainability reporting guidelines. The methodology is based on the LTO cycle and on engine data communicated by the ICAO, which are then applied to the fuel consumed by the engines in each aircraft.

For ground operations, NOx emissions are mainly from the engine test benches (ETB) used during engineering & maintenance activities and from fuel combustion of ground support equipment (GSE) and runway vehicles used during handling activities in its hubs.

SO2 emissions for flight operations during LTO phases are calculated based on the average sulfur content of the fuel loaded in aircraft. The sulfur levels are provided by SMCA for Air France and its subsidiaries and by AFS for KLM and its subsidiaries.

Total Emissions - 2024

In 2024, the total NOx emission amounted to 9.4 tons, while the total SO2 emissions amounted to 0.8 tons.

Additional Air Quality Context

Air France-KLM monitors its atmospheric emissions for both ground operations and flights at low-altitude that impact air quality around airports. The indicators cover emissions of SOx and NOx, with most of these emissions coming from aircraft movements.

The Group is increasing the usage of SAF, which reduces particulate matter, NOx, and SOx emissions. For ground operations, the Group uses electric and more efficient vehicles and equipment powered by cleaner fuels. As of 2024, 69% of Air France-KLM ground equipment at CDG, ORY, and SPL is electrically powered.

Emissions to Water and Soil

No specific quantified emissions to water or soil are disclosed in the available excerpts.

Historical Context (2021 Air Transportation Industry Data)

The following data from 2021 shows industry-level emissions for Air France-KLM as a percentage of total air transportation:

Substances of concern and substances of very high concern

REACH compliance and management of SVHCs

The Group conducts its aeronautical maintenance activities in accordance with REACH regulations (Regulation (EC) 1907/2006). The procedures in place within the Group, which govern the conduct of maintenance, air transport, and ground handling operations, list all substances covered and not covered by the REACH regulation and their usage rules. These procedures are regularly updated to account for substances that are candidates for authorization.

The Group may use SVHCs (Substances of Very High Concern - substances meeting the criteria of Article 57 of the REACH regulation and identified in accordance with Article 59(1), on the candidate list for authorization by ECHA) in strict compliance with the requirements and recommendations of the aircraft manufacturers and in accordance with national and European air transport standards. If a compatible alternative exists with the manufacturers' guidelines, the Group will choose the least polluting substance. The Group can only replace a substance if it is authorized by the manufacturer's manual. When no alternative exists, the procedures in place provide strict guidelines for the use of the products, particularly with regard to human health and environmental preservation.

The Group also uses other substances meeting the criteria of Article 57 of the REACH regulation not yet on the candidate list for authorization by ECHA, whether on their own, in mixture or in articles, where it can be demonstrated that their use is essential to the company, that no suitable replacement substances or technologies are available on the market and that they are used with respect for human health and the environment.

Other substances of concern

• The Group uses a substance listed in Annexes I and II of Regulation EC 1005/2009 concerning substances that deplete the ozone layer. Its use is authorized by an exemption contained in the same regulation and is necessary for the maintenance and use of fire extinguishers on board aircraft.

• The Group does not use any of the substances listed in Annex II of Directive (EU) 2011/65 concerning hazardous substances in electrical and electronic equipment.

• The Group uses substances listed in Annex XVII of Regulation (EC) 1907/2006 (REACH) in compliance with the applicable restrictions.

Quantitative data: No tonnage data disclosed for substances of concern or substances of very high concern.

Policies related to resource use and circular economy

Air France-KLM has disclosed a waste management and circularity policy aligned with ISO 14001 standards.

Waste Management Policy

Framework and standards:

• The policy follows the guiding principles of ISO 14001 for waste management actions
• ISO 14001 provides a framework for Environmental Management Systems (EMS) developed by the International Organization for Standardization
• Key elements include environmental policy, planning, implementation, monitoring, and continuous improvement

Key content and principles:

• Implementing initiatives for reducing waste and improving waste management practices
• Adjusting on-board services and implementing rigorous management of inventories
• Incorporating circular economy principles and improving recycling practices wherever possible
• Reducing the environmental impact of Single-Use Plastic products (SUPs) via several levers:
  • Eliminating SUPs wherever possible
  • Replacing them with other materials when more sustainable alternatives are available
  • Redesigning items to decrease material use, using recycled plastic
  • Ensuring SUPs are recycled wherever possible
• Applying the cradle-to-cradle principle where regulations allow to reintegrate waste into a new production cycle
• Collecting scraps that cannot be integrated within the Group's own production cycles by external partners for destruction or processing into secondary raw materials

Scope:

• Applicable to the overall operations of Air France-KLM, namely:
  • Air France
  • KLM Royal Dutch Airlines
  • Transavia France
  • Transavia Netherlands
  • Air France-KLM Martinair Cargo
  • Air France Industries KLM Engineering & Maintenance
• Includes upstream and downstream value chains

Governance:

• For governance of the policy, the document refers to section "Governance – Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies (GOV-2)"
• Waste is managed within each Group business unit by a representative of the sustainability team
• Different business departments in which the waste is produced are responsible for handling it

Public availability:

• The policy is available for internal use (not publicly available)

Monitoring and implementation:

• Air France-KLM tracks the effectiveness of its policy and actions through the ISO 14001 framework
• Certification audit every three years by an independent party
• Yearly follow-up audits of action plans
• Action plans with specific initiatives and timelines are deployed throughout Air France-KLM
• The Group is continuously engaged in dialogue with local authorities and suppliers for implementation
• All entities in France implement a comprehensive waste tracking system pursuant to the Decree of March 25, 2021 on waste traceability (French Environment Code Articles R. 541-43 and R. 541-45)
• All Group entities in the Netherlands are subject to Dutch regulation on waste ("Wet Milieubeheer")
• Procedures to reuse and recycle spare parts, extended to other types of waste: furniture, equipment, pallets and blankets

Target setting:

• Air France-KLM is currently working on the revision of its waste management target and plans on setting a new target in 2025
• As waste reporting evolved in 2024, with new entities now included in the scope along with new waste categories (cabin and catering waste) and treatment types, a new target will be established in the future

Actions and resources related to circular economy

Scope and governance

The waste management and circularity policy is applicable to the overall operations of Air France-KLM, namely Air France, KLM Royal Dutch Airlines, Transavia France, Transavia Netherlands, Air France-KLM Martinair Cargo, and Air France Industries KLM Engineering & Maintenance including their upstream and downstream value chains.

Waste is managed within each Group business unit by a representative of the sustainability team and the different business departments in which the waste is actually produced are responsible for handling it.

In-flight waste actions

Optimizing onboard catering and minimizing food waste:

• Adjusting perishable product orders
• Maintaining a rigorous merchandise inventory management policy to reduce wastage of unconsumed fresh products on all flights
• Donating unconsumed items to charities whenever possible
• Preselection of hot meals (available only for Air France long-haul flights in Business class)

Coalition for regulatory change (2021-2024): In 2021, Air France and KLM launched an initiative and joined a coalition of other European airlines to raise awareness among legislators about EU regulations restricting recycling of most catering waste from intercontinental flights entering the EU. As a result of these efforts, in 2024, the European Commission published more guidance on category 1 waste. Based on this additional guidance, all Group airlines can now recycle juice and drink containers and coffee grounds, instead of incinerating them.

Aeronautical waste actions

Cradle-to-cradle recycling program: Wherever the rules and regulations allow, the cradle-to-cradle principle is applied to reintegrate waste into a new production cycle. Scraps that cannot be integrated within the Group's own production cycles and components that are governed by strict regulations are collected by external partners and either destroyed or processed into secondary raw materials. The process provides for procedures to reuse and recycle spare parts. This program has been extended to other types of waste: furniture, equipment, pallets and blankets.

Alternative repairs program (Engineering & Maintenance): Engineering & Maintenance avoids aeronautical component waste by developing alternative repairs. Components deemed Beyond Economical Repair (BER) are sent to the in-house salvation and scrap team which handles procedures to reuse and recycle spare parts and other forms of waste.

Seat recycling and dismantling: At Air France, the move up-market for the medium and long-haul cabins with the installation of new seats has been accompanied by the implementation of a recycling and dismantling process for the old seats, including the reuse and recycling of components and the recovery of foams and metals.

Hazardous waste tracking: Hazardous waste from maintenance activities is tracked via a comprehensive tracing system and its handling is harmonized at the different maintenance sites.

Chemical inventory optimization program: Air France-KLM's Engineering & Maintenance department has a specific program aimed at optimizing the inventory management of chemical substances. This initiative is designed to prevent chemicals from reaching their shelf life, thereby reducing the amount of chemical waste generated.

Life extension through MRO operations: At Air France Industries KLM Engineering & Maintenance, the Group's expertise in MRO operations enables the life span of parts and components to be extended through innovative repair and maintenance programs. This reduces the need for new (raw) materials and energy to manufacture new parts and leads to fewer spare part shipments, resulting in cost savings.

Aircraft end-of-life actions

Aircraft return and sale: Aircraft that are at the end of their service with the Air France-KLM Group are returned to the lessors or are sold to third parties if the aircraft is owned by the Group, so as to continue their operation. Air France-KLM requires third parties to comply with EU regulations regarding the dismantling of aircraft at their end-of-life.

Component reuse and recycling: Engines & components used in and on "end-of-life" aircraft have their own individual life cycles. Parts that are relatively new or recently overhauled will not be treated as waste but will be removed to serve other aircraft in accordance with regulations, requirements, form, fit and function, without compromising on safety or reliability. The remaining parts and hull will be dismantled and recycled, a process for which the Group's airlines have contracted specialized companies with the highest environmental standards.

Resources allocated

No specific financial resources (capex/opex amounts) are disclosed for circular economy actions.

Non-financial resources:

• Sustainability team representatives in each business unit
• Business departments responsible for waste handling
• In-house salvation and scrap team (Engineering & Maintenance)
• Partnerships with external partners for waste collection and processing
• Partnerships with specialized companies for aircraft dismantling
• Coalition partnerships with other European airlines (regulatory advocacy)

Time horizons and targets

Air France-KLM is currently working on the revision of its waste management target and plans on setting a new target in 2025. As waste reporting evolved in 2024, with new entities now included in the scope along with new waste categories (cabin and catering waste) and treatment types, a new target will be established in the future.

Tracking effectiveness

Air France-KLM tracks the effectiveness of its policy and actions through the ISO 14001 framework with a certification audit every three years by an independent party and yearly follow-up audits of its action plans.

All entities in France implement a comprehensive waste tracking system pursuant to the Decree of March 25, 2021 on waste traceability. All Group entities in the Netherlands are subject to the Dutch regulation on waste ("Wet Milieubeheer").

Targets related to circular economy

Air France-KLM does not currently have an active quantified target for waste management and circular economy.

Status of Target Setting

As stated in section 4.2.3.2.2:

"Air-France-KLM is currently working on the revision of its waste management target and plans on setting a new target in 2025. As waste reporting evolved in 2024, with new entities now included in the scope along with new waste categories (cabin and catering waste) and treatment types, a new target will be established in the future."

Tracking Effectiveness

Air France-KLM tracks the effectiveness of its waste management policy and actions through:

• ISO 14001 framework with certification audit every three years by an independent party
• Yearly follow-up audits of action plans
• Comprehensive waste tracking system in France (pursuant to Decree of March 25, 2021)
• Dutch regulation on waste ("Wet Milieubeheer") for entities in the Netherlands

Waste

Waste management and circularity (E5-5)

Air France-KLM is committed to applying the principles of the circular economy by reducing, repurposing and recycling waste. The Company supports responsible consumption and production through waste reduction and responsible catering actions, working closely with suppliers around the world.

Actions taken in 2024:

• Air France eliminated 90% of single-use plastics on board its flights, i.e., 2,233 tons of plastic avoided. After introducing wooden cutlery and cardboard cups, the company is rolling out containers made from bio-sourced materials such as wood cellulose bowls and bagasse casseroles.

• Air France recycled approximately 72 tons of plastic bottles, cartons and cans (30 tons in 2023) and approximately 675 tons of glass bottles (585 tons in 2023).

• Air France offers 100% French meat, poultry, dairy products, eggs, bread and pastries, and fish from sustainable fishing on all flights and in lounges departing from Paris.

• The comfort kits offered in La Première, Business, and Premium cabins are made from recycled materials (more than 90% recycled materials), the contents are made from bio-sourced materials, and packaging has been removed.

• Water fountains and drink dispensers are available in lounges to limit consumption of single-use plastic.

Food waste reduction:

In order to ensure fairer consumption and limit food waste, customers in long-haul Business cabins can preselect their hot meal up to 24 hours before departure. In 2024, this service made it possible to avoid boarding more than 52,000 hot meals (i.e., 11 tons of food waste avoided).

KLM artificial intelligence for food waste:

KLM is wasting less food on board aircraft thanks to artificial intelligence. AI programs enable the company to better predict how many passengers who have booked will actually board a flight. This allows the exact number of required meals to be calculated, and KLM achieves up to 63% less food waste based on the expected number of passengers per flight. On an annual basis, this amounts to savings of more than 100,000 kg of meals.

A three-month analysis shows that 63% less food is wasted compared to catering for every booked passenger. The largest improvement can be seen on intercontinental KLM flights from Schiphol, where 2.5 fewer meals (1.3 kg) need to be thrown away per flight. On an annual basis this amounts to savings of 111,000 kg in meals across all KLM flights that are catered from Schiphol.

Aircraft materials recycling and reuse:

Air France partners with Weturn (French leader in textile recycling) and Lynx Studios (specialist in circular and sustainable fashion) for creation of sneakers made from fabrics initially intended for renewal of Airbus A380 seat covers.

AFI KLM E&M analyzes and implements technologies to reduce environmental impact wherever possible, including eco-responsible design of infrastructures and energy savings for the circular economy. An example is recycling of plastics to feed 3D printing. The constant adjustment of these processes is part of AFI KLM E&M's DNA, as the company has long been repairing and maintaining aircraft components, including engine parts, to extend their life cycle.

Transavia Netherlands fleet transition:

Transavia Netherlands phased out four Boeing 737-700s which will be carefully dismantled and (where possible) reused in the aviation sector.

Methodology note:

The sorting and recycling of packaging is being gradually rolled out on board. Waste figures provided represent specific waste streams (plastic bottles, cartons, cans, glass bottles, food waste, single-use plastics avoided) rather than comprehensive total waste generation. No breakdown of total waste generation by hazardous vs non-hazardous or comprehensive diversion/disposal pathways is provided in these excerpts.

Policies related to own workforce

Air France-KLM has established multiple policies addressing its own workforce across several material topics identified through its double materiality assessment. The policies are based on international standards including the UN Global Compact, Universal Declaration of Human Rights, ILO fundamental conventions, and OECD Guidelines for Multinational Enterprises.

The Air France-KLM Principles

Policy name: The Air France-KLM Principles

Scope: All employees within the Air France-KLM Group, including those working part-time and under temporary contracts.

Governance: Developed in cooperation with the European Works Council and staff representatives. Regularly reviewed to ensure they are up to date.

Key content: The Principles reaffirm commitments to fostering a climate of mutual trust, respect, transparency, and confidentiality, and to promoting a work environment where health, safety, and quality of life are key priorities without compromise. They include commitments in respect of:

• Diversity and inclusion
• Health and safety
• Working conditions, including training and skill development, remuneration, working hours
• Freedom of association and social dialogue
• Combating of modern slavery, human trafficking, and child labor
• Protection of the environment and local communities
• Privacy and digital ethics
• Combating of corruption, fraud, and market abuse
• Compliance with embargoes, trade sanctions, export control rules, and competition laws
• Relations with third parties

Public availability: Published in July 2020. Available to all employees and stakeholders.

International standards linkage: Based on the UN Global Compact principles, Universal Declaration of Human Rights, ILO's Declaration on Fundamental Principles and Rights at Work, and OECD Guiding Principles.

Anti-Corruption Code of Conduct

Policy name: Air France-KLM Group Anti-Corruption Code of Conduct (including six policies attached as appendixes)

Scope: All employees and directors of the entities of the Air France-KLM Group as well as any third parties with whom it does business. Applies irrespective of the nature and duration of employment contracts and wherever staff is located and in all controlled entities of the Air France-KLM Group.

Governance: Introduced by the Air France-KLM, Air France, and KLM CEOs. Latest version released in December 2022. Validated by the Air France-KLM Group Executive Committee and Top Management of the airlines as well as the workers' councils of the airlines. Presented to the Air France-KLM Sustainable Development and Compliance Committee. Incorporated into the Internal Rules of the French entities.

Key content: Sets out the rules that must be complied with to prevent corruption and for identifying and handling at-risk situations in light of anti-corruption legislation, with examples derived from risk mapping or reported dilemmas. Reflects the values of respect, trust, transparency, and confidentiality stated in the Air France-KLM Principles.

Public availability: Available on the intranet websites of the airlines. Also available on the corporate website. Main languages are French, Dutch, and English, with translations in some other languages of countries where the Group operates.

Monitoring: Subject to regular reviews for updates and improvements. E-learning module launched starting December 2022. Regular communications during training sessions for employees.

Competition Law Compliance Manual

Policy name: Competition Law Compliance Manual

Scope: Air France-KLM Group employees.

Key content: Emphasizes the objectives of integrity and transparency and contains instructions on the prevention of anti-competitive agreements and the abuse of market power.

Public availability: Available in English, French, and Dutch. Regularly reviewed and updated. Available on the intranet.

Monitoring: E-learning module based on the manual rolled out frequently. E-learning campaign launched between November 2024 and January 2025 with completion rate of 97%.

Whistleblowing Policies

Policy name: Whistleblowing policies

Scope: Staff members of the Air France-KLM Group entity (employees, former employees, job applicants); shareholders, directors, and members of the administrative, management, or supervisory bodies; and third parties.

Governance: Validated by the Executive Committee and the workers' council of the entity concerned. Incorporated into the Internal Rules of the French entities.

Key content: Enable employees to understand the regulations applicable in this area, know the channels available for the collection and processing of reports, and understand the measures implemented to guarantee strict confidentiality and protection of whistleblowers. Describes how reports will be managed by dedicated structures and teams.

Public availability: Available on the intranet websites of the airlines. Conditions related to collection and management of reports are set forth on corporate websites for third parties.

International standards linkage: Guarantees in line with European Directive 2019/1937, French Act No. 2016-1691, and French Act No. 2022-401.

Monitoring: Dedicated, impartial, and trained employees responsible for processing reports. Non-disclosure commitments executed by persons in charge of investigations.

Health and Safety Charter

Policy name: Health and Safety Charter (Air France)

Key content: Sets forth the principles of prevention, defines actions, stresses everyone's individual legal and human responsibilities, and establishes internal prevention procedures.

Code of Conduct (KLM)

Policy name: KLM Group Code of Conduct

Key content: Addresses compliance with laws and regulations, conflicts of interest, confidentiality, safeguarding of assets, environmental protection, Corporate Social Responsibility, and intellectual property.

Code of Ethics (Finance Function)

Policy name: Code of Ethics (Air France and KLM)

Scope: Employees in the finance function.

Agreements on Gender Equality and Disability

Policy name: Twelfth three-year agreement on employment and retention of people with disabilities (Air France)

Policy name: Sixth three-year professional agreement on gender equality (Air France)

Agreement on Violence and Harassment Prevention

Policy name: Agreement to "act against and prevent violence and harassment in the workplace" (Air France)

Governance: Signed in 2020 by Air France and the unions.

Monitoring: Actions and results regularly monitored with professional organizations.

Quality Reference System

Policy name: Purchasing Code of Ethics for Employees

Scope: Air France-KLM buyers when they deal with suppliers or service providers.

Key content: Stipulates the rules of conduct for buyers and informs all those involved in the process of the limits that must not be exceeded. Buyers must sign this Code of Ethics, which outlines ethical rules, specifically stating that procurement functions must be vigilant in ensuring working rights and social dialogue regulations are complied with within contracted suppliers.

Internal Control Charter

Policy name: Internal Control Charter

Governance: Defines the commitments of the three top executives of Air France-KLM, Air France, and KLM.

Key content: Stipulates the main components of internal control within the Group: governance and the most important tools enabling its exercise, an outline of the overall Internal Control process, and the different Internal Control activities.

Procurement Manual

Policy name: Procurement Manual

Key content: Outlines the organization of the Procurement function common to Air France and KLM. Includes the Purchasing Code of Ethics for Employees.

Taking action on material impacts on own workforce

4.3.1.3.6 Action plans in place or planned – Social dialogue (S1-4)

Instances of social dialogue:

• Air France (2024): 2 meetings with French Group Works Council, 2 meetings with European Group Works Council, 13 meetings with Central Social and Economic Committee (CSEC), and dozens of meetings at various establishments
• KLM (2024): 10 meetings with works councils, 4 consultation meetings with employee representatives, 10 meetings with Health and Safety Committees
• Transavia Netherlands (2024): 12 meetings of works councils, 4 Health and Safety Committee meetings
• Transavia France (2024): 13 meetings of works councils, 12 Health and Safety Committee meetings

Target: Maintain regular meetings of work council during the year in mutual trust and respect, and keep on negotiating major agreements for the companies of the Group, covering all employees.

Major agreements signed:

• Air France: Wage agreement February 2024, two agreements on profit-sharing and incentive plans (June), agreement on domestic network reorganization support (following October 2023 announcement)
• KLM (2023): Three collective labor agreements with ground staff, cabin crews, and flight deck crews including wage increase March 2023-February 2025, minimum monthly increase enabling operational functions with lowest salaries to receive up to 12.5% increase for 2023
• Transavia Netherlands (2024): Four collective agreements renewed (cabin, flight deck, ground staff) with improved wages, measures to address work pressure, sustainable mobility policy, inclusive collective agreement
• Transavia France (April 2024): New "life quality at work and working conditions" agreement for all ground and cabin crew employees (received Social Dialogue Trophy from ONDS)

4.3.1.4.6 Action plans in place or planned – Working conditions (S1-4)

Health and safety initiatives:

Air France:

• Prevention campaigns funded by Air France health insurance (MNPAF) and Prévoyance Social Action Fund
• Equipment purchases: rebound tonometers (glaucoma screening), tympanometers, electrocardiographs (all departments equipped), Tremoflos (COPD screening)
• Quality of Life at Work Week (June 2024, Olympic Games year): workshops by occupational health nurses (sleep, health checkups, cardiovascular exercises, sports equipment testing), experimental course on alcohol/substance effects, healthy menus in company restaurants, traveling forums throughout year at multiple sites

KLM:

• Regular health checkups through "My Vitality Check" personal vitality survey and Preventive Medical Examination (PME)
• Hybrid working evaluation (2024): Evaluated hybrid 2-3-2 working method introduced in 2022 for office organization for non-operational colleagues who work from home; highly appreciated by office staff, contributes to healthy work-life balance

Employee engagement:

• "Partners for the Future" shareholding plan (end of 2023): 17,000 participants in 19 countries (~22% of total workforce), total subscription amount over €46 million
• Air France "Mon Engagement Citoyen" initiative: 5,312 employees registered on platform, over 1,600 employees took up at least one challenge or voluntary action
• Olympic and Paralympic Games communications (Summer 2024): Communications highlighting expertise and pride, promotion of D&I topics, 1,000 tickets offered to employees to attend competitions and ceremonies
• Employee engagement surveys: Comprehensive roadmap developed to enhance Employee Promoter Score (EPS); EPS score taken into account in yearly assessments of managers including top management
• KLM Connect: Weekly pulse survey and dashboard for monitoring between biannual surveys; onboarding survey (January 2024) sent on 5th and 90th working day; offboarding survey launched (November 2024)

4.3.1.5.6 Action plans in place or planned – Diversity, Equity and Inclusion (S1-4)

Zero-tolerance policy: Group has zero-tolerance policy for discrimination, inequitable treatment, bullying, harassment, and any harmful behavior.

Anti-harassment measures (2025 planned): Processes and procedures will be reinforced to combat harassment and sexism with support from outside experts, monitored through dedicated reporting at top management level.

Violence prevention:

• Air France "One in 3 Women" network (joined 2022): First European network of companies committed to combating violence against women; organized four events in 2024 to prevent domestic violence, foster understanding, and assist victims

Women in leadership:

• "Femmes de Talent" coaching program (since 2015): 250 women have benefited
• New programs launching 2025: "Defi 100 days" program for experienced managers, "develop your potential" program for newly promoted managers
• Lunchtime meetings with Comex members (2024): 170 women attended
• Wo&Men professional equality network: Relaunched with over 200 members
• "Elles Bougent" external network membership: Female mentors encourage young girls to join engineering and technical professions

Equal opportunities:

• Partnership with "Article 1" and "Nos Quartiers ont du Talent" (2022): Sponsor secondary school students and young graduates from disadvantaged socioeconomic backgrounds; approximately 50 company managers mentor students; mentoring meeting workshop organized November 2024 with seven partner associations
• European Week for Employment of People with Disabilities: Participation through webinars, information sessions, DuoDays
• Air France agreement (2024-2026): Pursuit of ambitious policy maintaining recruitment of people with disabilities and actions for their employability

KLM D&I initiatives:

• Awareness and training: Face-to-face and e-learning modules, specific training for leaders, recruitment, HR network
• Specific initiatives: Interactive talk "Are you an inclusive colleague?", D&I podcast, speed coaching and mentoring for young individuals with difficult socioeconomic backgrounds, fun handicap challenge, "intergenerational duos" photography exhibition, dedicated D&I leadership workshops, Personal Inclusion Scans (over 600 this year) based on University of Leiden scientific approach
• Campaign against undesirable behavior (launched January 2023): E-learning modules for self-education, team workshops with 1,400 participants in 2024

4.3.1.6.6 Action plans in place or planned – Training & skills development and talent attractiveness (S1-4)

Internal mobility:

• Air France initiatives (since 2023):
  • Dedicated digital in-house magazine with testimonials and mobility tools
  • In-house recruitment forums (775 participants in 2024)
  • Trend sheets presenting development trends of main professions, context, required skills, possible gateways
  • Learning channel dedicated to mobility with content on CV writing, career project building

Recruitment and attractiveness:

• Optimization of recruitment process: Remote interviews, reviewed and simplified assessment phase for smoother, more responsive talent selection
• Strategic partnerships with educational institutions: Consolidated relationships with leading schools and universities, participation in recruitment forums, strategic partnerships to encourage young talent
• "Take Off Day": Enables first and second cycle university students to discover job opportunities in aeronautical maintenance, raise company profile among younger generation
• Employment Pact with City of Paris: Promotes access to employment for those farthest from job market, enhances company attractiveness, working with local partners on employment and training

Partners with schools and universities: Educate students on environmental transition in airline industry and carbon footprint reduction, develop employer brand appeal. Continue to talk with students and contribute to research work on ecological transition to create awareness, improve brand appeal, attract key talent and develop new professions.

4.3.1.7.6 Action plans in place or planned – Working rights and human rights (S1-4)

Health and safety obligations: French entities required to implement all measures necessary to ensure safety and protection of physical and mental health of workers (French Labor Code article L. 4121-1 to 5) including instructions, training, materials and tools, protection equipment, organization of working conditions, interactions to prevent harassment.

Human trafficking awareness (initiated 2019):

• Air France measures: Raise employees' awareness to help identify at-risk situations and take action against human trafficking (forced labor, sexual exploitation, illegal adoption, forced marriage, child soldiers, organ trafficking, other exploitation)
• Ground staff and flight crews trained to recognize abnormal/concerning behavior and report suspected trafficking according to internal instructions

Targets related to own workforce

Diversity targets for management bodies

Target metric: Percentage of women within the Group Executive Committee and top 10% highest management positions

Long-term target: Parity between men and women within:

• Group Executive Committee
• Top 10% of positions with highest level of responsibility

Medium-term targets (by 2030):

• Minimum 40% women within the Group Executive Committee
• Minimum 40% women within the top 10% of positions with highest level of responsibility

Scope: Air France-KLM Group management bodies. French entities will attain diversity targets in respect of time limits set by French legislation.

Target type: Absolute percentage targets

Action plan: When recruiting and/or appointing new members and considering candidates with equal skills, expertise and management qualities, preference is given to female candidates. An action plan has been deployed to accelerate the consideration of female profiles at all levels of management.

Disability employment target (Air France)

Target metric: Number of disabled people recruited

Target value: At least 50 disabled people

Target period: 2024-2026

Additional commitment: Around 250 measures per year to maintain disabled people in employment

Scope: Air France

Social dialogue target

Target metric: Maintain regular meetings of work councils and negotiate major agreements

Target description: Maintain regular meetings of the work council during the year, in mutual trust and respect, and keep on negotiating major agreements for the companies of the Group, covering all employees.

Scope: All Group companies and all employees

Target type: Qualitative/ongoing commitment

Health and safety targets

Target metrics:

• Absenteeism rate
• Number of workplace accidents
• Frequency rate of workplace accidents
• Severity rate of workplace accidents

Target: Maintain the lowest rates possible

Measurement: Annual basis

Scope: Air France-KLM Group

Target type: Continuous improvement (qualitative)

Employee engagement

Target metric: Employee Engagement Score (EPS)

Target: Recovery of EPS to pre-Covid-19 levels in the long term

Progress: The consolidated EPS saw an overall decline between 2020 and mid-2022 and has been on a recovery trend since Summer 2022, albeit without yet reaching its pre-Covid-19 level.

Scope: Air France-KLM Group level

Performance linkage: EPS score is taken into account in yearly assessments of a number of managers, including top management.

Characteristics of the undertaking's employees

Total headcount and FTE

Current period (2024):

• Total employees: circa 78,000 employees (average number of employees over the period, in full-time equivalent, only on permanent contract)

Prior year (2023):

• Not explicitly disclosed in the provided excerpts

Headcount by gender

Gender representation in leadership (2024):

• Women in the Group Executive Committee (GEC): 27.3%
• Women in managerial positions for ground staff: percentage not disclosed

Total workforce gender breakdown: Not disclosed in the provided excerpts

Headcount by country or region

France:

• Direct jobs: around 46,000 employees
• Total dependent jobs (direct + indirect + induced): 552,570 jobs in France

Netherlands:

• Direct jobs: around 26,000 employees
• Total dependent jobs (direct + indirect + induced): 267,996 jobs in the Netherlands

Economic multiplier effect:

• France: For each job created by Air France-KLM, 11 jobs are created in the French economy
• Netherlands: For each job created by Air France-KLM, 9.2 jobs are created in the Dutch economy

Headcount by employment contract type

Not disclosed in the provided excerpts (permanent/temporary/non-guaranteed hours breakdown not provided)

Headcount by employment type

Not disclosed in the provided excerpts (full-time/part-time breakdown not provided)

Employee turnover

Not disclosed in the provided excerpts

New hires

Not disclosed in the provided excerpts

Additional workforce information

By business unit (2024):

• Transavia total: 5,590 employees
  • Transavia France: 3,000 employees
  • Transavia Netherlands: 2,590 employees

Methodology note: The figure of circa 78,000 employees represents the average number of employees over the period, in full-time equivalent, only on permanent contract.

Characteristics of non-employees in the undertaking's own workforce

Disclosure

Air France-KLM has not provided quantitative disclosure for ESRS S1-7 (Characteristics of non-employees in the undertaking's own workforce).

The company notes in its GRI-ESRS mapping table that:

"The undertaking may omit reporting for all S1-7 datapoints in this Disclosure Requirement for the first year of its sustainability statement"

This indicates the company has applied the transitional provision available under ESRS S1-7 §55 to omit this disclosure for the first reporting year.

Qualitative references to non-employee workforce

While quantitative data is not disclosed, the document contains qualitative references to contractors and service providers:

• The company's duty of vigilance plan addresses workers in the value chain, including "contracting parties, service providers, suppliers, subcontractors"
• The Integrity Line whistleblowing mechanism is available to "stakeholders' staff (including contracting parties, service providers, suppliers, subcontractors), regardless of their location"
• Supply chain workers are covered by the Supplier Sustainable Code of Conduct requirements
• Procurement processes include screening for sustainability performance of service providers

However, no headcount, FTE, or breakdown by type (contractor, agency, self-employed) is provided for non-employee workers in the undertaking's own workforce.

Collective bargaining coverage and social dialogue

Coverage rates

The coverage rate for collective bargaining is an indicator of the proportion of employees to whom one or more collective bargaining agreements apply.

The coverage rate for workplace representation shows the proportion of employees who are represented by trade union representatives or duly elected representatives.

The scope of the coverage rate for both collective bargaining and social dialogue covers the countries in the EEA where the Group has significant employment.

The coverage rates are calculated by dividing the number of employees who are covered by the total number of Air France-KLM Group employees.

Overall coverage by staff category

Coverage by country (EEA)

The total collective bargaining coverage is 99.3%, and the proportion of total employees represented by staff representatives is 99.9%.

Social dialogue structures

European Works Council

The Group's European Works Council brings together the representatives of staff whose head offices or entities are based in the European Community.

Employee representatives on the Board of Directors

Two Board directors are appointed by the Shareholders' Meeting representing the employee shareholders:

• One representative belonging to the Flight Deck Crew category of staff
• One representative belonging to the Other Employee category of staff

Two Board directors representing the employees are appointed:

• One appointed by the Comité de Groupe français (Mr. Didier Dague, appointed April 7, 2023)
• One appointed by the European Works Council (Mr. Terence Tilgenkamp, appointed October 5, 2021)

Board directors representing the employees are appointed for a two-year term of office.

Instances of social dialogue in 2024

Air France

• 2 meetings with the French Group Works Council
• 2 meetings with the European Group Works Council
• 13 meetings with the Central Social and Economic Committee (CSEC)
• Dozens of meetings at various establishments

KLM

• 10 meetings with the works councils
• 4 consultation meetings with other employee representatives
• 10 meetings with Health and Safety Committees

Transavia Netherlands

• 12 meetings of the works councils
• 4 meetings of the Health and Safety Committees

Transavia France

• 13 meetings of the works councils
• 12 meetings of the Health and Safety Committees

Major collective agreements in 2024

Air France

• Wage negotiations agreement (February 2024)
• Profit-sharing and incentive plans agreements (June 2024)
• Three-year agreement on forward-looking management of jobs and career paths (early 2024)
• Agreement on categorical measures for ground staff (early 2024)
• Agreements on working conditions for cabin crew (February 2024) and pilots (October 2024)
• Discussions launched on professional equality between men and women, career paths for ground staff representatives, quality of life at work, and working conditions for ground staff (end 2024)

KLM

• Three collective labor agreements signed in 2023 with ground staff, cabin crews, and flight deck crews, covering March 2023 to February 2025
• Salary increases up to 12.5% for 2023 for operational functions with lowest salaries
• Improvements to working conditions including revised senior policy, commuting facilities, compensation for working from home, and regulations regarding work and rest times

Transavia Netherlands

• Four collective agreements in 2024, three renewed in second half 2024 for cabin, flight deck, and ground staff
• Improvements in wages and measures to address work pressure
• Steps toward sustainable mobility policy and inclusive collective agreement

Transavia France

• New "life quality at work and working conditions" agreement signed April 2024 for all ground and cabin crew employees
• Received the Social Dialogue Trophy from the ONDS (Observatoire pour un nouveau dialogue social)

Diversity metrics

Breakdown of employees by gender (S1-9)

The following table shows the gender breakdown of Air France-KLM employees for each staff category, in number and percentage for 2024:

Gender breakdown by staff category (percentages):

• Ground staff: 38% Female, 62% Male
• Cabin crew: 74% Female, 26% Male
• Flight deck crew: 8% Female, 92% Male
• Total: 46% Female, 54% Male

Total number of employees by age range (S1-9)

The age distribution of the Group's employees by staff category for 2024:

At the end of 2024, 14% of the Air France-KLM employees were 30 years old or younger, and 42% were 50 years old or older.

Gender distribution and percentage at top management level (S1-9)

In the context of Air France-KLM, top management consists of four specific categories:

• Group Executive Committee (GEC): the most senior management body of Air France-KLM
• Top 10% of highest management level (ground staff): calculated by combining all levels of management in descending hierarchical order until reaching 10% of total employees. Scope: Air France, KLM, and holding company Air France-KLM, including seconded employees
• Cabin crew – managerial functions: cabin crews exercising managerial functions at Air France and KLM
• Flight deck crew – managerial functions: flight deck crews exercising management functions at Air France and KLM

Gender distribution in managerial positions (2024):

Adequate wages (S1-10)

Air France-KLM complies with the minimum wage laws in all the countries it operates. This ensures that all employees receive at least the legally mandated minimum compensation.

The Company adheres to employment standards and regulations that govern working hours, overtime pay, and other wage-related issues. Air France-KLM applies an adequate wage strategy by balancing internal equity, market competitiveness, regulatory compliance, and additional benefits.

Benchmark used: Minimum wage compliance and employment standards/regulations. No living wage benchmark is disclosed.

Coverage: Not disclosed.

Geographic scope: All countries where Air France-KLM operates.

Targets: No targets disclosed for living wage implementation.

Methodology: The company references balancing internal equity, market competitiveness, regulatory compliance, and additional benefits, but does not disclose a methodology for living wage assessment or calculation.

Social protection

Disclosure Reference

According to the GRI-ESRS concordance table (page 363), GRI 401-2 (Benefits provided to full-time employees that are not provided to temporary or part-time employees) corresponds to ESRS S1-11 §74, §75, and §AR 75. The document cross-references this requirement to section 4.3.1 Own workforce (ESRS S1).

Additionally, GRI 403-6 (Promotion of worker health) is noted as covering "Social protection" as a sustainability matter for S1 under ESRS 1 §AR 16, to be disclosed according to ESRS 1 §11 and pursuant to MDR-M (page 364).

Pension and Social Protection Coverage

Air France CRAF pension plan (France)

The CRAF pension plan covers Air France Ground Staff affiliated to the CRAF until December 31, 1992. As of December 31, 2024:

• Coverage of liabilities by reserves: 68% (61% in 2023)
• The plan provides additional pension paid monthly or lump sum based on monthly annuity
• Minimum annual payment to insurance company: €32.5 million as long as life annuity guaranteed by insurer does not reach 85% of benefits payments

Multi-employer plan (France)

The Group pays contributions to a multi-employer plan in France, the CRPN (public pension fund for crew). This multi-employer plan is assimilated with a French State plan and accounted for as a defined contribution plan.

KLM pension plans (Netherlands)

All major KLM pension plans in the Netherlands are qualified as defined contribution schemes.

International pension plans

As of December 31, 2024, pension plans in the United Kingdom and Canada are in surplus situation according to IAS 19 for an amount of €66 million (€45 million as of December 31, 2023).

Financial provisions

Retirement benefits provision

Pension costs breakdown (2024)

Employer contributions

The employer contributions relating to the defined benefit pension plans amount to €37 million for the year 2024.

Chief Executive Officer benefits

The Chief Executive Officer benefits from:

• Supplemental retirement benefit (mandatory pension plan since 2018)
• No top hat pension
• No employment contract
• No stock-options or free shares

Health and wellness programs

Air France

• 24/7 anonymous psychological support and advice program (external company)
• Three Air France psychiatrists, specializing in addictions
• Critical Incident Response Program for pilots and cabin crew
• Association "Amitié Entraide d'Air France" (AEAF) for employees with addiction issues

KLM

• MyHealth portal offering over 110 health interventions across seven themes: vitality, physical well-being, addiction, nutrition, social well-being, mental well-being, and sleep
• Health experts in business lines provide customized health programs
• Promotion of sports activities including boot camp, soccer tournament, and KLM Urban Trail

Flexibility and work-life balance benefits

• Additional annual leave days compared to statutory entitlement
• Additional year of parental leave at Air France (compared to applicable laws)
• Flexibility of working hours
• Option to work from home in eligible positions

Persons with disabilities

Percentage of employees with disabilities (S1-12)

The total number of employees with disabilities within Air France-KLM's own workforce is computed based on the local definition of an employee with disabilities, and may include self-declared employees with disabilities or employees with disabilities recognized as such by the local employment law, for instance, in the context of a mandatory share of employees with disabilities.

Local regulation in force in the Netherlands is unclear on authorized ways to collect data related to employees with disabilities. To ensure compliance with the regulation, the KLM Group does not collect such information. In this context, the percentage of employees with disabilities for the Air France-KLM Group is calculated by excluding the total number of employees working for KLM and its subsidiaries.

The percentage of employees with disabilities within Air France-KLM's own workforce is presented in the table below:

Additional context

Air France is committed to recruiting at least 50 disabled people over the period 2024-2026 and carries out around 250 measures a year to maintain disabled people in employment.

KLM fully focused on the topic of equal rights in the workplace (including the inclusion of employees with disabilities) in Q3 2024, bringing in external subject matter experts to educate and raise awareness among KLM staff. A brainstorming session was organized to work on ideas to improve in this area and find ways to ensure continued accessibility and inclusion for affected employees.

Transavia France organized initiatives during its week to highlight and support people with disabilities, including a sensorial journey to raise awareness about handicaps and participation in DuoDays.

Training and skills development metrics

Average training hours per employee

Training hours correspond to the number of hours spent on initiatives that are aimed at maintaining and/or improving skills and knowledge. Training hours include both regulatory and non-regulatory training as well as different training types (e.g., onsite, online).

Due to the very low number of employees under the gender categories "other" and "not reported," only the average number of training hours for male and female employees is disclosed.

At the end of the year 2024, the global average number of training hours stood at 31 hours for female employees, compared to 38 hours for male employees. The difference can be explained by the gender representation pattern in certain activities (aircraft maintenance or ramp handling) where mandatory certification requires regular training hours.

Overall metric

35 hours of training per employee (disclosed as key performance indicator in strategic overview)

Performance and career development reviews

GRI 404-3 disclosure requirement is referenced (percentage of employees receiving regular performance and career development reviews), but specific percentage metrics are not disclosed in the extracted sections.

Total investment in training

Not disclosed in the extracted sections.

Health and safety metrics

Health and Safety Management System Coverage

95.6% of employees are covered by the company's health and safety management system.

Health & Safety Metrics (2024)

Methodology Notes

Fatalities: Reported when they are related to the work of the employees, within the boundaries set in the applicable national, local, and conventional rules.

Work-related accidents: Defined according to the national, local, and conventional rules applicable to employees. The rate of work-related accidents is calculated as a ratio of one accident to one million hours worked (following ESRS S1-14 AR 89 guidance).

Total hours worked: Calculated based on actual working time and, when data is not available, on the best estimate according to the contractual working time after deduction of paid leave or absences from work (following ESRS S1-14 AR 90 guidance).

Number of days lost to work-related injuries, fatalities and work-related ill health is not disclosed in the excerpts provided.

Work-life balance metrics

Family-related leave

The document mentions that Air France offers "an additional year of parental leave possible at Air France, compared to applicable laws" as part of its work-life balance initiatives.

However, specific metrics required by ESRS S1-15 are not disclosed:

• Percentage of employees entitled to family-related leave (maternity/paternity/parental/family care): Not disclosed
• Percentage of entitled employees who took family-related leave by gender: Not disclosed
• Return-to-work rate after parental leave by gender: Not disclosed

Cross-reference

The GRI index table indicates that parental leave metrics (GRI 401-3) are cross-referenced to ESRS S1-15 §93 and located in section "4.3.1 Own workforce (ESRS S1)", but the provided excerpts from that section do not contain the quantitative disclosure of parental leave entitlement and take-up rates.

Compensation metrics

Pay gap

The gender pay gap of Air France-KLM is calculated based on the average total gross hourly pay levels of male and female employees within the most significant entities. The gender pay gap is calculated based on the gap of each entity in scope, and averaged at the Air France-KLM Group level based on the relative number of employees of each entity.

As of December 31, 2024, the unadjusted gender pay gap of Air France-KLM is as follows:

The AFKL gender pay gap of 34.4% is unadjusted. It does not take into account the specificities of the different categories of employees in terms of gender representativity and remuneration schemes. This pay gap is mainly due to the fact that women are underrepresented in positions with higher remuneration levels, such as pilots (5.4% of pilots are women).

Remuneration ratio

The annual total remuneration ratio is calculated based on the medians of the annual total remuneration of the employees of Air France, KLM, and the holding company Air France-KLM who work in France and the Netherlands. The medians are then averaged based on the relative number of employees of these entities.

The annual total remuneration ratio between the highest paid individual and the median pay level stands at 56 for the year 2024.

Methodology

Gender pay gap scope: Calculated based on average total gross hourly pay levels of male and female employees within the most significant entities. The gender pay gap is averaged at the Air France-KLM Group level based on the relative number of employees of each entity.

Remuneration ratio scope: Based on the medians of the annual total remuneration of the employees of Air France, KLM, and the holding company Air France-KLM who work in France and the Netherlands. The medians are then averaged based on the relative number of employees of these entities.

Incidents, complaints and severe human rights impacts

Definitions

Complaints filed by employees: This is the number of complaints filed through channels for employees to raise concerns. This number is the sum of all complaints within the Air France-KLM Group that were received, analyzed, and confirmed through the relevant channels.

Incidents of discrimination, including harassment: The number of incidents of discrimination include work-related incidents of discrimination on the grounds of gender, racial or ethnic origin, nationality, religion or belief, disability, age, sexual orientation, or other relevant forms of discrimination involving internal and/or external stakeholders within Air France-KLM in the reporting period. Incidents of harassment as a specific form of discrimination are included in this number. The definition of cases of discrimination and harassment complies with the applicable local laws and regulations and internal definitions when applicable.

Severe human rights incidents: Severe human rights incidents involving Air France-KLM employees are reported when brought to the knowledge of Air France-KLM through any available channels (including internal mechanisms, official lawsuits, or relevant public claims).

Metrics

Policies related to consumers and end-users

Air France-KLM has established several policies addressing consumers and end-users across four key areas:

European Regulation (EU) 261/2004 (EU261) - Information and assistance to passengers for cancellations and delays

Policy description:
Passengers' rights under EU Regulation 261/2004 set forth comprehensive rules safeguarding passenger rights in the event of flight cancellations, delays, or denied boardings. The regulation mandates airlines provide assistance, compensation, and refunds depending on circumstances and length of delay or cancellation.

Scope:

• Air France, KLM, KLM CityHopper, Transavia France, and Transavia Netherlands have adhered to this policy since its entry into force in 2005
• Applies to customers with confirmed reservations, fully checked in, traveling at fares available to the public or with frequent traveler program tickets, on flights departing from EU airports
• For flights departing from third countries outside the EU, rights apply only if traveling with an EU carrier arriving at an EU airport and no local regulation applies
• Also adheres to local regulations where applicable (e.g., US Department of Transport, Canadian Transportation Agency, Agencia Nacional de Aviação Civil in Brazil)

Key content/principles:

• Assistance: meals, refreshments, and accommodation during significant delays
• Compensation: varies between €250 and €600 based on flight distance and duration of delay
• Information requirements and complaint mechanism for unresolved issues

Public availability:

• Available at any time on all Air France/KLM/Transavia France/Transavia Netherlands websites
• Customers can contact airlines after flight disruption to file complaints or request refunds
• Information pushed to impacted customers via emails

Governance and oversight:
Overall accountability for information and assistance to customers in the event of flight disruptions falls under the responsibility of the Executive Vice President of the Marketing Division. This responsibility covers both the digital websites enabling customers to be informed of their rights and the handling of customer complaints and refund requests.

Implementation monitoring:

• Internal coordination across several Air France, KLM, Transavia France, and Transavia Netherlands divisions to ensure adherence to EU regulations
• Legal teams translate EU 261 obligations into compliant business guidelines for Ground and Commercial operational teams
• Continuous identification of necessary adjustments triggered by European case law
• Ground operations teams deliver on-site assistance at airports according to EU261 requirements
• Dedicated internal monitoring processes ensure targets are continuously achieved with action plans activated if deviations are identified
• All care and refund experts and assistants trained with same materials to apply relevant operational instructions
• Operational instructions available on shared knowledge database accessible by any agent

Accessibility policy for passengers with disabilities

Policy description:
Air France-KLM is committed to providing accessible services to all passengers, including those with disabilities. The policies highlight dedication to ensuring all travelers receive necessary assistance and accommodation for a comfortable and safe journey.

Scope:

• Air France and KLM each responsible for their own accessibility policy
• Covers booking, reservation of assistance and communication, transportation of special mobility equipment, assistance at airport and onboard, medical equipment and mobility aids, service dogs, accessible aircraft cabin, and seating
• Digital accessibility policy ensures platforms are accessible to all users, including those with disabilities
• Transavia Netherlands working on implementation of integral, company-wide PWD policy on various subjects

International standards:
Complies with European and international accessibility regulations.

Key content/principles:

• Assistance during customer journey at all key touchpoints
• Accommodation of special mobility equipment in accordance with baggage policy
• Medical equipment and mobility aids support
• Service dogs accommodation
• Accessible aircraft cabin and seating

Governance and oversight:
Accessibility policy safeguarded within operating procedures of each business line.

Implementation monitoring:

• Specific training plan for staff in contact with passengers with disabilities in accordance with European and international regulations
• All staff in contact with PWDs trained to be particularly attentive and understanding of personal needs
• Collaboration with stakeholders including customers, association groups, regulatory bodies, internal staff, airports, assistance service providers, and accessibility consultants

Data privacy and security policies

Policy description:
Data protection and cybersecurity constitute one of the top priorities of Air France-KLM, as any failure could impact operational and economic performance and damage customer trust.

Scope:

• Internal privacy policies/procedures apply to all Air France-KLM staff
• Third-party responsibilities managed through data privacy clauses in contracts
• Air France, KLM, and Transavia Netherlands and France have issued privacy policies published on their websites

International standards:
Complies with European General Data Protection Regulation (GDPR) in force since May 2018.

Key content/principles:

• Extended rights of data subjects
• Strengthened accountability and obligations of data controllers
• EVPs of each division serve as data controllers, supported by network of business privacy correspondents
• Advised by Air France-KLM Privacy Officer and airline Data Protection Officers (DPOs)
• Privacy policies inform customers how and why personal data is processed and protected and how they can exercise their rights

Governance and oversight:

• Data Protection Officers (DPOs) monitor compliance with privacy legislation
• DPOs are point of contact for authorities in France and Netherlands regarding questions and investigations
• DPOs support Air France-KLM teams in other countries if local authorities have inquiries
• Air France-KLM Commercial Data Protection Committee regularly gathers relevant teams to enhance data privacy compliance
• Regular monthly meetings between Air France and KLM DPOs and Chief Information Security Officer (CISO)

Implementation monitoring:

• Since 2018, deployed and regularly enhanced internal policies and procedures to strengthen personal data protection
• Cybersecurity programs with particular attention to customer personal data
• Multidisciplinary response team mobilized in event of data breach to act quickly and appropriately
• Risks for data subjects assessed, triggering notification when needed
• Remediation plans quickly implemented
• Commercial Data Protection Committee manages compliance of processing activities, reviews/aligns applicable policies/procedures, manages Privacy Impact Analyses, monitors action plans for customer data management procedures and GDPR rights exercise, monitors audits and associated action plans
• Cyber Business Continuity Plan (BCP) tested annually and improved with long-term actions
• Privacy Maturity Program launched to further improve data privacy maturity
• New mandatory Privacy Basics e-learning program deployed

Safety and Security Policy for passengers

Policy description:
For Air France-KLM and its airlines, operational safety and flight safety are paramount. Each airline maintains and develops a Safety Management System (SMS) based on respective Safety Policies with formal approval by Civil Aviation Authorities in each country.

Scope:

• Air France and Air France's HOP! Safety Policy applies to both airlines and Transavia France
• KLM Safety & Security Policy applies to KLM and subsidiary KLM Cityhopper
• Transavia Safety, Compliance & Security Policy applies to all Transavia employees
• Each airline of Air France-KLM Group has its own Air Operator Certificate and is responsible for its own safety and security

Key content/principles:

• High safety level is obligation toward customers and staff and indispensable condition for sustainability
• Maintaining highest possible safety level considering best industry standards and compliance with regulatory requirements and company standards
• Air France Corporate Flight Safety and Risk Management Division includes Occupational Health, Food Safety, and Environmental risks
• HOP! Flight Safety and Risk Management Division includes Occupational Health and Security
• KLM has specific policies for: Contracted Activities, Fatigue Risk Management, Occupational Safety & Health, Environment (including energy), and IT Business Continuity
• Transavia policy contains principles essential to safety and security of operations, staff, and passengers

Governance and oversight:

• Air France and HOP! Safety Policy signed by airlines' CEO
• KLM Safety & Security Policy signed by Accountable Executive (COO) and all Accountable Managers represented in KLM Safety Review Board (SRB), including Accountable Manager of KLM Cityhopper
• Transavia policy signed by Accountable Manager (Chief Operating Officer)
• Board of Directors conducts annual review of safety indicators (KPIs) and results and measures in place to mitigate impact of risks
• Flight Safety Committees chaired by Executive Vice Presidents responsible for operational entities (Safety Action Groups) meet every quarter

Implementation monitoring:

• Flight Safety Committees approve action plans to apply company orientations, outcomes of inquiries, and results of supervisory acts
• Committees share information on emergence of new flight safety issues from feedback or risk analysis
• Ensure resources and action plans adapted to issues
• Cooperation and regular exchanges of data and good practices organized between airlines of the Group
• Risk- and performance-based SMS outlined in KLM's Safety Management System manual (SMSm), approved by Dutch Civil Aviation Authorities as part of Air Operator Certificate
• Engagement in discussions with peers and regulators in standing committees within IATA and SkyTeam alliance

Taking action on material impacts on consumers

Information and assistance to passengers for cancellations and delays (S4-4)

Scope: Own operations

Actions in place:

• Structural operational improvement plans implemented by Air France, KLM, Transavia France, and Transavia Netherlands Operations departments to reduce flight disruptions:
  • Adaptation of the number of spare aircraft to reduce flight cancellations
  • Outsourcing some maintenance activities (e.g., part of the Airbus A-check to Brussels and the Boeing 737 C-check to the UK) to increase maintenance capacities and resources and secure aircraft availability
  • Improvement of key processes at the hub and international stations to streamline passenger, baggage, and crew flows
  • Optimization of airport infrastructure use in coordination with ADP and Schiphol Airport to position aircraft to optimize passenger, baggage, and crew flows
  • Right on Time program to analyze and improve the departure process from the hub and improve D-0 (departure on time) performance

Resources allocated: Not quantified

Link to policy: Supports EU Regulation 261/2004 compliance and assistance policy

---

Access to services for passengers with disabilities (S4-4)

Scope: Own operations

Actions in place and planned:

• Specific training plan for staff in contact with passengers with disabilities in accordance with European and international regulations. All staff in contact with passengers with disabilities have been trained to ensure particular attention and understanding of personal needs

• Digital accessibility policy to ensure digital platforms are accessible to all users, including those with disabilities, with compliance to WCAG (Web Content Accessibility Guidelines) requirements

• SAPHIR and KLM Cares dedicated assistance services providing:

  • Facilitated booking procedures
  • Airport assistance
  • Baggage assistance
  • Special equipment on board
  • Special seating arrangements (extra legroom or seats near lavatories)

• Aircraft door equipment delivery service: Following Olympic Games, Air France maintains direct collection/delivery of mobility equipment at aircraft door (proactively offered for manual wheelchairs since 2025, being extended to all stations and to KLM)

• Continuous updates to training materials and operating procedures

• Development of products and services meeting accessibility design requirements

• Collaboration with airports to provide appropriate assistance

• Development of relationships with internal and external customers with disabilities and associations

Resources allocated: Not quantified

Expected outcomes:

• In 2024, around 690,000 requests for assistance from Air France and 500,000 requests from KLM were processed
• Aims to reduce claims and damages in servicing passengers with disabilities
• Improve customer satisfaction

Link to targets: Compliance with local country legislation; WCAG requirements for digital accessibility

---

Data privacy and security (S4-4)

Scope: Own operations and value chain

Actions in place and planned:

• Privacy Maturity Program (broad ranging program launched in past months) to improve data privacy maturity across Air France, KLM, and joint businesses

• Reinforced response to customer data rights requests including self-service account deletion service at Air France

• Privacy Basics e-learning program (mandatory): launched second semester 2024 for KLM ground staff, to be extended to Air France staff in early 2025

• Foreign privacy laws compliance actions taken in 2024, continuing in 2025

• New AI-based tools from AMADEUS tested in 2024 for Commercial domain, potential acquisition in 2025 to improve business capacity and detect/explain potential misuse of personal data

• Two-factor authentication (2FA) features progressively introduced for customer sign-in to access bookings and Loyalty Miles on Air France-KLM websites

• Commercial Data Protection Committee regularly gathers relevant teams to enhance data privacy compliance

• Cyber Business Continuity Plan (BCP) tested annually with long-term actions to maintain highest cybersecurity level

• 24/7 Security Operation Center (PDIS certified) monitors all security events

• Regular training for all Air France-KLM staff in data privacy and cybersecurity

Resources allocated: Not quantified

Expected outcomes: KPIs being discussed for monitoring in 2025

Link to policy: Supports data privacy policies and GDPR compliance

---

Safety and security of passengers (S4-4)

Scope: Own operations

Actions in place:

• All events and trends analyzed with action plans elaborated to mitigate risks

• Safety culture program to improve safety culture for staff:

  • Air France launched Safety Attitude initiative (multi-year) providing training, safety visits, surveys for staff feedback, and specific communications

• Equipment replacement with new, higher-performing equipment where needed

• Pilot Self-Debriefing tool enabling pilots to visualize flights using recorded data for improved awareness

• Safety-specific trainings provided to staff with respect to their safety tasks to maintain awareness of role in Safety Management System, incorporating lessons learned from SMS

• Investment in new software tools for management of safety data, including safety reports (flight safety, health at work, food safety, security, environmental risk) and management of follow-up actions

• Regular Flight Safety Committees (quarterly) chaired by Executive Vice Presidents to approve action plans, review inquiry outcomes, and share information on emerging flight safety issues

Resources allocated: Not quantified (investment in new software tools mentioned but not quantified)

Expected outcomes: Maintain highest safety level per best industry standards and regulatory compliance

Link to policy: Supports Safety Management System (SMS) and Safety Policies of Air France, KLM, HOP!, and Transavia

Certifications: EASA AOC, IOSA certification (Air France renewed October 2024 until Q1 2027; KLM/KLM Cityhopper November 2024 until Q1 2027; Transavia Netherlands audit March 2025; HOP! renewal June 2025), ISO 14001, ISO 50001

Targets related to consumers

Information and assistance to passengers for cancellations and delays (S4-5)

Target description:
Air France, KLM, Transavia France, and Transavia Netherlands aim to ensure that impacted customers receive adequate information and assistance on the day of departure at the airport according to EU261 regulation. Airlines also ensure that customers receive satisfactory replies to their complaints or refund requests after their journey, both in terms of response time and compliance with EU261 requirements relating to amounts of compensation and refunds.

• Target metric: Compliance with EU261 requirements for information, assistance, response time, and compensation amounts
• Target value: Not quantified (qualitative compliance target)
• Target year: Not disclosed
• Baseline year: Not disclosed
• Baseline value: Not disclosed
• Scope: Own operations (Air France, KLM, Transavia France, Transavia Netherlands)
• Type: Qualitative compliance target
• Validation: Regulatory compliance (EU261)
• Progress monitoring: Dedicated internal monitoring processes are in place to ensure these targets are continuously achieved and relevant action plans are activated if deviations are identified

Access to services for passengers with disabilities (S4-5)

Target description:
Air France-KLM aims to make its services accessible to all passengers. In 2024, around 690,000 requests for assistance from Air France and 500,000 requests for assistance from KLM were processed. Air France-KLM aims to firstly ensure compliance with all local country legislation. Additionally, Air France-KLM efforts are focused on reducing the claims and damages caused in the servicing of passenger with disabilities, and on improving customer satisfaction.

• Target metric: (1) Compliance with local country legislation; (2) Reduction of claims and damages; (3) Improving customer satisfaction
• Target value: Not quantified
• Target year: Not disclosed
• Baseline year: Not disclosed
• Baseline value: 2024 - 690,000 assistance requests (Air France), 500,000 assistance requests (KLM)
• Scope: Own operations (Air France, KLM)
• Type: Qualitative improvement target
• Validation: Regulatory compliance
• Progress: Working with airports to provide appropriate assistance and developing relationships with customers with disabilities and associations

Digital accessibility target:
Air France-KLM aims to offer its customers an accessible website and application, and to comply with the WCAG (Web Content Accessibility Guidelines) requirements. The same applies to Transavia Netherlands, where the provision of information is considered key to a smooth customer journey.

• Target metric: WCAG compliance for websites and applications
• Target value: Compliance with WCAG requirements
• Target year: Not disclosed
• Baseline year: Not disclosed
• Scope: Own operations (Air France, KLM, Transavia Netherlands)
• Type: Compliance target
• Validation: WCAG standards

Data privacy and security (S4-5)

Target description:
No specific targets have been set regarding data privacy. For 2025, some KPIs are being discussed and should be monitored.

• Target metric: To be determined
• Target value: Not disclosed
• Target year: 2025 (KPIs under discussion)
• Baseline year: Not disclosed
• Scope: Own operations and value chain
• Status: Under development

Safety and security of passengers (S4-5)

Target description:
The safety and security goals and subsequent key performance indicators developed by Air France and KLM are meant to closely follow all safety and security events and therefore to provide a means to manage flight safety and security for passengers and staff maintaining them at the highest level.

• Target metric: Safety and security KPIs
• Target value: Highest level of flight safety and security
• Target year: Not disclosed
• Baseline year: Not disclosed
• Scope: Own operations (Air France, KLM, Transavia France, Transavia Netherlands, HOP!)
• Type: Qualitative target (highest level)
• Validation: EASA, IOSA, ISO certifications
• Progress monitoring: Annual review by Board of Directors of safety indicators and results; quarterly Flight Safety Committees