The Paris Cdg2 Hub A Strategic Asset For Airfrance 01

The Paris-Charles de Gaulle hub : a strategic asset for AIR FRANCE
THE PARIS-CDG2 HUB :

A STRATEGIC ASSET FOR
AIR FRANCE
ROISSY
SEPTEMBER 2005
Air France
Press Office
+ 33 1 41 56 56 00 www.airfrance.com/corporate
September 2005
I/ NEW DEVELOPMENTS AND OUTLOOK
II/ AN EFFICIENT TOOL FOR THE BENEFIT OF AIR FRANCE

CUSTOMERS
The services we offer our customers

Who are our connecting passengers?
Services offered to connecting passengers
Terminals
Transfers from Charles de Gaulle Airport to Paris and Orly
The Air France Cargo Hub
III/ A DAILY CHALLENGE: 800 FLIGHTS PER DAY
Air France Teams

On-time performance
The Air France Hub Control Centre
Paris Airports Authority: a privileged partner of Air France
Air France partners at Paris-Charles de Gaulle 2
The Air France fleet
Environmental protection
APPENDIX
Key Hub figures (2005)

Record days at the Paris-CDG2 Hub
Air France-KLM key figures (2004-2005 FY)
Air France 1
Press Office
September 2005
I/ NEW DEVELOPMENTS AND OUTLOOK
1. New developments at the Air France Hub

A. What is a «hub»?
B. Paris-Charles de Gaulle 2 Hub: one of Air France’s key assets
C. Rapid growth of the Hub
2. Outlook for the Air France Hub
A. Paris-Charles de Gaulle is one of the few European airports with development

potential.
B. The combined Paris-Charles de Gaulle-2 and Amsterdam-Schiphol hubs,

the Air France-KLM Group’s key asset
Air France 2
Press Office
September 2005
1. New Developments at the Air France Hub
A. What exactly is a “hub”?
A “hub”, literally the point where a wheel’s spokes converge, is an organizational

model for air transport, enabling passengers from all over the world to travel from one
point on the planet to another via a single transit airport.
This organization of traffic around a geographic centre avoids the need for point-to-
point services between regional cities, where there are relatively few intercontinental
passengers, as all routes converge at a single airport. A hub enables an airline to
build a more efficient network, and at the same time generates economies of scale by
concentrating resources (more cost-effective deployment of aircraft and greater
return on investments).
B. Paris-Charles de Gaulle 2 Hub: one of Air France’s key assets
Air France set up its Hub at Paris-Charles de Gaulle 2 in April 1996.
The Paris-CDG2 Hub is one of Air France’s key assets. It enables the airline to
attract medium-haul/long-haul connecting traffic via Paris. The flights are organized
in 6 connecting banks (or timespans), each of which consists of a wave of flight
arrivals and departures. The aim is to offer passengers a maximum number of
connections in as short a time as possible.
Today 75% of long-haul flights leaving Europe are concentrated in 10 major airports,
and over 54% at 4 of them: London, Frankfurt, Amsterdam and Paris-CDG. Today,
there are many places which can only be reached by air if you change aircraft at least
once. To go from Marseille to Johannesburg, from Hanover to San Francisco, from
Lisbon to Tokyo or from Venice to New York, the passenger must choose whether to
transit in London, Frankfurt, Amsterdam or Paris.
By combining medium-haul traffic flows to feed a particular long-haul flight, you

increase the number of connecting possibilities between two points (markets served),
while limiting the total number of flights.
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Press Office
September 2005
NUMBER OF MARKETS SERVED
NEW YORK PARIS
3 MARKETS
VENICE
NEW YORK PARIS

1
3
NEW YORK
- 41 MARKETS
-
20
SAO PAULO
NEW YORK 3
-
62 MARKETS
-
20
The importance of a powerful hub is particularly evident on the domestic network. If

the connections handled at Paris-CDG2 were organized at other airports, then the
French regional airports would only receive 1/25th of connecting passengers, as
passengers would instead use other European hubs.
Furthermore, the hub becomes a key asset in market downturns. For example, the
suspension of direct routes by some of our competitors – which started before the 9/11
events – has led to many passengers taking connecting flights, particularly on Air
France.
By building its Hub at Paris-Charles de Gaulle 2, Air France has been able to compete
more favourably with its main European rivals. In summer 2005, Air France was able
to offer customers over 17,900 possible connections a week both ways between the
medium-haul and long-haul networks, with a minimum connecting time of less than two
hours. This is more than Frankfurt, Amsterdam or Heathrow can offer.
Thanks to this performance, Air France flights appear on the first page in Amadeus, the
global reservations system used by the travel industry to make their customers’
bookings. 80% of these sales are made on flights which appear on the first page.
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September 2005
Available weekly connections both ways

in less than 2 hours (summer 2005)
20000
17900
18000
16000
14000
11993
12000
10000
8000 6619
5960
6000
4000
2000
0
AFR DLH BAW KLM
AFR = Air France/Paris-CDG2

DLH = Lufthansa/Frankfurt
KLM = KLM/Amsterdam
BAW = British Airways/London-Heathrow
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Press Office
September 2005
Franchises and leases
Developing franchise operations has enabled Air France to ensure service under its
own colours on less frequently travelled routes and to develop new routes for which
the airline does not have the appropriate planes.
This activity is strategic for Air France, as it allows it to:
• Feed traffic to hubs, notably its Paris-Charles de Gaulle 2 and Lyon Hubs.
• Leverage the responsiveness of these airlines to meet market demand on a
competitive basis.
Every day, 76 flights operated by 3 Air France franchisees feed the Paris-Charles
de Gaulle 2 Hub.
• Brit Air: Limoges, Rennes, Bilbao, Genoa, Newcastle, Southampton,

• Régional: Aberdeen, Bremen, Hanover, Ljubljana, Mulhouse-Basel, Nuremberg,
Vigo,
• City Jet: Birmingham, Dublin, Florence, London City, Edinburgh, Gothenburg,
Zurich
There are also 28 daily flights operated under long-term leases under Air France
colours:
• Brit Air: Brest, Pisa,

• Régional: Brest, Clermont-Ferrand, Lyon, Pau, Bologna, Frankfurt, Hamburg,
Manchester, Munich, Stuttgart, Verona,
• Airlinair: Eindhoven,
• Aéroservices: Malabo, Pointe Noire (Dedicate service).
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September 2005
Connections made easy with the TGV and Thalys high-speed trains
Air France also benefits from air/rail connecting traffic thanks to the location of the
TGV station at the heart of its Paris-Charles de Gaulle Hub (between terminals 2C-
2D and 2E-2F), providing an interconnected air/rail/express metro network.
The completion of the TGV station in the centre of Paris-Charles de Gaulle Airport in
1994 immediately opened up prospects for intermodal development between rail and
air travel.
The signature in 1995 of a partnership agreement between Air France and French
Railways (SNCF) concerning the Lille-Europe sector has enabled both companies to
offer fast connections between the Nord-Pas-de-Calais region and the rest of the
world. Some 60,000 passengers per year use this service.
Since November 1999, Air France and the SNCF have added 5 major regional cities
to their partnership for direct air/rail connections between France and abroad. These
are Angers, Le Mans, Lyon Part-Dieu, Poitiers and Tours (Saint-Pierre-des-Corps).
Nantes was also included late in 2002.
Since June 2002, the service which checks passengers through to their final
destination at Lille Europe has been extended to Lyon Part-Dieu and Tours-Saint-
Pierre-des-Corps.
Since January 2003, Nantes, Angers and Poitiers also benefit from this service.
In addition, Air France and Thalys International (TGV) have, since November 1999,
offered an air/rail service on the Brussels-Paris/Charles de Gaulle route, with 4 daily
services. Since March 2001, Air France has entered a new phase in intermodal
transport. It has replaced its flights for connecting passengers between Paris and
Brussels by a Thalys high-speed train service. It now leases one or two first class
carriages on the 5 daily train services.
The air/rail partnership between the TGV, Thalys and the plane is yet another asset
for Air France, in terms of image, passenger convenience and sales performance.
This new service which is both fast (75min journey time) and comfortable, enables
passengers to benefit from excellent connecting opportunities at Paris-CDG2.
Air France, SNCF and Thalys transported more than 200,000 air/rail passengers in
2004.
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September 2005
A powerful local market
In addition to connecting traffic, Air France chose to build its hub at the main airport
of the Ile-de-France region, one of the richest and most visited areas in the world.
This favourable geographic situation has enabled Air France to develop a powerful
point-to-point market (flights with no connections).
Yearly point-to-point traffic (Paris = 100)
140 133
120
100
100
80
60 50,5
36,7
40 28,1
20,1
20
0
1 2 3 4 5 6
1 = London-Heathrow
2 = Paris-CDG2
3 = Frankfurt-Main
4 = Amsterdam-Schiphol
5 = Munich-F.J.Strauss
6 = Zurich-Kloten
Air France 8
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September 2005
C. Rapid Growth
Since it was set up in 1996, the Hub has tripled the number of available
connections offered by Air France at Paris-CDG2.
Available long-haul/medium-haul connections in less than 2 hours
1726817900
16062
1512114936
14267
11316
7863
5230 5750
1886
95
96
97
98
99
00
01
02
03
04
05
er
er
er
er
er
er
er
er
er
er
er
m
m
m
m
Su
Su
Su
Su
Su
Su
Su
Su
Su
Su
Su
During the same period, the number of daily connecting passengers has increased
by over 178%. Today, over 52% of passengers arriving in Paris on Air France
are connecting with another Air France flight.
Number of connecting passengers per day*

(IATA year: April-March average for each year).
23389
22032
20296 21021
17797 18553
14691
12853
11174
8400
1995- 1996- 1997- 1998- 1999- 2000- 2001- 2002- 2003- 2004-
96 97 98 99 00 01 02 03 04 05
Air France 9
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September 2005
Percentage of connecting passengers*

56% 58%
53% 52,70% 53% 52,90%
48% 48% 50%
43%
1995- 1996- 1997- 1998- 1999- 2000- 2001- 2002- 2003- 2004-
96 97 98 99 00 01 02 03 04 05
* A depressed economical environment, the conflict in Iraq, the SARS epidemic and strikes
by air traffic controllers contribute largely to explaining the lower figures in 2002-2003.
In only 9 years (1995-2004), the number of daily flights has almost doubled.
Number of flights per day*

713 700 703 717

684
647
573
516
454
376
1995- 1996- 1997- 1998- 1999- 2000- 2001- 2002- 2003- 2004-
96 97 98 99 00 01 02 03 04 05
Air France 10
Press Office
September 2005
... this has boosted the airline’s capacity as well as the number of passengers
(+96%) :
Total number of passengers per day*

(IATA year: April-March average for each year.)
76621 76304
71980 72036 72327
66999
59511
54184
46831
38893
1995- 1996- 1997- 1998- 1999- 2000- 2001- 2002- 2003- 2004-
96 97 98 99 00 01 02 03 04 05
* A depressed economical environment, the conflict in Iraq, the SARS epidemic and strikes
by air traffic controllers contribute largely to explaining the lower figures in 2002-2003.
Air France 11
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September 2005
2. Outlook for the Air France Hub
A. Paris-Charles de Gaulle is one of the few European airports with

development potential.
This development potential is rare in Europe. The other major airports are
saturated and can only be extended with difficulty.
Following several years of strong growth and the implementation of new

infrastructures, the development of the Air France Hub is a large-scale project, with
new terminals and a new baggage-sorting system.
Developing infrastructures at Paris-Charles de Gaulle 2 will enable the airline to
exploit the 3 key assets offered by a hub: a maximum number of aircraft parked on-
stand, quick and efficient connecting opportunities for passengers, and a fully-
integrated and modular baggage-sorting system. These infrastructures will
complement the project to extend to the East of Paris-Charles de Gaulle 2 over the
coming years, more specifically:
- the delivery in April 2007 of the S3 complex, with a flexible handling capacity
of between 11 long-haul and 8 medium-haul flights to 4 long-haul and 22
medium-haul flights simultaneously and at on-stand parking gates;
- the re-opening of the terminal 2E jetway in summer 2008 (closed following the
partial collapse of Terminal 2E on 23 May 2004);
- the opening of terminal 2G for regional flights only in September 2008;
- the implementation of an additional baggage-sorting system: a second fast
baggage sorting system for handling short connections (less than 80 minutes)
will be introduced in May 2006; followed by the implementation of the first
phase of the TBE sorter in mid-September 2006, which will need to be
implemented progressively to become fully operational by summer 2007.
On the basis of this expansion work, Air France intends to build a coherent network
comprising terminals 2E, 2F and the S3 complex, geared towards making the
handling of passengers and their baggage more efficient. This combined network will
constitute the main Air France hub, with a capacity to handle 84% of connecting
traffic at Paris-CDG 2.
These new infrastructures will allow:
- to improve service quality significantly: starting in 2008, approximately 80% of

flights will be handled at on-stand parking gates, compared with 48% in the summer
of 2005. By this date, terminal 2E (T2E) will have recuperated all its parking gates
following the disassembly of the temporary boarding area, opened in December
2004, and a second boarding area, satellite H, opened in June 2005;
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September 2005
- a reorganization of traffic: in 2008, following the re-opening of T2E and the

implementation of the S3 complex, where the majority of Air France long-haul
flights will be handled, T2F will be dedicated to “Schengen flights”.
B. The combined Paris-Charles de Gaulle 2 and Amsterdam-Schiphol hubs,

the Air France-KLM group’s key assets
Air France-KLM’s network is organized around two of Europe’s leading hubs, Paris-
CDG 2 and Amsterdam-Schiphol, allowing the Group to combine point-to-point travel
with a large number of connecting opportunities/no of connecting possibilities
between two points. The strong development potential offered by the two hubs has
enabled Air France-KLM to compete more favorably with saturated rival airports. The
hub’s development potential has allowed it to absorb additional traffic on connecting
routes, related to the intercontinental market ( 5% per year over 10 years).
During Summer 2005, the two hubs, offering 15 round-trips per day between Paris-
CDG 2 and Amsterdam-Schiphol (8 Air France flights and 7 KLM flights), served 234
destinations. Moreover, the number of available connections to French and Dutch
regional cities was increased. Flight times were analyzed in order to increase
connecting opportunities at the two hubs and over 92% of flights operated by both
airlines were handled at on-stand parking gates. Furthermore, the implementation of
identical customer handling procedures at both hubs, in addition to the introduction of
collective operating guidelines will ensure an excellent level of service at both hubs.
Air France 13
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September 2005
II/ AN EFFICIENT TOOL FOR THE BENEFIT OF AIR

FRANCE CUSTOMERS
The services we offer our customers

1. Self-service chain
2. Reliable services
3. Services offered to all Air France customers
4. Planète Bleue: a special service designed for families and children
5. Premium customers
6. Check-in at the Villepinte and Le Bourget Exhibition Centers
7. Services for customers with reduced mobility in need of special assistance
8. Air France ticket offices
Who are our connecting passengers?
Services offered to connecting passengers
1. Passenger connections
2. Baggage transfers
Terminals
Transfers from Charles de Gaulle airport to Paris and Orly
The Air France Cargo hub
Air France 14
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September 2005
SERVICES OFFERED TO CUSTOMERS
1. The self-service chain

Passengers’ changing expectations and needs are reshaping air travel.
When the customer arrives at the airport, he or she expects more seamless services,
greater independence and recognition and improved access to information. In
offering the self-service chain, and the Targeting Passengers project in particular, Air
France strives to satisfy its customers as closely as possible.
Deployed progressively at all the Paris-CDG 2 terminals since June 2003, this project
aims to take into consideration customers’ changing expectations (“the easy airport”),
new business/function imperatives and the airline’s cost control objectives.
Fundamentally, the strategy is based on two new concepts:
- customized processing of customers’ requests, whereby different types of

customer are welcomed in dedicated areas: Premium (l’Espace Première
First Class and l’Espace Affaires Business Class), Tempo, self-service kiosk
areas with a drop-off zone.
Check-in procedures are based on a particular group of customers, not per
flight.
- providing a privileged contact for the customer – the “Customer Service
Sector”, dealing with check-in, boarding, customer service desks, etc.
The self-service chain is being developed alongside:

- the roll-out of third-generation self-service kiosks for passengers with drop-off
baggage, initiated on 1 June 2005 in terminal 2F1;
- electronic ticketing;
- since February 2005, the option for customers to check in online for an
increasing number of flights out of Paris-CDG 2 (option available on all short-
haul and medium-haul flights).
2. Reliable services
At Paris-Charles de Gaulle 2, as in the rest of the world, Air France owes its
customers reliable services.
In September 2002, Air France was the first airline to receive Service Certification for
its Hub and in January 2005, SGS Qualicert delivered certification to the airline for its
38 commitments to its customers.
The Paris-CDG2 Hub, like all other Air France stations, details these 38 commitments
through 170 “service standards”, for sales, check-in, lounges, boarding, arrivals and
connections.
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September 2005
These service standards were implemented in 1998. They detail the staff’s attitude,
professional skills and precise components of the product, and are monitored in two
ways:
- firstly by "mystery customers" who are recruited from outside the airline,
- secondly by the staff themselves when on duty through a system of bar codes
which feed a data base in real time. Their comments are compiled in reports,
which are followed up on an ongoing basis by unit heads.
The rate of compliance is included in the hub’s performance contract, and corrective
action is taken when disparities in performance are identified.
For the year 2004-2005, the global indicator for the hub showed a rate of compliance
of 90%. The target for the hub and the entire Company is 93%.
3. Services offered to all Air France customers

Air France ground staff are present in all terminals to direct and advise passengers.
Their task is to actively seek whether passengers need help in finding their way,
thereby making travel easier for them.
Ground staff who speak in Hindi, Arabic, Indonesian, Thai, Japanese, Chinese,
Korean, Latin American Spanish or Portuguese as their mother tongue as well as
French and English, are responsible for providing assistance to foreign passengers
departing from, arriving or in transit at Paris-CDG 2 who understand neither French
nor English. Portuguese, Spanish, German, Macedonian, Russian, Croatian, Czech,
Slovakian, Italian and Hebrew are also spoken at Air France.
4. Planète Bleue, a special service designed for families

and children
The "Planète Bleue" service, designed for both accompanied and unaccompanied
children, was introduced in August 1993 and is easily identifiable by its own logo.
Special entertainment is organized in boarding and disembarkation areas during
holiday periods. A recreation area is available for children in transit, with everything
they need to keep them amused (TV, video, games etc.).
Air France provides a free service for children traveling alone, from 5 years up
to their 12th birthday on international flights, and from 4 years up on flights in
continental France and to the French Overseas Departments.
When they check-in, children travelling unaccompanied (known as "UM"

unaccompanied minors) are given a pouch containing their travel documents and a
"Planète Bleue" badge. The check-in agent also puts a special ‘Planète Bleue’ sticker
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September 2005
on their baggage. Air France ground staff then look after the children until they are
handed over to the flight attendants. On arrival at their destination, they are once
again looked after until they are met by authorized persons, and a check on identity
is carried out.
During school holidays more staff are taken on to take care of the 1,000 unaccom-
panied children (UMs) a day.
5. Premium customers
Passengers travelling in the l'Espace cabin as well frequent flyers from all the
SkyTeam partners (Aeromexico, Air France-KLM, Alitalia, Continental Airlines, CSA
Czech Airlines, Delta Air Lines, Korean Air and Northwest Airlines) are given special
treatment.
On their arrival at the airport they check in at dedicated check-in counters. In the
medium-haul 2B and 2D terminals, passengers travelling with hand baggage only
can check in directly in the Air France lounge.
An exclusive, personalized service is available for passengers on official business

and for certain commercially important customers. They are met at check-in or on
arrival of their flight, accompanied to the lounge or to the aircraft, sometimes in a
private car, and on arrival are accompanied to the baggage claim area.
In Paris-Charles de Gaulle 2 alone, Air France offers 10 private lounges to its

premium passengers, accessible to l’Espace cabin passengers and SkyTeam Elite
Plus customers (Club 2000 or Flying Blue Platinum for Air France-KLM, Club Premier
Platino for Aeromexico, Freccia Alate for Alitalia, SkyMiles Platinum Medallion for
Delta, Morning Calm Premium and Million Miler for Korean).
Air France lounges are divided up into four areas:
• A reception area with a range of immediately available services (baggage storage,

coat closet, newspapers and magazines).
• A self-service bar and refreshments area.
• A business area equipped with phones, fax (payable service) (except terminal 2E
and satellite H, not equipped with fax), PC, Internet, photocopying machines etc.
• An individual waiting area with armchairs, televisions and courtesy telephones
(free for local calls).
And a massage area (free AMMA massage) has been installed in the lounges in
terminals 2C (departure lounge) and 2E (Monday to Friday).
The lounge layout has been designed in such a way to as to optimize the flow of
people and enhance their comfort. The wide choice of services on offer enables the
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September 2005
passenger to organize his time as he wishes. The latest service to be introduced is

the Wi-Fi connection, payable by passengers.
The soundproofing, air-conditioning, control and dimming of the lighting, different
types of materials, and colour scheme, have been designed for each particular
space, whether intended as a reception, eating or refreshments area.
The aim of this choice of decor is to create a warm and comfortable atmosphere.
Showers have been installed for customers’ use in the Business lounge in terminal
2C, and in the Business and First Class lounges in terminals 2E and 2F.
An «arrivals» lounge was opened in January 2002 in terminal 2C. This landside
lounge enables passengers travelling in l’Espace, as well as members of Club 2000,
Flying Blue Gold and Platinum and Delta’s Business Elite passengers, to enjoy a
continental breakfast, shower and freshening up of their garments on their arrival,
before organizing their trip into Paris. The new lounge also has a relaxation area and
a working area. It is open from 5 am to 2 pm. With the opening of this lounge, Air
France can now offer a similar type of service to its main competitors (namely
American Airlines, British Airways and Lufthansa), thus meeting strong demand from
its customers.
The l’Espace Affaires Business lounge in terminal D was designed to give Air
France’s corporate customers on official business access to convenient services:
reservations of flights operated by Air France-KLM, SkyTeam partner airlines or other
airlines, issuance of e-tickets, booking of hotel rooms and car hire along with visa
requests and other specific requests.
By providing customers personalized service and knowing how to satisfy their every
need, ground staff are able to anticipate their requests: assignment of seats, special
meals, assistance on connecting flights and recommendations all help to ensure
optimum travel comfort.
Travelers’ profiles and requirements are analyzed to tailor the frequent flyer offer to
specific needs:
-Flying Blue Card,
-‘Voyageur Rewards’ contract,
-Travel Saver Card for Continental France and French Overseas Department,
- Amex and Premio charge cards.
Once the company purchasing policy has been examined, along with its travel
requirements, Air France proposes contracts on the basis of fare agreements, in
conjunction with monthly statistics and business spreadsheets.
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September 2005
Airline partners such as car rental companies or hotel chains offer loyalty cards that
can be personalized according to the customer’s requirements in these areas.
Furthermore, Air France’s tourism sector offers tourism products designed by

experienced, referenced travelers, and their expertise in group travel enables them to
take care of travel arrangements for customers participating in conferences,
associations, sports or cultural events.
And finally, the excess baggage sector deals with the baggage transport of “key
account and partnership” customers.
6. Check-in at the Villepinte and le Bourget Exhibition

Centers
Since 1996 Air France has provided visitors and exhibitors at the Villepinte and Le
Bourget trade fairs (exhibition centres located near Paris-Charles de Gaulle Airport)
with the option of checking in on Air France flights or those of other SkyTeam partner
airlines and some customer airlines. Seven check-in desks have been specially
installed in the reception hall and at the entrance to some of the exhibition halls. A
sales and booking office is also available at the centre.
This service attracts and retains business custom at trade fairs. It is also a
considerable advantage in terms of service and image.
Since the launch of this service, the number of passengers checking in at Villepinte
and Le Bourget has risen to 140,000.
7. Services offered to customers with reduced mobility in

need of special assistance
Every year Air France welcomes nearly 300,000 passengers with special needs
(disabled passengers, elderly persons requiring assistance, visually and hearing
impaired persons), totaling several hundred per day. In this domain Air France has
developed a high standard of professional skills resulting in air travel now being the
preferred means of transport for all passengers with impaired mobility.
A certain number of special measures have been implemented to take care of these
passengers:
• the use of a handling company, “Passerelle” based at Paris-CDG, and “PMAIR”

based at Orly, providing wheelchairs and stretchers.
• passengers' own wheelchairs and guide dogs are carried in the hold and cabin
respectively free of charge.
Air France was the first airline to launch in 2001 a free assistance service for disabled
passengers, called SAPHIR*. Each member of the Saphir team has been trained by
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September 2005
a physician specialized in a particular disability (physical, mental or sensory

disability), to be able to handle these passengers’ requests and specific needs.
* SAPHIR (information and reservations service for passengers with special needs) is an Air
France service available to passengers residing in continental France or the French
overseas departments departing from continental France on an AF flight ( including code-
shared flights) or departing from Fort-de-France, Pointe-à-Pitre, Cayenne or Réunion on an
AF long-haul flight (excluding code-shared flights). Air France can provide passengers
residing aboard special assistance on booking, at the airport and when checking in, during
the flight and upon arrival. Passengers who require this type of assistance should contact
their local Air France offices.
Safety, comfort and friendliness are therefore Air France's constant priorities. It is of
the utmost importance that customers requiring special assistance clearly notify Air
France’s «Saphir» service at least 48 hours in advance, so that the necessary
measures can be taken to ensure appropriate service levels.
Saphir, designed to make travel for disabled passengers as easy and simple as
possible, includes:
-a special telephone number -0 820 01 24 24- which customers in continental France
can use to obtain information and make reservations, and an email address –
mail.saphir@airfrance.fr;
-a SAPHIR card, a personal, numbered card, free of charge and valid for five years.
Cardholders’ reservation files are automatically fed with information on the
customer’s disability. It can also be used as identification for an electronic ticket;
-details on the degree and type of the passenger’s disability are entered in a
database: Air France staff are able to provide more suitable assistance, more quickly
to the passenger
-reduced rates for passengers with special needs and their accompanying persons;
10% discount on optional transfer in an appropriate vehicle (transport form
passenger’s home to airport);
-check-in and transportation of packaged wheelchair in the hold.
8. Air France ticket offices

Seven Air France ticket offices are open to customers at Paris-Charles de Gaulle 2
every day and one at CDG1.
Terminal 2A (exit 5): from 7.00 a.m. to 1.30 p.m. and from 8.00 p.m. to 11.00 p.m.
Terminal 2B (exit 4): from 6.00 a.m. to 9 p.m.
Terminal 2C (exit 5): from 5.45 a.m. to 11.00 p.m.
Terminal 2D (exit 4): from 5.30 a.m. to 9 p.m.
Terminal 2F1 (exit 7): from 5.30 a.m. to 9 p.m.
Terminal 2F2 (exit 12): from 5.45 a.m. to 11 p.m.
Terminal 2E (exit 2.06): from 7.00 a.m. to 6 p.m.
CDG 1 (exit 14): from 7 a.m. to 10.30 p.m. (except Thursdays: from 7 a.m. to 9 p.m.)
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September 2005
WHO ARE OUR CONNECTING PASSENGERS?
Air France conducts regular surveys of its customers to obtain an exact idea of the
different categories of passengers the Company carries on its routes. The results of
these surveys enable Air France to validate its choices from commercial and strategic
standpoints.
The socio-economic characteristics of the 24,000 customers transiting daily via

the Air France Hub in Paris-Charles de Gaulle 2 highlight airline’s significant
presence among European and international customers.
Socio-professional categories
Not employed Company

14% Directors
16% Self-employed
Other Directors
Professions 15%
22%
Executives,
Engineers,
Teachers
33%
Countries of residence
Asia France
7% 24%
Americas
24%
Africa / Middle
East
5%
Europe
40%
Air France 21
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September 2005
SERVICES OFFERED TO CONNECTING PASSENGERS
At Paris-Charles de Gaulle 2 everything is done to speed up transfers between short,

medium and long-haul flights. Customers and their baggage may board their
connecting flight in as little as 45 minutes.
There are an average of 800 departures and arrivals per day in 6 connecting banks,
making a total of one aircraft movement every 2 minutes. This means that Air France
handles an average of nearly 53% connecting passengers (more than 23,000 cus-
tomers and 28,000 items of baggage) a day at Paris-CDG2.
1. Passenger Connections
A transfer desk is located in each terminal to provide customers with assistance,
particularly when their flight has arrived late and they have missed their connecting
flight. Air France staff members are there to help passengers get from one terminal to
another. Airside and landside shuttle buses run continuously, enabling passengers to
reach their departure terminal in only 15 minutes. Passengers can also go on foot.
Air France staff in charge of short transits meet the passengers off the plane and
accompany them quickly to the aircraft.
The SNCF railway station at Paris-Charles de Gaulle 2, located in the centre of the
hub, also offers air/rail connections with the TGV high-speed train. The agreements
recently signed by Air France, SNCF and Thalys facilitate and multiply air/rail
connections.
The Petroleum Club
The Petroleum Club is an Air France and KLM frequent flyer product, and meets the
specific needs of a particular group of customers: gas and oil industry professionals.
Air France and KLM’s aim is to be the privileged carrier of these customers, who
represent an important economic asset as they travel frequently and at high fares.
The Petroleum Club is a vital tool for attracting oil and gas industry professionals. It
currently has 20,000 members.
Air France-KLM serves the majority of the world’s major offshore and onshore oil and
gas production sites thanks to a large network of «oil» routes to Africa, the Middle
East, America, Europe and Asia.
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September 2005
Petroleum Club members benefit from priority services, especially those who are
connecting with Air France or KLM flights at Paris-CDG2 and Amsterdam-Schiphol,
where a range of exclusive services are available.
Moreover, special services reserved for Petroleum Club members are available at all
Air France gas and oil destinations.
Membership criteria for the Petroleum Club:
Membership is free, subject to certain conditions:
The passenger must be over 18.
They must be a member of Air France-KLM’s Flying Blue programme (free

membership) or must accept to become a member by joining the Petroleum
Club.
They must work for an oil or gas business company listed by Air France and/or
KLM.
They must make at least one round trip a year on long-haul or two round-trips
a year on medium-haul on one of the Air France and/or KLM oil routes.
To become a member, the customer must fill in a Petroleum Club application form.
Once their membership has been accepted, they will receive a personal membership
card (number identical to the Flying Blue card number) within about a month.
Petroleum Club benefits at the airport:
Priority check-in at:
- the main Air France oil route destinations, at dedicated Petroleum Club desks;
- Paris-CDG2, at Premium counters (Terminal 2C Area 3, Terminal 2F Area 11 and
Terminal 2E Area 5);
- other destinations worldwide, at Air France l’Espace Affaires Business check-in
desks;
- KLM oil destinations (Kuwait, Dammam, Atrau, Stavanger, Lagos, Malabo and
Tripoli) and at Amsterdam-Schiphol Business Class check-in counters.
Priority access to “Premium” Transfer desks.
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September 2005
Exclusive benefits for Petroleum Club members at Paris-CDG and Amsterdam-

Schiphol
All Petroleum Club members are entitled to the following benefits:
-access to the Petroleum Club lounge at the Sofitel Hotel (use of showers,
refreshments at the bar, cable TV, modem connection, international press, relaxation
area, etc.);
-access to the KLM Crown Lounge, at Schiphol
Petroleum Club passengers with transit time between two Air France and/or KLM
flights:
less than 3 hours: the Petroleum Club offers its members a drink;
between 3 and 6 hours, a meal is served in one of our partners’ restaurants;
more than 6 hours, an additional meal is served (along with a day-use hotel room at a
four-star hotel at Paris-CDG).
Benefits for Petroleum Club members at the airport:
Meals and refreshments are offered in exchange for Petroleum Club Service
(PCS) vouchers, which are given to customers on presentation of their
Petroleum Club card and their flight coupon:
o at Paris-CDG, at the transfer desks,
o at Schiphol, at the KLM Crown Lounge and at transfer desks,
o elsewhere in the world at Air France check-in desks in Abidjan, Buenos
Aires, Caracas, Douala, Dubai, Houston, Johannesburg, Lagos, Cairo,
Libreville, Luanda, Port-Harcourt, Rio de Janeiro and Singapore.
Check-in at dedicated Petroleum Club desks and at Premium counters on

presentation of the Petroleum Club card.
Other Petroleum Club benefits:
The Petroleum Club also offers the exclusive services of our partners:
Special rates and services with selected hotels:
Accor.
Sofitel (Atrium Budapest, Copenhagen, Houston, Paris and Rio de Janeiro).
Air France 24
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September 2005
Novotel (Century Hong Kong, Moscow downtown and airport, Shanghai

Atlantis).
Méridien (Amman, Brazzaville, Damascus, Douala, Dubai, Lagos, Cairo,

Libreville, Luanda, N’djamena and Port Harcourt).
Exclusive Hertz benefits.
Geolink offers special rates for the purchase or rental of a satellite mobile
phone
The Petroleum Club has a real club spirit !
The Petroleum Club organizes golf and tennis tournaments at certain

destinations.
The Petroleum Club newsletter is published three times a year and contains:
practical travel information;

description of new benefits;
our partners’ services;
special themed articles ( wine, country, etc.);
information on sports events in the oil destinations.
Members can choose from a range of Petroleum Club designer label items
available in the Sofitel Roissy hotel lobby.
2. Baggage Transfer
28,000 items of connecting baggage, including 20% with very short connections,
are handled daily at the Air France Paris Charles-de-Gaulle 2 Hub. This baggage, for
which the connection time is limited to a maximum of 80 minutes, is sorted and
secured in dedicated facilities before being loaded onto the aircraft.
Traffic growth and increased connections at Paris-Charles de Gaulle 2 have been

decisive factors in the construction of an automated, mechanized baggage sorting
system providing optimum reliability and security. This is the «TBM» sorting
machine (located between terminal 2C and the TGV high-speed station), which
began operating in 1993. The construction of this system was supervised by Air
France in partnership with the Paris Airports Authority.
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September 2005
The sorting system consists of 15 kilometers of conveyor belts with gates equipped
with optic laser scanners as well as a storage area capable of holding up to
2,500 pieces of transit baggage for over 3 hours.
In March 1999, the new ‘TBF’ sorter (temporary) was installed by the Paris Airports
Authority and Air France. This is a semi-automatic sorter mainly intended for
containerized baggage. It can handle up to 3,500 pieces of baggage per hour. Its
impressive size (twice the size of a football pitch) allows it to absorb the growing
traffic.
In 2004, a fast baggage sorting system, the ‘TBR Nord’ was introduced. This system
is intended to sort baggage on very short connections, as it can handle up to 1,600
pieces of baggage per year.
In May 2006, the ‘TBR Sud’, complementing the ‘TBR Nord’ system, will be
introduced.
At the end of 2006, the first phase of the implementation of the new giant sorting
system, ‘TBE’, will be complete. It will complement the current ‘TBM’ system and will
comprise several sorting units linked to terminals 2E and 2F. This system will ensure
automatic security checks of all hold baggage.
Air France is also phasing in the new "SRB" (baggage reconciliation system). This
system, based on bar codes and laser scanning, enables us to ensure, in real time
(while the baggage is being loaded) the security and quality of baggage handling
through compliance with security regulations.
The baggage call center, which at the time of its launch in June 2001 only handled
passengers arriving at Paris-CDG2, today covers all French stations.
Overall, the call center’s accessibility rate* is today in line with the fixed performance
target of 90%. It should also be noted that it has conserved a satisfactory rate of
close to 80%, even with poor operational conditions such as in January 2003 when
there was heavy snowfall.
On a practical note, the baggage call center has, since June 2002, been given a toll-
free number dedicated to baggage incidents. By calling 0800 30 60 90,
passengers have access to a service which enables them to recuperate their
baggage faster.
This call center, which is managed by a team of specially trained professionals, is a

great help to Air France’s other passenger service departments and enables the
Company to provide passengers who have suffered baggage incidents with simple
and rapid solutions.
_______________________________________
* percentage of calls received which are handled.
Air France 26
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September 2005
TERMINALS
The Paris-Charles de Gaulle 2 terminals group Air France flights and those of the
SkyTeam member airlines, depending on their destination.
Long-haul flights are grouped in terminals 2A, 2C, 2E and 2F “International”.

Medium-haul flights are spread over the following terminals:
- 2B, 2D and 2F “Schengen” for flights to countries within the "Schengen" area,
including domestic flights,
- 2B, 2C, 2E and 2F ‘International” for other international flights.
Dates when the terminals were opened:

terminal 2B: 1981
terminal 2A: 1982
terminal 2D: 1989
terminal 2C: 1993
terminal 2F: 1998 (west wing) and 1999 (east wing)
terminal 2E: first part opened in June 2003
The design of the first four terminals favoured local customers with short distances
between road transport (car, bus) and aircraft. This has been a handicap for the
operational organization of the hub.
To make up for these shortcomings, Air France is constantly adapting the available
airport resources. Thus terminal 2F and terminal 2E (partially opened in June 2003),
are better suited to meeting hub requirements. Both these terminals are the first
stage in the implementation of an airport system aimed at optimizing transit
passenger and baggage handling. This strategy involves concentrating the greatest
transit passenger flows with the shortest connecting times around the most efficient
passengers circuits.
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September 2005
Terminal 2E
Terminal 2E, a major contributor to the development of terminal 2 at Paris-Charles de

Gaulle, was built and financed by Aéroports de Paris. The first part (west wing)
welcomed our SkyTeam alliance partners and their customers as from June 25,
2003.
Terminal 2E is made up of three main sections:

- the main concourse comprising the departures hall, check-in areas and the
baggage claim area,
- the central concourse where the police and security checkpoints and the
operations offices are located,
- the boarding pier.
The boarding pier has been closed since the collapse of part of the roof on 23 May
2004, resulting in the loss of 10 gate parking stands for the simultaneous handling of
9 long-haul aircraft and 1 medium-haul aircraft as well as five additional boarding
gates available for aircraft parked off-stand.
The opening of the New Boarding Lounge in terminal 2E on 15 December 2004

(equipped with 6 gates), followed by Satellite H on 15 June 2005 (also 6 gates) have
allowed Air France to recover the former flight handling capacity of the boarding pier
at T2E. Terminal T2E should be operational again as of summer 2008.
Air France 28
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September 2005
TRANSFERS FROM CHARLES DE GAULLE AIRPORT

TO PARIS AND ORLY
Air France coaches provide a regular service to Paris and Orly Airport from Paris-
Charles de Gaulle Airport, in comfortable, air-conditioned vehicles equipped with
video.
To Paris:
• Route n° 2: CDG/ Porte Maillot/ Place de l'Etoile – scheduled service, from 5.50
a.m. to 11 p.m.
• Route n° 4: CDG/Gare de Lyon/Gare de Montparnasse. scheduled service from 7

a.m. to 9 p.m.
To Orly Airport:
• Route n° 3 : CDG/Orly West/ Orly South - scheduled service from 6 am to 10.30

pm
Tickets may be purchased on board the coaches, from the sales points located in
each terminal, or from any Air France ticket office.
An Audiotel number gives information in five languages on Air France’s scheduled

coach services (routes, rates and times): 0892 350 820 (0.34 euros per minute).
It is also possible to consult the Air France coaches website, on

www.cars-airfrance.com
Other means of transport - taxi, bus or train - are also available.
Air France 29
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September 2005
THE AIR FRANCE CARGO HUB
Air France Cargo-KLM Cargo, the world’s leading international cargo carrier, is a
member of the SkyTeam Cargo Alliance, launched on 28 September 2000, grouping
Aeromexico, Alitalia, CSA, Delta, Korean Air and Northwest.
For the 2004/2005 fiscal year, Air France Cargo-KLM Cargo carried 10.2 bn RTK
(revenue tonne-kilometres) for operating revenues of 2.6 billion euros, representing
almost 14% of the Company’s total revenues.
Infrastructure:
Air France Cargo has several ground facilities to be able to handle all its freight (over
1 million tonnes of freight in fiscal 2004-05):
• mainly at Paris-Charles de Gaulle airport at the G1XL cargo hub, which was
modernized and expanded in 1998, and its ‘perishables’ station, or the ‘Express
Hub’ at cargo terminal n°2.
• also in Europe, where Air France Cargo operates three ‘trucking hubs’ at Malmö
(Sweden), Hahn (Germany) and Milan (Italy).
Recognized as one of Europe’s largest cargo hubs, with a surface area of

123,000 sq.m, G1XL benefits from modern technology which increases operating
productivity, measured in tonnage handled per employee, while reducing transit time
and the unit costs of ground handling. The small parcel stocker, the electronic
labelling of containers and the computerized logistics system make this one of the
most modern cargo hubs. 85% of pallets are handled automatically.
With a nominal capacity of 1.4 million tonnes per year, the G1XL terminal is a true
converging point for the Company’s world cargo network, as almost 75% of freight
traffic transits at Paris-Charles de Gaulle before being sent on to its final destination.
Thanks to the expansion work underway over the past few years, an additional
handling capacity of 40% has been generated along with 15% additional surface
area.
Similarly, all express freight operations and postal traffic are today handled at cargo
terminal n°2 (also known as Sodexi) at Charles de Gaulle Airport. Completely
renovated, the ‘express hub’ ensures the integration and perfect control of the
different processes. With a surface area of 14,000 sq.m., 11,000 sq.m. of which is
used for express parcel handling and 3,000 sq.m. for customers’ premises, this
centre is equipped with a small parcel sorting machine using the latest techniques. It
can handle 6,000 parcels an hour.
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September 2005
Each parcel or sack which enters the ‘express hub’ is identified by a barcode label
indicating the weight, destination, air waybill number and number of parcels involved.
Customs officers are present 24 hours a day inside the ‘express hub’. X-ray
machines guarantee shipment security.
As part of the logistical reorganization around the cargo hub, the perishables station
was opened on 1st March 1999 at Paris-Charles de Gaulle. The transportation and
handling of this kind of merchandise is subject to strict national, European and
international regulations. The location of this station close to the Air France Cargo
hub complies with these regulations, and its design and construction takes into
account all current hygiene standards. For example, different storage areas have
been installed to meet the specific requirements of certain merchandise (meat,
seafood, fruit, vegetables, flowers). The cold chain is adapted to preservation and
hygiene conditions relative to each type of product. Over 40,000 tonnes of
perishables transit each year through this station, 70% of which is fruit, vegetables
and flowers, 20% seafood and 10% meat.
These important logistic resources are supplemented by a large network of sales

agencies which represent Air France Cargo in 91 countries and 200 destinations
worldwide.
Means of transportation:
As of autumn 2005, Air France Cargo operates a rationalized fleet of thirteen Boeing
747 freighters, including three latest-generation 747–400ERF (models with extended
operating range entered into operation in October 2002) which carry more than half
of cargo traffic. The rest is transported in the holds of Air France passenger aircraft.
Furthermore, Air France Cargo has several partners worldwide whose aircraft and
trucks are used to operate routes to other destinations in addition to the Air France
Cargo network.
In this way, the SkyTeam Cargo alliance has introduced the “one-roof” concept,
providing rapid, optimized handling of goods handed over to one of the partner
airlines. In its own terminals, Air France Cargo also handles its partners’ cargo. The
Cargo Hub at Paris-CDG is one of six major alliance hubs which together represent
35% of total tonnage handled by the SkyTeam partners.
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September 2005
III/ A DAILY CHALLENGE: 800 FLIGHTS A DAY
Air France teams

1. The Paris-CDG Ground Operations Division
2. The Paris-CDG2 Hub workforce
3. Professions in Operations
On-time performance
The Air France Hub Control Centre
Paris Airports Authority: a privileged partner of Air France
Air France partners at Paris-Charles de Gaulle 2
1. Air Traffic Control
2. Security
3. SERVAIR
The Air France fleet
Environmental protection
1. Noise energy under tight control
2. Fuel consumption and Air France aircraft emission
3. Air quality around airports
Air France 32
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September 2005
THE AIR FRANCE TEAMS
1. The Paris-CDG Ground Operations Division

The CDG Ground Operations Division groups all the ground staff working at the
Paris-Charles de Gaulle hub. The division manages more than 8,000 staff in
complementary professions.
It comprises 7 sections:
• Terminals 2A, 2C 2E and CDG1 (long and medium-haul)

• Terminals 2B and 2D (medium-haul)
• Terminal 2F (long and medium-haul)
• Connections (passengers and baggage)
• Lounges
• Sales
• Hub Operations Control Centre
2. The Paris-CDG2 Hub Workforce
A. To cope with expanding operations, Air France has increased the workforce
The expansion of the Hub workforce was a natural consequence of the Company's
recovery and subsequent growth. In 1994, Paris-CDG2 employed approximately
3,200 people. Two years later, Air France's recovery was well under way, and the
setting up of the Hub raised the workforce to 3,900. Since then, the Hub has shown
exceptional growth, with:
• the opening of terminal 2F, then the partial opening of terminal 2E in June 2003,
• the opening of the third and fourth runways,
• the renewal and expansion of the fleet,
• a policy of strategic alliances.
Today, the Hub employs more than 8,000 people, and is continuing its
development as part of the Hub 2005-2008 project, with the delivery of the
future baggage sorting system and the opening of satellite 3.
B. A hiring policy boosting local employment
The rapid growth of Air France's Hub operations has led to the hiring of very many
young people, who today form part of the Company. They were mainly recruited in
the neighboring départements of Seine-et-Marne, Seine-Saint-Denis and Val d'Oise,
the idea being that any expansion of Paris-Charles-de-Gaulle 2 had to benefit local
employment.
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September 2005
Air France responded very positively to the strong demand for local employment
through:
• apprenticeship contracts leading to a diploma in "reception jobs in the transport

industry", equivalent to the baccalaureat plus one year, in the sandwich course
training centre for air transport professions, based in Vilgénis in the Paris region
and organized by Air France.
• professional insertion training courses for Aircraft Service Agents (ASA) and
preparation courses to become Passenger Service Agents, in partnership with the
"Jeremy"(1) Association, so that young people in difficulty are properly prepared
through insertion measures.
Furthermore, Air France has also endeavoured to develop the careers of its own staff
and to pursue an aggressive policy of in-house promotions.
C. A Young Workforce
Age of the workforce at Paris-CDG2

(Summer 2005)
300 250 200 150 100 50 0 50 100 150 200 250 300
65
62
59 Male Female
56
Average = 37,96 Averazge = 34,77
53
50
47
44
41
38
35
32 Average = 36,41
29
26
23
20
17
____________________________
(1) The «Jeremy» Association groups 19 firms located on the airport, and aims to offer young
people from the neighbourhood who are in difficulty, a sandwich training course leading to
qualified employment.
Air France 34
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September 2005
D. Training Paris-CDG2 Staff
To accompany the opening of terminal 2E and the implementation of the Passenger

Operations Project, the Paris-CDG Ground Operations Division has to develop the
professionalism of its teams.
To do this, the human resources training department has fixed itself the objective to
continue and sustain the efforts already undertaken:
• support the expansion of the Hub
• adapt staff to new technologies
• reinforce efforts in essential areas such as quality, customer service relations,
security or management.
Number of training hours at the Hub
2000/2001 2001/2002 2002/2003 2003/2004 2004/2005
number of hours 330,971 303,138 296,671 319,198 321,687
The hiring of new staff necessitates a major training program. As an example, during
his or her first four months of employment, a young recruit in the "passenger
services" sector is given about 136 training hours. Induction courses are available
consisting of theoretical units alternating with hands-on experience.
An integration process for new recruits has been implemented since November 2000,
including a welcome meeting with human resource managers, department managers,
feedback etc.
Over and above initial training, the training division has started to focus on quality
assessment. By rationalizing its training programs, and by optimizing the use of its
teaching methods, it intends to promote and increase further training opportunities for
all staff.
3. Professions in Operations
The various professions in Operations can be divided into three sectors:
A. One sector dedicated to customer services in reception, sales and check-in.

This sector employs close to 4,300 staff (74.6% women and 25.4% men) (2).
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September 2005
Passenger services agents are assigned either to check-in or boarding, or to

connections or lounges. Some of these agents have special functions:
• the "GIRS" agents, whose task is to intervene at any operational irregularity;
• multi-lingual agents, who apart from French and English also speak Hindi,
Indonesian, Thai, Chinese, Japanese, Arabic, Korean, Latin American Spanish or
Portuguese to welcome and help foreign passengers,
• agents who know sign language.
Sales agents are available to inform customers, promote products and services and
contribute to boosting the revenues of Air France ticket offices.
Air France is preparing for change in this professional sector through 4 different
initiatives:
• by taking on new recruits,
• through special training in "connections" given the more complex passenger
handling procedures (increased traffic and commercial developments),
• by taking into account upstream operations (flight management),
• by adapting to new products (e.g. the T’atou check-in tool, self-service kiosks etc.).
B. A sector dedicated to the handling of aircraft and baggage, for which Air
France has developed an innovative and multi-skilled workplace organization. This
sector comprises 1,800 staff (exclusively male population) (3).
Recent changes in these professions have led to the implementation of the following
measures:
• the development of "towing" and "ferrying" qualifications for aircraft on the ground,
according to hub requirements,
• the setting up of a coordinating function to improve the handling of transit
baggage.
C. A sector dedicated to aircraft operations on the ground and to preparing the

necessary loading documents (holds, fuel, cabin).
This sector employs 500 agents (42.6% women and 57.4% men) (4).
The aircraft services agent is responsible for preparing a flight for departure, from
distributing the load to refueling. He or she organizes the loading of baggage, cargo
and catering supplies, including those provided by outside suppliers (cabin cleaning
and catering). He or she is the only direct link between the ramp, passenger
operations and crew.
Recent developments in this profession have led to the introduction of supervisory

staff to oversee the execution of these tasks, as well as special training in the fields
of security and safety for these technical operations.
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September 2005
D. These 3 major professional sectors are run by 900 supervisors and

managers, 51.3% of whom are women and 48.7% men.
• Station management (480): 60% women and 40% men

• Executives (420): 42% women and 58% men (5).
Management and support functions (technical: e.g. equipment maintenance or

operations, or administrative positions) comprise close to 470 persons, 34.5% of
whom are women and 65.5% men (6).
_____________________________
(2) to (6): Summer 2005 figures
Air France 37
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September 2005
ON-TIME PERFORMANCE
Punctuality is a key factor in the quality of service provided to customers by an airline

such as Air France. Improving its on-time performance is one of the airline’s main
objectives. Since November 2000, Air France issues its punctuality figures each
month. The criteria is the percentage of flights which leave on time or less than fifteen
minutes late, and for any reason. Air France is the only European airline to release
these figures.
In 2002, Air France benefited from improvements in air traffic control, thanks to the
new RVSM system (vertical separation of aircraft in flight) implemented in January,
followed by the fourth air corridor for entry to Paris as from 21 March, the fruit of
lengthy efforts by Air France teams to obtain this from the DGAC (French Civil
Aviation Authorities), which especially relieves hub traffic at Paris-Charles de Gaulle.
As well as this, practical measures have been taken with regard to check-in and
boarding procedures, baggage handling and ramp operations. Here are a few
examples:
Check-in: A check-in agent is responsible for guiding passengers to the right check-
in line and checking their deadline in case it is necessary to shorten procedures. He
or she must also ensure that the check-in lines are fairly even, so that the flight is not
held up.
Concerning baggage and connections: a flight can be delayed when passengers do

not show up for boarding and for security reasons, their baggage must be located in
the hold in order to be unloaded. One answer to this problem is provided by the
"SRB" tool (baggage reconciliation system). It enables baggage to be
instantaneously identified and located, thereby cutting tracing time by 40%.
Apart from this system, one way of rectifying this situation is to mobilize the entire
service chain, from information given to customers upstream (reservations, departure
station, flight) to their handling in Paris-CDG2. Many initiatives have been taken or
will be soon. They include reminding passengers of the local time in Paris on inflight
videos, providing them with information on connecting channels and installing
appropriate signage.
Another answer is through «ACARS», which enables the crew to inform passengers
of their departure halls.
ACARS is a ground/air communication system, which enables the crew to help

passengers with connections. Messages are sent to the crew through this system,
between 90 and 20 minutes before landing, to give them the following information:
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September 2005
• The parking stand for the aircraft, the arrivals terminal, gate and number of the
baggage carousel.
• Information on connections: estimated time of departure, number of connecting

passengers on the flight, and special procedures arranged, if any (connecting
assistance).
• New onward routing for passengers who will not make their connecting flight.
(This is simply a reservation. If the initial flight is delayed, passengers remain booked
on this flight.)
Thanks to information from ACARS, the crew can inform customers before they
disembark on how they should get their connecting flight.
Ground handling of aircraft: all operations carried out on the ground are
standardized in terms of time and quality. The flight coordinator orchestrates the
aircraft turnaround by carefully timing the various operations to be carried out on the
aircraft: refueling, loading of catering supplies, cleaning, filling up and emptying
water, cargo, maintenance and baggage loading. He or she guarantees the safety
and punctuality of operations. The aim is to keep to the schedule and to make up
for any precious minutes lost during a delay.
Every minute counts ...
Over and above basic station operations, the Hub must plan for unforeseen
everyday events such as weather conditions, technical failures or air traffic delays.
The aim of the Paris-CDG2 Hub is to maintain a regular schedule, whatever the
operating conditions. It also has to develop greater professionalism (analysis and
feedback) in handling these irregularities through procedures adapted to each event
and known by one and all.
“AGORA” is a computerized system which Air France makes available to all its ramp
operators, so that they are immediately notified of any major irregularities concerning
their sector. This system improves both responsiveness and service quality, because
it gives all the partners the same information.
In the case of short connections or "aircraft to aircraft transfers", special transfer

agents can help some of our customers to make their connections, which they would
not have done otherwise.
Mock emergency situations are used by Air France to improve procedures for coping
with operating difficulties. Action data sheets are prepared and updated for each
type of event, e.g. runaway closure, poor weather conditions, diversions and
technical failures.
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September 2005
Results are improving but have yet to be seen by customers. Experience has shown
that when operating irregularities occur, customers judge Air France on how they are
kept informed and the pertinence of the information provided.
Actions have been taken over the past few years, such as:
• the extension of the ROC (Reservations Operations Center) which informs

passengers of irregularities in real time and offers solutions (Air France is the
only airline to offer this service);
• a systematic announcement at the expected time of boarding;
• the implementation of signage guidelines between Air France and Aéroports de

Paris (ADP) which gives passengers information on their flight as soon as they
arrive in the terminal;
• change in procedures linked to operating irregularities and their diffusion on the

entire Air France network to provide a coherent image.
In September 2003, a project was launched within the Company on the subject of
“handling customer relations” which reinforces the Hub’s action plan by:
• improving sound at the boarding gates;
• developing large video screens (like those in terminal 2E);
• drawing up an Air France / ADP agreement in case of irregularities such as bad

weather at the airport etc.
• having an information correspondent in the case of a crisis.
All these actions are part of the service certification procedure which has enabled
Air France to be the first airline certified for its quality of service, and aim at
constantly improving the way our customers perceive irregularities.
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September 2005
THE AIR FRANCE HUB CONTROL CENTRE
The Hub Control Center (CC) plays a key role in Air France's organization at Paris-
CDG2.
It controls the 800 daily arrivals and departures of Air France flights at Paris-CDG2
with utmost precision. At the same time, it guarantees the safety of operations.
The Hub CC manages in real time all the resources required to prepare the aircraft,
coordinates ramp operations around the aircraft and assigns parking stands to each
aircraft.
The Hub CC is manned by close to 300 staff, whose task is to assist and coordinate
all the operating teams.
• The operational decision-maker analyses all the available operating data to

make the necessary decisions to improve service quality.
• The connections manager is in charge of all passenger and baggage
connections at the hub for optimum quality of service.
• The operational decision-maker’s deputy assists the connections manager with
the information and communications plan for external events which could have an
impact on hub operations.
• The technical duty manager, together with the maintenance staff, is responsible
for rapidly assessing the time required to deal with aircraft repairs. He or she is
also in charge of preparing and implementing the "bad weather conditions"
procedures.
• Parking stand supervisory agents are in charge of assigning parking stands at
Paris-CDG2 to each arriving aircraft (Air France and partner flights as well as
those of handled and non-handled airlines) and if necessary decides to move
aircraft to improve the gate parking rate.
• Operations supervisory agents in charge of Paris-CDG2 terminals, with one
position reserved for the traffic of regional airlines. They coordinate the work of the
various ramp operators (flight dispatcher, station manager on duty, etc.) and the
Operations Control Centre (OCC). They also intervene on Air France’s commercial
frequency (VHF) for departures.
• Liaison staff use VHS radio frequencies to provide arriving crews with information
on their parking stand and on the type of reception planned for their passengers
(connections, passengers requiring special assistance, etc.).
• The connections management team examines each connecting passenger's
reservation file whenever the connecting time is less than the MCT (minimum
connecting time publicized by travel agents for Paris-CDG2) and decides on the
appropriate measures to take. This is where the decisions on whether or not to
initiate an aircraft-to-boarding gate transfer are taken (transit passengers handled
by transfer escorts).
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September 2005
• The tower cab, located in the main tower cab of the southern control tower, uses
a Hub CC agent to coordinate the work of the Hub CC parking stand agents and
air traffic control.
• The SERVAIR/ACNA correspondent is the link between the Hub CC and the
SERVAIR (catering) and ACNA (cleaning) service providers, in order to minimize
the impact of operating incidents.
• The partner relation correspondent is in charge of monitoring the activities of
two main service providers, PASSERELLE (handling reduced mobility
passengers) and AEROPASS (airside bus services) to maintain the quality of
service expected by our customers.
• The aircraft movement and handling sector, together with the parking stand
supervisory agents, is responsible for towing some fifty Air France aircraft in an
aim to optimize on-stand parking.
• The GIRS (Rapid Intervention Task Force) comprises 60 passenger services
agents who have the necessary experience to intervene in all major commercial
crises (very late arrival of long-haul flights, return of an aircraft which has just
taken off for technical reasons, etc.). They are there to back up existing staff and
to offer customers quality service despite disruption. These agents also provide
assistance for private flights at Paris-CDG2, as well as the arrival and departure of
‘air/rail’ flights to and from Brussels on the Thalys high-speed train (one to three
carriages used exclusively by Air France for its transit passengers).
• The Hub CC is in charge of organizing and implementing procedures in case of
disruption of any kind affecting operations, so that customers are inconvenienced
as little as possible. It also has a feedback service to enrich existing procedures.
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September 2005
A PRIVILEGED PARTNER OF AIR FRANCE:

PARIS AIRPORTS AUTHORITY
The Air France Hub at Paris-CDG2 relies on the ground facilities made available by
the Paris Airports Authority.
The Paris Airports Authority (ADP), which both owns and manages the airport
installations in Roissy and Orly, is an essential partner for Air France.
Air France and ADP have a relationship that can be defined as customer to supplier.
ADP is in charge of building work and the management of airport ground facilities
such as runways, aircraft parking stands, taxiways and terminals. These facilities are
either:
• made available to Air France. These are "public areas", financed by revenues from
the airport tax which appears on tickets;
• leased out by ADP. This is the case for check-in desks, aircraft parking stands and
baggage sorting machines while for ticket offices, Air France pays usage fees;
This relationship also includes:
• a concerted development of ground facilities with Air France providing

specifications.
• the management of certain activities delegated to Air France by ADP, in order to

optimize airport resources. These include the allotment of aircraft parking stands,
the sorting system for transit baggage, check-in desks, boarding gates, and
jetways.
• reciprocal services under contract which include quality clauses.
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September 2005
AIR FRANCE PARTNERS AT PARIS-CDG
1. Air traffic control

Paris-Charles de Gaulle, the busiest European airport in terms of air traffic, is
equipped with three air traffic control towers.
The south tower handles landings and take-offs simultaneously on both south
runways. It also handles aircraft taxiing on the southern part of the airport.
The central tower handles landings and take-offs alternately on the two north
runways including all aircraft in approach phase. It also handles aircraft taxiing on the
northern part of the airport.
A third tower to the north of the airport will handle traffic in optimal conditions on the
north runways. It is expected to be operational early in November 2005, followed by
the north runways one month later.
The smooth operation of flights in progress is the concern of Air France (at the
operations coordination centre) and the staff in charge of air navigation. Above all it is
during disruptive situations such as fog, snow, repairs etc. that the Air France Hub
Control Centre deals with staff in charge of the resulting irregularities.
However Air France handles the allotment of aircraft parking stands internally through
its Hub Control Centre.
In addition, the Air France Operations Control Centre is in contact with the CFMU
(European flight dispatch centre located in Brussels) for managing the "ATC slot-
times" linked to air-traffic congestion.
2. Security
The government (police, customs, military police) ensures the protection of people
(passengers, flight crews, ground staff, installations and aircraft) and goods at Paris-
Charles de Gaulle.
Various departments are involved in ensuring civil aviation security:
• The PAF, border police, is in charge of guarding areas open to the general public,
supervision of filtering and inspection of passengers and their cabin baggage.
Since 1994 these operations have been carried out by private companies (article L
282-8 of the Civil Aviation Code). The PAF also handles border controls and
access to the restricted areas of the terminals.
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September 2005
• The GTA (Air Transport Military Police) monitors restricted areas outside the
terminals (gates in the perimeter fence and aircraft movement areas). Depending
on the terminal, the GTA also supervises security checks on passengers' hold
baggage carried out by private companies.
• The Customs Service inspects incoming goods (passenger baggage, cargo and
mail) as well as overseeing security measures for cargo. The customs services
also have a major role to play in the fight against drug trafficking.
• The Paris Airports Authority employs private security firms operating at the
airport. The cost of this service is met by the airport tax (e.g. safety and security
tax) since 1st July 1999.
• The DGAC, the French Civil Aviation Authority drafts the general texts and makes
sure they are implemented. The DGAC draws up the security measures to be
taken for the hub's different operators.
• Air France's department in charge of security draws up the security program for
the Company. Air France implements the security measures for which it is
responsible. For example the SRB automatic baggage/passenger recognition
service, on stream since January 31st 2000 is one of the best in the world.
Depending on the circumstances, Air France may choose to implement
supplementary security measures. Every member of the Air France hub staff is
involved in the measures applied, which today constitute just one of the many
facets of operating commercial flights.
Security implies transparency and credibility. It signifies trust between the flight
captain and ground personnel handling the aircraft, and is based on transparency
with regard to the security measures applied.
The station manager is responsible for ensuring security on the ground.

The captain is responsible for ensuring security during the flight.
Airline staff strictly comply with the security measures.
NB: If an agent chooses not to apply a security measure, his or her penal liability is
involved.
Specific measures
All participants involved in the security of international civil aviation: State authorities,
airport authorities, airlines and aircraft manufacturers have taken immediate action in
response to the new threat posed by the 11 September hijackings.
Since 1 November 2003, all Air France aircraft are equipped with reinforced cockpit
doors, with a video system to protect access to the cockpit, in compliance with
appendix 6 in the ICAO instructions.
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September 2005
In France, measures have been taken on a national level along with the related
regulations and decrees with the introduction of R2320. These measures have been
imposed on all airlines departing from French territories.
The TSA has asked for specific measures to be implemented on all flights departing
for the US, or for flights which use American air space. These measures include
APIS (Advance Passenger Information System) whereby passengers’ details ( name,
first name, date of birth, sex, nationality, passport number and, by the end of 2005,
the passenger’s place of residence in the US) are transferred to the US authorities.
What security measures have been implemented in France ?
1) The decrees of 1 September and 12 November 2003 impose the

implementation of security measures. These decisions were implemented
either by the State (Police, Gendarmerie, Customs officers), the airport
authorities, or by the airlines. The following are some of those measures :
• Matching of travel documents at check-in

• Flights to the USA and Israel; all check-in agents must ask security questions
during passenger/baggage check-in
• Passengers must be informed that it is forbidden to carry aboard knives, lighters
(USA), scissors (all blade lengths), firearm or any item that could be used as a
weapon
• Passenger security checkpoints have additional hand metal detectors checks and
visual inspection of 25% of carry-on bags
• Matching of travel documents at boarding
• Guarantee of no missing passengers on board (by Air France Crew checking
boarding passes at the door of the aircraft and by a systematic passenger head
count)
• Passenger stream segregation for arrivals and for departures
• Baggage reconciliation
• Reinforcement of checks for restricted areas access and for airport ID passes
• Crews : ID and crewlist checks; either they shall pass through a security check
point at the airport, or, for Air France crews based at Paris-CDG or Paris-Orly, they
shall follow a specific route to have access to reserved areas with random security
controls performed by the authorities
• On board goods and supplies : verification and sealing of all trolleys before being
loaded on board
• Security checking of aircraft when leaving maintenance hangars for first flight.
• Passenger profiling on all flights to Israel
• Random visual checks of carry-on bags and random passenger checks with hand-
held metal detectors at boarding (or in the jetway) for flights to Israel
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September 2005
2) TSA security measures requested for all flights leaving France for the USA
• Hand search of hold baggage at check-in

• Random visual checks of carry-on bags and random passenger checks with hand-
held metal detectors at boarding (or in the jetway)
• Visual inspection of all staff who come into contact with an aircraft
• 100% screening of all checked-in baggage by an EDS machine (Explosive
Detector System)
• Passenger profiling on all flights to USA
• Cabin cleaning control procedure on all flights to USA
• Comparison of passenger lists against identified persons whose access to the US
has been prohibited
3) Air France’s Security Measures are as following:
• Headcount of all on board passengers (so-called ‘anti-escape’ procedure, which

could be replaced by agents controlling boarding jetways)
• Permanent mobile patrols on the tarmac (by car) at Orly West and at CDG to keep
a watch on Air France aircraft and to randomly check staff. This has been made
compulsory by the DGAC, and extended to six other airports in France handling
more than 3 million passengers per year.
• Security agents on board certain flights. They are under the Flight Captain’s orders
and their main function is to keep a watch over access to the cockpit and to
neutralize all potential aggressors.
• Sealing of night-stop aircraft
Since 1 January 2003, 100% of hold baggage screened by high-tech machines

capable of detecting explosives in hold baggage.
The automatic baggage/passenger reconciliation equipment (SRB) used at Paris-

CDG2 has been implemented at a number of other French airports including Paris-
Orly, Lyon, Bordeaux, Toulouse, Marseille, Nice, Montpellier and Strasbourg.
Obligations of the French carrier:
The security measures conform to the following regulatory obligation:

- Security Manual: the Airline’s security program. It contains all the applicable
measures that should be taken in response to a threat
- Security Training: operating staff must follow this training before taking up their
functions and refresher courses are provided every three years;
- Security Quality Assurance Program: the aim is to ensure that security
measures are applied correctly and that corrective measures are implemented
should any anomaly be detected. This program is intended for the Airline and
all its partners.
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September 2005
Obligations of all Company personnel:
- have a valid airside pass for the specific sector in which the worker operates.
The airside pass is personal and must be visible at all times
- have a specific function in a restricted area and /or access to an aircraft
- have a second document with an identity photo on one’s person
- for crew members: be able to show a piece of identity with the Crew Member
Certificate (CMC).
Two government decrees published in 2003 introduced these measures in the

regulatory framework. New sanctions are applied to those who do not comply with
security obligations:
- a fine of 7,500 euros per infraction for the Company concerned,

- a fine of 750 euros (and airport pass confiscated) for agents who do not
comply with security regulations.
The Local Security Committee (CLS), presided by the Prefect, is in charge of

coordinating decree-related work and crisis management situations. The CLS??
comprises French State representatives working at the airport together with airport
operations representatives, airlines and other agents authorized to access or work in
restricted areas of the airport.
Flight security is of primordial importance. It takes precedence over the

punctuality of flights and each party is an essential link in the security chain.
3. SERVAIR
SERVAIR is an Air France subsidiary and a major global provider of inflight catering
and airport assistance. The third-ranking caterer in the world, SERVAIR provides Air
France and 130 other airlines a full range of indispensable services for air transport
and passenger comfort.
SERVAIR, its subsidiaries and network of partners have a total of 90 sites worldwide.
and boasted turnover of 564 million euros in 2004.
SERVAIR’s experience in the airline business has led it to develop 3 major sectors of
activity which meet the demands of its customers and therefore its passengers:
• Catering: composes the meals, prepares them, makes up the trays and transports
the meals to the aircraft;
• Cleaning and general airport assistance including ramp assistance, security and
press handling;
• Servair Consulting, with a full range of the best services available, both in-flight
and on the ground.
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September 2005
SERVAIR and quality
Right from the start, SERVAIR’s priorities have been hygiene, quality and food safety.
It has successfully developed this strategy in an aim to guaranteeing quality of
service to its customers.
As far as food safety is concerned, all SERVAIR centres apply the HACCP analysis
method (Hazard Analysis and Critical Control Point).
At its central laboratory, SERVAIR carries out close to 50,000 analyses every year.
As far as certification is concerned, SERVAIR today has 15 ISO 9001 V2000 certified
units, including Dakar Catering, one of the leading catering groups in Africa. All units
are being progressively certified.
SERVAIR at Paris-Charles de Gaulle.
• Catering sites
As well as the traditional catering sites for long, medium and short-haul flights such
as SERVAIR 1, SERVAIR 2, Bruneau Pégorier Catering and CPA Catering, there are
also specific sites such as SMC (Special Meals Catering) for kosher meals, CAP
(Culin Air Paris), for charter flight meals and Jet Chef for business flight meals.
• Cleaning and airport assistance sites

The diversity of airport assistance has led SERVAIR to develop specialized
subsidiaries for each of its activities.
ACNA, is one of the major aircraft cleaning companies in Europe, and is in charge of
supplies and cabin and cockpit cleaning, including other cabin stores (pillows,
blankets, and travel kits).
PASSERELLE
An ACNA subsidiary, PASSERELLE is specialized in assisting reduced mobility
passengers, and works for Air France at Paris-CDG2.
P.M.AIR
P.M.AIR also assists reduced mobility passengers, at Orly airport.
SERVANTAGE
This subsidiary is in charge of press handling (newspapers and magazines) for more
than 15 airlines. SERVANTAGE is also in charge of the upkeep of the VIP lounges.
AEROSUR
An ACNA subsidiary, AEROSUR is involved in air security and is in charge of
securing the cabins and catering products.
LOGAIR
Logair is specialized in the management of in-flight duty free sales.
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September 2005
THE AIR FRANCE FLEET
On 31 March 2005, the Air France fleet comprised 249 aircraft in operation, as well
as 121 aircraft operated by Air France’s regional subsidiaries (Brit Air, City Jet,
Régional). On the strength of the success of the Paris-CDG 2 hub and its
development prospects, Air France has opted for:
- long-haul aircraft with an extended operating range, such as the Boeing 777-
200 and –300ER, the Airbus A330-200 and A340-300, as well as the A380
which will be integrated into the Airline’s fleet mid 2007.
- medium-haul aircraft include the Airbus A318, A319, A320, and A321.
These medium-haul planes can be piloted by the same crew and maintained
by the same technicians.
Almost three quarters of the investment plan for the next five years will be dedicated
to modernizing and rationalizing the fleet. Air France is also planning to reduce the
number of aircraft models used, for greater profitability and flexibility in scheduling.
The Air France Group fleet in operation on 31 March 2005:
Medium-haul
Boeing 737-300/500 15
Airbus A318 9
A319 43
A320 67
A321 13
Sub-total medium-haul 147
Long-haul
Airbus A330-200 13
A340-300 22
Boeing 747-200/300 5
747-400 16
777-200/300ER 34
Sub-total long-haul 90
passengers
Boeing 747-200F (cargo) 8
747-400ERF (cargo) 4
Sub-total long-haul 102
Total 249
On 31 March 2005, the average age of the Air France fleet was 8.6 years.
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September 2005
Online Fleet Maintenance: Air France’s Hub at Paris-Charles de Gaulle
Organizing the Air France flight schedule around 6 connecting banks results in highly
intensive periods of online maintenance.
Consequently, the Maintenance Division tries to plan for the type of operation it might
have to carry out during a particular aircraft’s turnaround. For this it uses an
automated system - ACARS - which is a ground /air communication system used to
obtain information about the technical condition of an aircraft before it lands over a
radio link. This avoids technical problems having a chain effect on delays for the rest
of the day, as aircraft turnaround times are extremely tight.
Short turnaround times require the specific organization of online maintenance with
dedicated services: planning involves improving logistics, notably by ensuring that the
right parts are in the right place at the right time, so that repairs can be speedily
carried out.
The online maintenance teams’ permanent objective is to ensure the airworthiness of

the fleet and technically approve each aircraft before delivering it to the crew. During
the day, the aim is for aircraft to be up and away as quickly as possible: any minor
repairs that can be delayed without jeopardizing safety - and subject to regulations
and operating conditions applicable to this flight – are carried out when the aircraft is
grounded for maintenance. Improving on-time performance of Air France flights relies
heavily on the maintenance division. Several action plans have allowed to improve
performance significantly.
Two maintenance operations centres were set up in November 2000 at Paris-CDG2:

one opposite terminal 2C for long-haul flights and another opposite terminal 2D for
medium-haul flights. Dedicated teams assist maintenance staff around the aircraft.
A team of three to four agents supervised by a maintenance manager is also present

24 hours a day, 7 days a week, which helps to simplify decision-making procedures
at Air France’s Operations Control Centre.
The Hub Maintenance Centre, located opposite Satellite S3, east of the Paris-CDG2
terminals, will become operational mid- 2007. Air France maintenance teams will be
able to work more closely together on the hub, allowing them to respond more quickly
and efficiently.
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September 2005
ENVIRONMENTAL PROTECTION
1. Noise energy under tight control
At the end of 2002, the French government decided to introduce tougher measures
to limit noise emissions around Paris-CDG airport by 2004-2005. These tougher
measures concern in particular five major themes:
- limit noise emissions at night and forbid all non-scheduled night take-offs
- comply with the arrival and departure flight paths
- retire the noisiest aircraft from flight operations
- set up a global noise indicator so that noise emission measurements are made
completely transparent
- increase the funding available for sound proofing of residential properties in
the vicinity of the airport
Night time limitation measures have been introduced to satisfy local residents. Air
France has taken a pro active approach and has voluntarily chosen to reorganize
flight schedules to comply with these restrictions.
Although in 2002 it had 12 weekly frequencies operating in this slot, since April 2004,
Air France Cargo no longer has flights scheduled between 11 pm and 5 am. As far as
Air France passenger operations are concerned, since April 2004 only one daily flight
arrives between midnight and 5 am.
Night time limitation also implies reducing the number of delays occurring in an
evening slot. According to Parisian Airports Authority figures, between March 2004
and March 2005 for the first year restrictions on non-scheduled departures between
midnight and 5 am applied, only 106 of the 731 infringement reports established by
the National Committee for the Prevention of Noise Pollution (CNPN) concerned Air
France. This new ruling has considerably increased the number of infringements
reported in comparison to previous years. For example, for the whole of the period
between March 1999 and March 2004, Air France only infringed regulations 79 times.
Despite this steep rise, only 15 % of the infringements concern the airline even
though Air France is responsible for over 50% of the traffic at the Paris-Charles de
Gaulle hub. The systematic implementation of warning measures, monitoring of daily
on-time performance in the late evening timespan, improvement in the airlines
procedures led by the CCO - the Flight Operations Center - have enabled Air France
to limit the number of non-scheduled night flight departures. However examination of
the data by the CCO has revealed that over half the departures after midnight are
caused by a delay beyond Air France’s control: namely 27% of delays are caused by
security issues; 12% by passengers failing to appear at boarding or by pieces of
baggage abandoned by mistake; 13% due to saturation of airspace or weather
problems.
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September 2005
Air France’s own constraints, together with problems beyond the airline’s control,
including problems made worse by the accident which took place in Terminal E, have
made it virtually impossible to achieve an objective of ‘zero delays’.
Since non-scheduled flights after midnight have been prohibited, Air France has been
faced with a considerable challenge to its operations. In fact it is of utmost
importance to control flight punctuality in the last timespan at the hub because that is
where the day’s flight irregularities accumulate. Hence the reason why Air France has
stepped up efforts to launch several action plans during this first year, both internally
and externally, aimed at improving flight punctuality despite unfavourable conditions.
Environmental Protection Volumes (EPV) were set up in 2003 to better channel

flight paths on departure and on arrival. Air France’s response to these new
requirements was to invest massively in crew training and fleet renewal. At a training
level a module devoted to Environmental Protection Volumes has been included in
crew training programmes. As for the fleet, those Boeing 747-200 freighters without
the radio navigation technology sufficient to adhere strictly to flight paths have been
equipped with GPS (global positioning satellite) navigation systems. This revamping
required investment of 9.5 million euros for ten aircraft, but the results have
outweighed the cost. For a period spanning March 2004 to March 2005, Air France
was cited in only two reports of flight path deviation at Paris-Orly airport and only 3 at
Paris-Charles de Gaulle for a total of 328,000 Air France flight movements for the two
airports.
According to the French Civil Aviation Authority, improvement in noise energy is

dependent on airlines operating fleets that meet the highest standards of acoustic
quality. This is a principle that Air France integrally applies to fleet management. In
2000, the decision was taken to no longer fly the noisiest aircraft between 11.30pm
and 6am at Paris-CDG, the first airport in Europe to adopt such a measure. Night
flights have been withdrawn progressively each year, and the process was completed
in January 2005. A new phase in which the noisiest aircraft are to be withdrawn
progressively over the daytime period, between 6am and 11.30pm, was initiated in
October 2004 and will be complete in September 2008.
Over the October 2004-September 2005 period, Air France has carried out 3,700
take-offs and landings out of a quota of 4,087. The quota has been filled thanks to
the withdrawal of eight Boeing 747-200 and –300 in 2004-05 and their replacement
with more modern aircraft such as the 777 or 747-400. Air France is pursuing its
efforts in terms of its fleet renewal policy (*), partly to comply with the French
authorities’ requirements to make Paris-CDG the largest European airport to
withdraw the noisiest aircraft from operation, in line with the current standard
(chapter III in the OACI).
(*)For the IATA year 2004-05, Air France contributed 500 million dollars to its fleet
renewal.
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September 2005
The DGAC has decided to implement a global noise indicator to track variations in
noise energy at Paris-CDG airport. This indicator, based on the noise measured
within a 5,000 m area of both ends of the runway, is the Lden (day / evening / night)
type. The Lden indicator is recommended by he European Commission. It is also
used to compile noise maps in cities, along railway lines, motorways and industrial
sites. All noise generated is weighted according to the timespan, i.e. a flight operated
between 6pm-10pm (evening) will be calculated as the equivalent of 3 flights carried
out during the 6am-6pm period (day); a flight operated between 10pm-6am (night)
will be calculated as the equivalent of 10 flights carried out during the 6am-6pm
period. The DGAC uses as a reference the average annual acoustic energy at the
airport over the period 1999-2000-2001 (100% value of indicator). The recently
published Paris-CDG 2003 indicator reached 89.5% of this reference.
This results shows a clear improvement in noise emission over a relatively short
period. On the basis of noise energy generated by its fleet of aircraft, Air France
evaluates its own noise indicator at 78.5%. Air France has a key role to play in
reducing the noise indicator at Paris-CDG airport and accordingly in improving the
quality of the environment around the airport. This strategy is part of the fleet renewal
policy carried out by the Company.
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September 2005
The project to provide assistance in soundproofing neighbourhoods surrounding

major French airports aims to lessen the impact of noise pollution for residents in line
with “the polluter pays” principle. The compensation fund is complemented by a take-
off tax (tax on airport noise pollution, TNSA) which takes into account the aircraft
mass, the acoustic qualities of the craft and its departure time. For example, a flight
operated between 10pm and 6am will be taxed 10 times that of a flight operated
between 6am and 10pm. Since the mode of calculating the TNSA changed, Air
France’s contribution has been increased 2.5 times between 2001 and 2004. The
amount of compensation in 2004 rose to 12.7 million euros for Paris-CDG airport and
10 million for Orly. Paris Airports Authority manages the compensation fund, via the
Consultative Commission for Aid to Local Residents (CCAR), with Air France
contributing some 8 million euros to the budget.
With this high contribution, 2,200 residences surrounding the two airports were
soundproofed in 2004. Air France actively supports this soundproofing work, not only
in terms of funding but also by way of its involvement in the Consultative Commission
for the Environment (CCE) and the CCAR. In full agreement with the authorities, Air
France coordinates a policy of prevention and compensation based on two noise
energy management tools, the Noise Exposure Plan (PEB) and Noise Pollution Map
(PGS).
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September 2005
The Noise Exposure Plan defines “iso-curves of noise level” in areas surrounding the
airport based on the airport’s potential for development, and imposes appropriate
ground occupation restrictions. This Plan also protects against the possibility of
housing being constructed in areas likely to become exposed to aircraft noise
emission in the future. The Noise Pollution Map defines noise limits which are
regularly reviewed. Under the Noise Pollution Map, soundproofing work can, under
certain circumstances, be compensated by the CCAR.
The PEB and PGS must serve as a reference for any action taken by Air France:
prevent urbanization in areas already exposed to noise or likely to be so in the future;
use funding appropriately in accordance with current budgets. Noise prevention can
only be attained through strict application of the building and construction regulations
drawn up by the PEB and compliance with the “balanced approach” principle defined
by the International Civil Aviation Organization (ICAO) and adopted by the European
Commission and French State. To ensure that the compensation policy becomes a
permanent fixture in the current budget, Air France would like to see soundproofing of
housing most exposed to noise placed at the top of the agenda; grouped operations
encouraged in order to generate scale economies and a good level of soundproofing,
and finally, other records managed within the framework of the current budget.
To conclude, Air France has integrated environmental protection, particularly the

reduction of noise emissions, into its activity, through team work, fleet management
and operations. The results and benefits for local residents are tangible: night flights
have been considerably reduced, source noise is decreasing, and noise emissions
improved. Air France has played a major role in the soundproofing assistance work
surrounding Paris-CDG and Orly. These programs help to improve living conditions
for residents and help make the presence of the surrounding airport more easy to
tolerate. However, to ensure that noise levels continue to improve, the Company
must be able to allocate a budget to the soundproofing assistance program. A too
high contribution to the soundproofing program may reduce Air France’s financial
capacity needed to implement actions to safeguard the environment. These actions
allow to reduce noise pollution, independently of the fleet renewal effort, which
thanks to a considerable investment effort, remains the essential driving force in
improving noise emissions.
2. Fuel consumption and Air France aircraft emission
Fuel and carbon dioxide (CO2)

Carbon dioxide emissions (CO2) are directly proportional to the amount of fuel burnt.
The reduction of fuel consumption has had a positive effect on gas emissions.
Air France 56
Press Office
September 2005
Over the past few years, Air France has succeeded in considerably reducing the
fleet’s CO2 emissions in line with half the growth in passenger traffic. This results
translates a reduction in the average specific fuel consumption per passenger by
22% since 1991. This positive result has been achieved by the work carried out in
the three following areas:
Fleet renewal, generating a reduction in average specific fuel consumption by 2% per
year;
Network optimization thanks to the Paris-CDG hub structure allowing to improve load
factors, and specific fuel consumption accordingly (higher load factor of 8.6 points
since 1993);
Operational measures such as the reduction of route fuel reserves 3% of necessary
fuel (instead of 5%).
Other measures such as shortening flight arrival or departure paths by reorganizing

Paris airspace in 2002 have helped to attain these results.
In 2004, Air France flights posted an average fuel consumption of 2.03 litres to carry
100kg (including passengers, baggage, catering and facilities to ensure passengers’
comfort onboard) over 100km.
Since 1996, passenger traffic has increased by 75% and cargo traffic by 13%
while fuel consumption has only increased by 44%.
PKT: passenger traffic in revenue passenger-km

TKT: cargo traffic in freight tonne-km
Air France 57
Press Office
September 2005
Other emissions
Carbon monoxide (CO), unburned hydrocarbons (HC) and nitrogen oxide (NOx)
emissions mainly depend on the characteristics of engines and how aircraft are
operated. The use of latest generation engines has led to a considerable reduction in
fleet’s CO and HC emissions and noise emissions and the stabilization of NOx
emissions, which tend to increase in accordance with temperature and pressure
inside the engine.
3. Air quality around airports
Air activity
NOx, CO, HC and various other particle emissions from aircraft cause an impact on
the quality of air surrounding airports. Most of the greenhouse effects gases
produced by both air and ground activities come from the LTO (landing and take-off)
cycle. Therefore, according to available estimates, two thirds of total NOx emissions
produced by Air France planes are generated during these cycles, the second
contributor being the road assistance services that transport passengers and agents
to the airports. However, only less than half of CO and HC emissions are caused by
air activity.
The gradual introduction of technologically advanced equipment into the Airline’s

fleet is a key element in the airline’s policy of reducing low altitude emissions. As a
result, local CO and HC emissions have decreased by 50% and 90% respectively
during the last forty years.
Other measures have been adopted such as reducing the number of ramp vehicles.
Where possible, two-engine and four-engine vehicles are driven with one or two of
their engines shut down. Air France has also decided to use the airport’s electricity
network as a preference to the thermal energy-producing APU (Auxiliary Power Unit)
and GPU (Ground Power Unit) to supply aircraft on the ground.
Ramp and other vehicles

Air France has reduced the impact of its ground activities by improving the efficiency
of its maintenance teams, enhancing logistics, shortening distances covered by the
vehicles and a renewed automobile fleet.
During fiscal year 2004/05, Air France acquired 90 new vehicles equipped with
catalytic converters. 90% of light vehicles are now equipped and the average age of
the vehicle fleet has been lowered to 6 years. The renewal plan also concerns buses
and trucks equipped with engines compliant with Euro-3 standards.
The use of electric power for ramp vehicles remains the targeted priority for Air
France, although, for the time being, this type of engine power has not met all the
requirements, particularly in terms of reliability. For example, Air France has replaced
thermic-powered vehicles with 40 electric vehicles used to load and unload baggage
at its French stations. Furthermore, Air France has developed, in conjunction with an
aircraft tug manufacturer, eight electrically powered models to be used on several
types of aircraft. These were phased in this year.
Air France 58
Press Office
September 2005
HUB KEY FIGURES

(SUMMER 2005)
830 flights per day
More than 17,900 connecting flight opportunities

weekly each way
76,300 passengers per day

(arrivals and departures)
23,900 passengers with connecting flights per day,

more than 53% of the arrivals
28,000 items of connecting baggage per day
More than 8,000 agents with complementary responsibilities
Air France 59
Press Office
September 2005
RECORD DAYS AT THE PARIS-CDG HUB
924 flights handled on 18 June 2004
118,825 customers passed through on 1st July 2005
31,602 connecting customers on 13 August 2005
37,508 items of connecting baggage on 7 August 2005
68.2% of customers with connections on 13 November 2004
Air France 60
Press Office
September 2005
AIR FRANCE-KLM KEY FIGURES

(2004-2005 FY)
• Group turnover
19.08 billion euros (+ 7.3%)
• Breakdown of turnover
Scheduled passenger transportation: 15.00 bn euros
Cargo: 2.49 bn euros
Maintenance: 0.78 bn euros
Other air transport operations: 0.81 bn euros
• Group net profit

351 million euros (consolidated net profit for Air France over 12 months, April-
March, and over 11 months, May-March for KLM)
• Traffic Data
Air France-KLM ranked 1st worldwide in international passenger transport
64,1 million passengers carried
Passenger load factor: 78.7%
• Air France Group network

234 destinations (Summer 05) in 119 countries.
• Fleet
551 aircraft in service (174 of which are operated by the regional subsidiaries)
• Group employees
102,077 staff (weighted annual average)
Ground staff: 74,462
Flight deck crew: 7,786
Cabin crew: 19,829
• Breakdown of share capital (11 April 2005)

State: 18.6%
Float: 62.7%
Employees: 16.3%
Treasury stock: 2.4%
Air France 61
Press Office
September 2005

The Paris Cdg2 Hub A Strategic Asset For Airfrance 01

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The Paris Cdg2 Hub A Strategic Asset For Airfrance 01

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The Paris-Charles de Gaulle hub : a strategic asset for AIR FRANCE

THE PARIS-CDG2 HUB :

I/ NEW DEVELOPMENTS AND OUTLOOK

II/ AN EFFICIENT TOOL FOR THE BENEFIT OF AIR FRANCE

The services we offer our customers

III/ A DAILY CHALLENGE: 800 FLIGHTS PER DAY

Air France Teams

Key Hub figures (2005)

I/ NEW DEVELOPMENTS AND OUTLOOK

1. New developments at the Air France Hub

B. Paris-Charles de Gaulle 2 Hub: one of Air France’s key assets

C. Rapid growth of the Hub

2. Outlook for the Air France Hub

A. Paris-Charles de Gaulle is one of the few European airports with development

B. The combined Paris-Charles de Gaulle-2 and Amsterdam-Schiphol hubs,

1. New Developments at the Air France Hub

A. What exactly is a “hub”?

A “hub”, literally the point where a wheel’s spokes converge, is an organizational

B. Paris-Charles de Gaulle 2 Hub: one of Air France’s key assets

Air France set up its Hub at Paris-Charles de Gaulle 2 in April 1996.

By combining medium-haul traffic flows to feed a particular long-haul flight, you

NUMBER OF MARKETS SERVED

NEW YORK PARIS

NEW YORK PARIS

The importance of a powerful hub is particularly evident on the domestic network. If

Available weekly connections both ways

AFR = Air France/Paris-CDG2

Franchises and leases

This activity is strategic for Air France, as it allows it to:

• Brit Air: Limoges, Rennes, Bilbao, Genoa, Newcastle, Southampton,

• Brit Air: Brest, Pisa,

A powerful local market

Yearly point-to-point traffic (Paris = 100)

Available long-haul/medium-haul connections in less than 2 hours

Number of connecting passengers per day*

Percentage of connecting passengers*

Number of flights per day*

713 700 703 717

Total number of passengers per day*

2. Outlook for the Air France Hub

A. Paris-Charles de Gaulle is one of the few European airports with

Following several years of strong growth and the implementation of new

These new infrastructures will allow:

- to improve service quality significantly: starting in 2008, approximately 80% of

- a reorganization of traffic: in 2008, following the re-opening of T2E and the

B. The combined Paris-Charles de Gaulle 2 and Amsterdam-Schiphol hubs,

II/ AN EFFICIENT TOOL FOR THE BENEFIT OF AIR

The services we offer our customers

3. Services offered to all Air France customers

4. Planète Bleue: a special service designed for families and children

6. Check-in at the Villepinte and Le Bourget Exhibition Centers

7. Services for customers with reduced mobility in need of special assistance

8. Air France ticket offices

Who are our connecting passengers?

Services offered to connecting passengers

Transfers from Charles de Gaulle airport to Paris and Orly

The Air France Cargo hub

SERVICES OFFERED TO CUSTOMERS

1. The self-service chain

- customized processing of customers’ requests, whereby different types of

The self-service chain is being developed alongside:

3. Services offered to all Air France customers

4. Planète Bleue, a special service designed for families