analyst and investor day - air france klm€¦ · · 2014-12-03a draft law in 4 parts 1....
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Analyst and Investor Day
20th January 2003
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Current Issues2003, the Year of Privatisation
Philippe CalaviaChief Financial Officer
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Privatisation of Air France
p An operation
8 decided by the French Government in July 2002, in agreement with Air France
8 a logical extension of the 1999 IPO
8 requiring accompanying legislation
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A Draft Law in 4 Parts
1. Protecting Air France’s air transport licence and traffic rights
2. Providing a two-year transition period for the transfer of collective agreements from public to private status
3. Composition of the Board of Directors
4. Extending the shares-for-wage concessions scheme
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A Draft Law in 4 Parts
1. Protecting Air France’s air transport licence and traffic rights
2. Providing a two-year transition period for the transfer of collective agreements from public to private status
3. Composition of the Board of Directors
4. Extending the shares-for-wage concessions scheme
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Current Legal Framework
p EU Council Regulation No.240792 governing air transport licences
p Bilateral inter-governmental agreements
Current legislation limits degree of foreign airline ownership
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Shareholder Control Mechanismsin Europe
p Compulsory sale of shares8 Lufthansa
8 British Airways
8 Iberia
p Specific share/Golden Share8 KLM
8 Iberia
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Shareholder Control Mechanisms for Air France
p Shareholder monitoring mechanism
p Mechanism for alerting shareholders
p Mechanism for compulsory sale of shares
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A Draft Law in 4 Parts
1. Protecting Air France’s air transport licence and traffic rights
2. Providing a two-year transition period for the transfer of collective agreements from public to private status
3. Composition of the Board of Directors
4. Extending the shares-for-wage concessions scheme
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European standards, Labour Law (partly) + Civil Aviation Code
European standards, Labour Law + Civil Aviation Code
Board of Directors and approval of regulatory authorities
Status and staff rules
Collective bargaining agreements(Industry level)
Collective bargaining agreements(Company level)
Negotiations(Industry level)
Negotiations(Company level)
Current systemCurrent system Future systemFuture system
Collective bargaining agreements
+
Unilateral decisions
Status and Collective Bargaining Agreements:Decision-Making
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Change of Employee Status
p Current employee status maintained for two-year period…
p … to enable management and unions to negotiate the transposing of current rules into future collective bargaining agreements
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A Draft Law in 4 Parts
1. Protecting Air France’s air transport licence and traffic rights
2. Providing a two-year transition period for the transfer of collective agreements from public to private status
3. Composition of the Board of Directors
4. Extending the shares-for-wage concessions scheme
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Current Board of Directors
p 6 State representatives 8 appointed by decree
p 5 “qualified individuals” 8 appointed by decree
p 2 representatives of shareholders other than the French State and employees 8 appointed by the Shareholders’ General Meeting
p 2 employee shareholder representatives 8 appointed by the Shareholders’ General Meeting
p 6 employee representatives 8 1 manager8 3 non-managerial staff8 1 flight deck crew member8 1 cabin crew member
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Post-Privatisation Board
p Continued employee representation8 6 employee representatives
• 1 manager• 3 non-managerial staff• 1 flight deck crew member• 1 cabin crew member
8 2 employee shareholder representatives• including 1 flight deck crew member
p Board of Directors appointed by the Shareholders’ General Meeting
p Current Board composition maintained until Shareholders’ General Meeting confirms transfer of shares
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A Draft Law in 4 Parts
1. Protecting Air France’s air transport licence and traffic rights
2. Providing a two-year transition period for the transfer of collective agreements from public to private status
3. Composition of the Board of Directors
4. Extending the shares-for-wage concessions scheme
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Employee Investment in 1999 IPO
Subscribing employees 46,900 2,800
Participation rate >72% 79%
Shares requested (in million) 17 14
Subscription rate 2.5 times nm
GeneralEmployee Offering
Shares-for-salary concession scheme*
* pilots only
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Future Employee Access to Share Capital Scheme
p General Employee Offering8 open to all employees…8 limited to 15% of the global offering
p Share-for-wage concessions scheme8 open to all employees…8 limited to 6% of Air France’s equity
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Legal Process and Timeframe
July 2002: privatisation project announced
Adoption by the Government
Examination by Parliament
Passing of legislation and issuance of application decrees
18 December 2002
As from 12 February 2003+ “debate by both Houses”
~ 10 weeks
~ March-April 2003
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Terms of Offering
p The share offering will be open to:8 Institutional investors
• International Offering
8 Individual investors• Public Retail Offering
8 Employees• Employee Offering• Shares-for-wage concession scheme
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Changes in Shareholder Structure
State
Free Float
54% < 20%
33% ~ 60-65%
Employees13% ~ 15-20%Current
Post privatisation
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Conclusion
p Freedom to forge equity partnerships
p Access to financial markets
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Business FocusRoute Profitability Analysis:Revenue and Cost Considerations
Jean SanlavilleVice President Corporate Controlling
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Unique database allowing:8 strategic orientations8 simulation work
Route Profitability Analysis: A Key Tool
p Overall economic and financial results
p Global cost structure
Global Company P&L Detailed ProfitabilityAnalysis
p Individual product profitabilityp Detailed economic results
broken down by category of product (long-haul/medium-haul, First / Business / Economy, etc.)
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Air France Economic Management:Two Basic Options
Business UnitPerformance Monitoring
Route ProfitabilityAnalysis
p Year-on-year and on-going vs.budget measurements
p Business entity performance contract: unit cost management
p Major expenses monitoring(e.g. labour costs)
p Management of individual route economy
p Visibility of high margin and unprofitable routes
p Decision tool for targeted actions (e.g. commercial policy, discontinuation of routes, etc.)
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Air France Route Profitability Analysis Principles
p The Air France route profitability analysis system has been built around some basic principles8 Consistency with Company economic data
8 Availability of data at the requested level from the flight number/day to the total business scope
8 Visibility of the cost breakdown and cost allocation rules
8 Use of a pre-established set of unit costs
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From Air France Economicsto Route Profitability
p Company breakdown by key business8 Passenger 8 Cargo8 Maintenance and overhaul8 Other
p Economic data by key business includes8 Specific external revenues by key business8 Internal revenues / costs in key businesses8 Special external costs by key business8 External overhead costs to be split by key business
First step
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From Air France Economicsto Route Profitability
Allocation to cargo business of passenger aircraft operating costs relative to the carriage of freightMaintenance costs billed to pax (passenger aircrafts) and cargo (freighter aircraft)
External revenues o o o
Internal revenues o o
Internal costs o o
Specific external costs o o o
Allocated external costs o o o
Pax Cargo MRO
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From Air France Economicsto Route Profitability
p Passenger8 Non core-business revenue / costs (ground OPS)8 Passenger transport business analyzed by route
p Cargo8 Non core-business revenue / costs8 Freight carriage on passenger aircraft by route
and by customer8 Freight carriage on freighters by route and by customer
p MRO8 Economic analysis by order and by product range
Second step Breakdown of key-business P&L items
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Cost Breakdown
ARA 2002 summer season
Long-haul Medium-haul Total
Passenger business: route profitability analysis formatCost breakdown by key expense
Sales & marketing costs
CateringMRO
Fuel
Crew
Station groundAircraft costsG&A costsFinancial charges
User charges
100% 100% 100%
2.62.62.76.67.06.3
12.613.711.8
10.415.9
6.2
16.714.6
18.4
12.27.415.9
10.09.810.15.74.46.69.99.0
10.6
13.315.611.5
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Cost Breakdown
Cost breakdown by variable/fixed item
30.130.629.7
12.613.711.8
37.836.239.0
19.519.419.5Cost proportional to load factor
Cost proportional to flight
Aircraft costs
Other fixed costs
100% 100% 100%
ARA 2002 summer seasonLong-haul Medium-haul Total
Passenger business: route profitability analysis format
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Route Profitability Analysis
External revenue PaxExternal revenue Cargo
Total aircraft operating costsDedicated pax expensesDedicated cargo expenses
Total contribution delivered by passenger aircraft
(split by route)
p Transparent pax-cargo analysis for passenger aircraft
p Network factor8 Profitability computed by route, not by each origin/destination item
8 Contribution to network to be added to a specific route result
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Business FocusRoute Profitability Analysis:Revenue and Cost Considerations
Bernard PeironVice President Network Planning & Scheduling
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The ARA System
p A unique monitoring tool for the company:8 Same global vision and figures shared between
the different actors
8 Performance assessment per business unit
8 Transversal analysis (fleet, regions, alliance profitability)
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From Global to Specific Issues
p An answer for each need8 High-vision level
• Global network profitability
8 Transversal level• Fleet profitability• Long-haul / short-haul activity monitoring• Performance by region• Operating / marketing • …
8 Detailed level• Route profitability per
– Aircraft,– Flight number,– Cabin– …
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Decisions and Actions to Be Taken
p For the network planning and scheduling activity8 Reactivity and accuracy
p On the long/medium-term8 Network planning activity
• future schedule patterns, fleet plan, route development, aircraft capacity…
p On the short-term8 Scheduling activity
• fleet assignment, current schedule pattern scenarios …
p During the operational phase8 Regulating activity
• Adaptation to ad-hoc situations
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Periodicity and Delay
p Accumulated monthly results within a short time allow8 On-going analysis of route performance
• Revenue: unit revenue (RRPK, RASK), load factor…
• Costs: fixed and variable costs
• Operating margin
8 Quick feed-back and action
8 Network planning decision models updated with accurate and reliable data
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Route Analysis Complexity:Revenue/Costs Assignment Accuracy
p In a hub structure network8 How to split revenues between the feeding
and the continuing routes?8 How to differentiate point-to-point from connecting traffic?8 How to breakdown aircraft costs between routes
using the same fleet?8 How to split costs between a “peak time”
and an “off-peak time” flight using the same aircraft?
p Within the alliance, how to isolate revenues and costs regarding each partnership agreement?
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Route Analysis Complexity:Global Network Optimisation
p Feeding routes (short-haul) may not be profitable by their own...
p ...but improve long-haul profitability by adding high contribution 8 Network contribution ratio
p Global margin improvement doesn’t result from the sum of local optimisation8 To maximize the global performance, fleet assignment
may penalize one specific route
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Example of a European Route:CDG XXX
p 25% of this network contribution is not substitutable
p Without connecting passengers the loss of revenue on other routes would be 4.1 M€ (3 times the deficit of the route)
Gross revenues 48.6 M€Pax related costs 9.5 M€Legs related costs 21.7 M€Other direct costs 9.2 M€Ownership costs 4.2 M€Overhead costs 3.5 M€EBIT - 1.4 M€Profitability 0.972Total pax 257,771Connecting pax 107,363Connecting rate 42%Network contribution 25.9 M€
ARA results
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Pascal de IzaguirreExecutive Vice President Ground Operations
The HubAir France’s Hub Strategy
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Air France’s Hub Strategy
p Current situation
p Current issues
p Future developments
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CDG Today
Terminal 2
Terminal 1 Terminal 3
runwayrunway
runwayrunway
A system of dual runways which is considered the most efficient concept, as can be seen at the Atlanta hub in the United StatesAnd unique land development potential for the building of new terminals
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2002 Airport Traffic Comparison
p CDG: 48.3 million passengers8 Terminal 1: 10.4 million passengers8 Terminal 2: 34.8 million passengers
• including 30.9 million for Air France and partners8 Terminal 3: 3.1 million passengers
p Orly: 23.1 million passengers• including 13 million for AF
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CDG Capacity
p Current situation> 4 runways: 3 runways simultaneously operational> Reorganization of terminal airspace (April 02)
• Decongestion of airspace for CDG arrivals• Improved on-time performance
Current capacity (Summer 02) = 101 mvts/hr at peak times501,550 movements a year in 2002 including 58% by Air France and its partners
p Short-term improvements> New control tower (Summer 04) enabling the fourth runway
to go into operation
Announced capacity = 120 mvts/hr by summer 2004 at the earliest
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Key Dates in CDG Development
1974: Opening of CDG11981 1982: Opening of Terminal 2B1982: Opening of Terminal 2A1989 1991: Opening of Terminal 2D1993: Opening of Terminal 2C 1994: Opening of TGV station1998: Opening of Terminal 2F11999: Opening of Terminal 2F2
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2B
2F1 2F2
2C
2D
2A
• International • Schengen
CDG2 Today
2A & 2C: long-haul2B, 2D & 2F1: medium-haul2F2: long and medium-haul
Terminal 2: 6 Concourses
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47
Division of Roles Between ADP and Air France
p Terminal 2 is owned by the Paris Airports Authority (ADP)8 ADP makes all the necessary investments for the development of
this terminal8 ADP carries out all basic maintenance of equipment and
provides cleaning services for all facilities8 ADP is responsible for the implementation of security measures
for both passengers and baggage
p Air France is responsible for its ground services: 8 check-in, boarding,8 ramp handling,8 connections,8 passenger transfers to planes…
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48
CDG2 Hub Staffing
p Customer services (reception, sales, check-in, etc)8 about 3,400 AF agents and 1,100 subcontracted staff
p Ramp services and baggage systems (excl. catering and cleaning)8 about 2,000 AF agents and 1,800 subcontracted staff
p Passenger and baggage connections8 about 1,450 AF agents and 900 subcontracted staff
p Coordination, traffic, loading preparation (holds, fuel, cabin)8 about 450 AF agents
In total: more than 7,300 AF staffand 3,800 subcontracted personnel
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49
Considerable Growth in Connecting Opportunities
Weekly connections – both ways –in less than 2 hours medium-haul – long-haul
14,93615,12114,267
11,316
7,8635,7505,233
1,886
1995 1996 1997 1998 1999 2000 2001 2002Summer
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50Source : OAG – Summer 2002
The Most Powerful Hub in Europe
7,831
4,982
14,936
5,516
CDG FRA AMS LHR
Weekly connections – both ways –in less than 2 hours medium-haul – long-haul
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51
Increase in Connecting Passengers
1995 1996 1997 1998 1999 2000 2001
2001 / 1995+ 50%
AAV *+7.0%
Total AF local
passengers
1995 1996 1997 1998 1999 2000 2001
2001 / 1995+ 93%
AAV* +11.6%
Total AF passengers
1995 1996 1997 1998 1999 2000 2001
2001 / 1995+ 150%
AAV* +16.5%
Total AFconnectingpassengers
All information on IATA years (April to March)*AAV: average annual value
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52
803 flights handled
88,472 customers
53.4% connecting passengers
AF Hub at CDG2: Highlights
875 flights handled June 8, 2001
103,390 customers April 6, 2001
68% connecting passengers October 12, 2002
Summer 2002daily figures
(AF and partners)
Somerecord figures
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53
p Current situation
p Current issues
p Future developments
Air France’s Hub Strategy
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54
H
A
BC
D
To link up 4 airports with direct services, you need to operate 6 routes
H
A
BC
D
Three routes are enough if connections are organized at one of the airports: the Hub. The number of flights
can then be increased or new services introduced for the benefit of customers.
Principles of a Hub
This organization enables AF to increase connecting opportunities. Each flight is fed by several markets which contribute to boosting the load factor
and consequently the economic performance of the routes concerned.
Passengers on board an Air France long-haul flight come from an average of 40 origins
Nice
VeniceMunich
Budapest
Luanda…
Stockholm
ParisCDG
Houston
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55
Structure of a Connecting Bank at CDG2
Each of the Hub’s connecting banks is organized to guarantee a maximum connecting time of 45 min between:
the last long-haul arrival and the first medium-haul departure
the last medium-haul arrival and the first long-haul departure
Air France Hub at CDG2 is based onlong-haul medium-haul connections
LONG HAUL ARRIVALS
MEDIUM-H
AUL DEPARTURES
Slack period
MCT = 45 min
MCT = 45 min
LONG HAUL D
EPARTURES
Duration of bank = 3 hours
MEDIUM-HAUL ARRIVALS
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56
6:30* 12:30* 15:10* 18:10* 22:30*9:30*
LONG HAUL ARRIVALS & SHORT HAUL DEPARTURES
ONLY
MEDIUM-HAUL ARRIVALS & LONG-HAUL DEPARTURES
ONLY
PRIME TIME FOR DEPARTURES TO
EUROPE
PRIME TIME FOR ARRIVALS FROM
EUROPE
3 hours
Overview of CDG2 Banks
* Time of last arrival in each bank
45’
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57
Insufficiencies to Be Overcome
p Facilities that are no longer optimum for hub growth without detracting from its efficiency
p Lack of contact stands facilities which adversely affects on-time performance
p Current baggage system lacking sufficient performance and capacity
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58
On-Time Performance:A Priority Issue for Air France
p Total performance rating from 1/4/02 to 31/12/02 of 82%8 3rd/4th ranking among AEA airlines
p Disparities depending on the destination8 Excellent results on domestic routes, with close to 90%
punctuality on the shuttle service8 Very strong performance on long-haul routes on departure from
international airports, and also on medium-haul routes8 Progress to be made on long-haul services from CDG
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59
On-Time Performance on Long-haul Routes from CDG
0%
10%
20%
30%
40%
50%
60%
70%
80%
p On departure from CDG, long-haul flights are the first to suffer, in terms of punctuality, from the shortage of contact stands and saturated facilities
18-point gap in punctuality between
contact & remotestands
Contact standsRemote stands
Apr 02 May 02 Jun 02 Jul 02 Aug 02 Sep 02 Oct 02
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60
Hub Performance
p A dedicated Air France organization to guarantee successful connections for our customers, even in the case of delayed arrivals8 fast handling teams are available
• 100 « jetway » transfer agents for passengers• 420 « tail-to-tail » transfer agents for baggage
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61
Baggage Transfers:Impact of New Security Measures
p Introduction of new security measures…
8 Since 31 December 2002, CDG and Orly have been the only major European airports, together with London, to offer 100% hold baggage screening with new-generation Explosive Detection Systems
8 In addition, Air France is testing different biometric technologies to further improve flight security
p … in a context of increased connecting traffic
8 An average of nearly 27,500 pieces of baggage a day (summer 2002)
8 A record of 34,810 pieces of baggage on 31 August 2002
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62
Air France’s Hub Strategy
p Current situation
p Current issues
p Future developments
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63
Air France Hub Challenges
p Leverage hub’s development potential to absorb future expansion and fully integrate the SkyTeam alliance dimension
p Remedy current deficiencies in infrastructure to improve performance, productivity and customer satisfaction
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64
Solutions Provided by Opening of Terminal 2E
p Increased contact stands
p A baggage handling system adapted to hub operations
Improved punctualityIncrease in the successful connection rateReduced operating costsEnhanced customer service quality
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65
2ETerminal 2E Capacity :
• 52 check-in counters• 8 long-haul contact stands• 2 medium-haul contact stands• 12 remote stands
2A
2D
2C
2F1 2F2
2B
• International • Schengen
17 June 2003: Partial Opening of Terminal 2E
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66
2E
Gradual expansion of check-in and boarding facilities in Terminal 2E between June 2003 and April 2006
Terminal 2E Capacity in 2006 :• 156 check-in counters• 9 long-haul contact stands including 2 for A380s• 8 medium-haul contact stands• 5 remote stands
2A
2D
2C
2F1 2F2
2B
• International • Schengen
Gradual Phasing-In of Terminal 2E
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67
Terminal 2E in 2006
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68
CENTRAL BUILDINGCheck- In & Baggage Delivery
450m long / 70m wide
CENTRAL BUILDINGCheck- In & Baggage Delivery
450m long / 70m wide
ISTHMUSPolice & Security Checks
AF Lounges
ISTHMUSPolice & Security Checks
AF Lounges
450 meters
700 metersCONCOURSE
Boarding / Disembarking : 700m long / 30m wideCONCOURSE
Boarding / Disembarking : 700m long / 30m wide
A bright, spacious terminal, designed to facilitate passenger flows and fully integrate security requirements
Terminal 2E
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69
Boarding Concourse – West section
Terminal 2E Will Offer Space & Fluidity
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70
Terminal 2E Will Offer Space & Fluidityp Our “l’Espace” customers will benefit from enhanced services, with dedicated handling
areas for check-in, connections and baggage delivery.
p In addition, a new brand image for lounges will be launched, together with the introduction of new services 60% increase in seating capacity
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71
T2E: New Features for Our CustomersModern communication channels for informing passengers using TFT (Thin Film Transistor) screens:8 In arrival jetways to display connections for the flight concerned8 In boarding areas for operational and commercial information8 In baggage delivery areas
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72
2E/2F System More Efficientfor our Connections
p Terminals 2E and 2F offer simpler passenger circuitsp Enabling us to optimize flight assignments at these
terminals so as to:8 Offer short connections to a maximum number of customers…8 … and the fastest, most efficient connecting circuits
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73
B
-
B
E
G
B
-
B
R
N
B
-
B
S
L
B
-
B
U
D
B
-
C
M
N
B
-
D
B
V
B
-
I
S
T
B
-
K
B
P
B
-
K
R
K
B
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L
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B
-
L
J
U
B
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L
U
G
B
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B
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A
B
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S
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U
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S
V
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B
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T
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B
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W
A
W
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Z
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2
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2
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2
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2
-
G
L
A
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2
-
L
C
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F
2
-
L
H
R
F
2
-
M
A
N
F
2
-
N
C
L
F
2
-
S
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F2 - YYZ
F2 - S I N
F2 - ORD
F2 - M I A
F2 - KI X
F2 - HKG
F2 - DE L
F2 - BOS
F2 - BE Y
C- S DQ
C- RUN
C- NI M
C- M E X
C- LAX
C- JFK
C- I AH
C- GI G
C- E WR
C- CVG
C- BZ V
C- AT L
B- OUA
B- DLA
B- AM M
A- S XM
A- S E Z
A- P VG
A- P HC
A- NKC
A- M RU
A- LAD
A- JE D
A- FI H
A- DXB
A- CKY
A- CAI
A- BKK
Carte des Correspondances LC-MC S02 (moyenne journalière sur avril - aout 02)84 ,00 -8 7,0 0
81,0 0 -84 ,0 0
78 ,00 -8 1,0075,0 0 -78 ,00
72 ,00 -75,00
69 ,00 -72 ,0 0
66 ,00 -6 9 ,0 0
63 ,00 -6 6 ,0 0
60 ,00 -6 3 ,0 057,0 0 -60 ,0 0
54 ,00 -57,00
51,0 0 -54 ,0 0
48 ,00 -51,00
45,00 -4 8 ,0 0
42 ,00 -4 5,0 039 ,00 -4 2 ,0 0
36 ,00 -3 9 ,0 0
33 ,00 -3 6 ,0 0
30 ,00 -3 3 ,0 0
27,00 -3 0 ,0 0
24 ,00 -2 7,0 021,0 0 -24 ,0 0
18 ,0 0 -21,0 0
15,0 0 -18 ,0 0
12 ,0 0 -15,0 0
9 ,0 0 -12 ,00
6 ,0 0 -9 ,003 ,0 0 -6 ,00
0 ,0 0 -3 ,00
Improved Connecting Flows…
2B 2D 2F1 2F2
2F2
2B
2C
2A
Proportion of flows represented: 67%
A degree of dispersion in connecting flows, and
sometimes distances too long between gates
Map of long-haul/medium-haul connecting flows in Summer 2002
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74
B
I
-
B
E
G
B
I
-
D
B
V
B
I
-
L
E
D
B
I
-
S
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F
B
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-
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V
B
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B
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N
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F
1
-
B
C
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1
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1
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L
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F
1
-
M
U
C
F
1
-
N
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F
1
-
V
C
E
F
2
-
C
M
N
F
2
-
G
L
A
F
2
-
M
A
N
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2
-
T
U
N
F2-YYZ
F2-P HC
F2-MIA
F2-LAD
F2-DEL
F2-BEY
E-S IN
E-S CL
E-P EK
E-MEX
E-J FK
E-HKG
E-EWR
E-BOS
C-S XM
C-RUN
C-OUA
C-MRU
C-GRU
C-DXB
C-CKY
C-CAI
C-AMM
A-J IB
A-COO
Carte des correspondances (moyenne journalière sur Avril-Août 2002) - Affectation S03 scindé
9 6 ,0 0 -9 9 ,0 09 3 ,0 0 -9 6 ,0 09 0 ,0 0 -9 3 ,0 08 7,0 0 -9 0 ,0 08 4 ,0 0 -8 7,0 08 1,0 0 -8 4 ,0 078 ,0 0 -8 1,0 075,0 0 -78 ,0 072 ,0 0 -75,0 06 9 ,0 0 -72 ,0 06 6 ,0 0 -6 9 ,0 06 3 ,0 0 -6 6 ,0 06 0 ,0 0 -6 3 ,0 057,0 0 -6 0 ,0 054 ,0 0 -57,0 051,0 0 -54 ,0 04 8 ,0 0 -51,0 04 5,0 0 -4 8 ,0 04 2 ,0 0 -4 5,0 03 9 ,0 0 -4 2 ,0 03 6 ,0 0 -3 9 ,0 03 3 ,0 0 -3 6 ,0 03 0 ,0 0 -3 3 ,0 02 7,0 0 -3 0 ,0 02 4 ,0 0 -2 7,0 02 1,0 0 -2 4 ,0 018 ,0 0 -2 1,0 015,0 0 -18 ,0 012 ,0 0 -15,0 09 ,0 0 -12 ,0 06 ,0 0 -9 ,0 03 ,0 0 -6 ,0 00 ,0 0 -3 ,0 0
… Thanks to Terminal 2E
2E2BS2BI 2D 2F1 2F2
2F2
2C
2A
2E
Concentration of main flows in Terminals 2E & 2F which are
the most modern and offer the shortest passenger circuits.
The 2E/2F system will therefore drive Hub growth.
2C
Map of connecting flows forecast for Summer 2003
Proportion of flows represented: 67%
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Organization of Terminal 2E at Opening
p In June 2003, the 2E/2F system will focus on Skyteamactivity8 International airlines in Terminal 2E
• Aeromexico, Air France, CSA, Delta Airlines and Korean Air8 Schengen airlines in Terminal 2F
• Air France and Alitalia
p After Summer 2003, Terminal 2E will have the necessary capacity to accommodate new partners
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2E
2D
2C
2F1 2F2
2C2D
S3
Schengen Terminal
International Terminal
Schengen/Int’l Terminal
Automated Train landside
Landside Station
Automated Train Airside
Airside Station
Automatic Train Line3
S3 WestS3 East
Schengenmove to 2F2
Air France leaves Terminals 2A and 2B
Concourse S3 Capacity :• Flexible boarding gates:• from 11 LH + 9 MH stands• to 7 LH + 17 MH stands• International/Schengen flexibility for
medium-haul stands
Terminal 2E Capacity :• 156 check-in counters for all flights• 9 LH contact stands• 8 MH contact stands• 7 remote stands
Air France Hub at CDG2 in 2006…
Summer 2006 : An efficient system which will maximize gate-parking …
S3N
Satellites for regional aircraft (less than 100
seats):20 stands for 3 million
passengers
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Air France CDG2 Hub in 2006
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2E
2D
2C
2F1 2F2
SAT 1 Line
S4S3
SAT 3 Line
S3N
Future development for 2008-2009
Concourse S4 Capacity :• Boarding gates dedicated to
long-haul flights• 17 stands
Extension of Automated Train eastwards
2C2D
S3
Schengen Terminal
International Terminal
Schengen/Int’l Terminal
Automated Train landside
Landside Station
Automated Train Airside
Airside Station
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TBE 2E Module
TBE 2F Module
TBES3 Module
2D
2C
2F1 2F2
2ETBC
Efficient Baggage Sorting SystemMove from several separate baggage systems today (capacity: 6,400 pieces of baggage per hour)
to a single system made up of interconnected modules (capacity of 12,800 pieces of baggage per hour)
TBE 2E Module
TBE 2F Module
TBES3 Module
2D
2C
2F1 2F2
2E
Handling areas:
Local baggage Standard connection & local baggage
TBC
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Expected Gainsp These new facilities will enable Air France:
8 To gradually improve the contact stand rate for its planes• Over 80% gate-parking with Satellite S3 and S3N• Over 90% gate-parking with Satellite S4
8 To improve its successful connections rate for both passengers and baggage…
8 … and service quality for customers
8 To have sufficient capacity for its development with: • the doubling of passenger capacity once Satellite S4 opens• the capability of accommodating the A380 when it enters the fleet in Winter
2006• the possibility of accommodating new SkyTeam partners
8 To improve its economic performance…• … thereby containing staff numbers (+ 4% between 2002 and 2006)
p For a global investment by the Paris Airports Authority (ADP) of €1.5 bn(for Terminal 2E, satellites, baggage handling system and various modules, and Automated Train line No.3)