KLM already pioneered this in 2021 by operating the first commercial flight using synthetic kerosene to Madrid. Whereas 500 liters of e-SAF could be blended then, only 200 liters are being used now. This shows how great the challenge is: the availability of e-SAF still lags far behind ambitions. Today, only a fraction of the e-SAF mandate imposed by Europe for 2030 is actually in production. Making e-SAF widely available and affordable on a large scale remains, alongside SAF, a major challenge.

Alternative fuels as a priority
KLM supports the European mandate for the use of alternative fuels and will continue to invest in making aviation more sustainable. At the same time, current e-SAF production figures show that the European sub-target of a 1.2% e-SAF blend by 2030 is a major challenge. In addition to the fact that e-SAF is currently four times more expensive than SAF (around eight times more expensive than conventional kerosene), there is as yet no e-SAF production on a large scale. The process of obtaining construction and environmental permits in Europe also plays a role, as does uncertainty over possible changes to ReFuelEU legislation. It therefore remains crucial for governments across Europe to commit and invest in accelerating and scaling up alternative aviation fuels, both SAF and e-SAF.

Marjan Rintel, CEO of KLM: “As CEO of KLM and chair of Project SkyPower, I believe e-SAF can make a real difference in making aviation more sustainable. KLM already pioneered a passenger flight on e-SAF in 2021, from Amsterdam to Madrid. Today’s flight to Hamburg once again shows that flying on synthetic kerosene is technically possible. But the reality is that the availability of e-SAF lags far behind ambition. To truly make a difference, we must work together with governments, industry, and partners on scaling up and affordability in order to accelerate the sustainability of aviation.”

Christian Kunsch, Chairman of the Executive Board of Hamburg Airport: “Sustainably produced aviation fuels will play an important role in decarbonizing aviation in the coming years. Our infrastructure is fully ready, and we actively support airlines in the use of locally produced blends, including through targeted incentives. Today’s e-SAF flight marks an important milestone on the path toward lower CO₂ emissions through the use of alternative fuels.”

Tim Boeltken, Co-founder and CEO of INERATEC: “We are ready to deliver. Today’s flight, with our Chief Commercial Officer Maximilian Backhaus on board during a regular passenger service, clearly shows that power-to-liquid fuels are safe, available, and already operationally viable today. This is just the beginning of many applications we will see this year across various sectors.”

Jonathan Perkins, CEO at MB Energy: “Aviation has long been at the forefront of technological innovation.
With this operation, together with KLM and Ineratec, we are showing how lower carbon aviation fuels can be
integrated into existing infrastructure and operations. At MB Energy, we are laying the foundation today – preparing routes
to market for new fuels, adapting our infrastructure, and ensuring stable supply lines. When our customers are ready, we can deliver what they need, when they need it.”

Independent from Daily Operations
In the past, trainee mechanics relied on maintenance schedules for operational aircraft. This often resulted in long wait times, unnecessarily extending the training process. With the introduction of the training aircraft, all maintenance procedures can now be practiced immediately and at an individual pace, without depending on day-to-day operations.

Fabio Kortekaas, a mechanic in training at KLM E&M who will begin working on the training aircraft in September, shared his enthusiasm: “It’s incredible that we now have our own aircraft to practice on. You learn so much faster when you can really get hands-on. I’m looking forward to putting everything into practice together with my fellow students.”

Future-Ready Training
The training aircraft is more than just a learning environment. It’s a place where education and innovation come together. Students, experienced technicians, and experts collaborate here on real-world maintenance challenges. “We are building the talent of tomorrow. Technicians who are not only technically skilled, but who also think and act with innovation and sustainability in mind,” Essenberg added.

KLM is rolling out free WiFi in phases across most of the aircraft used for its European routes. Half of the European fleet will be equipped with free internet service as of Thursday. In the coming years, WiFi will be available on all A321neo, Embraer 195-E2, and a portion of the B737-800 aircraft. 

KLM’s European fleet does not feature in-seat entertainment screens. By offering complimentary internet, KLM aims to enhance passenger comfort. After logging in or registering as a Flying Blue member, passengers can enjoy unlimited internet access during their flight. Stephanie Putzeist, responsible for customer experience at KLM, commented: “We listen carefully to what our passengers value and free internet has been on their wish list for some time. Through this step, we are making travel within Europe more personal and comfortable: everyone can plan their flight in their own way and stay connected. We are delighted to realize this now for our passengers.’’

A more pleasant travel experience
Since August last year, KLM has added 12 new A321neo aircraft to its fleet. These aircraft, which serve European destinations exclusively, are equipped not only with WiFi but also with modern, comfortable seats. In this way, KLM aims to ensure the most enjoyable travel experience possible for its passengers.

KLM fully endorses the report’s conclusions about the crucial importance of aviation to safeguarding prosperity and maintaining the Netherlands’ innovative ecosystem. Aviation and Schiphol are crucial to our economic strength: they connect the Netherlands to the world and are essential for trade, employment and our international competitiveness. It is therefore vital that we invest collectively in a future-proof aviation sector rather than restrict it or impose additional national charges. Doing so would undermine the Netherlands’ competitive position and the global connectivity on which our prosperity depends.

KLM is investing significantly in cleaner, quieter and more fuel-efficient operations. Alongside fleet renewal, SAF is currently one of the most effective means of reducing aviation CO₂ emissions, cutting emissions by at least 65% across its entire lifecycle compared with fossil kerosene. KLM blends more SAF each year than required under the European mandate and has entered into a long-term offtake agreement to support the development of the Netherlands’ first dedicated SAF production facility in Delfzijl. However, to achieve the joint ambition of a 14% SAF blend in the Netherlands by 2030, alternative fuels must become more affordable and widely available. Just as with wind and solar energy, government investment can make a real difference in securing the future of sustainable aviation.

A national SAF fund: paving the way for ‘SAF Made in Holland’

The creation of a national SAF fund aligns with European efforts to accelerate the transition to sustainable fuels, including the Sustainable Transport Investment Plan (STIP), and would make ‘SAF Made in Holland’ a reality. In KLM’s view, a national SAF fund should focus on the following:

1.      Making SAF affordable for airlines
Bridge the price gap between SAF and fossil kerosene through an incentive fund, enabling airlines to actually use SAF and encouraging them to choose sustainable options. Based on current prices, an annual investment of €60 million could already deliver an additional 1% SAF blend.

2.      Accelerating production and access to raw materials
Improve access to sustainable raw materials for SAF production and remove barriers to accelerated SAF infrastructure development. This would allow the Netherlands to make significant progress in scaling up domestic production.

3.      Investing in (e)SAF innovation to become a European leader
Support the development of next-generation (e)SAF technologies and take a leading role in European innovation initiatives. The Dutch government has already taken a promising first step by joining a European pilot within the STIP programme.

The national SAF fund could be financed through the revenues from the existing Dutch aviation tax. This would allow the Netherlands, and Dutch aviation, to take the lead in scaling up alternative aviation fuels and help ensure that the national ambition of a 14% SAF blend by 2030 remains within reach.

Thanks to the eSIM technology used, customers can retain their phone number while using mobile data via Kolet’s eSIM. They can easily configure the eSIM through the settings on their device. Kolet partners with the best mobile networks worldwide in over 190 countries, ensuring competitive prices and a good connection throughout your stay abroad.

Customers can install a Kolet eSIM on their smartphone and choose the desired data bundle before travelling. Upon arrival, they can directly access internet from their smartphone while avoiding the high costs of data roaming.

All new customers can benefit from a free trial offer, with up to 1GB of free data valid for two days. Additionally, they receive an immediate 10% discount on all Kolet data bundles. A KLM flight booking is not a prerequisite. Please see klm.shop.kolet.com for all details.

Extra benefits for Flying Blue Members

An additional benefit for Flying Blue members is that they will earn 10 Miles for every euro spent on every Kolet data bundle. By inviting a friend or family member to try Kolet, they can also earn 250 Miles for the first data bundle purchased by this new customer. Furthermore, Flying Blue members can pay for their data bundle in full or in part with Miles if they are in the Netherlands or France. This option is available thanks to the integration of the new payment service Flying Blue+, in the Kolet app and the dedicated website.

For more information, visit klm.shop.kolet.com.

* An eSIM is a digital SIM card that can be installed on your own device, provided it is eSIM-compatible.
**Kolet data bundles currently offer mobile data without the option for voice calls via telecom networks. Internet-based calls via apps like WhatsApp are of course possible.

Customers in the KLM Crown Lounge and on board in KLM World Business Class will be able to treat themselves to hand soap, hand gel, hand lotion, and a face mist. The comfort bag will also contain a face moisturiser and lip balm.

Marie-Stella-Maris products are made in the Netherlands and consist of a minimum of 96% natural ingredients, including shea butter, almond oil, and hazelnut oil. In addition, the social-impact brand structurally donates 2.5% percentage of its sales to sustainable water projects.

Starting 1 August, the Envisions comfort bags and Marie-Stella-Maris personal care products will replace the current Rituals comfort bags and products.

Flight schedule
Starting from October 27, KLM will fly three times a week on Tuesday, Friday and Sunday between Schiphol and Portland in winter. In summer 2025, KLM will fly five times a week on Monday, Wednesday, Thursday, Saturday and Sunday between Schiphol and Portland. The flights are operated by the Boeing 787-9 and offer 30 seats in World Business Class, 21 seats in Premium Comfort Class, and 224 seats in Economy Class.

The winter flight schedule is as follows:

• KL615 departs from Amsterdam Schiphol Airport (code: AMS) at 10:25 a.m. and arrives at 11:25 a.m. local time at Portland International Airport (code: PDX).
• KL616 departs from Portland International Airport at 1:25 p.m. local time and arrives the next day at 7:50 a.m. local time at Amsterdam Schiphol Airport.

The summer flight schedule (2025) is as follows:

• KL615 departs from Amsterdam Schiphol Airport (code: AMS) at 10:40 a.m. and arrives at 11:30 a.m. local time at Portland International Airport (code: PDX).
• KL616 departs from Portland International Airport at 1:30 p.m. local time and arrives the next day at 7:55 a.m. local time at Amsterdam Schiphol Airport. 

About Portland
Portland is the largest city of the state Oregon. It’s a year-round destination with a strong tourism sector, with many places of natural beauty such as Mt. Hood, Columbia River Gorge and Forest Park, as well as Portland’s award-winning culinary scene. It is also an important business destination, with the presence of leading companies in the sportswear, chip, automotive and healthcare industries.

A major economic impact for national economies 

The study's findings highlight the major role played by the Air France-KLM Group in the economic dynamics of France – Air France's home country – and the Netherlands – KLM's home country. While in fiscal year 2023, the Air France-KLM Group generated a net income of 0.9 billion euros, its total economic impact is estimated at 48.9 billion euros in France and 21.9 billion euros in the Netherlands (or 723 euros per year per inhabitant in France and 1,228 euros per year per inhabitant in the Netherlands). The study concludes that for every euro invested, the Air France-KLM group generates 3.6 euros in the French economy, and 3.4 euros in the Dutch economy. 

These economic benefits take the form of direct investment, direct and indirect job creation, and spending with local suppliers and service providers. 

A driving force for employment in France and the Netherlands 

In addition to its economic and financial impact, the Air France-KLM Group also contributes significantly to the creation of skilled jobs that cannot be relocated. In 2022 and 2023, respectively, the various entities of the Air France-KLM Group recruited 4,000 and 5,000 permanent staff, namely pilots, flight attendants and mechanics. This dynamic will continue in 2024, particularly for pilots and aircraft maintenance activities. The Group is also particularly active in supporting access to employment for young people, through work-study programs and support for associations that promote inclusion. 

The impact study estimated that 552,570 jobs in France and 267,996 jobs in the Netherlands depended on Air France-KLM's activity, equivalent to the population of Lyon in France and Eindhoven in the Netherlands. These numbers include direct jobs (employees working directly for the Air France-KLM Group – around 46,000 in France and 26,000 in the Netherlands); indirect jobs (in related sectors such as suppliers, subcontractors, and service providers); as well as jobs induced by the Group's activity, for example in tourism. These jobs support the local economies of France and the Netherlands. 

Furthermore, the study highlights that each direct job created by the Group generates 11 additional jobs in France. In the Netherlands, the impact is also very positive: for every job created by the Group, 9.2 additional jobs are created in the Dutch economy. 

In France, shared benefits across all regions 

The socio-economic impact study shows that Air France-KLM's activity benefits all French regions, without exception. 

By way of example, in addition to strong air transport activity, the Occitanie region benefits from significant direct injections related to Air France-KLM’s purchasing of aircraft and aeronautical spare parts from Airbus, its subcontractors and service providers. Since 2018, Air France-KLM has ordered over 230 aircraft from Airbus, most of which are assembled in the Toulouse region. Air France also has a maintenance site in Toulouse. 

In the Bourgogne-Franche-Comté and Grand Est regions, Air France-KLM's contribution can be seen in its support for the wine industry, through purchases of wines, champagnes and spirits served on board Air France. In 2023, over 2.4 million bottles of wine and 1.3 million bottles of champagne were served on board Air France flights. 

The Île-de-France region remains the main beneficiary of the Group's impact. Thanks to the Paris-Charles de Gaulle hub and Paris-Orly airport, as well as the location of Air France’s and Transavia France’s headquarters, the Air France-KLM Group is a natural socio-economic catalyst for the Île-de-France region. Long the region's leading private sector employer, the Group contributes 3.2% of Île-de-France’s total GDP, for a total economic impact of nearly 25 billion euros. Representing 50% of the traffic at Paris-Charles de Gaulle and Paris-Orly airports, the Air France-KLM Group is a driving force behind the region's connectivity and national and international appeal, supporting all links across the local economy, industry, and tourism. 

In the Netherlands, a global hub supporting all sectors of the economy

Air France-KLM’s contribution to the Dutch economy mainly takes the form of connecting the country to the world. KLM has built one of the world’s most effective transit hub at Amsterdam-Schiphol Airport, connecting the Dutch capital to 160 destinations, far exceeding the natural potential of its home market. 

This makes the Netherlands one of the best-connected economic centres in the world, creating a favorable business climate for international organizations and corporations to establish or maintain their headquarters. 

Air France-KLM’s operations in the Netherlands also support Dutch exports, from flowers to medicines, notably via the Group’s cargo division, Air France-KLM Martinair Cargo. 

For more details, see Air France-KLM Group: a major socio-economic contributor to France and the Netherlands - nos engagements (foleon.com)

Note on methodology: 

The data in the impact study reflect the assessment of the socio-economic benefits of the Air France-KLM Group’s activity, which distinguishes four types of economic impact: 

- Direct impacts, including the remuneration of Air France-KLM Group staff working in their home region, as well as the Group's consumption of goods and services.

- Indirect impacts, resulting from the Air France-KLM group's activities, notably spending by passengers traveling on Group aircraft, as well as the economic activity of airports associated with the Group's activities. 

- Induced impacts, which are determined by the spending of the beneficiaries of direct and indirect impacts, including public bodies that benefit from tax revenue induced by the Air France-KLM group's activity. 

- Catalytic impacts, which represent the attractiveness of a given region for businesses, thanks to the Air France-KLM group's air traffic to the area. 

Facts & figures

• Almost 788,000 departing and transfer passengers flew KLM during the May holiday. 415,000 KLM travellers arrived at Schiphol during 26 April until 12 May. Transavia transported 145,000 departing and 135,000 arriving holidaymakers.
• Average number of passengers per day (all airlines): 71,000 departures, 62,400 arrivals and 57,300 transfers.
• 95% of departing travellers went through the security check within 9 minutes.
• 15% of travellers made use of the option to book a time slot. On some days that was even 25%.
• The total number of flights during the period 26 April to 12 May (all airlines): 22,363.

KLM and BARIN initially chose not to publish the report, because they have many reservations about the methodology used and the conclusions drawn. As a result, the findings are incomplete and lack balance. The objections boil down to the following:

• In the Social Cost-Benefits Analysis, the effects on climate are calculated at a global level, while the negative effects for passengers and the airline industry are calculated for the Netherlands only. Consequently, the positive outcomes predicted in the Environment & Noise Variant are greatly exaggerated and do not present a realistic scenario.
• The report does not consider the effects of air traffic moving away from Schiphol to other airports in the world.
• The report ignores the risks that the proposed scenario (Environment & Noise Variant) poses to the future of the airline industry in the Netherlands, to employment, the business climate, and to the continued existence of KLM. None of these important factors are sufficiently reflected in the report's calculations and conclusions.

KLM and BARIN will continue to work hard to strike a balance between the airline industry and the environment. KLM has emphasized this in its sector plan “cleaner, quieter and more efficient” and in the “10 Commitments” that KLM and 30 other industry parties and research institutes have signed up to. Together, these highlight the need for greater improvement and a further toughening of measures across the airline industry, which should be implemented globally, or at the very least at a European level.

The Ministry of Infrastructure & Water Management is expected to submit the SCBA to the House of Representatives of the Netherlands in the near future. The letter and attachment from KLM and BARIN to the Ministry are enclosed as a download.

The pilot project

Passengers flying KLM from Canada (Calgary, Edmonton, Toronto, Vancouver and Montreal) to Amsterdam are eligible to participate in the pilot project, as long as they hold a Belgian, Dutch or Canadian passport and are over 18 years of age. They receive an email invitation from KLM to participate in the pilot. Passengers can upload their passport information at home using a app, combined with a facial photo, facilitating early checks by the border control authorities before they arrive at Schiphol. Upon arrival at Schiphol, participants pass through a special DTC Tap & Go border gate. Based on a facial scan, the DTC is called up. Participants then hold their passports against the border gate reader. If there is a match between the DTC and the passport presented and no irregularities emerge from previous checks, the border can be crossed. A physical passport is still required for the pilot project. Expectations are that this will speed up the border process for travellers.

Busy airports

Passenger numbers are increasing, and airports are getting busier. As a logical continuation of online check-in at home, the pilot project examines how we can further innovate airport checks for boarding and border control. For these checks too, travellers can prepare at home and the process at the airport can be faster and contactless. Barry ter Voert, Chief Experience Officer (CXO) and EVP Business Development at KLM: “On a daily basis, we examine how we can make the passenger journey even more comfortable and enjoyable from start to finish. As an airline, KLM is responsible for passport checks as well as check-in and boarding. Digitisation provides an opportunity to make these checks faster and more efficient for our customers, starting from home. To do so properly, legislation and regulations are needed. That’s why are happy to be participating in the trial conducted by the Dutch government so that we can share our expertise and improve our services.”

About the DTC1

The DTC1 technology standard was issued by ICAO. Combining DTC1 with the application of biometrics, travellers can cross borders quickly and more easily. The DTC1 contains information from the biographical page of the passport (name, first names, etc.), supplemented by some technical elements to establish that the information was indeed obtained from an authentic passport. A key feature of the DTC1 is that this information should always be used in conjunction with a physical passport. Travellers only need to tap their passport on a reader and walk through.

KLM will increase flight frequency to various intercontinental destinations. We will operate more flights to Jakarta in combination with Kuala Lumpur, and to Denpasar in combination with Singapore. KLM has resumed direct flights to Osaka and will resume daily service to Tokyo Narita. Flight frequency will also be increased to Taipei, Hong Kong, Montreal, Toronto and Los Angeles. Capacity to North American destinations is currently above 2019 levels. These changing frequencies are part of an ongoing process whereby we adjust our network to market conditions, taking into account available aircraft and manpower.

KLM will resume daily service to Tel Aviv From Monday 1 April. This service will be operated with a stopover at Larnaca until at least 19 May. KLM is closely monitoring the security situation in Israel.

In Europe, KLM will increase flight frequency to various destinations this summer. In Scandinavia, KLM will operate daily service to Billund (Denmark) and Stavanger (Norway). In Great Britain, flight frequency will be increased to Edinburgh, Newcastle, Glasgow and Southampton. As was the case this winter, KLM will continue to serve Marseille in the summer and will operate daily service to Nice. In Poland, frequency will be increased to Krakow, Gdansk and Wroclaw. KLM will also increase flight frequency to Prague (Czech Republic) this summer. In Italy, KLM will increase frequency to Bologna, Florence and Genoa.

KES, a wholly-owned KLM subsidiary, handles the maintenance, fleet management and refuelling/recharging of vehicles and equipment required for ground handling at Schiphol. KES is also owner of the ground power units (GPUs) used by airlines to supply aircraft with electricity on the ground at Schiphol.

KES employs around 100 people, who will retain their current terms and conditions of employment. KES’s refuelling activities will be transferred to KLM Ground Services, meaning eight KES employees will transfer to KLM.

TCR International NV is a Belgium-based company, which earns annual revenue of around EUR 250 million and employs more than 1,500 people. It has a global presence in the GSE market, focusing on equipment maintenance, leasing and pooling services. TCR has a branch in the Netherlands (TCR NL), which already provides KLM with maintenance and leasing services. TCR has the means and scale to invest in the development of KES. KLM will remain a KES customer.

No further details will be released regarding the purchase price.

From left to right: Patrice de Hemptinne, General Counsel TCR, Erik de Harder, Director Benelux/Nordics TCR, Erik Swelheim, CFO KLM, Roeland Pompen, Director Holdings M&A KLM, Bruno Vanpoucke, Commercial Director TCR, Tom Bellekens, CEO TCR, Andrea van Sleen, KLM Legal, John de Hollander, VP Finance KLM Ground Services

A good balance

The Dutch airline industry needs prospects to achieve progress and stay abreast of international developments. By successfully implementing the action agenda together, we aim to achieve the following in the years ahead:

• A good balance with the living environment;
• Keeping the Netherlands well connected to the rest of the world;
• Keeping flying accessible to all Dutch people;
• Stronger global and European policy;
• Maintaining the Netherlands’ position as a leader in the production, logistics and purchase of sustainable aviation fuel (SAF);
• Meeting our 2030 climate targets and making good progress towards achieving net zero CO₂ emissions by 2050;
• More international trains and excellent connectivity with Schiphol;
• More recycling and less residual waste in the airline industry;
• Quieter flights during the day and at night;
• Faster time to market for innovations such as electric and hydrogen-powered flight;
• An agreeable and safe workplace.

Download the 10 commitments here.

Stable, predictable operations are vital for customers and employees, who understandably expect this from us. We now have scarcely three months to make the necessary arrangements instead of the usual six. KLM will obviously do everything possible to operate the number of flights it has been allocated.

The study aims to help the aviation industry make the work in baggage handling halls lighter, for instance. In addition to the already planned actions to install lifting aids everywhere in the short term, the parties want to investigate how digital innovation can support physical work activities. 

In the coming months, five researchers, supervised by Professor David Abbink (Professor of Haptic Human-Robot Interaction and Scientific Director of FRAIM), will conduct research in the baggage handling halls. Together with the baggage handlers, they will shape the future of this type of work. Even with the application of digital innovations, the future of this work will still revolve around the balance between humans and machines. The baggage handlers therefore have an essential role to play: their observations, wishes and experiences hold sway. 

“We need to learn from the experts in the workplace what is important to them in their work and what they would like to see done differently”, says Professor Abbink. “The members of our research team have different backgrounds, which enables us to try to expose each other’s blind spots, so that we can learn more together than we would individually. That is essential to be able to explore different possible solutions with and for the experts: technical, social or organisational.”

Harm Josephi, Vice President of Baggage Services at KLM adds: “KLM and Schiphol have long been leading the way all over the world in terms of reducing physical strain in baggage handling. But there’s always room for improvement. By working together with Schiphol and Delft University of Technology, we are taking new steps to make working in baggage areas physically less demanding. This collaboration will facilitate improvements that can eventually be implemented at airports around the world. That’s something we can be proud of in the Netherlands.”

“Every workplace in the baggage handling hall will have a properly functioning lifting aid by April 2024, which must be used by all employees. At the same time, we are also working on the next step for the period after this: automation of physical work. Even in an automated baggage handling hall, employees will still have an important role. We are shaping the future of work and how the role of people will change in it. The study will help us shape that together with employees”, according to Dennis van Kleef, who is responsible for baggage at Royal Schiphol Group.

Broad perspectives
The researchers from various universities who are coming together in TU Delft FRAIM have diverse backgrounds in design, psychology, organisational change, robotics and logistics. This broad perspective allows them to assess the impact of technical innovations early, accelerated by innovation expertise from TU Delft's field lab RoboHouse. The fact that this research is not done in a lab, but rather in the baggage halls with the people who work there, ensures crucial cooperation between baggage workers and researchers, and therefore realistic, actionable outcomes. Schiphol, KLM and TU Delft believe that this approach will really move things forward.

The study will have been successful when a new way of working is developed together with baggage hall employees. If all goes well, the collaboration will become a long-term partnership to make this groundbreaking way of working a reality.

The study being done by TU Delft is part of the plan that all parties involved in baggage handling at Schiphol have presented to lighten the work in the baggage halls. The parties involved will be following through with these plans. Future renovations of the existing baggage halls will be developed using the knowledge and results from the research.

Safety always comes first at KLM, both on the ground and in the air. KLM's analyses show that the expected wind force 9 combined with wind gusts of 95 to 110 kilometres per hour could lead to unsafe situations on the platform. The safety of colleagues on the ground takes precedence. 

This is the reason why it has been decided to cancel the arriving and departing KLM flights from early afternoon until the end of the day. We realise this is very inconvenient for our customers and apologise for the inconvenience. Customers affected will be rebooked or refunded.

KLM welcomed 8.4 million passengers on board during the third quarter, which includes the summer holiday season. Similarly, Transavia carried around 2.9 million travellers. 

9M figures 

Operational profits amounted to €668 million for the first nine months of the year against a turnover of €9.058 billion. During the same period in 2022, operational profits amounted to €708 million (including €138 million under the governmental emergency job-retention scheme – NOW) against a turnover of €7.921 billion.  

Cargo demand dropped following its peak during the pandemic. Engineering & Maintenance is still experiencing worldwide supply chain problems, but is performing in line with expectations. Transavia performed very well during summer, serving to offset losses caused by fleet problems earlier this year. 

KLM will be adding Marseille to its European network. From 29 October, the French city will be served thrice daily. Like last winter, KLM will be flying to Rovaniemi (Finland) this winter season too. The twice weekly service will be maintained this year. Rennes will be served daily. While this French destination will be new this winter, it represents a continuation of the summer schedule. The number of seats has been increased by 7% compared to the previous winter schedule.

North America
This winter, KLM will serve 19 destinations in North America (Canada, the US and Mexico). In the US, KLM will operate a daily service to Washington. This means three extra flights a week compared to last winter. Premium Comfort Class will be available for most US destinations. This newest KLM class offers passengers comfortable seats, including extra legroom and a private catering concept.

KLM is offering over 20% more seats to Canada compared to last year. Weekly, there will be an average of eleven flights to Toronto, four to Montreal, three to Edmonton, seven to Calgary and four to Vancouver.

Caribbean and Suriname
KLM will operate a daily service to Curaçao and in the peak period (during the Christmas and spring holidays) the island will be served 11 times a week. For Aruba, in combination with Bonaire, KLM will operate a daily service using Airbus A330-200 or A330-300 equipment, as it did in summer 2023.St Maarten will be combined with Port of Spain (Trinidad and Tobago). Three to four flights a week will be operated to this destination. Paramaribo (Suriname) will be served six times a week with B777-300 aircraft.

South America
KLM will be operating a daily service to Argentina, Brazil, Chile, Colombia and Panama. In line with last year, Buenos Aires (Argentina) will be combined with Santiago de Chile (Chile). San José (Costa Rica) will be served four times a week, either direct or with a stopover. There will also be six flights a week to Lima (Peru) and Quito and Guayaquil (Ecuador).

Africa
KLM will operate daily services to two destinations in South Africa: Johannesburg and Cape Town. There will also be daily B777-300 flights to Nairobi and Accra. Passengers will have the option of flying to three destinations in Tanzania this winter: five times a week to Kilimanjaro in combination with Dar es Salaam. Also, there will be two flights to Zanzibar in combination with Dar es Salaam. KLM will operate six flights a week to Lagos (Nigeria). Additionally, Kigali in Rwanda and Entebbe in Uganda will also be served five times a week this winter.

Asia and the Middle East
In Asia, the route to Taipei combined with Manila will be returning (four times a week) and the stopovers in Seoul and Bangkok have been suspended. Capacity to Asia has not yet fully recovered from the Covid-19 pandemic.

The destinations listed:

·         Beijing and Shanghai (China) will be served daily.

·         Hong Kong will be served directly four times a week this winter, adding one extra flight a week compared to winter 2022.

·         Daily flights to and from Tokyo Narita (Japan) will be operated non-stop this winter, which amounts to three extra flights a week compared to last year. The Osaka (Japan) route will be served three times a week.

·         Seoul in South Korea will be served six times a week.

·         There will be a daily flight to Bali with a stopover in Singapore, as in 2022.

·         There will be five weekly flights to Jakarta (Indonesia) with a stopover in Kuala Lumpur (Malaysia).

·         Daily flights will be operated to Bangkok (Thailand).

·         In India, Mumbai and Delhi will be served daily and there will be five flights a week to Bengaluru, representing an additional flight compared to winter 2022.

Daily flights will be operated to Dubai. KLM will be raising capacity on the route to Riyadh and Dammam which was launched last year. These destinations will be served six times a week, which is an extra flight compared to winter 2022.

Intercontinental destinations KLM will no longer be serving this winter include Barbados, Kuwait, Bahrain and Muscat. Capacity released from these flights will be deployed on other routes.

More sustainable and quieter

The new Airbus A350 constitutes a major step in building a cleaner and quieter fleet, producing 40% less noise and burning 25% less fuel than similar aircraft of the older generation. The hull of the aircraft largely consists of reinforced, lightweight materials (composites and titanium), ensuring that longer distances can be covered with less fuel. In combination with the use of sustainable aviation fuel (SAF) and other operational innovations and efficiency gains, these new aircraft will significantly contribute to making operations cleaner, quieter and more fuel-efficient. The Airbus A350 is also important in terms of customer experience, comfort and efficiency.

The World Class Award reflects service, guest experiences, safety and sustainability performance. KLM aims to shine in relation to all these aspects, on the ground, in its lounges and of course on board.
 

APEX
APEX is the biggest international airline association when it comes to passenger perceptions and has developed into a renowned research and rating organisation. 
This year’s World Class Award was dished out to eight airlines. Alongside KLM, this included Emirates, Singapore Airlines, Qatar Airways, Japan Airlines, Xiamen Airlines and Saudia.

By contrast, the minister is opting for unnecessary reductions rather than actual improvements. We find it inconceivable that the minister plans to tear down what KLM has helped build over almost 104 years.

We do everything we can to make flying cleaner, quieter and more efficient. We carry that responsibility on a day-to-day basis. Drastically cutting the number of flight movements at Schiphol isn’t necessary to reduce noise levels. We demonstrated this in the “cleaner, quieter and more efficient” plan submitted to the minister on 15 June. The plan was verified externally by the independent Netherlands Aerospace Centre (NLR). By acquiring new, quieter aircraft, introducing smarter operational processes and by – as far as possible – deploying the quietest aircraft at night, our plan will achieve the night-time targets immediately and, after only three years, will deliver even more to local residents throughout the day and night. Innovation in the airline industry will enable us to fly cleaner, quieter and more efficient aircraft worldwide.

Schiphol was a logical starting point because it is KLM’s home base. As the range of the Pipistrel is limited, only four destination airports were possible options. Lelystad Airport was chosen because it is easily accessible, with excellent recharging facilities, top-notch runways, and a fully functioning air traffic control centre.

Insight into logistics and infrastructure

KLM has partnered with EFC and the E-Flight Academy to acquire knowledge about electric flight and to ascertain what impact this technology will have on KLM’s logistics and infrastructure needs. Jolanda Stevens: “Electric flight will also affect flight handling. Electric aircraft have to be recharged, which takes time, and we will need to cooperate with Amsterdam Airport Schiphol and Air Traffic Control the Netherlands to ensure that this mode of flying is not only safe, but also provided with the correct power supply. This two-day event has helped us gain more insight into such matters."

Zero Emission Aviation: backing various technologies simultaneously

The Pipistrel Velis Electro is the world’s first and only certified electric aircraft. The two-seater plane has a flight range of 50 minutes (plus 10 minutes reserve). This means it will not play a part in serving KLM’s network of destinations. However, KLM is researching how electric flight may be incorporated into future operations. Various market experts predict that by 2035 there may be an electric aircraft that can carry 50 to 100 passengers, with a range of 90 minutes (i.e. 400-750 kilometres). The batteries required for such flights are heavy, which is why it would be unrealistic to develop larger aircraft for longer routes, such as between Amsterdam and New York. Stevens: “Looking at the future of zero-emission flights, KLM is backing different technologies and innovations simultaneously. With our sector partners at home and abroad, we’re researching flights powered by electricity, hydrogen and hybrid forms, and assessing how these developments can be accelerated.”
 

KLM’s climate strategy

The responsibilities attached to operating an airline are immense. To reduce our impact on the environment, we need to ensure that future operations are cleaner, quieter, and more fuel-efficient. The route to Zero Emission Aviation is an essential element of our climate strategy. A great deal of work still needs to be done to ensure the success of new technologies, with every piece of the puzzle falling into place. This includes new aircraft, different infrastructure, changes to the way airspace is used, adjustments to airline operations, and, at the heart of it all, the availability of green energy. Intensive cooperation between the players in the value chain is vital, making this an interesting journey with many obstacles and uncertainties. Nevertheless, KLM is doing its utmost to reduce CO₂ emissions with measures that are currently available, which include upscaling the production and use of sustainable aviation fuel and reducing fuel consumption through fleet renewal and increased operational efficiency. We must also continue to improve the integration of different modes of transport, such as air-rail.

About the Electric Flying Connection

The Electric Flying Connection (EFC) is a trade association for electric flight and already has more than 50 members, representing a wide array of companies in the electric flight ecosystem, including airlines (such as KLM), manufacturers of electric aircraft, and aircraft components, flight academies, organizations developing recharging infrastructure, airports and more. The main objective of the EFC is to forge connections between the right, relevant players within the value chain, with a view to advancing the sustainability of air transport.

 Pictures: Arnoud Raeven

The current judgement by the Amsterdam Court of Appeal creates a lack of clarity and causes uncertainty for passengers and the aviation sector. This is because it is unclear how the experimental scheme will be applied, how it should be enforced and ultimately - how the ruling will affect the number of aircraft movements at Schiphol. Moreover, the judgement conflicts with national, European and international regulations. It is in the interests of all parties to obtain clarity.

KLM’s new World Business Class (WBC) seats were designed on the basis of extensive customer research. The new seats offer passengers more space and comfort:

• All World Business Class passengers have direct access to the aisle. Every seat has a lightweight sliding door that can be easily opened and closed, so that the seat can be closed off for more privacy when working, relaxing and/or sleeping;
•  More personal adjustment options and user-friendly functionality, including an adjustable lower-back support and a relax setting with a subtle back-massage feature;
• The seat can recline fully flat to form a comfortable, 198cm-long bed;
•  There are multiple charging sockets that are easily accessible and clearly visible, and passengers also have a wireless charging option;
• Passengers can stow their belongings in a lockable compartment, which also has a built-in mirror. The seat features a recessed bottle holder, so that passengers can safely leave a water bottle on their tabletop, even during turbulence.

Other World Business Class Services, including the catering concept and SkyPriority, remain unchanged.

For its new World Business Class, KLM opted to install Jamco Venture seats in a 1-2-1 configuration, giving all WBC passengers direct access to the aisle. These Jamco Venture seats were previously installed in World Business Class aboard KLM’s Boeing 787 fleet. Following extensive customer research, KLM teamed up with the manufacturer to further improve the seat. The full JAMCO design, conceived in collaboration with KLM, particularly the personal cabin layout, is lighter than the previous setup, without detracting from quality. Lighter seats contribute to KLM’s sustainability objectives.

KLM’s entire Boeing 777-300 and 200 fleet will be fitted with the new World Business Class seats. This fleet will also be fitted with the latest Premium Comfort cabin. The full revamp will be completed during the course of the coming year.

"Participating in this onboard initiative was definitely a unique and special experience. Seeing the customers' reactions to the most beautiful menu we have developed in all these years of the partnership was like taking a piece of Mocotó to the skies," said Rodrigo Oliveira, chef of the award-winning restaurants Mocotó and Balaio IMS.

Rodrigo Oliveira is responsible for creating the four cycles of menus that are served throughout the year by the company. The menu production process began in mid-November 2022 and was introduced on KLM flights in March of this year. In the current cycle, available until July, the menu signed by the chef includes the following dishes in the World Business Class:

•            Butter bean vinaigrette with pumpkin and coconut, shrimp marinated in annatto, and garden greens.

•            Sertaneja salad: cherry tomatoes, pickled red onion, coalho cheese, and mixed greens.

•            Cassava gnocchi, mushrooms, tucupi sauce, and Tulha cheese sauce.

•            Sea bass, plantain purée, spinach, Brazil nut beurre blanc.

•            Beef shank in wine sauce, cassava purée with marrow, sautéed collard greens, sweet and sour pumpkin.

About Rodrigo Oliveira

For 20 years, Rodrigo Oliveira has been leading Mocotó, an award-winning traditional restaurant serving sertaneja cuisine located in Vila Medeiros (Sao Paulo, Brazil), which tells the story of his family. The establishment is on the Bib Gourmand list of the Michelin Guide, has been awarded as the best Brazilian cuisine by various national media outlets such as Veja SP and Prazeres da Mesa, and has also been part of Latin America's 50 Best Restaurants list by the British magazine Restaurant. Rodrigo also manages Balaio IMS, as well as Mocotó D, Mocotó Vila Leopoldina, and Mocotó Café, all in São Paulo.

The Netherlands faces major challenges in the coming decades, which will require everyone to help make our country greener and cleaner. At the same time, we want to ensure quieter conditions for people living near airports. That is why the Dutch ministry has set new noise targets.

The minister’s plan focuses on drastically reducing the number of flights to achieve these targets as quickly as possible. Unfortunately, this proposal also has many drawbacks. In its current form, the minister’s plan does not revolve around renewal and improvement. No distinction is drawn between newer and older aircraft, which are less clean and less silent. The plan also fails to consider that drastic cutbacks in flights will have an impact on national assets. 

The KLM Group therefore proposes a smarter, three-pronged approach.

Firstly: investment in new aircraft. The money we’re earning today will be invested in tomorrow’s cleaner, quieter, more efficient aircraft. The KLM Group will be investing EUR 6 to 7 billion in this in the coming years. New aircraft are on average 50% more silent than the aircraft they replace, constituting a substantial reduction in noise impact, as supported by figures gathered in recent years.

Secondly, the KLM Group has conducted extensive research into adopting smarter processes that will ensure quieter operations. This will also substantially reduce noise impact. Examples include alternative flight approach procedures, ensuring that aircraft spend less time at low altitudes. This implies different climbing and approach procedures, which makes implementation challenging for airlines as well as Air Traffic Control the Netherlands (LVNL). However, if all other operators join the KLM Group in pursuing such change, we will be able to achieve our noise targets in cooperation with Schiphol, LVNL and the government. If these agreements are monitored by the Human Environ­ment and Transport Inspectorate (ILT), we can ensure that all airlines adhere to them.

Thirdly, we will adjust flight schedules so that we deploy our quietest aircraft at night. We also propose that higher airport fees are charged for noisier aircraft than for silent aircraft at Schiphol. This will ensure that there is an incentive for all airlines operating at Schiphol to reduce noise impact by deploying their most silent fleet.

We will achieve our night-time targets from 2024 and, in three years’ time, we will achieve our target for the entire day. In the years thereafter, our plan will lead to a stronger decline in noise than the plan proposed by the minister. In three years’ time, the result will already be better for local residents. It’s a choice between scrapping flights as a short-term solution or aiming for smart improvement.

If everyone is prepared to contribute to this challenge, then our plan will ensure that 18% fewer people experience serious nigh-time noise impact by 2024. By 2026, our smart plan will ensure that 20% fewer people will experience noise nuisance through­out the day. This reduction will continue in subsequent years.

Our aim is to reduce impact on the areas surrounding airports. Aiming solely for fewer flights and a strict 2024 deadline, is not the only way. There are other ways to solve this problem. Our approach ensures that noise impact will continue to decline.

We fully accept our responsibility and are acting accordingly. That is why we wish to engage constructively with one another, so that we opt for the smartest approach that will demonstrably lead to a cleaner, quieter, more fuel-efficient solution.

In that context, the KLM Group, together with other parties in the sector (easyJet, TUI, Corendon, BARIN), sought possible packages of measures that comply with the principles of the Balanced Approach. This has resulted in a package of measures that meets the stated noise targets and is more balanced, reasonable and less costly to society in welfare and prosperity.

Update 31 August 2023: the entire document that was sent to the minister can now be found under downloads.

Click on the image to enlarge or download the infographic

KLM recorded an operating loss of €128 million in the first quarter of 2023 compared to the €3 million operating profit in the first quarter of 2022, when it received €140 million under the Dutch government's emergency job-retention scheme (NOW).

Capacity management was KLM’s top priority at the start of new year. We adjusted the number of flights to the number of employees available both at Schiphol Airport and internally. Further complications included delays in component deliveries and the reduced operational deployability of the Embraer E2. As a result, total capacity (for both intercontinental and European flights) dropped to about 88% of capacity in 2019.

We welcomed a total of 7.8 million passengers in the first quarter, 6.3 million at KLM and 1.5 million at Transavia. Transavia's results were impacted by the cap on the number of passengers boarding locally at Schiphol Airport. Cargo faced slightly weaker demand than in the first quarter of last year, leading to a drop in revenue from cargo transported on both passenger flights and freighters. Engineering & Maintenance continued to be troubled by supply chain issues, resulting in delays in the delivery of components.

With this initiative, KLM and AeroDelft want to contribute to the development of hydrogen technology and the associated preconditions. This could include certification, regulations, and infrastructure. The technologies currently under development still face many challenges, such as the distribution and transport of liquid hydrogen.

About Project Phoenix
The aim of AeroDelft's Project Phoenix is to build a hydrogen-powered aircraft. The project involves developing a drone, the Phoenix-Prototype, which will serve as a steppingstone in the development of the first, manned, liquid hydrogen-electric aircraft, the Phoenix Full-Scale.

The Phoenix Prototype runs on an electric motor powered by liquid hydrogen and fuel cell technology. The drone has already completed its first flight, making an important contribution to AeroDelft's experience with hydrogen-powered flying. This involved testing whether the drone could fly on liquid hydrogen and if it could be controlled from the ground.

The drone serves as a starting point for the manned aircraft that will fly on hydrogen: the Phoenix Full Scale. The team has built the frame for the Phoenix Full Scale and is testing the hydrogen systems within the frame. Meanwhile, the team aims to fly their manned aircraft in 2024 using gaseous hydrogen, and later with liquid hydrogen in 2025.

AeroDelft student team
AeroDelft consists of a team of 50 students who study at Delft University of Technology. AeroDelft's mission is to prove and promote hydrogen as an alternative to conventional aviation fuels.

In 2020, KLM withdrew €942 million of the available €3.4 billion. This amount could be repaid in full as early as in June 2022 thanks to rapidly recovering passenger demand.

Today, KLM announced that it has closed the remaining direct loan and credit facility, guaranteed up to 90% by the Dutch government. This means that the conditions governing the financial support package no longer apply. KLM reiterates that achieving greater sustainability, while remaining healthy and competitive still serve as key objectives.

KLM has opened a €1 billion revolving credit facility with a syndicate of banks to replace the financial support package. The credit facility is linked to ESG objectives regarding sustainability and social responsibility. ABN AMRO, ING and Rabobank coordinated the group of banks and Crédit Agricole did so for the sustainability targets. Once the ESG targets have been met, the interest margin will be reduced.

We are astonished that Schiphol is unilaterally putting forward proposals that will have far-reaching consequences for airlines, without involving the industry parties in this process. Only through a collaborative, sector-wide approach can the aviation industry achieve a balance between its surroundings and the climate. It should be noted that Amsterdam Airport Schiphol itself plays a vital role in this respect, for example in terms of ethical and sustainable employment practices and working conditions at the airport.

Together, we can arrive at an alternative that will have the support of all parties and will therefore be effective. In consultation with the other airlines based at Schiphol, our strategic partner Delta Air Lines, and aviation industry organizations, we will submit our views on this matter to the Ministry of Infrastructure and Water Management by 15 June at the latest. Schiphol remains welcome to join these consultations.

We will revisit Schiphol's proposals at a later date in the course of the European Union's Balanced Approach procedure.

Europe 
Following the success of the Nantes route last winter, KLM is adding this city to its summer schedule. Nantes will be served by three daily flights. A daily service will operate to Rennes, the regional capital of Brittany, from the start of the summer schedule.

Asia
KLM is further expanding its route network in Asia, following disruptions caused by Covid-19. KLM will operate services to 16 Asian destinations in summer 2023, doubling the number of flights to the region compared with 2022. KLM operates daily services to Beijing and Shanghai. The airline also is once more operating services three times a week to Hong Kong and twice a week to Taipei via Incheon (South Korea).

In Japan, KLM operates a twice weekly service to Osaka via Incheon (South Korea), as well as three weekly flights to Tokyo's Narita Airport, also via Incheon. Additionally, there is a direct service twice a week to Tokyo. The frequency on this route will increase in September to five direct flights a week to Tokyo.

KLM also serves the Indonesian destinations of Denpasar and Jakarta via Singapore.
Manila (Philippines) is served five times a week via Kuala Lumpur (Malaysia).
In India, there is a daily service to Delhi and Mumbai, and five weekly flights to Bangalore.

North America
KLM operates services to 18 North American destinations. In the USA, these include New York, Atlanta, Austin, Washington, Las Vegas, San Francisco and Los Angeles.
The route network is expanding this summer to include 13 flights a week to Toronto in Canada, compared with 10 flights in 2022. KLM also operates services to the Canadian cities of Edmonton, Montreal and Vancouver.
KLM's new Premium Comfort class is available on flights to New York, Los Angeles, Austin, Toronto and Calgary.

Middle East
A daily service will operate to Dubai and Tel Aviv (Israel). Tel Aviv will be operated with the widebody Boeing 777.   
KLM also operates a daily service to Kuwait, four times a week in combination with Bahrain and three times a week in combination with Muscat.
KLM operates to Dammam in combination with Riyadh (Saudi Arabia) six times a week. 

Caribbean and Suriname
KLM is operating daily services to Curaçao this summer. During the high season, in July and August, there will be as many as 10 flights a week to the island. There will also be a daily service to the islands of Aruba and Bonaire.
Paramaribo will be served by six weekly flights and KLM will also operate three weekly services to Port of Spain and Sint Maarten.

South America
KLM is operating services to 10 destinations in South America this summer, including daily services to Sao Paulo (Brazil), Buenos Aires (Argentina) and Panama City (Panama). Flights to Costa Rica will operate according to the winter schedule until mid May, with three weekly flights to San José in combination with Liberia (Costa Rica).

Africa
Passengers will be able to fly KLM to 10 African destinations this summer. Tropical Zanzibar will be served by two weekly flights in combination with Dar es Salaam in Tanzania. And daily services will operate to Nairobi, Cape Town and Johannesburg.

Barry ter Voert joined KLM as a management trainee 26 years ago. Having held a wide array of positions in the commercial domain, he was most recently vice president of Revenue Management and senior vice president for Europe at Air France-KLM. "I am looking forward to working with KLM colleagues to strengthen the KLM brand and further enhance customer experience. I am also very conscious of the challenge we face to develop a sustainable business model that meets the changing requirements of our customers and other stakeholders." Ter Voert will head the departments of Mainport Strategy, Fleet Development, Network Planning, Alliances, Customer Experience and Information Services.

Miriam Kartman has participated in board meetings for some time. She brings a wealth of HR experience to the board, gained at various divisions and in the operational domain (OCC and Inflight Services). Her new appointment as CPO will augment the team and formalise the current way of working. “We are on the right track, but we are still facing significant personnel challenges. The KLM of the future needs its crew of around 30,000 more than ever before. These people make KLM what it is and we want to continue to be an attractive employer for each and every one of them. My teams and I will be focussing on various major themes in the coming years. This includes the challenges of staff recruitment and retention in today's tight job market, as well as making the workplace more inclusive and addressing the question of how we can employ our people better, longer and more enjoyably. I am looking forward to taking this role on the board and am confident that we will take the right steps together."

Marjan Rintel: “We have taken major steps in recent years and have worked on building the KLM of the future. Now our board of directors is complete, we can continue and accelerate on our journey."

Non-statutory directors  

The board of (statutory) directors currently consists of CEO Marjan Rintel, COO Maarten Stienen and CFO Erik Swelheim. The two new directors will be non-statutory directors.   

Royalty free photos of Barry ter Voert and Miriam Kartman

KLM exceeded expectations in all its markets in 2022, with the exception of Asia, where Covid-19 restrictions continued to impede recovery, specifically in China. Cargo once again made a major contribution to KLM’s performance. E&M also recovered, despite longer delivery times for parts. Transavia had a great summer, with revenues returning to pre-Covid-19 levels.

KLM welcomed 25.8 million passengers on board last year and Transavia 7.7 million. Due to operational problems at Schiphol and KLM’s own labour shortages, the customer experience rating was 37, well below the NPS target of 50. Now that calm has largely returned to Schiphol, we are pleased to see our NPS rising again. Customers responded positively last year to the introduction of our new Premium Comfort Class on intercontinental flights.

KLM continued its drive towards operational sustainability in 2022. For example, we made it standard practice to add 0.5% sustainable aviation fuel (SAF) to the fuel systems of flights departing from Amsterdam and doubled that amount to 1% as of this year. KLM also signed supply contracts with two SAF producers, taking it a step closer to its goal of adding 10% SAF for all flights worldwide by 2030. KLM further entered into partnership with Thalys to improve its air/rail transfer product on the Brussels-Amsterdam route. And finally, the Science Based Targets initiative (SBTi) approved KLM’s CO₂ emissions targets, ensuring that it complies with the Paris Agreement on climate change.  

https://www.airfranceklm.com/en/newsroom/full-year-2022-results

Action Plan for Rail and Air Services
KLM is a staunch advocate of the Dutch Action Plan for Rail and Air Services, aimed at improving international train travel as an alternative to flying at six priority destinations (Brussels, Paris, London, Düsseldorf, Frankfurt and Berlin). The Action Plan was drawn up in late 2020 by Amsterdam Airport Schiphol, Dutch rail network operator ProRail, KLM and NS Dutch Railways. KLM’s approach to sustainability focuses on reducing emissions and noise impact, and the ongoing development of its air/rail product forms part of these efforts.

Evaluation of pilot
During the 2022 pilot, customer surveys showed that several improvements were needed such as easier transfers for air/rail passengers at Schiphol, assists for rail customers with luggage, and communication with customers – especially non-European passengers, who are often unfamiliar with Thalys. These obstacles must be removed before KLM can permanently replace flights to and from Brussels with rail capacity. To accomplish this, KLM will need all of its Action Plan partners to cooperate. After all, it has no control over the trains, the railway platforms or the airport.