KLM supports the government's wish to achieve a better balance between the interests of local residents and the economic importance of Schiphol and aviation. We endorse the goal of achieving a 20% reduction in noise pollution. Additionally, we believe that the legal protection of local residents must be properly addressed.  

The government is reportedly on the verge of making a significant decision that could have unnecessarily large negative consequences for the future of Schiphol, for KLM, and for the connectivity of the Netherlands with the rest of the world. This leads to a decision-making process that is inconsistent with the essence of a correct and careful Balanced Approach, where achieving the intended policy goal—noise reduction—is central. Reduction of flight movements is not an end in itself, may not be legally sustainable, and carries the risk of retaliation.  

I am writing to you because I want to prevent the government from making a careless and incomplete decision. Your ministry seems to be steering towards shrinkage, while this is not necessary to achieve the noise goal.  

What exactly is going wrong? 
The calculation model used by the Ministry of Infrastructure and Water Management (I&W) has been a major stumbling block for months. The sector, Schiphol, and we ourselves have continuously provided input to improve this model so that the government decision can be made properly and carefully. Specifically, we have pointed out the following to your ministry: 

1. Fleet renewal is barely considered The greatest contribution to reducing noise pollution comes from replacing older aircraft with new, quieter planes. As you know, KLM is investing €7 billion in fleet renewal in the coming years. In the calculations commissioned by your ministry, the new aircraft are barely considered, and the noise reduction that can be achieved with them is almost entirely ignored. Ignoring the impact of fleet renewal is contrary to the Balanced Approach. 

2. Impact of tariff differentiation is hardly considered Applying higher tariffs for older, noisier aircraft significantly contributes to encouraging airlines to use new and quieter planes. The model from Schiphol, where all available expertise and information is available, proves that tariff differentiation has a much greater impact than the ministry assumes. Although this fact is confirmed by research from external experts, this effect, which concerns at least 5,000 aircraft movements, is largely ignored in the assumptions and calculations of your ministry. 

3. An obvious calculation error is not corrected Experts from Schiphol, KLM, and the independent NLR have pointed out to the ministry that the model used in the calculation does not correspond with reality. The NLR indicates that the impact of this leads to an underestimation of noise reduction of about 1%, or around 5,000 aircraft movements. Your ministry dismisses this as "a model choice." But it is simply an (easily correctable) error, making the outcome unreliable and therefore unsustainable in the Balanced Approach.  

The Ministry of I&W also overlooks the fact that, in the event of a reduction in the number of flights, there are significant retaliation risks from the United States and other countries. This means that the impact on KLM's network is much greater than the proposed reduction, as KLM cannot choose which flights to cut when the US and other countries impose retaliatory measures. The fact that retaliation is not a theoretical risk became apparent last year when the Ministry of I&W, under your predecessor, presented a reduction scenario that did not meet the requirements of the Balanced Approach and was subsequently taken off the table.  

Altogether, this is a decision-making process that is inconsistent with the essence of a correct and careful Balanced Approach, which should lead to the balance your government is seeking according to the Coalition Agreement.  

I therefore urge you once again to consider the package of measures described in the sector plan Cleaner, Quieter, More Efficient, with which we can achieve a significant reduction in noise pollution by November 1, 2025. This is possible if the identified shortcomings in the model and the assumptions of I&W are corrected. The measures are: 

• We will fly more with our newest and quietest aircraft at night; 
• We will continue our investments in new and quieter aircraft worth €7 billion; 
• Together with Schiphol and the sector, we support the introduction of tariff differentiation, which also significantly contributes to quieter aircraft and thus less noise pollution.  

KLM, like Schiphol and the other involved sector parties, remains ready to support you, the ministry, and the government in the search for a better balance between the interests of local residents and the indispensable pillar that aviation is for Dutch society and the millions of Dutch people who travel with us every year. 

Awaiting your response, 
Sincerely, 

Marjan Rintel 
President & CEO KLM 

Pierre-François Riolacci joined KLM's Supervisory Board in 2016. Stepping down at the end of his term, he is succeeded by Frédéric Gagey. Mr Gagey has more than earned his spurs in the airline industry, having served Air France, Air France-KLM and KLM in many roles, including Chief Financial Officer & Managing Director at KLM from 2005 to 2012.

On the recommendation of the Supervisory Board, the shareholders' meeting also appointed Bas Brouns as Chief Financial Officer. This makes Mr Brouns a member of KLM's Board of Managing Directors with immediate effect. He succeeds Erik Swelheim, who has stepped down at the end of his term.

The conditions for the government loan and guarantee on the credit facility focused on (i) reducing controllable costs, (ii) an employment conditions-based contribution by employees, (iii) sustainability and quality of life conditions, (iv) other conditions such as the prohibition on the payment of dividends.

These conditions were laid down in the Framework Agreement. Anyone reading the State Agent’s final report might think that KLM was unconcerned about the government’s conditions, but that is by no means the case.

To summarise, we can say that:

-      KLM comfortably achieved the 15% reduction in controllable costs in 2020, 2021 and 2022;

-      KLM employees made an employment conditions-based contribution – based on their ability to pay – of between 0% and 20% in the first 17 months of the crisis;

-      550 new ground staff have been hired in KLM operations at Amsterdam Airport Schiphol, solving the operational problems that arose starting in May 2022;

-      The loans have been repaid – with interest – and the repayment of deferred wage tax has begun;

-      KLM began recording positive financial results again in 2022;

-      A commercial credit facility has been concluded with 14 banks so that government aid could be terminated as of April.

Changing economic circumstances and scarcity in the labour market posed new dilemmas and forced KLM to make tough choices, which have proved successful. Government support has been effective and KLM has successfully survived the crisis. Travellers can rely on us, our network has been preserved and the loans were repaid much sooner than anticipated. KLM’s reporting has always been correct, factual and scrupulous, including in its annual report, and it has always informed the relevant ministries of its considerations.

In view of the above, we read the State Agents final report with some astonishment. It is a mixture of opinions and facts.

For example, the State Agent makes assertions about our cost savings in the current year, 2023, but the outcome is in fact still uncertain. He also claims that the European Commission approved KLM’s support package based on the Dutch government’s conditions. That was not the case.

The report seems to argue that the government loans, Temporary Emergency Bridging Measure for Sustained Employment (also referred to as the emergency job retention scheme or NOW) and deferred wage tax are inextricably linked. That is not the case. The conditions applied to the government loans (government loan and the banks’ government-guaranteed credit facility), but not to the emergency job retention scheme support and not to the deferred wage tax. After all, the latter two are governed by their own conditions to which KLM has adhered and, to the extent still applicable, will continue to adhere. They were generic support measures applicable to all companies in the Netherlands. All emergency job retention scheme requests by KLM were assessed by external auditors and no breach of the rules was identified whatsoever.

The State Agent furthermore expresses a number of personal opinions, for example about what he alleges to be KLM’s privileged position at Amsterdam Airport Schiphol and his claim in the presentation letter that the airline industry cannot be considered a free and competitive market. Competition does not exist solely at Schiphol, however, but also at the hubs in Frankfurt, Istanbul, Dubai and even the Far East.

The State Agent also targets our pilots. This is not justified. We vouch for all KLM employees, we conclude agreements with the unions about terms and conditions, and we therefore wish to dissociate ourselves from the State Agent’s comments in the report.

KLM is optimistic about the future. Our 33,000 employees are grateful for the government’s support and proud that KLM has emerged from this difficult period. It is time to look forward and to work together to build a strong and more sustainable airline industry.

The airlines maintain that the Dutch government’s unilateral and sudden decision to reduce Schiphol’s capacity from 500,000 to 460,000 flight annual movements (with the ultimate goal of reducing flight movements to 440,000 by 2024) is incomprehensible. The airlines have already made multi-billion euros investments to meet near- and long-term goals in line with their own decarbonization trajectories as well as government policies, while the government’s justification hinges on operational restrictions with no consideration of alternative workable solutions to effect noise reduction.

In addition to negatively impacting the Dutch economy, the capacity reduction would significantly reduce travel options and connectivity for consumers. The airlines maintain that, along with violating national, European and international legislation, the decision is unnecessary, damaging and lacks proper substantiation, given the airline industry is already achieving significant results in relation to reducing CO₂ emissions and lowering noise levels.

For these reasons, KLM, KLM Cityhopper, Martinair, Transavia – all part of Air France-KLM Group – as well as Corendon, Delta Air Lines, easyJet and TUI are urging the courts to safeguard the future capacity of Schiphol Airport.

The KLM Group, which accounts for close to 60% of traffic at Schiphol, initiated this legal action in line with parent company Air France-KLM Group’s position on the matter. In addition, industry association BARIN has indicated its full support for this initiative. This initiative is also fully supported by industry associations Airlines for Europe (A4E) and the European Regions Airline Association (ERA) because the capacity reduction at Schiphol has major implications for the EU's single aviation market. In a further move, industry association IATA and a number of airlines will also be going to court to initiate proceedings against the Dutch government.

As a member of the IATA Board of Governors, KLM CEO Marjan Rintel is the voice of the Netherlands in this international trade association for the world's airlines. Her position is important for KLM, considering the enormous challenges facing the sector. The IATA, representing around 290 airlines from 120 countries, aims to shape a safe, secure and sustainable air transport industry. 

The Air France-KLM Board of Directors has approved the nomination.

Cees 't Hart, Chairman of the Supervisory Board, on the unanimous nomination: ‘We are delighted that Marjan will come on board as CEO on the 1^st of July. With her broad managerial, commercial and operational experience, we are bringing in someone who is close to the staff and who, together with her team, will continue to shape the future of KLM as a customer-focused, sustainable and financially healthy company. We are convinced that her knowledge of the sector, her network and her experience in the political arena will contribute to this.’

Ben Smith, CEO of Air France-KLM: ‘I am extremely happy to welcome Marjan to our team as the new CEO of KLM. I know that Marjan will succeed in making KLM even stronger by continuing to build on the Group’s strengths.’

Marjan Rintel: ‘I am honoured to return to KLM and take over the baton from Pieter. His 30-year track record is impressive. Under Pieter's leadership, KLM found its way up and I will continue on that course. Aviation is in times of great and complex challenges. I am of the opinion that an indigenous Dutch company like KLM, just like NS, has a major role to play in these social and economic challenges. Fulfilling that role successfully will be my priority from day one.’

The Works Council of KLM has been asked for its advice on the intended nomination of Marjan Rintel as Statutory Director of KLM. The nomination for the appointment will be submitted to shareholders for approval at an extraordinary general meeting scheduled for this purpose. 

In the last 2 years, during the unprecedented COVID-19 crisis, Harm Kreulen and his team have worked hard under difficult circumstances and restructured KLM Benelux to be ready for a structural recovery with new challenges towards the future. These challenges will be taken up by Bas Gerressen, who will succeed Harm Kreulen as of 1 October.

Bas Gerressen, currently SVP North America, will return to the Netherlands this summer. He has been with KLM since 1999 and has gained extensive commercial experience in previous positions including Sales Manager Business Market Netherlands, Commercial Director Gulf Region, Head of Commercial Planning and General Manager China. Of his 22 years of service, Bas Gerressen spent 11 years working abroad, where he worked closely with several key partners including Delta Air Lines.

This number was based on the premise that air traffic would begin to recover in 2021. However, KLM has repeatedly warned that this recovery might be delayed, which means a downgrading of the scenario and consequently the loss of more jobs. The current reality is that the recovery of long-haul traffic will be delayed longer than anticipated, primarily due to existing and new international measures and travel restrictions. This means KLM will have to shed a further 800-1,000 jobs, including 500 FTEs in the Cabin domain, 100 in the Cockpit domain, and 200 to 400 in the Ground domain. The total number of jobs KLM has then reduced will be close to 6,000.

Pieter Elbers, CEO KLM: “In July 2020, we announced that 5,000 of our colleagues would have to leave KLM, after which we engaged with intensive consultation and cooperation with all social partners. Various instruments were made available as part of a social plan. These adjustments were very painful, but successful. I have every faith we will resolve these new challenges together once more.

The further downsizing of our organisation does not yet encompass the latest measures announced by the Dutch government in the past 48 hours. These new measures are, however, in line with the restrictions and dynamics we have had to contend with since the start of the pandemic. Even if our crewmembers are exempt from the new regulations, the further loss of jobs will regrettably be inevitable. The impact of the latest measures will become evident in due course.”

Pieter Elbers served before on the IATA Board of Governors from 2016 until June 2019.

He will use his extensive experience in the airline industry, of which the last 6 years as KLM’s CEO, in supporting IATA to work together with airlines and other stakeholders on building back a better aviation industry after the COVID-19 crisis.

Appointments to the KLM Supervisory Board

The shareholders today voted in favour of appointing Christian Nibourel to the KLM Supervisory Board. Mr Nibourel is currently chairman of the consultancy OneUp. He was previously CEO of Accenture for the Benelux and France. He succeeds Philippe Calavia, who will step down after eight years on the KLM Supervisory Board.

The shareholders also voted in favour of the reappointment of François Enaud and Pierre-François Riolacci for a second four-year term on the KLM Supervisory Board.

Allocation of results

During the meeting, the allocation of results was also explained. Of the EUR 449 million in net income earned in 2019, EUR 429 million will be added to the KLM reserves. A sum of EUR 20.6 million will be paid out to the holders of ordinary shares, priority shares, cumulative preferential A shares, and cumulative preferential C shares. It has been agreed that the sum earmarked for AIR FRANCE KLM as a shareholder (EUR 20 million) will not be paid out at present.

About the 2020 KLM Open

The 101^st edition of the KLM Open will be held from 17 through 20 September 2020 at Bernardus Golf in Cromvoirt, close to Den Bosch. Since 2004, the KLM Open has been organised by TIG Sports and supported by title sponsor KLM and partner ING Private Banking.

The quantity of SAF will be blended with fossil fuel and is entirely certified according to the conventional specification for aviation fuel (ASTM), meeting the same quality and safety requirements. The blend will be supplied to Amsterdam Airport Schiphol and is being treated completely as a drop-in fuel using the existing conventional fuel infrastructure, pipeline, and storage and hydrant system. In this way, sustainable aviation fuel contributes to reducing CO2 emissions from flights taking off from Amsterdam through CO2 footprint reductions in the supply chain.

KLM only sources sustainable aviation fuels based on waste and residue feedstocks that significantly reduce the CO2 footprint and do not have a negative impact on food production or the environment. The sustainability of the chain is ensured through certification by the International Sustainability and Carbon Certification Plus (ISCC+) and the Roundtable on Sustainable Biomaterials (RSB).

This volume is additional to the existing supply from Los Angeles to bridge the period towards the opening of the SAF production plant which is to be built in Delfzijl, Netherlands in 2022. This plant which is being developed by support of KLM along with industry partners will supply 75,000 tonnes of sustainable aviation fuel a year to KLM.

Instant emission reduction with sustainable aviation fuel

Neste’s sustainable aviation fuel is produced from renewable waste and residue raw materials. Over the lifecycle including the impact of logistics, sustainable aviation fuel has up to 80% smaller carbon footprint compared to fossil jet fuel. It is fully compatible with the existing jet engine technology and fuel distribution infrastructure when blended with fossil jet fuel. In the US and Europe, the company’s renewable jet fuel annual capacity is currently 100,000 tons. With further production expansion on the way, Neste will have the capacity to produce over 1 million tonnes of renewable jet fuel globally by 2022.

Unique cooperation

Neste is joining KLM’s Corporate BioFuel Programme. The KLM Corporate BioFuel Programme enables companies and organisations to ensure that sustainable aviation fuel is used for all or a portion of their air travel. Participants pay a surcharge that covers the difference in price between sustainable aviation fuel and regular kerosene. In so doing, they set an example and actively contribute to make air transport more sustainable. In 2019, the KLM Corporate BioFuel Programme is partnered by ABN AMRO, Accenture, Arcadis BV, Arcadis NV, Amsterdam Municipality, Loyens & Loeff, Air Traffic Control the Netherlands (LVNL), Microsoft, the Ministry of Infrastructure and the Environment, Neste, the Royal Netherlands Aerospace Centre (NLR), PGGM, Schiphol Group, SHV Energy, Södra and TU Delft.

Fly Responsibly

“Fly Responsibly” embodies KLM’s commitment to creating a sustainable future for air transport. It incorporates all of KLM’s current and future efforts to improve the sustainability of its activities. True progress can only be achieved if the entire sector cooperates. With “Fly Responsibly”, KLM invites consumers to opt for CO2 compensation service CO2ZERO, while companies are invited to reduce carbon footprint of their business travel via the KLM Corporate BioFuel Programme. At flyresponsibly.klm.com you can read more about KLM's initiatives to make aviation more sustainable.

In December, KLM plans to roll-out a codeshare cooperation with Qantas Group airline JetStar Asia Airways and JetStar Airways*, connecting respectively in Singapore and Denpasar, providing a wide range of destinations in the South-eastern Asian region.

Beyond Amsterdam to Singapore flights, KLM will place their code to 9 destinations operated by JetStar Asia Airways: Da Nang – Vietnam, Ho Chi Minh City – Vietnam, Medan – Indonesia, Surabaya – Indonesia, Phnom Penh – Cambodia, Siem Reap – Cambodia, Penang – Malaysia, Phuket – Thailand, Yangon – Myanmar. Beyond Amsterdam to Denpasar flights, KLM will place their codeshare on 4 destinations in Australia operated by JetStar Airways: Adelaide, Melbourne, Perth and Sydney.

*) Subject to Governmental authorization/approval

82 million users

LINE is a social media platform. It offers voice, video, and chat communication between users, domestically, internationally, and across telecommunication providers. LINE has 82 million active users in its Japanese home market. Most users are from 15 to 34 years old.

KLM on social media

KLM has been a pioneer in social media services and campaigns since 2009. We have more than 28 million friends and followers on a variety of social media. Through these channels, KLM receives more than 180,000 messages a week, 35,000 of which are questions or comments. The world’s largest social media team, consisting of 360 service staff, respond to the messages personally. KLM offers 24/7 customers support on WhatsApp, Facebook Messenger, Twitter, WeChat, KakaoTalk and LINE in Dutch, English, German, Spanish, Portuguese, Italian, French, Chinese, Japanese, and Korean. KLM was the world’s first airline to offer its customers flight documents and status updates via WhatsApp, Messenger, and Twitter. What’s more, it was the first western airline to use the Chinese social media channel WeChat.

Any questions or looking for more information about KLM on social media? Discover all KLM’s social services on social.klm.com.

Double Crown

KLM’s non-Schengen Crown Lounge capacity has doubled in size.

KLM’s non-Schengen Crown Lounge reflects the airline’s image: comfort, customer focus, and innovation. New food and beverage ideas, digital support such as self-service access, and the lounge staff service all contribute to the personal experience. The online Lounge Guide offers visitors a constant digital assistant to help them find their way around, book services, check flight details, or request personal assistance from one of the Personal Lounge Assistants.

Concept

KLM wants to offer customers a completely new experience through its innovative service concepts. Working with the architectural firm ‘concrete’, the airline has designed five different “Dutch landscapes” to meet the varied wishes and needs of its customers, whether they want to work, relax, refresh, eat, drink, find entertainment, or engage in fine dining. The 5 landscapes are:

In the Polder landscape, customers can work ideally and relax at the same time. The carpet, decorated in varying shades of green, is reminiscent of the Netherlands’ vast pastureland. And a 110-metre LED light wall simulates the Dutch sky. The lighting adapts to the time of day and includes a beautiful sunset.

In the lively City landscape, customers can enjoy “live” cooking, a Heineken Bar, specially designed by Heineken, and a coffee bar with a barista. The new food and beverage concept – characterised by stylish, high-quality, and fresh seasonal products – comes from KLM’s partner Vermaat. Reducing waste is an important pillar for both companies to lounge catering.

The Sea offers everything customers need to recharge their batteries during their journey. The area has twenty free showers, which customers can reserve in advance at the lounge’s self-service kiosks. The luxury sleeping cabins offer privacy, tranquillity, and comfort – for a fee – using Flying Blue miles, or three hours for EUR 49,50. It’s the perfect place to close your eyes and rest during a transfer or a long journey. In the future the showers and sleeping cabins will be equipped with digital allocation systems using QR codes.

The striking Dutch Mountain zone offers visitors a variety of options for working and having fun, from a TV room to a DJ stand for special events. It devotes attention to Dutch design and offers historical attributes from KLM’s heritage.

Sky is an exclusive and original area on the second floor. At the explicit request of KLM customers, Sky’s high-end setting offers a terrace with a beautiful view of Schiphol Airport. You can enjoy excellent meals and a wide range of drinks in Blue by KLM, a restaurant and adjacent bar for an extra fee. Blue’s menu is compiled by Joris Bijdendijk of RIJKS®, the Rijksmuseum’s Michelin-starred restaurant. Blue offers a fantastic gastronomic experience, carefully considering individual timing and personal needs.

Entry

KLM welcomes to its non-Schengen Crown Lounge:

• Business Class passengers;
• Flying Blue Platinum and Gold members plus one guest (additional guests on payment);
• SkyTeam Elite Plus members plus one guest.

KLM also wants its customers and those of our partner airlines who do not have automatic lounge access, to be able to benefit from the Crown Lounge. They can do this by purchasing access in the KLM app, at KLM.com, at the self-service machines in the airport, or at the entrance to the lounge – depending on their destination and lounge capacity.

KLM non-Schengen Crown Lounge offers:

• Showers, paid sleeping cabins, and virtual reality cabins;
• A terrace overlooking the runways;
• Online Lounge Guide, Self-service kiosks and Personal Lounge Assistants to help customers.

The lounge is open daily from 04:45 until the last KLM flight departs. For more information please visit https://lounge.klm.com/client/lounge52/home.

Ruud Leukel, supervisor of the Animal Hotel, accepted the prize on behalf of all Animal Hotel staff.

Unique partnershipUnique to this partnership between the ROC van Amsterdam and KLM is that both organisations will use the simulation environment. KLM will use it to train existing employees (as part of its life-long learning strategy) and lateral-entrants.

Being able to practice working with Schiphol's logistical processes in highly realistic environments thoroughly prepares the MBO College Airport logistics students for work.

Both organisations are going to share their experiences and knowledge about the learning processes and digital support.

About KLM

KLM has been an aviation pioneer for 100 years and is the oldest airline to still be operating under its original name.

KLM aims to be Europe's most customer-centric, innovative and efficient airline and to maintain a reliable operation with customer-centric products and services.

In 2018 KLM welcomed a record 34.1 million passengers aboard its flights. KLM offers flights to 162 destinations and operates a modern fleet of more then 214 aircraft.

The airline provides employment for more than 33,000 people all over the world. The KLM Group as a whole transported more than 41 million passengers in 2018. The KLM Group comprises KLM, KLM Cityhopper, Transavia and Martinair. KLM's network connects the Netherlands to every major economic region in the world, making it a powerful engine of the Dutch economy.

About MBO College Airport

MBO College Airport is one of 12 MBO colleges that come under the auspices of ROC van Amsterdam-Flevoland. MBO College Airport is one of the Netherlands' leading vocational colleges, offering courses in aviation and international travel and hospitality. More than 4,200 students are trained for jobs in the air transport sector, ranging from cabin attendant to aircraft mechanic, from logistics specialist and general and technical support, to airport security. Two introductory courses are also available. MBO College Airport works closely with the Aviation Community Schiphol, which is a public-private partnership of companies at Schiphol. More information is available at: www.MBOcollegeairport.nl

Five Dutch companies Ahold Delhaize, ING, KLM, NS and Philips aim to further boost the AI ecosystem in the Netherlands by accelerating and promoting the development of AI technology and nurturing AI talent in the country. This effort will add educational capacity, foster the development of the AI community in the Netherlands and reiterate the position of the Netherlands as a competitive and relevant global AI hub.

Joint initiative

The goal of Kickstart AI, is to bridge the AI gap between the Netherlands and other countries, like the UK, the US and China, that have made notable progress in this area. In order to keep the country’s position as a pioneer and inventor of technologies, the Dutch government, companies, organizations and universities have ground to cover in terms of structural investments and availability of global AI talent. The five companies “kickstarting” AI are, for the first time, uniting forces in this kind of joint initiative and taking highly needed decisive action.

Improve daily lives

The five companies initiating Kickstart AI are calling for the critical expansion of local knowledge and talent in order to ethically implement AI that is focused not only on what is technically possible but also meeting the ethical and social standards the Dutch society may expect. Collaboration among these five companies, the government, industry and other tech providers will help address societal challenges, provide new opportunities for the youth and accelerate the introduction of AI in the Netherlands. For consumers, AI has untapped potential to help improve their daily lives by elevating their experience with personalized service, convenience and choices in many areas of life such as food, travel, health and finances.

Initiatives under Kickstart AI include:

1. AI superchallenges: Competitions aimed at raising the Netherlands’ global profile by mobilizing global AI talent to address societal challenges for example in the areas of health and mobility.
2. Joint appointments: Investing in private-public collaboration through joint appointments of academic staff, providing access for the next generation of AI talent to education, training and leading academics. First commitment is to create 5 joint appointments to academic institutions in the Netherlands by each of the frontrunner companies in Kickstart AI, adding up to 25 positions in total.
3. Dutch national course for AI: As part of a wider effort to increase understanding and adoption of AI in the Netherlands, Kickstart AI companies will not only promote the national course for AI among the general public and their own workforces, but also offer the course in English, therewith aiming to secure sign-ups from a total of 170,000 people in the Netherlands by the end of 2020.

Urgency

Introducing Kickstart AI at the World Summit AI today, Maarten de Rijke, Professor at the University of Amsterdam and Director of the Innovation Center for Artificial Intelligence, said: “The Netherlands has always been a technology pioneer, a frontrunner in AI development and innovation. The quality of our AI specialists is well-acknowledged worldwide. However, without a national AI strategy and swift action, the severe shortage of AI talent in our country remains one of the biggest roadblocks to realizing the full potential of AI talent and technology. The joint efforts between universities and companies, as part of Kickstart AI, underlines the urgency in accelerating AI education and talent retention and signals our commitment to collaboration and investments needed to accelerate AI innovation in the Netherlands.”

Game-changing potential

Ahold Delhaize, ING, KLM, NS and Philips are connected to the daily lives of millions of people through food, travel, health and finances. As organizations that are close to the lives of everyday Dutch society, they fully understand the game-changing potential for AI to improve everyday life in the Netherlands. This is why they have joined together in a call for action to their business and industry peers, to boost collaboration in creating a thriving AI ecosystem in the Netherlands for the benefit of end-consumers’ daily lives. The Strategic Action Plan AI (SAPAI) and the Netherlands’ AI Coalition, also announced this week, are complementary steps in the same direction and designed to collectively sustain the growth and competitiveness of the Dutch economy.

In addition, Microsoft and KLM intend to explore areas of cooperation that would further improve sustainability and reduce emissions associated with air travel. Our joint aim is to provide a blueprint that will engage other corporations to stimulate the demand for sustainable air travel solutions, and achieve ambitions to address their carbon footprint within their own supply chain.

Fly Responsibly

KLM and Microsoft’s partnership fits in perfectly with KLM’s Fly Responsibly initiative. Fly Responsibly shows KLM’s commitment to creating a more sustainable future for the airline industry. It includes everything KLM is doing now and in the future to improve the sustainability of its operations. However, only when the entire sector works together can we make real progress. As part of the Fly Responsibly campaign, KLM invites its customers to use its carbon compensation program and asks companies to compensate for their business travel by taking part in the KLM Corporate BioFuel Program.

Every wine label features an iconic detail from Rembrandt’s masterpiece “The Night Watch”, which he completed in 1642. In October 2019, the wines will be served to KLM’s World Business Class passengers on intercontinental flights.

In mid-2019, the Rijksmuseum launched Operation Night Watch, the biggest and most diverse research and restoration project of Rembrandt’s masterpiece ever undertaken. The research includes high-resolution photography and multiple advanced imaging methods. A total of more than 10,000 super-high-resolution photos will be made, which will allow unique details to be analysed.

Shiraz 2018 - W.O. Coastal Region – South Africa (Boschendal)

Merlot 2018 – Valle del Rapel – Chile (Lapostolle)

Chardonnay 2018 – Pays d’Oc – France (Abbots Delaunay)

Crianza 2016 – Rioja – Spain (Beronia)

Sauvignon Blanc 2019 – Mendoza – Argentina (Perdriel)

In June, KLM launched its “Fly Responsibly” initiative, thereby committing itself to creating a more sustainable future for air transport. “Fly Responsibly” incorporates all of KLM’s existing and future efforts to improve the sustainability of our activities, but true progress can only be made if the entire sector cooperates. With “Fly Responsibly”, KLM therefore invites consumers to compensate for their share of CO₂ emissions from their flight. Companies are invited to compensate for business travel by way of the KLM Corporate BioFuel Programme. One very recent example of our efforts to Fly Responsibly was announced yesterday: from 29 March 2020, we will replace one of our daily flights between Amsterdam and Brussels with seat capacity aboard the high-speed Thalys train.

Recent investments in sustainability

KLM has invested in sustainable aviation fuel since 2009, but our pledge to procure 75,000 tonnes of sustainable aviation fuel makes us the world’s first airline to purchase biofuel on such a major scale. From 2022, this sustainable aviation fuel will be produced at the first European factory for sustainable aviation fuel, which will be built in Delftzijl.

We are also working with the Delft University of Technology to develop an aircraft that flies more economically due to its V shape, in which the cabin for passengers and crew, as well as the cargo hold and fuel tanks are all largely integrated into the wings of the aircraft. In October 2019, a flying scale model of this aircraft as well as a life-sized section of the cabin interior will be presented to the public during the KLM Experience Days at Schiphol.

Dow Jones Sustainability Index (DJSI)

The DJSI applies a so-called “best-in-class” approach in acknowledging companies in diverse sectors that outperform competitors in terms of sustainability indicators. Every year, RobecoSAM invites more than 3,000 listed companies, including 800 companies in emerging markets, to report on their sustainability initiatives.

For further information on KLM sustainability initiatives, please visit www.klmtakescare.com

KLM has regularly indicated that it is in favour of replacing short-haul flights with rail services, as long as trains fully match the speed, reliability and comfort that air travel offers passengers. The decision to reduce flight frequency from five to four flights a day on the Brussels-Schiphol route, in combination with the improved Air&Rail product aboard the Thalys, is a first step. KLM intends to gradually cut back the number of flights between Brussels and Schiphol. The Brussels-Schiphol route is used by passengers who catch connecting flights to intercontinental destinations at Amsterdam Airport Schiphol.

“Fly Responsibly” and slot restrictions

This step is part of KLM’s commitment to “Fly Responsibly”, which aims to create a sustainable future for air transport, but it also reflects our commitment to the sector plan Smart and Sustainable. Next to that, KLM is faced with slot restrictions at Schiphol. By replacing short-haul flights with rail services, scarce slots can be used for services to long-haul destinations. Rail services will maintain feeder traffic to Schiphol, while network quality improves thanks to the more varied range of available destinations.

Improvement of the Air&Rail product

Air&Rail is easy to book via KLM.com and travel agents. To ensure smoother connections with KLM flights, Thalys, NS, KLM and Schiphol are seeking to improve baggage handling and other services, and there will be a special Air&Rail check-in desk at Amsterdam Airport Schiphol.

About “Fly Responsibly”

“Fly Responsibly” embodies KLM’s commitment to creating a sustainable future for air transport. It incorporates all of KLM’s current and future efforts to improve the sustainability of its activities. But true progress can only be achieved if the entire sector cooperates. With “Fly Responsibly”, KLM invites consumers to opt for CO2 compensation services, while companies are invited to compensate for business travel via the KLM Corporate BioFuel Programme.

For more information on KLM and sustainability, please visit https://flyresponsibly.klm.com/nl_en#home

KLM and running

The partnership with ASICS, a highly popular running brand, is a logical step in KLM’s commitment to running. Since the end of 2018, KLM has been title sponsor of the Urban Trail Series and co-sponsor of the Dam to Dam Run and TCS Amsterdam Marathon. KLM supports running because it is healthy, easily accessible to all and an excellent way to explore the world, both close to home and during a business trip or holiday.

The ASICS KLM100 running shoe

The ASICS KLM100 running shoe was specially designed for KLM’s 100^th anniversary by ASICS as a limited edition of 5,000 pairs, which KLM staff were allowed to pre-order. This shoe is based on the ROADHAWK FF2 model, but is rendered in KLM blue, with orange accents. As of today, the shoe will be available to the general public in limited quantities via the ASICS webshop as well as the ASICS flagship stores in Amsterdam and Rotterdam.

Staff on the move

As one of the biggest commercial employers in the Netherlands, KLM feels it is important to devote attention to health. That is why we urge our staff to keep fit by way of coaching, working and the KLM running programme. Every year, around 1,200 KLM employees take part in the Dam to Dam Run.

Engine maintenance is largely dependent on human skills. Technicians inspect every component, manually recording all damage and giving recommendations for repair. Aiir Innovations is developing software that technicians can use to detect cracks, dents and other damage during borescope inspections of aircraft engines.

Time saving

The software raises inspection productivity, allowing the technician to focus on assessing damage. The new software is a self-learning, detection system that saves maintenance teams a great deal of time. 

Cooperation with KLM

The founders of Aiir Innovation met while completing their master’s in Artificial Intelligence (AI) at the University of Amsterdam. Three years ago, KLM invited them to participate in a research project seeking innovative solutions that applied artificial intelligence in conducing borescope inspections.

KLM has played an important part in the development of this new software. Over the past three years, the Aiir Innovations team have spent a lot of time collaborating with KLM engineers and technicians on the work floor. Earlier this year, KLM Engineering & Maintenance signed a contract for a further five years collaboration. As launch customer, KLM is also providing the start-up with data and contacts within its own network.

Greater work pleasure, better inspection

Expansion abroad

Aiir Innovations is also running pilot projects with maintenance companies other than KLM, elsewhere in Europe. Many more of such projects will be launched in the coming years. “We’ll be using the half million euros for further expansion abroad, which means we’ll be needing a professional sales organisation,” explains Vredebregt, whose company also intends to use the investment for product enhancement in the coming years, so that inspections can be conducted even better and faster.

Mainport Innovation Fund II

The Mainport Innovation Fund II was initiated by Amsterdam Airport Schiphol, KLM, the Delft University of Technology, NS Dutch Railways and the Port of Amsterdam, in cooperation with NBI Investors. The fund focuses on accelerating innovations in logistics, aviation and transport.

Investing in CO2 reduction

The project combines reforestation activities with cocoa production and forms part of KLM’s CO2ZERO service. For the past ten years, this service has enabled passengers to compensate for their CO2 emissions by investing in a CO2 reduction project. In addition to CO2 storage, the CO₂OL Tropical Mix project also provides for the small-scale, sustainable production of cocoa and wood, creating more jobs for the local population.

UTZ-certified chocolate

The CO₂OL Tropical Mix farms in Bocas del Toro planted the cocoa trees in 2010. Now, almost ten years later, the cocoa fields of the project stretch out across the lower hills of the cocoa town in Panama. The chocolate derived from this project is UTZ certified, thanks to –among other things- sustainable management techniques, including planting shade trees and using multiple cacao species.

From Panama to Belgium to WBC

The chocolate company Barry Callebaut imports the cocoa from Bocas del Toro and turns it into different chocolate pastes in Belgium. The Dutch chocolatier Visser then heats, cools, shapes and packs the chocolate. The outcome: perfectly formed chocolate houses ready to be served on board KLM’s World Business Class from 26 August.

Some highlights include:

• Customers have benefited as the partnership has 38 more peak day North America to Europe flights today than 10 years ago bringing the number to more than 270 daily trans-Atlantic flights.
• It’s now easier to connect to destinations across North America and Europe thanks to more hub-to-hub flying, such as Detroit-Paris and Atlanta-Amsterdam that offer a wealth of onward flights. The partnership has also opened up new U.S.-Europe city pairs that would not be possible for them to do alone, including service from non-hub cities, including Indianapolis, Raleigh/Durham and Dallas-Fort-Worth, to Paris and Tampa-Amsterdam.
• Eligible customers can use the largest airport lounge network across North America and Europe.
• There are opportunities to earn miles and redeem them on a number of benefits, including flight upgrades through each airlines’ frequent flyer programmes.
• The partners carry 20% more customers today compared to 10 years ago.

Cees Pronk is extremely enthusiastic about the extension of KLM’s ongoing relationship. “We’re especially proud that Le Champion can continue its partnership with KLM,” he says. “Together with KLM, we are committed to supporting a healthy and active society. It’s great that KLM is choosing the Dam tot Damloop to encourage its employees to exercise as much as possible.”

Fifty thousand runners

On Sunday 22 September 2019, fifty thousand runners will have the opportunity to participate in the thirty-fifth edition of the Dam tot Damloop, one of the largest business runs in the world. The unparalleled atmosphere, the run through the IJtunnel under Amsterdam Harbour, and the fact that the start and finish are in two different cities, all make this event so special.

The previous day, Saturday 21 September, will see the equally atmospheric Dam tot Dam Walking Tour. Walkers can choose from distances of 10 kilometres, 20 kilometres, 27 kilometres, and 42 kilometres. For the first time this year, KLM will have at least four hundred employees participating.

CO₂ reduction of 85%

The feedstocks used for production will be waste and residue streams, such as used cooking oil, coming predominantly from regional industries. The facility will run on sustainable hydrogen, which is produced using water and wind energy. Thanks to these choices, this sustainable aviation fuel delivers a CO₂ reduction of at least 85%, compared to fossil fuel. The use of SAF will also contribute to a significant decrease in ultra-fine particles and sulphur emissions. The construction of this facility is very much in line with KLM’s sustainability objectives and is an important step towards implementing the industry action plan “Smart & Sustainable”, which was drafted by twenty leading transport organisations and knowledge centres. Amsterdam Airport Schiphol will also be investing in the development of this facility.

Fuel meets the highest sustainability standards

SkyNRG’s independent Sustainability Board advises on whether the fuel meets the highest sustainability standards, thereby ensuring that the fuel (produced from waste streams) will not have a negative impact on the food supply and environment. There will be absolutely no use of food crops, such as soya oil and palm oil (or by-products such as PFAD and POME), for production. The board includes representatives from WWF International, the European Climate Foundation, Solidaridad Network and the University of Groningen. Furthermore, the sustainability of the chain and related products are ensured through certification by the Roundtable on Sustainable Biomaterials (RSB), the highest possible certification standard for sustainable fuels.

Partners

In addition to KLM and SHV Energy, SkyNRG has joined hands with various other partners in the Netherlands and beyond, on the DSL-1 project: EIT Climate-KIC, Royal Schiphol Group, GROEIfonds, NV NOM, Groningen Seaports, Nouryon, Gasunie, Arcadis, TechnipFMC, Haldor Topsoe, Desmet Ballestra, Susteen Technologies, and MBP Solutions. These partners will be involved in various phases of the project.

Janine Vos and Jan Kees de Jager succeed Annemieke Roobeek and Hans Smits. Jean Peyrelevade is succeeded by Ben Smith. Janine Vos, currently Chief Human Resources Officer at Rabobank, was previously Chief Human Resources Officer at KPN. Jan Kees de Jager, currently Chief Financial Officer at KPN, was previously the Netherlands' Minister of Finance and State Secretary for Finance. Ben Smith is Chief Executive Officer of AIR FRANCE-KLM.

Economic impulse for the NetherlandsOver the past 100 years, the Dutch aviation industry has served as an ambassador and figurehead for the Netherlands in the global community. To this day, our industry continues to give a positive impulse to the economy of the Netherlands. The Dutch pioneering spirit has ensured that many hundreds of millions of people worldwide have been brought together, thanks to the efforts of our founding fathers. As Albert Plesman so aptly put it: “The ocean of the air unites all people.”

Impulse for sustainabilityAt the gathering, presentations were give on the development of international civil aviation and the challenges the Dutch aviation industry faces to keep flying in a smart, sustainable and economically viable manner. Major efforts are required to achieve this, both in the short and long term, which will see the sector pursuing innovations in technology, infrastructure and airspace utilisation.

KLM's first commercial flight between London and Amsterdam was carried out on 17 May 1920.

This year, KLM will distribute a total of EUR 168 million gross to its employees.

This marks the fourth consecutive year that KLM’s employees will share in the airline’s profits. KLM will pay out a total of more than one and a half months of gross salary in the form of profit-sharing. You can expect to receive the amount on your account in April. The improved profit-sharing scheme is outlined in the Collective Labour Agreement negotiated in recent years, with productivity in exchange for profit sharing. The amount is comparable to last year’s profit-sharing pay-out (for the year 2017).

A new Group CEO Committee will be created to determine the strategic direction for all Group airlines and business units. This CEO committee will be chaired by Ben Smith. The other members of the committee include Pieter Elbers, Anne Rigail (CEO Air France) and Frederic Gagey (CFO Air France-KLM). The three of them will operate in the CEO committee under the leadership of Ben Smith. Both Pieter Elbers and Anne Rigail are appointed Air France-KLM Deputy CEO and have expressed their commitment to build the Group’s success alongside Ben Smith.

Ben Smith has presented a cohesive plan to the AIR FRANCE-KLM Board to reach European Airline leadership, which plan has been endorsed by the Board. The CEO committee will work to increase collaboration across the Group to better capture synergies. The new Group management governance does not entail any changes in organization structures or any changes to existing agreements, commitments, or bylaws of companies involved.

Ben Smith, CEO of AIR FRANCE-KLM, will be proposed by the KLM Supervisory Board to be appointed as member of the KLM Supervisory Board as per the Annual General Meeting of Shareholders of KLM in April 2019.

Cees ‘t Hart will be proposed for appointment to the AIR FRANCE-KLM Board of Directors as per AIR FRANCE-KLM’s AGM in May 2019, succeeding Hans Smits.

https://www.airfranceklm.com/en/news/air-france-klm-improve-governance-and-simplify-structure

KLM will add a KL code on Widerøe's Norwegian domestic routes, which allows passengers from around the world to change flights in Oslo, Trondheim or Bergen to continue their journey with the same ticket and a one-stop check-in to a number of smaller airports around Norway.

As of 21 February, the cooperation will cover the following routes:

• Bergen (BGO) - Tromsø (TOS), Bodø (BOO), Kristiansund (KSU), Molde (MOL), Ålesund (AES) and Florø (FRO)
• Trondheim (TRD) - Tromsø (TOS), Kristiansund (KSU) and Harstad / Narvik (EVE).
• Oslo (OSL) - Florø (FRO), Ørsta / Volda (HOV), Leknes (LKN), Svolvær (SVJ), Stokmarknes (SKN), Mo i Rana (MQN)

For the future, we will work together with Widerøe to improve the joint offer for our customers.

Commenting on the extended GSA agreement, Kenya Airways Group Managing Director and CEO Sebastian Mikosz said: “Kenya Airways is working towards strengthening its network and consolidating Nairobi’s position as a leading hub in East Africa. The networks of both airlines are complementary and we are confident that this agreement will allow us to find the synergies for us to grow our respective networks.”

KLM wants to cut its CO₂ emissions 20% per passenger by 2020 (compared to 2011). To achieve this KLM has been investing not only in sustainable biofuels, but also in new aircraft and more efficient flight operations. Using sustainable biofuels on a large scale can lead to an 80% cut in CO₂ emissions, compared with fossil fuels. However, the price is still two or three times higher than that of regular kerosene. This is why there is a global need for technological developments and more research into sustainable raw materials, because the production and market for biofuels is still limited.

KLM has been actively working to develop a market for biofuels since 2009 and has tried to encourage other airlines to follow our example. Other partners in the Corporate BioFuel Programme are: Delft University of Technology, ABN AMRO, Accenture, FrieslandCampina, City of Amsterdam, Loyens & Loeff, Ministry of Infrastructure & Water Management, PGGM, and the Schiphol Group.

No negative impact on biodiversity

KLM only buys biofuels that have been produced from raw materials that do not have a negative impact on biodiversity and/or food production. This sustainable fuel is sourced through SkyNRG and is assessed by the SkyNRG Sustainability Board, whose members include WWF International, the European Climate Foundation and Solidaridad Network. SkyNRG is certified by the Roundtable of Sustainable Biomaterials (RSB).