In detail

Employee Journey

Working conditions and social dialogue

Air France-KLM employees, present all over the world, are the Group’s main asset; they bring to life the Group’s brands and are the face to the customers. Thanks to their collective commitment and their professionalism, the Group is able to offer its customers high-end services and a caring journey and promote lasting relationships while operating efficiently and safely.

Air France-KLM’s ambition is to be the best place to work, by creating a safe and motivating environment for its employees, and by targeting a strong result in the Employee Promoter Score (EPS). The Group will continue to invest in human capital development and training, to develop the skills of employees and empower them, to enable them to exceed customer expectations.

The relationship that links the Air France-KLM Group to its employees is based on four values: trust, respect, transparency and confidentiality.

As an airline Group at the service of customers, our growth relies on the professionalism of our employees and on their levels of motivation and commitment. The working conditions and social dialogue within each division constitute a key performance lever for the Group.

Air France-KLM seeks to preserve cohesion by fostering a constructive and transparent social dialogue and by pursuing a policy based on treating individuals with respect and by showing responsibility towards customers. The objective shared by all companies within the Group is the provision of working conditions enabling employees to effectively fulfill their functions.


Air France-KLM

  • The coordination of the workplace dialogue takes place in each of the entities comprising the Group and within the Group’s European Works Council (Comité de Groupe Européen – CGE), bringing together the representatives of staff whose head offices or entities are based in the European Union. The CGE convened three times during 2019.
  • Within the framework of the European Works Council, the Group’s Strategic Committee met four times to discuss the Group’s strategic orientations with the Chief Executive Officer.

Air France

  • The professional elections were conducted in March 2019 to establish new representative bodies pursuant to the Macron Act. The Social and Economic Committee (Comité Social et Economique) and the Health and Safety at Work Commission (Commission Santé Securité au Travail) replaced the former bodies, the Employee Delegate (Délégué du Personnel – DP), the Works Council (Comité d’etablissement – CE) and the Health, Safety and Working Conditions Committee (Comité d’Hygiène Securité et Conditions de Travail – CHSCT). This major change in the HR landscape did not affect the planned negotiations or meetings of the representative bodies. 



  • In 2019, nine meetings of the KLM Works Council, attended by the President and Chief Executive Officer of KLM, were held concerning social dialogue and employee issues
  • A similar number of meetings were held between the management and the eight permanent committees, devoted to subjects like Health, HR policies and Safety. This year, the KLM Works Council held its 3-yearly elections in April/May. The installation meeting took place on the 1st of June. Twenty-two requests for consultation and approval were handled in 2019.
  • KLM’s Works council initiated discussions with its own representatives and management on how to modernize employee participation within KLM, which resulted in the signing of an agreement on this by the KLM Works council and management of KLM (COO).


At Air France, the workplace dialog was more serene and 2019 saw the signature of more than 25 collective agreements across all categories of staff. 

In 2019, KLM renewed the collective labor agreements for Flight Deck Crews, Cabin Crews and Ground Staff that were set to expire in June 2019 through to February 28, 2022. KLM had a signature of agreements for two CLA’s; Ground Staff and Flight Deck Crews. A negotiation result has been achieved for the CLA Cabin Crews followed by a signature of agreement in January 2020. These agreements include a salary increase and various agreements on sustainable employability, learning and development.


At Air France, KLM and Transavia, the Employee Experience was a key element of the People Strategy in 2019 and will remain so for the foreseeable future. “Our people deliver our customer experience” and it is through this policy that the company can outperform its competitors. Using the Employee Promoter Score (EPS) as a common engagement and performance indicator, managers conduct dialogues with their employees, to know what drives them and to fulfill their needs. This in turn helps to build employee commitment. 

The roadmap is defined in a Flight Plan for the company, focusing notably on an ongoing commitment to staff development, support for initiatives, promotion of team spirit and reinforcing levels of motivation.  

The Air France Flight Plan makes of the Employee Experience a strategic priority in support of the required transformation of the company

  • Promoted by the Executive Committee, it establishes the direction of projects and the framework for the measures deployed in each division.
  • One of the strategic priorities aims to reinforce the Employee Experience, placing employee concerns at the heart of the business. This ambition finds its concrete manifestation in the commitments vis-à-vis the employees at every stage of their career paths.

The main themes are as follows:

  • support the development of staff,
  • promote and support employee initiatives,
  • promote team spirit,
  • reinforce motivation,
  • modernize social dialogue,
  • pursue our civic commitment,
  • improve health and safety in the workplace.

In 2019, a number of different initiatives improved the Employee Experience. For example:

  • Two thousand Air France employees were invited to take part in the second round of Citizenship Days (1,000 employees in the first round in 2018), during which they dedicated a day of work to various humanitarian and ecological associations. 
  • The intrapreneurship program continued for the second year with the selection of four projects.
  • Specially-themed weeks, dedicated to various topics – new technologies, the Digital Factory, Health and Safety, Learning Week and Sustainable Development – were organized at the different Air France sites.

KLM wants to offer her customers a memorable experience, therefore we empower our employees to be “the best of themselves” by creating an optimal, engaged, diverse and inclusive workforce that can execute the company’s strategy and which acts in line with the KLM Compass.

KLM was awarded for most attractive employer in the Netherlands for highly educated people by Intermediair magazine and number one in the profit sector by Randstad Employer Brand Search.

KLM’s People Strategy focuses on Diversity & Inclusion, People Development and Leadership. In addition to leadership development at executive level, we started building a leadership curriculum for managers at all levels, aimed at supporting managers in creating a culture of learning and collaboration.

This also contributes to make the shift from performance management towards performance development. KLM created a new vision of Performance Management: A forward-looking approach with the important starting point’s purpose, connection and the appreciation of talents. This helps our employees to discover their talents and their individual potential for growth, and thus maximize everyone’s contribution to the company’s results. 

Highlights of this year included:

  • Further optimization, standardization and digitizing of HR Services and processes and making them accessible in one place. A significant step forward is the start of the roll out of SAP Analytics Cloud, enabling managers to use HR Insights. Another example is the redesign and simplification of the absence management, by implementing digital tooling in order to offer employees and managers optimal support.
  • Diversity & Inclusion techniques in our recruitment campaigns and procedures were implemented to create a more inclusive and diverse workforce.
  • New partnerships were initiated with Jet-Net & TechNet and Tilburg University.
  • KLM and MBO College Airport opened a Training Centre for Aviation Logistics where technologies, like virtual reality and immersive video, are deployed to train new staff.
  • Continue improvement engagement, for example at both KLM and KLC, the initiative was to increase contact between pilots and management and improving the engagement by using the videoconference-tool. 
  •  « Future of work », is launched, which is a program to be ready for tomorrow’s work, developing talents and qualities, taking predictive insights and future developments impacting the work into account.
  • Different initiatives were launched to support employees to stay fit and healthy and have a good work-life balance. Examples are:  
    • Vitality courses are offered by MyHealth Portal, which has been introduced and booked 1104 times in 2019. 
    • All ground staff were given the opportunity to spend 1.93% of their annual salary on professional development, to be spend immediately or save later for a training/course or to spend on leave days. 
    • At Line Maintenance we improve the sustainable employability of our employees by doing a pilot with a new roster, made by employees themselves, which resulted in a good roster and therefor better work-life balance. 


Both Air France and KLM are using the Employee Promoter Score (EPS), the in-house version of the Net Promoter Score used to measure customer satisfaction.

A selection of employees was questioned on whether they would recommend Air France or KLM as an employer. The results were shared within the airlines.

  • At Group level, the consolidated EPS increased by 15% between July and December 2019.
  • Air France’s EPS increased by 28 points in the second half.
  • At KLM, the average EPS score in 2019 was +70. Next to the KLM-wide EPS question, managers also work with EPS with their teams to determine whether team members would recommend their team to someone else and to measure engagement via a short set of questions. In 2019, 534 EPS polls were submitted at KLM team level with a response rate of 67.1%. EPS helps to engage leaders and team members in a dialogue around issues that need to be addressed so they are able to empower their team members being the best of themselves.

Transavia Netherlands also monitors the EPS, and realized an EPS score of +44 in 2019.