Risk management

Being exposed to general risks associated with doing business and in particular with regard to aviation business, Air France-KLM has implemented a system to identify, analyze, monitor, manage and control these risks.

L’investissement dans d’autres projets sur la connaissance et la conservation de la biodiversité contribue également à comprendre le dilemme associé aux services écosystémiques comme à la production des biocarburants durables. Si certains types de biocarburants destinés au transport routier peuvent avoir un impact négatif sur la biodiversité, le groupe Air France - KLM veut garantir l’utilisation de carburants aéronautiques durables qui ont l’impact le plus faible sur l’approvisionnement en nourriture, la biodiversité et un impact positif sur le développement local.


Each entity of the Group is responsible for the management of its risks and reports on them regularly. A global risk mapping process has been established using the reports of all entities about risks, facilitated by the Internal Audit of the Group. This risk mapping is regularly updated and consolidated.

Every year, the Group presents the main risks to which it considers itself exposed (macro-economic and geopolitical risks, risks linked to the air transport activity, risks linked to the Group’s processes and legal risks) together with the management procedures implemented to mitigate each of these risks. Among these risks, the most important risks are linked to the environment and concern changes in environmental laws, climate change, carbon credit and noise management.

On a quarterly basis, each entity of the Group updates the content of its operational risks by indicating the risks themselves, the probability of their occurrence, their potential impact and the actions implemented to limit them. These risks are discussed within the management teams taking ownership of the risks. An overview of this update on the most important risks is introduced by the Internal Audit to the Audit Committee. Reporting on the strategic risk is part of the strategic process.

The extra-financial risks are monitored on a permanent basis and are an integral part of the Group’s operational risk sheets. They are also an integral part of the Group’s Sustainable Development strategy and are the subject of measures, monitoring procedures and action plans.


The Group reviews its main extra-financial risks and opportunities on an annual basis. The main environmental, social and societal risks resulting from its activities across the entire value chain are evaluated to establish a matrix of the extra-financial risks. The results are reconciled with those of the materiality matrix which illustrates the differing perceptions of the internal and external stakeholders.

Within the Board of Directors, the main extra-financial risks are discussed and reviewed each year by the Sustainable Development and Compliance Committee, then validated by the Audit Committee.


To be able to complete the extra-financial performance statement (see Universal Registration Document chapter 4), the main environmental, social and societal risks, linked to the Group’s activities across the entire value chain, are reviewed and assessed annually. The most material extra-financial risks are an integral part of the Group’s operational risk sheet.

These risks were subsequently evaluated to establish an extra-financial risks matrix, with the following risks emerging as the most material:

  • Carbon emissions
  • Sustainable aviation (carbon footprint, responsible catering, cabin waste, low-carbon solutions)
  • Local pollution (noise pollution)
  • Impact of climate change on flight operations
  • Working conditions and social dialogue
  • Resource consumption (energy consumption and waste management)
  • Data privacy
  • Talent attraction and retention
  • Local and global acceptability

The above mentioned risks are consistent with the results of the 2019 materiality matrix which illustrated the cross perceptions of internal and external stakeholders, with that of our sustainability strategy.

These extra-financial risks are permanently monitored and integrated in the Group’s operational risk assessment worksheets, and are subject of measures, monitoring procedures and action plans. They are outlined in Sections 3 “Risks and risk management” and 4 “Corporate social responsibility, Extra-financial performance declaration”, Universal Registration Document 2020. This analysis will be renewed every year.


In addition to this enterprise risk management system, Air France-KLM has set up internal control and audit departments.

Internal control allows top and senior management to ensure that good governance principles, as they define them, are applied throughout the Group, which helps the Group reach its objectives and assess the feasibility of its plans. It ensures the required reliability of financial and accounting information, compliant with applicable laws and regulations.

Internal audits contribute to the improvement of operational processes, and help in achieving Group or industry-specific objectives.