The pandemic of Covid-19 was due to Air France HOP ! but the disease gnawed at her since a long time the regional subsidiary. It was even a failure congenital that have been able to observe the leaders of the group Air France-KLM. The successive presidents (Spinetta, Gourgeon, Juniac, Janaillac) have endorsed the deficits, and are well guarded to intervene on the overstaffing as well human as material, avoiding to upset the regional representatives. Therefore, in the eur 200 million of annual losses of inland transportation, Air France HOP ! represents one-third. The new boss of the group, the Canadian Benjamin Smith, even before the current crisis, had expressed its intention to reform the companies that revolve around Air France. Joon, imagined by a mandarin-to-be far enough away from the operational management, has lived. HOP ! then came in the viewfinder of a reform accelerated by the reduction of current activity.
Evil born, Air France HOP ! results of the meeting begins in 2015, with the old three regional subsidiaries of Air France, BritAir, Regional and Airlinair. The merger has been laborious, long to implement and the economies of scale that are difficult to identify and especially to realize. Instead of searching for a fleet of homogeneous and coherent, the leaders have left to fly up to a recent date more than fifty devices of five different types (two Aircraft, two Bombardier and ATR) from 50 to 100 seats. Every time, these are the five areas of drivers, as much for the mechanics, it is necessary to ensure and maintain the training. Workforce management is complex, and the costs exorbitant. The competition, severe with the low cost easyJet, Ryanair, Vueling, aligns also jet but equipped with 150 to 180 seats compared to the best 100 seats, HOP ! where the costs of the crew are the same, to divide by 100 instead of 150 to 180 passengers.
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If HOP ! had been independent of Air France, she would have been able to fly aircraft over 150 seats and fight with equal weapons on the transport market, domestic and european. But an agreement to be unconscionable, said ” scope clause “, signed with the pilots ‘ unions of the parent company prohibits the subsidiary to operate aircraft over 100 seats. In an air market open, in the face of TGV often relevant, HOP ! is so sentenced to death by the social agreements of Air France. We find the same drifts with the ground staff in Air France, with its costs away from those of the market, this weight accounts.
The design of the HOP ! announced for 2021 – 32 aircraft, all of Embraer – is not always sustainable and financially balanced, at less that the national carrier would subsidize the tickets of passengers using HOP ! to embark then on the network long-haul to CDG. The aircraft of the subsidiary there will be more poor parents. They were relegated to the Terminal 2G is located in le Mesnil-Amelot, but, with traffic in decline, they are now operated in the 2F, more functional.
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