entire areas can no longer be flown over. Commercially, this situation undermines the competitiveness of the airlines concerned: a two-hour extension of the flight necessarily entails additional fuel costs. It should be remembered that on a long-haul flight, around 50% of the fuel consumed is used to transport the fuel itself. The longer the route, the more fuel must be carried, which has a direct impact on the price of air tickets, which airlines are forced to pass on. Added to this is the risk posed by missiles when flying over conflict zones, which further complicates route planning. The intensification of global tensions therefore makes airline operations much more complex. However, what remains impressive is the resilience of air transport: nothing can stop people from wanting to fly. APG, as our founder Jean-Louis Baroux often points out,
East and Africa. The boundaries between these regions are specific to APG’s history: for example, Europe in- cludes a large part of Central Asia, because the airlines in these countries were historically more closely linked to us than to the Asia region. Each region elects two representatives to sit on the Board of Directors. The President then chooses the Regional Vice-President from among these two members for a two-year term. This system ensures regular renewal of the board, even though the terms of elected members are not limited. The role of the Regional Vice-Presidents is to ensure the smooth running of their region, to support members and, in coordination with me, to seek new partners when a country is not represented. In the event of difficulties with a member, we also en- gage in dialogue together, which can lead to a warning
“IN TERMS OF REPRESENTATION, EUROPE ACCOUNTS FOR 39% OF OUR MEM- BERS, ASIA & PACIFIC 18 %, AFRICA & MIDDLE EAST 27%, AND THE AMERICAS 16 %”
is ‘the smallest of the French multinationals’. We are pre- sent all over the world and, as soon as an event occurs somewhere, our teams can be directly impacted, either in their daily activities or through the companies they represent. We constantly monitor world news and its impact on the aviation sector: flight cancellations, ticket refunds, etc. Air transport is closely linked to the global geopo- litical situation. This also affects our cargo business, which often trans- ports emergency freight, perishable goods or very high- value items. Jean-Emmanuel Hay: The APG office network, for which you are responsible, is also supervised by Regional Vice- Presidents, whom we introduce in this issue of Born to Be a Bird. Who are they? Antoine Huet: Our network is structured into four major regions: the Americas, Europe, Asia-Pacific, the Middle
letter or even exclusion from the network in the event of a major problem. Jean-Emmanuel Hay: What are the major changes that have taken place in the APG network over the past year? Antoine Huet: We have continued to expand our net- work, particularly in the cargo sector, with new mem- bers in Argentina, Cambodia and Serbia. We have also strengthened our presence in Africa, with new members in Madagascar, Mozambique and Mauritius. In Mongolia, a new member has joined us for passenger and cargo activities. It is a dynamic network: in Portugal, one member left us for the cargo sector, and we immediately recruited a new representative. Today, our network has 132 members covering 170 countries. It has demonstrated, and continues to demonstrate, re- markable resilience. It knows how to absorb shocks, help airlines overcome difficulties, recover and move forward thanks to our distribution solutions and global presence.
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BORN TO BE A BIRD BY CLASS & RELAX
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