Pieter Bootsma - Air France CEO
| AFLYY Stock | USD 1.08 0.02 1.89% |
CEO
Mr. Pieter D. Bootsma was Executive VicePresident Commercial Revenue, Member of the Group Executive Committee at Air France KLM SA since 2018. He has previously been Executive VicePresident Commercial Strategy, Member of the Executive Committee of Air France KLM SA since July 1, 2013. He was nominated in KLMs Executive Committee in 2011. Since January 2013 Mr. Bootsma was nominated as member of the Air France KLM Executive Committee Mr. Bootsma graduated from the Technical University of Twente and holds a PhD in Business Engineering Management Science . He is an alumnus of Columbia University, New York . He was board member of Airline Tariff Publishing Company . Mr. Bootsma has joined KLM in 1995 and worked in the area of network planning and schedule development until 2000. Then he joined Pricing Revenue Management, first being responsible for Europe, later for the North Atlantic NWKL JV and as of June 2004, he holds worldwide responsibility for KLMs Pricing Revenue Management activities. In 2008 he was appointed as first responsible for both Air France and KLM in the area of Pricing Revenue Management. In April 2011, he became responsible for Marketing, Revenue Management and Network for KLM Royal Dutch Airlines. Since 2013 he holds similar responsibilities for the Air France KLM Group, including various commercially strategic relevant activities. since 2018.
| Age | 49 |
| Tenure | 6 years |
| Professional Marks | Ph.D |
| Phone | 33 1 43 17 21 96 |
| Web | https://www.airfranceklm.com |
Air France Management Efficiency
The company has return on total asset (ROA) of 0.0216 % which means that it generated a profit of $0.0216 on every $100 spent on assets. This is way below average. Air France's management efficiency ratios could be used to measure how well Air France manages its routine affairs as well as how well it operates its assets and liabilities.Similar Executives
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Management Performance
| Return On Asset | 0.0216 |
Air France KLM Leadership Team
Elected by the shareholders, the Air France's board of directors comprises two types of representatives: Air France inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Air. The board's role is to monitor Air France's management team and ensure that shareholders' interests are well served. Air France's inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects. On the other hand, Air France's outside directors are responsible for providing unbiased perspectives on the board's policies.
| JeanChristophe Lalanne, Deputy CEO for Information Systems and Member of the Executive Committee | ||
| Sonia Barriere, Executive Vice-President Strategy and Innovation, Member of the Group Executive Committee | ||
| Rene Groot, COO | ||
| Cornelis Lede, Independent Director | ||
| Angus Clarke, Executive Vice President Strategy, Member of the Group Executive Committee | ||
| Alexandre Juniac, Chairman, CEO and Member of Risk Management Committee | ||
| Patrick Vieu, Director | ||
| Francois Robardet, Director - Representing the Ground Staff and Cabin Crew | ||
| AnneMarie Idrac, Independent Director | ||
| JeanMarc Janaillac, Chairman of the Board, CEO | ||
| Anne Brachet, Executive Vice-President Engineering & Maintenance, Member of the Executive Committee | ||
| Bram Graeber, Deputy CEO - Transavia, Interim Deputy CEO - Cargo, Member of the Executive Committee | ||
| PierreFrancois Riolacci, Deputy CEO - Finance, Member of the Executive Committee | ||
| Bernard Pedamon, Director, Representative of Flight Deck Crew | ||
| Leo Wijk, Director | ||
| Henri Peyrelongue, Ex Sales | ||
| Adeline ChallonKemoun, Member of the Executive Committee and Deputy CEO of Marketing, Digital and Communication | ||
| Alexandre Boissy, Secretary of the Group Executive Committee, Chief of Staff | ||
| George Mattson, Director – Permanent Representative of Delta Air Lines, Inc. | ||
| Franck Terner, Executive Vice President Strategy and Commercial Engineering & Maintenance, Member of the Executive Committee | ||
| Xavier Broseta, Executive Vice President of Human Resources | ||
| Marcel Nooijer, Executive Vice-President Cargo, Member of the Executive Committee | ||
| Henri Hourcade, Central Ocean | ||
| Peter Hartman, Vice Chairman of the Board and Deputy CEO | ||
| Jerome Nanty, Executive Vice-President Corporate Secretary | ||
| Barry Voert, VP Europe | ||
| Steven Zaat, Executive Vice President - Finance, Member of the Group Executive Committee | ||
| Isabelle Parize, Independent Director | ||
| Christian Magne, Director, Member of Audit Committee, Member of Remuneration Committee and Director of Air France | ||
| Alain Bassil, Member of the Executive Committee | ||
| Anne Rigail, CEO Air France, Member of the Executive Committee | ||
| Jaap Scheffer, Independent Director | ||
| JeanFrancois Dehecq, Independent Director | ||
| Antoine Santero, Director - Representing the employees | ||
| Karim Belabbas, Director - Representing the Employees | ||
| AnneSophie Lay, Member of the Group Executive Committee, Corporate Secretary | ||
| Benoit Parayre, Executive Vice President Communication, Member of the Executive Committee | ||
| Patrick Alexandre, Deputy CEO - Commercial Sales and Alliances, Member of the Executive Committee | ||
| Soline Montremy, VP Support | ||
| Hans Smits, Director | ||
| JeanDominique Comolli, Director - Representing French State | ||
| Louis Jobard, Director, Representative of Airline Pilots | ||
| Solenne Lepage, Director - Representing French State | ||
| Maryse Aulagnon, Independent Director | ||
| Leni Boeren, Independent Director | ||
| Bing Tang, Director | ||
| Frederic Gagey, Chairman and CEO of Air France | ||
| AnneMarie Couderc, Independent Director | ||
| Jacques Pape, Executive Vice-President Corporate Secretary | ||
| Pieter Elbers, Managing Director and COO KLM, Member of the Executive Committee | ||
| Nathalie Stubler, Secretary of the Executive Committee | ||
| Paul Farges, Director - Representing the Flight Deck Crew | ||
| Isabelle Bouillot, Independent Member of the Board | ||
| Mathi Bouts, Director - Representing the Employees | ||
| Regine Brehier, Director - Representing French State | ||
| Benjamin Smith, CEO Director | ||
| Eric Schramm, Ex Mang | ||
| Alexander Wynaendts, Independent Director | ||
| Olivier Gall, Head Relations | ||
| Wim Kooijman, Executive Vice President Management Development and Member of the Executive Committee | ||
| Pieter Bootsma, Deputy CEO - Sales Strategy, Member of the Executive Committee |
Air Stock Performance Indicators
The ability to make a profit is the ultimate goal of any investor. But to identify the right pink sheet is not an easy task. Is Air France a good investment? Although profit is still the single most important financial element of any organization, multiple performance indicators can help investors identify the equity that they will appreciate over time.
| Return On Asset | 0.0216 | |||
| Profit Margin | 0 % | |||
| Operating Margin | 0.05 % | |||
| Current Valuation | (1.53 B) | |||
| Shares Outstanding | 2.57 B | |||
| Shares Owned By Institutions | 0.39 % | |||
| Number Of Shares Shorted | 256.18 K | |||
| Price To Earning | 3.24 X | |||
| Price To Book | 9.93 X | |||
| Price To Sales | 0.15 X |
Pair Trading with Air France
One of the main advantages of trading using pair correlations is that every trade hedges away some risk. Because there are two separate transactions required, even if Air France position performs unexpectedly, the other equity can make up some of the losses. Pair trading also minimizes risk from directional movements in the market. For example, if an entire industry or sector drops because of unexpected headlines, the short position in Air France will appreciate offsetting losses from the drop in the long position's value.Moving against Air Pink Sheet
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The ability to find closely correlated positions to Air France could be a great tool in your tax-loss harvesting strategies, allowing investors a quick way to find a similar-enough asset to replace Air France when you sell it. If you don't do this, your portfolio allocation will be skewed against your target asset allocation. So, investors can't just sell and buy back Air France - that would be a violation of the tax code under the "wash sale" rule, and this is why you need to find a similar enough asset and use the proceeds from selling Air France KLM to buy it.
The correlation of Air France is a statistical measure of how it moves in relation to other instruments. This measure is expressed in what is known as the correlation coefficient, which ranges between -1 and +1. A perfect positive correlation (i.e., a correlation coefficient of +1) implies that as Air France moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if Air France KLM moves in either direction, the perfectly negatively correlated security will move in the opposite direction. If the correlation is 0, the equities are not correlated; they are entirely random. A correlation greater than 0.8 is generally described as strong, whereas a correlation less than 0.5 is generally considered weak.
Correlation analysis and pair trading evaluation for Air France can also be used as hedging techniques within a particular sector or industry or even over random equities to generate a better risk-adjusted return on your portfolios.Check out Trending Equities to better understand how to build diversified portfolios, which includes a position in Air France KLM. Also, note that the market value of any company could be tightly coupled with the direction of predictive economic indicators such as signals in manufacturing. You can also try the Fundamental Analysis module to view fundamental data based on most recent published financial statements.
Complementary Tools for Air Pink Sheet analysis
When running Air France's price analysis, check to measure Air France's market volatility, profitability, liquidity, solvency, efficiency, growth potential, financial leverage, and other vital indicators. We have many different tools that can be utilized to determine how healthy Air France is operating at the current time. Most of Air France's value examination focuses on studying past and present price action to predict the probability of Air France's future price movements. You can analyze the entity against its peers and the financial market as a whole to determine factors that move Air France's price. Additionally, you may evaluate how the addition of Air France to your portfolios can decrease your overall portfolio volatility.
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