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Finnair seems to be better able to withstand the current crises than other airlines. How do you explain this resilience?<\/strong><\/p>\n\n\n\n Geoffrey Carrage-<\/strong> We are used to crises at Finnair. For several years, and even for a decade, we have developed a resilience concept, perhaps more so than other companies on the market, by immediately adapting our strategy to the economic or geopolitical environment. We have indeed achieved a very good first half of the year, with 1.7 billion euros in revenue, up 14%. This performance is explained by several factors, including growth across all our networks. Asia in particular contributed to this growth, as did Europe.<\/p>\n\n\n\n Has the heavy disruption to traffic in the Gulf ultimately benefited Finnair, especially in Asia?<\/strong><\/p>\n\n\n\n Geoffrey Carrage-<\/strong> I don\u2019t know if we can talk about winners and losers. History teaches us that nothing is ever linear. There has indeed been a shift towards certain European carriers. Finnair, in particular, enjoys a reputation as a safe airline operating secure air routes.<\/p>\n\n\n\n We use the polar routes especially on some destinations such as the United States and Japan. Finnair had already been the first European airline to connect Japan and Europe without a stop in the 1980s using these routes. The history is repeating itself today.<\/p>\n\n\n\n In fact, we are adapting to the new geopolitical environment, especially since the closure of the Russian airspace. Since 2022, Finnair has had to rethink its network and rebalance its operations, with the opening of new destinations.<\/p>\n\n\n\n What is the current weight of Asia, your historical asset, in your business?<\/strong><\/p>\n\n\n\n Geoffrey Carrage-<\/strong> Asia is doing very well. We have seen new flows of travelers and continue to record strong growth in these markets. In August, we transported approximately 146,000 passengers across Asia, for a total of 1.126 million passengers. This represents approximately 13% market share. However, Europe remains our most important market.<\/p>\n\n\n\n Does Southern Europe play a growing role in your strategy?<\/strong><\/p>\n\n\n\n Geoffrey Carrage-<\/strong> South Europe is indeed one of our important development axes. We have opened several destinations, including Valencia in Spain, Catania, Florence and Turin in Italy, as well as Thessaloniki in Greece.<\/p>\n\n\n\n We evaluate the markets as a whole, both in terms of traffic to Finland and in terms of flows to the other destinations of our network. Our approach is quite agile and is based on a strategy defined until 2029. It is based on disciplined and reasonable growth, with an objective of approximately 4% annual growth in passenger numbers.<\/p>\n\n\n\n This includes the development of our regional network. It is reflected in a March 2019 order from Embraer that will enable the supply of new entry points in Europe and strengthen the Helsinki hub. We have also announced an order for 12 Airbus A320 aircraft, which will notably allow the gradual replacement of some older A319 and A320 aircraft.<\/p>\n\n\n\n