Well, I can not read in the mind of the shareholders of SN-Airholding, so contrary to several others here on this forum who are apparently so in contact with thinks that they can say: "Sabenair is the new name, no question about it", or "VEX will certainly not go with this", or "Something completely new, without any reference to Sabena must be used"
,I can not speculate on their intentions, but still I have to disappoint you on one thing LJ, i.e.
to change the name of any company, you have to change its memorandum of association, which legally can not be done by a CEO; technically speaking -and apart from many other formal facts- you need at least the vote of half of the shareholders to do that.
Only If they are in favour of a new name, can it be adopted; if not then there is nobody (not even a CEO) who can go for it anyway.
Remember the CEO is merely an employee too...
As to the numerical turn-over you've quoted for Europe and Africa... Well, it is much more complex then that (trust me, we do a full scale audit at the BNB every year...), but one of the things at SN is that revenues are booked where they are generated, not where they originated from. Revenues from a ticket for a flight from Kinshasa to Copenhagen via Brussels are found both in Africa (Kinshasa-Brussels) and Europe (Brussels-Copenhagen), although it is clear that without the first stretch there wouldn't be a second eighter. Now, to have a clear view on the real turnover from the African network you'd have to unravel all this. We've done it and I can assure you that the European network at SN without the African/American transit passengers was much less profit likely.
Add the turn-over of the profitable African Sabena hotels to this (only profitable thanks to the airline, as demonstrated by the dramatic 4Q results of those hotels) and you have what is the start of the real picture on the turn-over generated on Africa.