keolis group 2014 annual report

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TAKING YOU FURTHER

2 0 1 4 A N N U A L R E P O R TK E O L I S G R O U P

2014

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04: 2014 IN FACTS AND FIGURES

06:“KEOLIS HAS BECOME AN INTEGRATED INTERNATIONAL GROUP” – INTERVIEW WITH JEAN-PIERRE FARANDOU

09:“ALL THE GROUP’S ACTIVITIES CONTRIBUTE TO ITS SUCCESS” – INTERVIEW WITH JOËL LEBRETON

10:“OUR GOAL: BECOME A LEADER IN CONNECTED MOBILITY”

11 – 18: FROM LONDON TO HYDERABAD, METROS, TRAMS AND TRAINS MEET THE CHALLENGE OF MASS TRANSIT

19 – 26: ACROSS THE WORLD, OUR TEAMS ARE REINVENTING THE BUSINESS MODEL FOR NETWORKS

27 – 34: IN ALL FOUR CORNERS OF THE GLOBE, WE PRIORITISE CUSTOMER EXPERIENCE

35 – 42: FROM BUSES TO BIKES,A “TOUR DE FRANCE” OF INTERMODAL TRANSPORT MAKING NETWORKS FLUID

43 – 50: SUSTAINABLE DEVELOPMENT FOR TODAY AND TOMORROW

51 – 61: GOVERNANCE AND INDICATORS

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42 47

18 28

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48

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TAKING YO U FUR THE R

Keolis Group is a leading public transport operator in Europe and across the world. Present in 15 countries, Keolis operates

and maintains transport networks and develops tailor-made mobility solutions

adapted to specific local needs and changing commuting patterns.

CAR PARKS #2 in France

300 car parks 138,000 spaces under management

OUR POSITIONS IN THE MARKET

AUTOMATED METROPioneer and world leader

5 networks 240 km of lines of which 70 km are under construction

925 million passengers per year

LIGHT RAILWorld leader

16 networks 660 km of lines

660 million passengers per year

RAILWAYPresence in European and North

American markets 12 networks

5,754 km of track 630 million passengers per year

REGIONAL TRANSPORT Major operator in France and

internationally 75 French departments covered

Market presence includes Belgium, Canada and Australia

URBANMarket leader in France

and one of the main private bus operators in Europe, the United States and Australia

Operating major French networks, including Bordeaux, Lille, Lyon, Rennes, Strasbourg...

25,300 vehicles worldwide

2014 IN FIGURES

Our figures certainly measure the year’s performance, but they also reflect our achievements and our ambition for the future:

being a leader in public transport, both in France and around the world.

3 billionpassengers

carried in 15 countries.

10mobility services covering the entire transport chain:

bus and coaches, automated metros, trams, rail, bikes, parking, transport of passengers

with reduced mobility, car-sharing, carpooling and sea and river shuttles.

60,000employees,

including 34,200 in France and 25,800abroad. In 2014 6,900 people were recruited,

including 3,200 outside France.

5areas of activity worldwide:

Australia/New Zealand, Continental Europe, France, North America and the United Kingdom.

Complementing these platforms are the “new territories”: India, China

and the Middle East.

4

TURNOVER BALANCED BETWEEN FRANCE AND INTERNATIONAL BUSINESS

PROFITABILITY SEES CONTINUAL GROWTH

€5 .6 billion in Group turnover (1), up 9.3% from 2013

(1) At constant standards. Figures include activities of joint ventures in which Keolis is a minority partner, which are no longer consolidated in Group accounts because of new IFRS accounting standards.

€323million

in EBITDA(1), a 15.4% increase from 2013.

1.5xthe ratio

of net debt/EBITDA at end-2014.

FRANCE 50% INTERNATIONAL 50%

Continental Europe 19%

Australia/ New Zealand 6%

United Kingdom 20%

North America 5%

Urban 27%

Regional transport14%

EFFIA 3%

Greater Paris 6%

5

NEW DEALS IN CALVADOS, CHERBOURG AND NEVERS In 2014, Keolis renewed three major contracts in France. Keolis will continue to run the interurban Bus Verts in Calvados, with 27 commercial routes and 38 school buses. In Cherbourg it will operate the Zéphir urban network, introducing two Bus Rapid Transit lines. In Nevers, the urban network has been entirely redesigned in order to reinvigorate the area.

KEOLIS STRENGTHENS ITS POSITION IN MASS TRANSIT Keolis pulled off its bid for two major contracts in the United Kingdom in 2014, strengthening its position in Mass Transit. The first, from September 14th, involves operating the Thameslink, Southern and Great Northern, the most used rail routes in Britain, for seven years. The routes serve London and several large cities both north and south of the British capital. The franchise, operated by Govia (65% Go-Ahead/35% Keolis) covers 22% of UK train journeys and 273 million passenger journeys a year. The second brings Keolis, in a 70/30 partnership with Amey, a seven-year deal to operate the Docklands Light Railway, an automated metro line in London, from December 2014. The line carried 101 million passengers in 2013.

A STRATEGIC POSITIONING IN THE MIDDLE EASTIn January 2014 Keolis opened an office in Abu Dhabi (United Arab Emirates). The Group aims to respond to tenders for urban transport in the region thanks to strategic partnerships with local companies.

A JOINT VENTURE AS A GATEWAY TO THE ASIAN MARKETKeolis and Shentong Metro Group, the Shanghai metro operator, signed an agreement to create a joint venture following a three-year period of forging closer strategic ties between the two companies. Shanghai Keolis Public Transport, which is 51% owned by Shentong and 49% by Keolis, will allow the two partners to bring together their complementary expertise in order to respond to various transport tenders in the region. Keolis is the leading operator of tramway and automated metro systems in the world, and Shentong Metro Group manages a total of 550 km of metro lines, double that of the Paris metro.

BORDEAUX RENEWS CONTRACT WITH KEOLIS Bordeaux Métropole (formerly La Cub), has chosen Keolis as the operator of its Tbc network. The new contract, which runs for eight years, predicts that traffic will rise by 34% and the number of kilometres covered will be increased by 7%, in particular with the extension of existing tramlines.

BesançonPONTARLIER

LILLE

CAENLISIEUX

Rouen

STRASBOURG

OBERNAI

METZ

POMPEY SARREBOURGCHÂLONS-EN-CHAMPAGNE

ORLÉANS

DIJON

LYONClermont-Ferrand

RENNES

Nantes

Poitiers

BORDEAUX

Toulouse

MARMANDE

Marseille

Montpellier

MILLAU

ALENÇON

ARRAS

Evreux

COLMAR

ÉPINAL

NANCY SUBTOUL

CHAUMONT

Charleville-Mézières

VESOULBelfort

LONS-LE-SAUNIER

NEVERS

Mâcon

RIOM

OYONNAX

Valence

GrenobleSt-Etienne

CHÂTEAUROUX

Chartres

TOURS

Saint-Pierre-des-Corps

BLOIS

Vendôme

QUIMPER

ANGERS

LE MANSLAVAL

NiortLa Rochelle

Angoulême Limoges

AGEN

PAU

AUCH

TARBESFOIX

Avignon

Perpignan

NÎMES

ABBEVILLE

AMIENSPéronne

SOISSONSCHAUNY

CREILSENLISCHANTILLY

CHERBOURG

ELBEUF

DREUX

HONFLEURBAYEUXFÉCAMP

LENS

Roubaix

Douai MAUBEUGEValenciennes

NARBONNE

CHÂTELLERAULT

SAINTES

CannesAIX-EN-PROVENCE

BREST MORLAIXST-MALO

LORIENT MONTARGIS

ALÈS NYONSMONTÉLIMAR

MONTBÉLIARD

VICHYMONTLUÇON

Vienne

BezanneReims

CHÂTEAU-THIERRY

Thionville

VITRÉ

Villeneuve-d’Ascq

Aulnoye-Aymeries

Louvigny

Bellegarde- sur-Valserine

AntibesNice

Dax

ARC 1950

Cassis

AURAY

ÎLE D’YEU

Vitrolles

KEOLIS BUYS AUTOCARS STRIEBIG IN ALSACEAt the end of 2014 Keolis bought Autocars Striebig. The family-owned coach operator is a major player in interurban transport in Alsace, employing 300 people and running 250 vehicles. The move is confirmation of the Group’s intention to develop its business in this region, which is particularly dynamic in terms of public transport.

2014 IN FACTS

SMART APP FROM KEOLIS WINS FANS AT EUROPEAN MOBILITY FAIR In June 2014 Keolis exhibited its new digital solution, the Mobility Companion, at the much-visited European Mobility Fair in Paris. Hundreds of visitors, including Frédéric Cuvillier, the then French Secretary of State for Transport, tested the application on smartphones, tablets and smartwatches with enthusiasm.

EXTENDING TRAMWAY LINE 1 IN LYONOn February 19th 2014 Keolis brought the new segment of tramline T1 into service, linking the two growing districts of Confluence and Gerland over 2.1 kilometres. The line uses the new Raymond Barre bridge, reserved for non-polluting traffic. Four new stations were built, connecting the tramway to the metro.

EFFIA STATIONNEMENT CONTINUES TO EXPANDThe car park subsidiary of Keolis won four significant contracts in 2014: managing the 1,200 spaces in the underground car park at Paris Gare du Nord station for SNCF Gares & Connexions; extending and managing the 2,250 spaces at Marineland in Antibes; equipping and managing the 990 spaces at Nice’s Pasteur 2 Hospital; and renovating and managing all the car parks in Suresnes, just outside Paris.

SEVERAL CAMPAIGNS AGAINST FARE EVASIONDuring 2014, Keolis put one of its strategic aims for the year into practice with the launch of several campaigns in France against fare evasion. Keolis Amiens rolled out an awareness campaign that was widely reported in local media. Keolis Tours mobilised large numbers of staff for a high impact operation in which around one hundred fines were logged in an hour. The Keolis Lille teams employed awareness campaigns and penalties. Keolis Lyon cut its fare-evasion rate by 1.3% to 9.8% thanks to their campaign called “Fare evasion is everyone's concern”.

SUCCESSFUL LAUNCH FOR BOSTON SUBURBAN TRAINS Keolis Commuter Services (KCS) began operating the Boston suburban rail network on July 1st, 2014, following an unprecedented effort by the Group’s teams based there. After being chosen by the Massachusetts transport authority, MassDOT, in January 2014, teams prepared for taking over the running of this network, which comprises 13 lines, 1,000 km of track and 134 stations and is used by 127,000 passengers every day. The contract, which runs for eight years, is the largest in North America delegated to a private sector operator.

CHINA

ABU DHABI FRANCE

FRANCE

FRANCE

FIRST LIGHT RAIL CONTRACT IN NORTH AMERICAA public-private partnership (PPP) contract signed between the Grandlinq consortium and the Region of Waterloo in May 2014 will allow Keolis to become the operator of a planned light rail system in the province of Ontario, Canada. Keolis is involved in the conception and design of the project, which will cover 19 km and serve 16 stations as of 2017. This is the Group’s first light rail contract in North America.

CANADA

GOLD COAST LIGHT RAIL OPENSG:link, the new light rail for the Gold Coast in Australia, was inaugurated on July 20th 2014 by the Government of Queensland after three years in the making. On its first day of operation the line had carried over 40,000 people by midday. It covers 13 km with 16 stops, linking the main tourist, economic and educational centres of the conurbation.

AUSTRALIA

FRANCE

FRANCE

SUCCESSFUL SUBSTITUTION BUSES IN PARISKeolis was chosen to provide bus substitution services during work on the RER C suburban express line in Paris over the summer. The line was entirely closed between Gare d’Austerlitz and Invalides from July 15th to August 23rd 2014. Keolis buses provided 4,500 return journeys and carried 300,000 passengers.

FRANCEUSA

FRANCE

INDIA

PORTUGAL

CHINAPorto

Hyderabad

ShanghaiWuhan

LUXEMBOURG

BELGIUM

THE NETHERLANDS GERMANY

DENMARK

NORWAY

SWEDEN

ZwolleEnschedeZutphen

Oldenzaal

RahdenMünster

Aalborg

Skibby

Odense

Hinnerup

SlagelseCopenhagen

HelsingeJönköping

Göteborg

NyköpingOdensbacken

Dalarna

Sundsvall

Stockholm

Finspång

Bergen

DortmundDüsseldorfVenlo

LemgoBielefeld

KasselApeldoornKeolis Vlaanderen

Eurobus Holding

SoestHamm

UNITED STATES

South Lake TahoeMartinez

FresnoLas Vegas

MonroviaAnaheim

Collier County Fort Lauderdale

Washington

BostonSan Francisco

LancasterVan Nuys

Tylstrup

Edinburgh

Newcastle

YorkHull

Birmingham

CanterburyDover

BrightonSouthampton

BlackpoolLiverpool

Glasgow

Abu DhabiUNITED ARAB EMIRATES

Gold Coast

Melbourne

Perth

AUSTRALIA

Adelaide

Brisbane

Pompano

London

Sheffield

Bedford Cambridge

Manchester

UNITED KINGDOM

Nottingham

Waterloo

Rimouski

Trois-RivièresQuebec

Rivière-du-Loup

DrummondvilleMontreal

CANADAGaspé

Longueuil

FRANCE

With contract wins or renewals, launches and its business expansion, 2014 was particularly rewarding for the Keolis Group, allowing it to fully pursue its development strategy.

CityManagement of over 300 spaces

Metro Metrounder construction

Bus Rapid Transit

Tramwayin operation

Plannedtramway

CITYUrban network

Rail service in the Netherlands

Rail service in Germany

Govia rail network (UK)

FirstLink rail network (UK)

Operations outside the platforms

Bus / shuttle / interurban and school coaches / PRM

Taxi Train

90 urban networks

75 departments covered

by interurban networksFRANCE

UNITED KINGDOM

NEW JOINT VENTURE AND SUBSIDIARY FOR KEOLIS In September 2014 Keolis officially created a joint venture with Nettbuss Danmark (70% Keolis, 30% Nettbuss), called Keolis Danmark. The move brings Keolis the number two slot in Denmark, with 1,500 employees and 450 buses. A few months earlier, Fjord1, joint operator of the transport network in Bergen, sold its business to Keolis, creating a new Norwegian subsidiary, Keolis Norge.

DENMARK AND NORWAY

A NEW DEAL AND A SUCCESSFUL LAUNCH Keolis Sverige began operating the bus network in the Dalarna region on July 1st

2014. Dalatrafik, the public transport authority, transferred management of its fleet of 90 vehicles to Keolis Sverige after a very short preparation period. Keolis’ Swedish subsidiary also successfully took over running the E22 bus in Stockholm on August 18th 2014.

SWEDEN

€5.6 billion in turnover in 2014, + 9.3 % from 2013.

55%The share of Group turnover in 2015

that is expected to come from international business.

FROM TRANSPORT TO MOBILITY

Keolis’ aim is to offer passengers multimodal mobility solutions

that are simple, efficient and fluid.

FOR MORE INFORM ATION SEE PAGE 35

UNIQUE ADDED VALUE IN THE MARKET

Keolis constantly seeks to improve its understanding of the needs of passengers and car park

users, to better serve local authorities.

FOR MORE INFORM ATION SEE PAGE 19

6

7

“KEOLIS HAS BECOME AN INTEGRATED INTERNATIONAL

GROUP”Boosted by its successes in 2014, Keolis is on target to meet the ambitious

growth objectives set out in its corporate initiative, KeoLife. Jean-Pierre Farandou, the Group’s Executive Chairman, explains.

“OUR INTERNATIONAL OPERATIONS ARE GROWING

STRONGLY AND ARE NOW EQUIVALENT TO OUR BUSINESS

IN FRANCE.”

WHAT WERE THE MOST SIGNIFICANT EVENTS FOR THE GROUP IN 2014? In 2014 Keolis pursued its expansion strategy, capitalising fully on the new organisation put in place in 2013, in particular the decentralisation to major regional platforms. Most notably on the international front, we won two major contracts in the UK. One involves operating the largest British rail network, Thameslink, Southern and Great Northern; the other is the Docklands Light Railway, the automated metro in the Docklands area of London, a win that consolidates our worldwide leadership in this market. Keolis was also chosen to handle the operation of the future light rail in Waterloo, near Toronto in Canada, under a 30-year public-private partnership. We have also laid the foundations for our development in Asia with the creation of a joint venture with the Shanghai metro company. This will allow us to tender for tramway and metro contracts in China and South-East Asia. Finally, 2014 was marked by successful, high-profile launches such as the Gold Coast light rail in Australia and commuter trains in

Boston. In France, I am very proud that Keolis’ contract was renewed for operating the Bordeaux network, the largest tram network in France, and for Bus Verts, the bus and coach network in Calvados. Finally, in the car park sector, our subsidiary EFFIA won numerous contracts, including two particularly significant ones: Marineland in Antibes and Gare du Nord in Paris. HOW DO THESE SUCCESSES CONTRIBUTE TO KEOLIS’ STRATEGY? Firstly, they contribute to our development. This development is obviously based on winning new contracts, but also on maintaining existing contracts and on the success of our launches. Our achievements in 2014 strengthen our desire to accelerate our growth outside

France, and confirm the relevance of our strategic decision to diversify into car park management via the acquisition of EFFIA in 2010. We have held the number two position in France in this market for several years.

THE GROUP STATES PUBLICLY THAT ITS AMBITION IS TO SHOW VERY STRONG GROWTH. WAS 2014 IN LINE WITH THIS GOAL? Yes, a decisive step was taken. Our turnover (1) rose by over 9.3% compared with 2013, to 5.6 billion euros. This strong growth puts us on target for the strategic objective of 7 billion euros set for 2017. I am also very pleased with our strong progress outside France, which allows Keolis to become a truly integrated, international group with a balance between business in France and beyond our borders.

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KEOLIFE, THE CORPORATE INITIATIVE LAUNCHED IN EARLY 2014, IS CENTRED AROUND VERY PRACTICAL CONTINUAL IMPROVEMENT PROCESSES LED BY THE SUBSIDIARIES. WHAT WERE THE INITIAL RESULTS OF THEIR IMPLEMENTATION IN 2014? A winning company is one that excels in its line of business. That is what KeoLife is all about: structuring continual progress in all aspects of a transport operator’s business, including safety and security, employee commitment, operational management, maintenance, customer satisfaction, addressing fare evasion, and social and environmental responsibility. KeoLife is a programme designed to be implemented “in the field”. And this was the case in 2014: our 300 subsidiaries have made it their own and are continuing to roll it out in 2015, in particular thanks to KeoShare, a new

online collaborative platform structured around major themes. So the KeoLife “rocket” has taken off. Boston is a great example, organising its action plan for the first 100 days in line with the workstreams of the project. The same goes for the Gold Coast during preparations for starting operations there. Company headquarters also has a contribution to make, for example in social responsibility: we regularly bring together stakeholders such as passenger associations, experts, and government representatives, to better take into account their expectations in terms of sustainable mobility.

A YEAR AGO YOU INITIATEDA MAJOR CONSULTATION TO PROVIDE THE KEOLIS GROUP WITH COMMON VALUES. WHAT IS THE STATUS TODAY? After a year of work, involving over 2,000 colleagues, we have rallied around three federating

values that will be rolled out during 2015 across the entire Group: “We Imagine, We Care, We Commit”. These three simple, genuine values are designed to unite us and reflect who we are: an innovative partner for our clients, a group that is uncompromising on safety and that respects its employees and clients, and a responsible company that keeps its promises and continually seeks improvements.

WHAT CHALLENGES MUST THE GROUP OVERCOME IN 2015? 2015 will be a year of acceleration during which we will need to win new tenders in all the zones

where we are present. This year will also be focused on winning and retaining passengers, thanks to the roll-out of solutions devised in 2014: the Mobility Companion, a route-finding and itinerary-search application; KeoBill, a ticketing solution, which is fully owned by Keolis; or CRM (Customer Relationship Management) tools. These innovations will allow us to guarantee the best service on a daily basis in all our operations across the globe and to deliver the quality of service expected by passengers and public transport authorities.

“2015 WILL BE A YEAR OF ACCELERATION FOR OUR

DEVELOPMENT AND FOR WINNING AND RETAINING PASSENGERS.”

(1) At constant standards.

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HOW DOES KEOLIS’ SUPERVISORY BOARD EVALUATE THE COMPANY’S PERFORMANCE IN 2014?There is no doubt that the 2014 results are outstanding and in line with the Strategic Plan we adopted in 2012. It is also worth noting that all Keolis’ activities, without exception, are growing and therefore contribute to the collective success of the Group.

IN CONCRETE TERMS, WHAT IS THE SUPERVISORY BOARD’S MISSION AND WHO ARE ITS MEMBERS?The Board is the guardian of good governance at Keolis. It is made up of independent Board Members and representatives of Keolis’ two shareholders(1): SNCF (the French national rail company), an industrial group whose main business is mobility, and Caisse de dépôt et placement du Québec (CDPQ, a Canadian pension fund), a long-term investor with a strong international dimension. The balance and cultural mix of Board Members, who have held top management roles in major companies, guarantees decision-making in the interest of the Group. The Board, which pays close attention to Keolis’ affairs, met in plenary session six times in 2014. In addition, four specialist committees also

met regularly: Audit and Ethics; Remuneration and Human Resources; Investments and Strategy; and Risks and Safety. The Board and the Group’s Executive Committee work together in a climate of mutual trust, cooperation and transparency.

SPEAKING OF SAFETY, THIS SUBJECT WAS ONE OF YOUR PRIORITIES IN 2014. WHY WAS THIS?Safety has always been our number one priority, and the fact that we are expanding our rail activities, in particular, led us to place

a special focus on the subject this year. Substantive work was undertaken by the specialist committee together with the Executive Committee, and the results are already conclusive, particularly in terms of the subsidiaries’ safety certification, a direction that we will continue to pursue in 2015.

WHAT ROLE DOES THE BOARD PLAY IN TERMS OF THE GROUP’S DEVELOPMENT AND STRATEGIC CHOICES?The Board defines strategic directions and monitors their implementation. In this context, in 2014 we fully supported Keolis’ development approach, while being vigilant to risk management. In addition, we ensured that this development derived both from winning tenders and from external growth transactions. Consequently, three acquisitions were undertaken: in Denmark, in Alsace (France) and more recently in Australia, significantly strengthening our existing bases. The Board, and above all the shareholders, remain attentive to any new opportunity that could create value.

“THE BOARD FULLY SUPPORTS THE DEVELOPMENT STRATEGY

DEFINED BY THE EXECUTIVE COMMITTEE IN ALL ITS DIMENSIONS.”

“ALL THE GROUP’S ACTIVITIES CONTRIBUTE

TO ITS SUCCESS”The Supervisory Board, which guarantees good governance at Keolis, welcomes the

company’s strong results for 2014, in line with the roadmap adopted by the Executive Committee. Joël Lebreton, Chairman of the Supervisory Board, discusses the details.

(1) See p. 53 for the full list of Supervisory Board Members.

10

London, United Kingdom.

UNDERSTANDING PASSENGERS’ CHANGING NEEDSFor Keolis, connected mobility is the culmination of research and analysis carried out since 2007 by the Group’s Keoscopie Observatory. Year after year, these reports have brought to light a growing diversity of behaviours that is shaking up existing patterns, for instance: buses are not empty during school holidays; shopping centres are just as busy as city-centre shops; many passengers combine several modes of transport, but not necessarily in the same way every day. In addition, passengers now want to personalise their journey in relation to a host of different criteria,

not simply in terms of time taken or number of transfers.

USING DIGITAL TECHNOLOGY TO MAKE TRANSPORT SIMPLE AND EASYTo meet these expectations, Keolis has defined two strategic approaches. The first involves digitalising mobility through the development of passenger applications such as the Mobility Companion; allowing passengers to personalise routes, renew travel cards and pay online. Digital technologies also facilitate the growth of environmentally friendly modes of transport, like bike-sharing, car-sharing and carpooling. They also mean that everything can be centralised – a single

application or point of contact allows passengers to manage their entire journey, whatever modes of transport they use.

BIG DATA, OPEN DATAThe second approach concerns data management, with efforts concentrated on two fronts. The first, “Big Data”, makes better use of data from Keolis networks, thus improving operational performance. The second, “Open Data”, makes data available to local developers and involves them in the creation of innovative applications. Thanks to their local knowledge, developers can help Keolis to better respond to the specific expectations of each city and its inhabitants.

Societal transformations that are profoundly changing our way of life – new ways of

working, an aging population, the rise of digital technologies and issues of sustainable development – are also directly impacting public transport usage and services. “To address these changes we have set ourselves a major goal, that of becoming a leader in intelligent and connected mobility,” said Laurent Kocher, Keolis’ Executive Director for Marketing, Innovation and Services. “The idea is to transform a journey from something that passengers ‘endure’ into something that they choose and also to facilitate access to transport offers, ticketing solutions and mobility options.”

“OUR GOAL: BECOME A LEADER IN CONNECTED

MOBILITY”

11

MASS TRANSIT

FROM LONDON TO HYDERABAD,METROS, TRAMS

AND TRAINS MEET THE CHALLENGE

OF MASS TRANSIT

Keolis, a world leader in tramways and automated metros, and a major player in local rail networks, brings together three fundamental qualities for the transport of the future: expertise in network operation and main-tenance, a multimodal dimension and digital integration. These qualities allow the Group to position itself in the largest global metropolises and to manage very high capacity transport systems.

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G reater London, with an extensive urbanised area and a population of over 12 million,

is one of the largest metropolitan areas in Europe together with Paris and Moscow. It is also one of the most dynamic, with demographic growth double that seen in the Greater Paris region in recent years. Because of its size and geographical area, the British capital has invested in high capacity public transport facilities. This explains the prominence given to rail systems, such as the DLR (Docklands Light Railway), for which Keolis won the operating contract in July 2014.

A TOTAL OF 330,000 DAILY JOURNEYS This driverless overhead metro runs for 38 km and was opened in 1987. It serves east and south-east London via the Docklands area, London’s second financial centre after the City, located on the banks of the River Thames. The DLR is one of the essential components of the network managed by Transport for London (TfL), and key to its strategy for meeting the metropolis’ Mass Transit needs. This can be seen in the 13% rise in passenger journeys between 2013 and 2014: the DLR’s 149 trains carried over 105 million passengers

in 2014 and clocked up 330,000 journeys per day on weekdays. KeolisAmey Docklands, a joint venture between Keolis and Amey (an infrastructure support service provider), began operating the line in December 2014.

CAPITALISING ON 30 YEARS OF AUTOMATED METRO EXPERIENCESeveral factors were decisive in TfL’s decision to select Keolis as operator for the DLR. In addition to the Group’s approach of differentiating its offer and its policy of client satisfaction (“Thinking like a passenger”), Keolis is also the global number one in

running automated metro systems. Its long experience in this area – Keolis began running the first automated metro in Lille in 1983 – facilitates the transfer of best practice, safety policies and proven management methods to the DLR. For example, the network has a centralised system for the management of all its activities, which enables it to optimise data reporting and analysis and improve overall performance. In the first few months of operation by KeolisAmey Docklands, DLR customer satisfaction reached 90%, the best score for nearly 30 years and a sign of a successful transition.

CARRYING 105 MILLION PASSENGERS ON THE

DOCKLANDS LIGHT RAILWAY

CONTACT WITH CUSTOMERS

A team of “ambassadors” goes out regularly to promote the DLR to the

local community.

DON’T MISS THIS STOPCanary Wharf station, located on

the Isle of Dogs, serves the eponymous district, London’s second

financial centre after the City.


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TRAVELOGUE

MASS TRANSIT

A KEY PLAYER IN THE GREATER PARIS TRANSPORT NETWORKAs Keolis is already present in

Île-de-France, the Group is actively involved in the public debate on the “Greater Paris” transport plan. In particular,

Keolis is putting forward a bus plan to improve regional

interconnections and respond to rising demand for mobility in the outer Paris suburban

ring. Longer term, Keolis aims to tender for contracts with public transport authority STIF to run new automatic

metro lines.

CHOSEN TO RUN UK’S BIGGEST RAIL NETWORK

In May 2014 Govia, a joint venture between Britain’s Go-Ahead and Keolis, was

chosen to operate the largest rail franchise in the United Kingdom. The seven-year

contract involves operating the Thameslink, Southern

and Great Northern (TSGN) routes, which carry 22% of the country’s rail journeys,

the equivalent of 273 million passenger journeys per year.

This achievement strengthens Keolis’ position

in Mass Transit.


14

MASS TRANSIT KEY FIGURES

105MILLION PASSENGERS

per year.

40KILOMETRES OF TRACK.

THE DOCKLANDS LIGHT RAILWAY

80 KM/HOURMAXIMUM SPEED.

45STATIONS.

275CUSTOMER SERVICE

OFFICERS on board metro trains.

149 TRAINS

in operation.

90%CUSTOMER SATISFACTION.

70%KEOLIS’ SHARE

of KeolisAmey Docklands.

15

A JOINT VENTURE WITH A LOCAL PARTNER“We can work with the authorities in two ways,” explained Marcellin Darrou, Director of Keolis China-South-East Asia. “On the one hand, by bringing them our experience in productivity, managing operating costs and safety, under conditions of long-term contractual transparency. On the other hand, there is no intermodal transport in China. Our

SEEKING A ROLE IN CHINA’S POPULATION-STRETCHED

MEGACITIES

expertise in this area would allow us to optimise the networks, which are now adding lines without any real overall organisation.”To facilitate moving further into this market – in 2011 Keolis signed an initial contract in Wuhan to operate a multimodal airport hub – the Group sought the support of a complementary Chinese partner. In June 2014, a joint venture was set up with Shentong Metro Group, the Shanghai metro

company, which, like Keolis, seeks to develop its activity in China and South-East Asia. The joint venture is to operate an automatic metro line in Shanghai starting in 2017. Contacts have also been initiated in other major Asian metropolises. In addition, Keolis signed an agreement in November 2014 outlining its participation in running the planned express commuter train network in Greater Wuhan.

TRANSPORT OF THE FUTURE

In cities with over five million inhabitants – there are 23 of these

in China – the metro is developing very rapidly in response to an

ever-increasing demand for mobility.

China is currently facing huge demand for public transport. Its demographics,

with a projected increase in the urban population of 400 million between 2008 and 2030, has resulted in the development of mega-cities served by commuter train networks with high traffic f lows. In addition, road saturation and atmospheric pollution make improvements in running transport networks a necessity. As part of its international development, Keolis is pursuing a long-term presence in this promising market, which is potentially the biggest in the world, and which had been closed to foreign operators until recently.

MASS TRANSIT

Shanghai, China.

60%of the Chinese population will

be city dwellers in 2020, compared to 50% in 2012.

17 of the 50 largest cities in the world

will be in China by 2030.

2,000The number of km of new

tramlines due to come into operation by 2020.

16

MASS TRANSIT AN EMPLOYEE'S VIEW

PRATEEK, 26, TRAIN CREW CONTROLLER

IN HYDERABAD, INDIA

“I COME FROM A LONG LINE OF CONDUCTORS, A FAMILY TRADITION, YOU MIGHT SAY! KEOLIS HIRED ME AS TRAIN

CREW CONTROLLER FOR HYDERABAD’S NEW METRO TRANSIT SYSTEM. MY LINE,

LINE 3, WILL RUN EIGHT KILOMETRES, LINKING

NAGOLE TO METTUGUDA.”

17

HYDERABAD INDIA

“Hyderabad Metro Rail Limited is the city’s first metro. Totally automated, this elevated,

ultra-modern transit system will offer a 70-kilometre network, equipped to

transport 1.5 million passengers daily.”

“The metro is really going to change people’s lives here. They will gain precious travel time

and avoid the frustrations and unpredictability of road traffic. A new start for me, it is also a new start for the residents

of Hyderabad!”

www.keolis.com

DISCOVER THE STORY OF PRATEEK,

TRAIN CREW CONTROLLER IN HYDERABAD.

18

MEETING DEVELOPMENT

CHALLENGES IN EAST LONDON

“We unanimously chose KeolisAmey Docklands

(KAD) in 2014 as part of the operating contract renewal

for the Docklands Light Railway (DLR), our

automated metro line. KAD’s offer proved better on all

criteria than those of other operators. The transition

went seamlessly and performance levels were

maintained right from the start of the new contract in December. Furthermore,

we expect that Keolis will be a long-term partner in

meeting the challenge of developing East London and improving all services on the

network.”

MIKE BROWN, M ANAGING DIREC TOR,

LONDON UNDERGROUND AND LONDON RAIL

MASS TRANSIT A CLIENT 'S VIEW


19

FINANCIAL PERFORMANCE

ACROSS THE WORLD,

OUR TEAMS ARE REINVENTING THEBUSINESS MODEL FOR NETWORKS

The transport business model has to adapt to the vagaries of the economic climate. Keolis works with public transport authorities to optimise service quality on networks while taking into account budgetary constraints. To do this, the Group employs several levers, including restructuring ticket prices, combating fare evasion, optimising the offering – for example with “Neolis” – or reducing the cost of investments through grouped purchasing and mutualised solutions, for example.

20

Keolis does this by bringing the benefits of its “Neolis” tool, (see p.23) which aims to increase the attractiveness of a network by taking passengers’ real mobility needs

The current economic environment and local authorities’ budgetary constraints have

a direct impact on public transport operators. “In France, as in the rest of the world, transport networks must continue to provide the same level of service on a reduced budget,” said Bernard Tabary, International CEO at Keolis. The sector is also experiencing a slow erosion of its business model. “Although public transport patronage in

France was multiplied by 1.5 from 1992 to 2012, the share of operating costs covered by ticket sales fell from 55% to 32%,” said Frédéric Baverez, France CEO at Keolis. “The service has been improved and costs have increased. However, ticket prices have not even kept up with inflation, contrary to other public services.” This context leads Keolis to offer local authorities solutions that capitalise on several levers to improve their networks’ financial performance.

EXPLORING EVERY AVENUE TO MAXIMISE REVENUEKeolis is working with local authorities on one of these levers: increasing both patronage and ticket sales.

OPTIMISING NETWORKS’ FINANCIAL

PERFORMANCE

Dijon, France.

21

TRAVELOGUE

as a starting point. Major efforts are also underway in fighting fare evasion (see p.44) as well as other marketing initiatives. As part of this effort, in 2014 many networks targeted specific customer segments like new students, senior citizens, tourists, or employees from large companies.

CONTROLLING OPERATING COSTS AND INVESTMENTSThe second driver for optimising a transport network’s financial

performance concerns costs. In the area of operating costs, several networks made savings in 2014 thanks to timetable adjustments, by replacing buses with on-demand transport or through improved management of capacities, with no adverse effect on passenger satisfaction levels. On the Quebec-Montreal line, for example, the change to compulsory reservation for travel is currently being rolled out. The aim is to reduce the number of coaches circulating, with a tariff structure

favouring occupancy rates. Keolis helps public transport authorities to optimise their investment policy using several methods. These may include reducing the price of equipment through grouped purchasing with other local authorities, prolonging the service life of facilities, or adapting the size of vehicles. Access is also available to shared solutions developed by the Group, providing savings in areas such as ticketing, passenger information and digital services.


PASSENGER INFORMATION

Luciol, the passenger information system developed by Keolis, is now

used in around 20 transport networks in France.

GROUPED PURCHASING

Keolis brought Brest Métropole and Greater Dijon together to buy their

trams jointly.

Stockholm, Sweden.

OPTIMISING THE MELBOURNE

MANAGEMENT STRUCTURE

Keolis Downer, which operates Yarra Trams in Melbourne, the world’s largest tram network,

has begun a management reorganisation to improve

efficiency on an individual and a collective level. The

Leadership Framework’s main aims are to clarify each

employee’s role and to facilitate communication between managers and teams. An

example for the whole Group, this project is destined to be rolled out in other networks.

CONVINCING TOURISTS TO USE CAEN BUSES

AND TRAMSKeolis Caen ran a marketing

initiative on the Twisto network from June 1st to

mid-September 2014. The aim was to attract visiting

customers, particularly numerous last summer thanks

to events such as the 70th anniversary of the Normandy landings. Tourists were offered

a transport pack at a preferential rate. The initiative was a great success and is due

to be repeated annually.

22

FINANCIAL PERFORMANCE KEY FIGURES

148 CITIES WORLDWIDE

with a metro system at end of 2013, carrying a total of 150 million

passengers a day.

€1.15AVERAGE TICKET PRICE

in France, one fifth of the price in London.

THE TRANSPORT BUSINESS MODEL

45% PERCENTAGE

of urban transport budget in France financed by the “Versement Transport”

(a payroll tax paid by companies).

– 6.2%FALL IN AVERAGE PRICE

of a yearly travel card in France between 2003 and 2013.

10.7 billion NUMBER OF PUBLIC

TRANSPORT JOURNEYS in the United States in 2013.

32% SHARE OF COSTS

covered by ticket revenue in France (paid by passengers) compared to 39%

in 2000 and 55% in 1992.

1OUT OF 2

Proportion of people using public transport regularly

(at least once a month) in France.

– 4.7%FALL IN PRICE

of public transport tickets in France (the only commercial public service to see lower

prices in the past 10 years).

23

THINKING OUTSIDE THE BOXThe process frequently calls for thinking outside the box. One example is the management of rush hour services in Rennes: Keolis worked with the metropolitan authority and the university to change the start time for classes for half the students by a quarter of an hour, thereby avoiding the need to put on extra metros. In Bordeaux, an experiment was begun in 2014 with the Urban

SAVING COSTS, OPTIMISING SERVICE

QUALITY

15 minutesThe adjustment to university

lecture start times that meant Rennes metro traffic became less congested at rush hour.

27%Proportion of Bordeaux passengers

who board the tram at Hôtel-de-Ville and get off only two stops later.

10 minutesThe time after which passengers

waiting at a station believe they have waited longer than

their true waiting time.

Development Agency to promote pedestrian routes in itinerary searches. This meant overcrowding could be avoided on city-centre tramlines (passengers using this mode of transport for only one or two stops had previously accounted for 20% of all journeys).

CONTROLLING COSTS WITHOUT CUTTING QUALITYAdapting the offer without penalising passengers also involves studying precisely

the traffic potential of routes and customer renewal rates at each period of the day and of the year. The aim is not necessarily to cut out the least-used journeys, but to propose a consistent range of services adapted to each potential demand. Maintaining this consistency on a given route helps reduce business risks and avoids the creation of “weak links” that could lead to the loss of regular customers.

TAXI!In Quimper, taxis are chartered to replace buses after 10 pm, as the

latter are scarcely used.

G iven the pressure on local authority budgets, transport

operators need to look for new solutions. This is the rationale behind an initiative from Keolis called “Neolis”. “The aim is to adapt transport offerings by reducing local authority contributions, while still maintaining the essence of our DNA: the satisfaction of the general public at all times and in an equitable way across the entire territory,” said Eric Chareyron, Market Research, Lifestyles & Mobility Director. “We start by assessing the existing offer and proposing a new design, for radically but smoothly transforming the network.”


Rennes, France.

24


“NEOLIS” WAS LAUNCHED IN FRANCE AND IS NOW

BEING ROLLED OUT INTERNATIONALLY.

IN STOCKHOLM, IT WAS DECISIVE IN WINNING AN

URBAN BUS MANAGEMENT CONTRACT. WITH “NEOLIS”,

KEOLIS HAS DEVELOPED A TOOL THAT MEETS

PASSENGER EXPECTATIONS. IT OFFERS SOLUTIONS TO

HELP INCREASE PATRONAGE OVER THE COMING EIGHT YEARS WHILE REDUCING

THE NUMBER OF VEHICLES AND THE DISTANCE

COVERED.

25

FINANCIAL PERFORMANCE IN FRANCE AND EUROPE

Fare evasion undermines network revenues, and Keolis teams are on the field on a daily

basis to combat it. Troc’It is an initiative that encourages fare evaders to buy a two-

month travel card instead of being fined. It helps promote customer loyalty and

generates additional revenue.

Keobill was introduced in early 2015 in Blois after a test by a panel of 800 passengers. Azalys, the town’s bus network, is the first

in France to adopt the contactless ticketing system developed by Keolis, which brings

greater simplicity for passengers. This shared solution should soon be deployed

in other French cities.

26

REORGANISING THE ORLÉANS NETWORK

FOR GREATER ADDED VALUE

“Since 2012, our work with Keolis has helped us optimise

our transport network. For example, we have completely

reorganised bus routes to make them more

complementary with the second tramway line. In the

space of a year, this new arrangement has led to an

increase in passenger numbers from 26 million to 30 million. In 2014 we also set up a joint programme to fight fare evasion, supported by an advertising campaign

and intensified ticket controls. These initiatives

have significantly optimised the efficiency of our

network.”

CHARLES-ÉRIC LEM AIGNEN, PRESIDENT

OF THE ORLÉ ANS-VAL DE LOIRE URBAN

COMMUNIT Y (FRANCE)

FINANCIAL PERFORMANCE A CLIENT’S VIEW

Orléans, France.

27

CUSTOMER SATISFACTION

IN ALL FOUR CORNERS OF THE GLOBE,

WE PRIORITISE CUSTOMER

EXPERIENCE

Listening to passengers, understanding them, fulfilling their needs and pro-viding them with the best quality of service are the ultimate goals of the Group’s philosophy, “Thinking like a passenger”. This forms the basis of all Keolis’ initiatives. Each customer is seen as an individual, and the company’s aim is to make public transport increasingly attractive.

28

STRIVING TO FULFIL PASSENGER EXPECTATIONS

MORE EFFECTIVELY

A s it expands its presence in the American market, Keolis is putting

customer satisfaction at the heart of its strategy. Keolis North America is employing the Group’s philosophy, “Thinking like a passenger”, on Boston commuter trains, on the Virginia Railway Express network in Washington, on Las Vegas buses and on its networks in California and Florida. “We put ourselves in the

customer’s position when we work out solutions,” said Leslie Aun, Communications Director for the North American platform. “This approach, based on constantly improving customer experience, is unique in the American market and truly differentiates us from our competitors.”

GETTING A HANDLE ON SATISFACTIONThe core principle of anticipating passenger

expectations is applied to all aspects of a journey – comfort, cleanliness, regularity, safety – and to everything that can facilitate or add to this. In Boston, for example, customers can access a mobile application for planning their itinerary, a Twitter account and a dedicated call centre. In Washington, and on several bus networks, Wi Fi access allows passengers to use their journey time to work, read or play games online. In all countries where Keolis is

present, “Thinking like a passenger” draws upon an in-depth process of understanding passenger behaviour and expectations. The process uses several tools and a variety of studies: “Keoscopie” surveys; meetings with customers; using claims to upgrade the service; and accompanying passengers on their journeys so as to better understand their needs. This philosophy is sometimes put to the test, as during last winter, when unusually heavy, lengthy

Boston, United States.

29


FACELIFT FOR DIJON NETWORK ATTRACTS MORE PASSENGERS

Since Keolis reorganised the bus network in Dijon and

light rail was introduced in 2012, use of the network has

increased by 32%. The rise can be explained by a

collective effort to respond to passengers’ needs:

matching timetables to those at the university campus,

improving safety, and optimising the information system. In 2014 the overall satisfaction level was 92.8% compared to 85.2% in 2012.

MAKING SERVICE QUALITY A PRIORITY

YEAR AFTER YEARKeolis Deutschland is fully

onboard in the Group’s policy of making quality of service

and customer satisfaction key priorities, even during service disruptions. Over the past five years, the German subsidiary

has achieved very positive ratings for its management of

the Maas-Rhein-Lippe and Hellweg networks.

CONNECTIONVirginia Railway Express was the first American transport network to offer

passengers Wi Fi access.

ALL HANDS ON DECK! This past winter our teams in Boston

responded with an extraordinary mobilisation to unprecedented snowfalls that disrupted traffic.

snowstorms and very low temperatures hit Boston and disrupted the city’s transport infrastructure. “This crisis situation allowed us to put our principles into practice, and we were all on board,” Leslie said. “We have learnt valuable lessons which will help us improve and guarantee an optimal service the next time any similar event happens.”

TAKING CUSTOMER DIVERSITY ON BOARDThe purpose of this very

detailed observation of customers is to accommodate passenger diversity – travel card holders, recent immigrants who do not yet speak the language fluently, tourists, senior citizens, students, people with a physical or cognitive disability – as well as the diversity of their mobility requirements over space and time. In this way, Keolis and the transport authorities can develop mobility offers adapted for all, using various levers such

as frequency, itineraries, timetables, modes of transport or fares. This understanding also provides a basis for continuous actions to improve everything that contributes to customer satisfaction. Constant efforts are made in running the service, particularly regarding reliability and regularity, comfort and cleanliness, but also ease of access and use, with information, signalling and ticketing.

Washington DC, United States.

TRAVELOGUE

30

CUSTOMER SATISFACTION KEY FIGURES

KEOLIS’ CUSTOMER SATISFACTION INDICATORS

1stPRIZE AS BEST URBAN PUBLIC

TRANSPORT OPERATOR for Syntus, Keolis’ subsidiary in the Netherlands.

96.5%OF BUSES

on the Las Vegas network run on time.

8OUT OF 10 CUSTOMERS SATISFIED

with service from Lila Premier Coach Rapid Transit (Loire-Atlantique) one year after launch.

96%OF NOTTINGHAM TRAMS

PASSENGERS satisfied with the service provided.

21BUS ROUTES

in the Bordeaux network meet French NF Service standard.

96%OF CUSTOMERS POLLED

would recommend Divia (Dijon) buses and trams to friends and family.

99%OF CUSTOMERS SATISFIED with trams in Bergen (Norway).

MILLION PASSENGERS carried on the Gold Coast light rail less

than two months after launch.

31

quickly or slowly, weather conditions, the need to be seated or a disability. The Mobility Companion also facilitates itinerary management. For example, passengers can upload it to their mobiles, file it in “favourites”, programme alerts so as not to miss a bus or be warned when their bus is approaching the desired stop. It also informs passengers of nearby points of interest during a journey, such as hospitals, administrative offices or

DIGITAL APP MAKES MONTARGIS TRANSPORT

EASIER TO USEshops. If a service is disrupted, notifications can be sent in real time with suggestions for alternative routes.

INTUITIVE, INNOVATIVE FUNCTIONS TO COMEFrom June 2015 new functionalities will be added, such as purchasing tickets or renewing season tickets online. “We tested the Mobility Companion for several months, and got a very good reception from customers,” said

Najoua Ben Jemaa, Digital Communications Director at Keolis. “Its simplicity of use and its innovations compared with existing tools were appreciated.” Following this successful experiment, the application was launched in Montargis in February 2015 and in Lille in April. Canal TP, the Keolis business unit that developed the itinerary search tool for the application, has begun marketing it to local authorities, including areas where Keolis is not present.

In an increasingly connected world, digital communications play a key role in facilitating public transport use

and increasing passenger satisfaction. With this goal in mind, Keolis developed the Mobility Companion in 2014. The mobile application was built based on input from passengers on the Amelys network in Montargis, south of Paris, and can be adapted to networks of all sizes.

PERSONALISED ITINERARY SEARCHESThe application, which is free on Apple and Android smartphones and Pebble smartwatches, has an itinerary search function covering all modes of transport, even walking. Searches can be personalised with criteria such as walking

PREMIUM SERVICE The criteria for personalising

the itinerary search include whether the person wears high-heeled shoes.


Montargis, France.

27million people have a smartphone

in France, or 50 % of citizens aged 11 and over.

65%Proportion of smartphone owners who use their phone during their

daily journeys.

5Number of towns in France besides

Montargis and Lille that will use the Mobility Companion in 2015:

Lorient, Chauny-Tergnier, Bordeaux, Brest and Orléans.

32

CUSTOMER SATISFACTION AN EMPLOYEE'S VIEW

ZAKARIAA, 39, MEDIATOR IN TOURS, FRANCE

“FINDING YOUR WAY ON THE PUBLIC TRANSIT SYSTEM MAY

SEEM EASY, BUT SOME PASSENGERS HAVE NO SENSE OF DIRECTION.

OTHERS HAVE TROUBLE READING, AND OTHERS

HAVE A PHOBIA OF ANYTHING TECH-RELATED. IN MY ROLE AS MEDIATOR,

I COME TO THE RESCUE, GUIDE THEM IN THEIR QUEST

FOR INFORMATION, AND HELP THEM TAKE FULL ADVANTAGE OF OUR TRANSIT NETWORK.”

33

TOURS FRANCE

“Tours’ Fil Bleu network consists of 27 bus lines and, since September 2013, a North-South tram line.

The company really values the mediator’s role in improving service quality and passenger safety.”

“The network’s mediation service has an unwritten pact with the population.

We believe that public transit is not just a matter of moving passengers from

point A to point B. It’s also about assisting them in their everyday lives and making

sure they experience a pleasant, trouble-free moment in our care.”

www.keolis.com

DISCOVER THE STORY OF ZAKARIAA, MEDIATOR

IN TOURS.

34

ADAPTING TRANSPORT

SOLUTIONS FOR A DIVERSITY OF USES

“To cater for passengers with very different profiles and

uses of public transport, we launched Eazyweb with

Keolis in 2014. It is a simple, ergonomic site that allows passengers to find all the

information they need and that is relevant to their journey. It also offers a

system of network alerts in case of snowfall, for example. Keolis also set up a free bus shuttle called ‘Ma Citadine’, for getting around Arras. It has been extremely popular

with local people, with no fewer than 210,000 journeys completed in 2014. We have

consequently decided to extend the shuttle’s route to

serve La Citadelle and certain Park-and-Ride sites on the edge of the town.”

PHILIPPE RAPENE AU, PRESIDENT

OF THE ARRAS URBAN COMMUNIT Y (FRANCE)

CUSTOMER SATISFACTION A CLIENT 'S VIEW

Arras, France.

35

INTERMODAL TRANSPORT

FROM BUSES TO BIKES, A “TOUR

DE FRANCE” OF INTERMODAL

TRANSPORTMAKING NETWORKS

MORE FLUID

Thanks to decades of cumulative experience in the management of integrated networks, Keolis has perfected its understanding of the four fundamental aspects of intermodal transport: infrastructure, ease of changes, passenger information and harmonisation of timetables between the various transport modes. With a presence across the entire mobility chain, including car parking, Keolis Group rationalises existing networks and conceives those of tomorrow, with the aim of promoting simplicity in urban travel and the attractiveness of collective or shared transport.

36

G reater Lille’s public transport authority – Métropole Européenne de

Lille (MEL) – strives to provide the conurbation’s 85 municipalities with a coherent, coordinated and fluid transport system. The Transpole network, which has been operated by Keolis Lille for over 15 years, has a fully intermodal offer. The metropolitan area’s 1.1 million inhabitants have access to metro, tramway, buses, bicycles, carpooling and car-sharing services, as well as 10 Park-and-Ride facilities with 7,000 parking spaces. “The Lille network is structured to provide seamless intermodal transport, allowing passengers

to adapt their itinerary according to their needs, or the day’s weather forecast,” said Gilles Fargier, Managing Director of Keolis Lille. “Today our subsidiary faces new challenges. In response to sustainable development requirements in town planning, MEL’s goal is to double the market share of public transport from 10% in 2010 to 20% by 2020, and multiply the share for bicycles fivefold, from 2% to 10%.”

BROADENING THE OFFER AND INCREASING CAPACITY Over the years, MEL and Keolis Lille have diversified public transport services with the introduction of new forms of mobility. These include bike-

sharing, carpooling and car-sharing, as well as secure parking spaces for bicycles. New multimodal hubs have also been created. In parallel, a major effort is underway to increase public transport capacity: from 2011 to 2013 the distance covered by buses rose by 30%; by the end of 2016 the most-used metro line will have doubled its capacity, with 52-metre carriages replacing the current 26-metre carriages; and at the end of 2016, the renovation of the tramsets will increase passenger capacity by 15%.

INNOVATION IN SERVICES AND INFORMATIONTo make day-to-day use of intermodal transport easier,

Keolis Lille launched the Transpole application in early 2014. The app integrates all possible multimodal solutions in the calculation of an itinerary, and is a handy tool for passengers, providing them with information relevant to their route. Another innovation in customer service was the creation in September 2014 of a dedicated information and command centre functioning 364 days a year, from 5.15 am to 1 am. This centre can detect a service disruption, offer operators alternative solutions and deliver real time information to passengers via a variety of channels, including Internet, social networks and passenger announcements.

PROVIDING SEAMLESS, SIMPLIFIED DAILY JOURNEYS

AROUND GREATER LILLE

ACCESSIBILITY 100% of all Lille’s metros, trams and urban buses are accessible for people

with reduced mobility.

MUST-SEELille-Flandres railway station is the

busiest transport hub in the metropolis, with metros, tramways,

buses, bike-sharing stands, connections with regional trains

and a sales office.

Lille, France.

37

TRAVELOGUE

STRONGER LINKS BETWEEN NANTES’

URBAN AND PERI-URBAN AREASJust one year after Lila

Premier’s Coach Rapid Transit service began operating in the Nantes region in September 2013, patronage had risen by

80%. This strong performance was achieved

thanks to: an overhaul of the itinerary; a reorganisation of the service; the creation of a connection with the Nantes tramway; the installation of Park-and-Rides along the

route; and the introduction of new services such as flat screens, low floors and

real-time information on board the coaches.

WORKING TOGETHER TO IMPROVE THE

MELBOURNE NETWORK In 2014 Yarra Trams, the Keolis

subsidiary operating the Melbourne tramway, and Public Transport Victoria, the State's

public transport authority, continued to build their

partnership. Yarra Trams took part in a series of workshops

and meetings with other operators in the Melbourne

multimodal network to address optimising customer service, modernising equipment and

reviewing timetables, frequency and ticketing.


Lille, France.

38

INTERMODAL TRANSPORT KEY FIGURES

170MILLION JOURNEYS

per year.

87MUNICIPALITIES

served in an area of 1.1 million inhabitants.

LILLE'S TRANSPOLE NETWORK

400,000HOLDERS

of the “Pass Pass” travel card.

24TRAMS,

22 km of lines, 36 stations.

2,200MEMBERS

of carpooling programmes.

428NATURAL GAS-FUELLED BUSES

on 96 routes.

2,200BICYCLES

in self-service rental, 233 stations, 3,500 long-term lease cycles.

10PARK-AND-RIDE FACILITIES

with 7,000 parking spaces.

39

2ndLyon’s TCL network is the largest

in France after Paris.

1.7 million journeys per day

made on the TCL network.

25Park-and-Ride facilities with

7,380 spaces in Greater Lyon.

A MULTIMODAL NETWORK ACROSS THE WHOLE AREAThe recognition is on a par with Sytral’s high performance standards. “Passengers can move with ease across the entire area of the conurbation, with a minimum of changes,” said Jean-Yves Pascal, Projects, Marketing and Intermodal Director at Keolis Lyon. “Every year Sytral invests more than 150 million euros in expanding the network.” Over the years Keolis has supported this development

ACCOMPANYING THE FAST-GROWING LYON

METROPOLISby increasing network interconnections in the metropolis and by using new modes of transport – metro, then tram – that complement the existing bus network, which was itself profoundly reorganised in 2011. Since then, network expansion continues in parallel with the conurbation’s development. In late 2013, metro Line B was extended across the River Rhône towards the southwest of the metropolitan area. Thanks

to the 1.8 km extension, inhabitants of this sector can get to Part-Dieu mainline railway station in 15 minutes. Three tramlines were extended from mid-2013 to early 2014, including the T1, which links the growing Confluence and Gerland districts. The latest project is to connect the new Grand Stade des Lumières, one of the stadiums for Euro 2016 (UEFA European Football Championship), to tram, bus and coach routes by December 2015.

L yon’s public transport system (TCL), spanning metro, tram, bus and cable car routes, is traditionally

the showcase for Keolis’ expertise in intermodal transport. Now the model has also won international recognition, as shown by the 200 delegations (of which 100 come from abroad) received in 2014 by Sytral, the transport authority, and Keolis Lyon, which has operated the network for over 30 years. Keolis teams regularly host study tours for colleagues from other networks in the Group and for representatives from transport authorities such as Abu Dhabi's, who recently came for training and to study the organisation of the network.


HUBLa Soie is the emblematic

multimodal hub for the Lyon Metropolis, with bus, metro and tram routes, an airport rail link,

Park-and-Ride and a sales office.

Lyon, France.

40

INTERMODAL TRANSPORT A PASSENGER'S VIEW

41

BORDEAUX FRANCE

CHARLOTTA, 37, USER OF

THE BORDEAUX NETWORK

“BEFORE MOVING HERE WITH MY FAMILY, I GOT TO

KNOW BORDEAUX AS A STUDENT IN 2004 AND

2005. THE CITY HAS CHANGED CONSIDERABLY!

THE PUBLIC TRANSPORT NETWORK (ESPECIALLY THE TRAMWAY) HAS IMPROVED AND EXPANDED, CLEARLY

HELPING TRANSFORM THE CITY.”

“The transport system makes getting around town easy, whether by tram, bus or

bicycle, and combining the different modes is a breeze. I believe Bordeaux’s

superior quality of life and user-friendly transport system rate highly among the

factors that draw young couples like us to settle down here.”

www.keolis.com

DISCOVER THE STORY OF CHARLOTTA,

CUSTOMER IN BORDEAUX.

42

INTERMODAL TRANSPORT A CLIENT 'S VIEW

PROVIDING SERVICES ADAPTED

TO THE NEEDS OF BORDEAUX CITIZENS“We have been working with

Keolis to develop the Bordeaux network since

2009. It carried 123 million passengers last year and has become the largest tramway network in France. We have placed our trust in Keolis for

the next eight years as we know that this operator, with

its expertise in managing intermodal transport, can deliver services adapted to

passenger needs. The introduction of Batcub,

a hybrid river shuttle, and the reorganisation of the

bus network are perfect examples of this.”

CHRISTOPHE DUPRAT, VICE-PRESIDENT FOR

TRANSPORT, BORDE AUX MÉTROPOLE (FRANCE)

Bordeaux, France.

43

CORPORATE SOCIAL RESPONSIBILIT Y

SUSTAINABLEDEVELOPMENT

FOR TODAY AND TOMORROW,

ACROSS ALL OUR NETWORKS

Keolis is committed to taking on board the specific concerns of each local authority. Its aim is to achieve balanced development of territories by favouring environmentally friendly transport and alternative energy sources, while at the same time promoting diversity, equality, security and safety for all.

44

ENSURING PASSENGER AND EMPLOYEE SAFETY

AND SECURITY EVERY DAY

Lyon, France.

T he safety of passengers and employees is a priority for Keolis. With this in mind,

the Group’s Safety Department has implemented a system of safety management based on continual improvement. “In 2013 each subsidiary carried out a diagnosis of its organisation, practices and capabilities, and in 2014 they each rolled out their action and improvement plans,” said Thierry Guinard, Group Safety Director. This

approach also uses feedback from accidents in 2013 and 2014, allowing concrete measures to be put in place, for instance on health issues and fatigue management for drivers, and on passenger safety with awareness campaigns in interurban coaches.

FIGHTING FARE EVASION ALSO CONTRIBUTES TO SECURITYActions that help reduce the sense of insecurity generated in specific situations can also increase passenger safety. “As

45

TRAVELOGUE


SHARING EXPERTISE WITH THE ABU DHABI

TRANSPORT DEPARTMENT

In November 2014, Keolis provided a three-week training

programme in Lyon and Düsseldorf to six

representatives of the Abu Dhabi Department of

Transport (DoT). They learned how to structure an intermodal

network, and were able to increase their knowledge of

operations and maintenance. This success strengthens the relationship of trust between Keolis and the Department

of Transport.

INFORMING AND CONSULTING

STAKEHOLDERSFor the fourth consecutive

year, Keolis brought together 30 French stakeholders –

representatives of passenger and environmental associations,

public authorities, companies and experts – to discuss various projects. The central theme in 2014 was energy. The event gave members of the Keolis

Executive Committee a chance to hear a full range of opinions from these French experts and

to convey information about the company’s expertise and

knowledge.

SAFETY FIRSTSince 2014 all managers have been asked to begin every meeting with

a five-minute session on safety.

REDUCE FARE EVASION

Keolis has set up a global action plan to combat fare evasion

on its networks.

Brest, France.

French urban networks. In 2014, for example, most of the networks rolled out actions that had originally been initiated locally, such as ticket control by plain-clothes officials, which was started in Lyon, or the “Troc’It” initiative launched in Dijon, which allows fare evaders to avoid paying a fine if they buy a two-month travel card.

SAFEGUARDING EMPLOYEES’ HEALTH AND SAFETYIt is essential for Keolis to provide conditions for

employees that safeguard their health and physical integrity. The Group has undertaken a process of continual improvements in this area. As well as circulating safety standards and sharing tools for the prevention of workplace accidents, nearly 200 managers benefited from health and safety training in 2014. In 2015, this training will be extended to operational teams.

a private operator, Keolis has no intention of replacing the police force, however our teams contribute on a daily basis to making journeys more reassuring by combating fare evasion, a major area of concern for public transport authorities and law-abiding passengers,” said Jean-Claude Borel-Garin, Group Security Director. Keolis is able to respond to this concern via the presence of authorised officers and a policy of innovation piloted by the Safety Managers in its major

30 “A tram weighs as much as

30 rhinos. Look, listen and be alert around trams.” That was the slogan of the campaign launched in Brest and aimed at promoting safety by warning pedestrians to be cautious

when around trams.

46

CORPORATE SOCIAL RESPONSIBILIT Y KEY FIGURES

KEOLIS’ CORPORATE SOCIAL

RESPONSIBILITY

200MANAGERS

trained in business ethics (Konformité programme).

772,700TONNES OF CO2 EMISSIONS IN 2014

(for 3 billion journeys).

10 PRINCIPLES OF THE UNITED NATIONS GLOBAL COMPACT

observed for the 10th consecutive year.

100% OF LILLE’S URBAN BUSES

fuelled by gas.

73KEOLIS SITES

obtained ISO 14001 environmental management certification.

254HYBRID BUSES across the Group.

#1KEOLIS WAS THE FIRST PUBLIC

TRANSPORT GROUP to be awarded the Equality label by the French

National Commission for Gender Equality.

100 %OF SUBSIDIARIES INVOLVED

in the Group’s environmental policies.

47

230,000Number of kWh saved each year

thanks to the system of recovering braking energy in the Rennes metro.

90%Proportion of journeys on

the Dijon network by electric traction vehicles.

10Number of subsidiaries that were

certified ISO 14001 in 2014, part of the Group’s environmental policy.

BIOBUSKeolis Sverige, the Group’s

subsidiary in Sweden, will have converted all its buses to biogas,

ethanol or biodiesel by 2017.

operations in Denmark and Lyon. The installation of energy recovery systems in the Rennes and Lyon metro networks and the Tours tramway are other examples of this commitment.

MULTIPLE INITIATIVES TOWARDS ENERGY TRANSITIONEFFIA introduced a plan that allowed the subsidiary to reduce energy consumption in its car parks by 30% to 70%. In Dijon, Lille and Brest,

MANAGING EACH SUBSIDIARY’S

ENVIRONMENTAL IMPACT Keolis is partnering with public transport authorities to build High Environmental Quality depots and maintenance centres, meaning the buildings produce more energy than they consume. Major efforts are also being made in training and improving awareness among employees, for example ecodriving programmes for drivers, using Keolis’ simulators.

PUSHING AHEAD ON THE ISO 14001 CERTIFICATIONThe Group’s environmental policy is based on continual improvement and takes its lead from feedback transmitted by its subsidiaries. It also uses the internationally recognised ISO 14001 standard. In 2014, 10 subsidiaries received their first ISO 14001 certification, a recognition of the Group’s environmental approach. At the end of the year, 73 Keolis sites were certified, up 35% from 2013.

K eolis makes every effort to minimise its environmental footprint. This commitment forms

the core of the company’s KeoLife programme and is centred on three major priorities: energy transition; waste control; and the reduction of water consumption. The principle has been applied in a large number of initiatives undertaken by Keolis’ subsidiaries. For example, the Group encourages the use of alternative forms of energy such as biogas and biofuels. It also works with public transport authorities to introduce hybrid vehicles (BRT in Metz, 102 buses in Dijon and 30 buses in Bordeaux) and test electric vehicles, for example in its


Hisingen, Sweden.

48

CORPORATE SOCIAL RESPONSIBILIT Y AN EMPLOYEE'S VIEW

SELENA, MANAGER OF EQUAL

EMPLOYMENT OPPORTUNITY AND

TITLE VI COMPLIANCE IN BOSTON

“KEOLIS COMMUTER SERVICES HAS DEVELOPED A DEDICATED DEPARTMENT TO

COMBAT DISCRIMINATION IN BOSTON… AND HIRED ME IN NOVEMBER 2014. I HAVE

BEGUN AN EXCITING ADVENTURE HERE!”

49

BOSTON UNITED STATES

“Every day, more than 127, 000

passengers commute via Keolis’ 14 train lines, which

form a network of over 1,000 kilometres.”

DISCOVER THE STORY OF SELENA, MANAGER OF

EQUAL EMPLOYMENT OPPORTUNITY AND TITLE VI

COMPLIANCE IN BOSTON.

www.keolis.com

50

CORPORATE SOCIAL RESPONSIBILIT Y A CLIENT 'S VIEW

MAKING ACCESSIBILITY

A PRIORITY“The population of the Twente region in the

Netherlands is aging. So when the contract was renewed, we wanted to

prioritise the accessibility of our vehicles, both for senior citizens and for people with reduced mobility. Thanks to

Syntus, Keolis’ Dutch subsidiary, we have improved lighting for access doors and information for passengers.

We have also set up a system that allows disabled people to

board buses more easily. Thanks to its international

experience, the Keolis Group was able to propose excellent

solutions to make the accessibility of our vehicles

a priority.”

JAN BRON, MEMBER OF THE “REGIO

T WENTE ” COUNCIL (THE NETHERL ANDS)

Twente, Netherlands.

51

GOVERNANCE AND INDICATORS


Ever since 2004, in compliance with the United Nations Global Compact, we have monitored a series of indicators related to business, human resources and sustainable development. These indicators echo our performance under the aegis of the Executive Committee and the Supervisory Board.

52

GOVERNANCEAt Keolis, corporate governance is provided by the Executive Committee, a management and internal decision-making authority that examines the Group’s strategic orientation, and by the

Supervisory Board, which represents both shareholders, SNCF (70%) and CDPQ (30%).

1. Olga Damiron Group Human Resources Director2. Laurent Kocher Executive Director, Marketing,

Innovation and Services3. Jean-Pierre Farandou Executive Chairman4. Bernard Tabary CEO, International5. Frédéric Baverez CEO, France and CEO, EFFIA6. Michel Lamboley Group CEO 7. Jacques Damas Executive Director, Rail and Operations8. Arnaud Van Troeyen Executive Vice-President,

Strategy and Development

MEMBERS OF THE GROUP'S

EXECUTIVE COMMITTEE

1

4

6 7 8

2

5

3

53

MEMBERS OF THE SUPERVISORY BOARD


Joël LebretonChairman of

the Supervisory Board

Normand ProvostAdvisor to the President and former

Vice-President, Caisse de Dépôtet Placement du Québec

Mathias EmmerichDeputy CEO, Performance,

SNCF Mobilités

Éric LachanceRegional Director,

Europe (Infrastructures),CDP Capital France

Jean-Yves Leblanc Independent Board Director,

former CEO ofBombardier Transport

Philippe MaystadtIndependent Board Director,

Honorary President of the European Investment Bank

Patrick CôtéDirector of Asset Management – Private Equity (Infrastructures),

CDP Capital France

Laurent Trevisani Director of Group Strategy, SNCF,

and Managing Director, SNCF Participations

54

REVENUE MILLIONS OF EUROS

RECURRING EBITDA MILLIONS OF EUROS

2014277.8

323.12013

249.3

280.0

4,138.2 5,091.3

2013

4,459.1 5,564.5

2014

CONSOLIDATED FIGURES MANAGEMENT FIGURES (UNAUDITED) (1)

PROFIT ATTRIBUTABLE TO EQUITY SHAREHOLDERS

MILLIONS OF EUROS

GROUP INDICATORS

2013 23.02014 26.0

55

(1) Keolis believes that the key figures established without applying IFRS 10 and 11 standards are pertinent indicators of the Group’s operational and financial performance. They should be considered as complementary information that cannot be substituted for any other measure of operational and financial performance of a strictly accounting nature, as presented in the consolidated financial results and their annexes and notes or quoted in the financial report.

“If 2013 was a year of transition and consolidation, then 2014

was characterised by a return to a strong rate of growth (+9,3% at constant standards). This can be explained by good performance in our base of existing contracts, but also by the addition of new

contracts won by the Group, in particular outside France.

The Keolis Group’s profitability also rose in 2014 (+15.4%

at constant standards) to reach 323 million euros.

Although our significant growth required investment, this

certainly did no harm to the Group’s financial situation,

which remains solid and allowed us to report a very low debt-to-equity ratio of 1.5, much less than the maximum of 3.5 laid

out in bank documents. The 2014 financial year has

therefore fulfilled the strategy of profitable growth adopted in the previous financial year.”

MICHEL LAMBOLEYGROUP CEO2013

966.3 966.1

TOTAL EQUITY MILLIONS OF EUROS

2014

994.4 994.1


REVENUE INCREASE

X 2.5 OVER 10 YEARS

56

INDICATORS BY BUSINESS ACTIVITY

SHAREHOLDER BREAKDOWN

2012

Caisse de dépôt et placement du Québec

30%

SNCF Participations70%

2013


30%


2014


30%


OTHER IN FRANCE + EFFIA

FRANCE URBAN

INTERNATIONAL

REVENUE BREAKDOWN PERCENTAGE

2012

47

33

164

2014

50

27149

2013

31

149

46

FRÉDÉRIC BAVEREZ CEO, FRANCE AND CEO, EFFIA

“The major event in France this year was certainly the renewal of the Bordeaux contract, which is

the Group’s showcase of a multimodal system. And this is not the only success, even though tenders were fairly scarce during 2014, a year of local elections.

For example, the urban transport contract in Cherbourg was

renewed, as was the Bus Verts contract in Calvados. In tandem

with this, Keolis grew its presence in the interurban market with the acquisition of Autocars Striebig in

Alsace, which enables us to strengthen our position in

a dynamic region. Finally, EFFIA was successful in winning several

contracts in 2014 and held its number two ranking in the French

car park market with 138,000 spaces under management.”

FRANCE REGIONAL

57

COUNTRIES IN WHICH THE GROUP IS PRESENT

2014 2013 2012

Australia, Belgium, Canada, China, Denmark, France, Germany, India,

Luxembourg, Netherlands, Norway, Portugal, Sweden, United Kingdom, United States

Australia, Belgium, Canada, Denmark, France, Germany, India, Netherlands, Norway,

Portugal, Sweden, United Kingdom, United States

Australia, Belgium, Canada, China, Denmark, France, Germany, India,

Luxembourg, Netherlands, Norway, Portugal, Sweden, United Kingdom, United States

BERNARD TABARY CEO, INTERNATIONAL

“Winning two major contracts in the UK, extending our presence in Continental Europe, launching

transport networks in Boston and Gold Coast, mobilising teams in

Hyderabad, winning the light rail contract for Waterloo – 2014 was a particularly full year for Keolis’

international activities, and for the first time in the Group’s history these

represent 50% of turnover. What is behind our success across the globe?

We rely on the solid experience acquired by working with our French

and international clients, in particular in intermodal transport. We forge partnerships based on trust with public transport authorities and

we always put ourselves in the passenger’s place when we take over

running a network.”

TRADITIONAL AND DRIVERLESS METRO NETWORKS

KILOMETRES

2014

2013

2012

5,754

5,754

4,900

RAILWAYSKILOMETRES


2014

2013

2012

240 (1)

89

87

(1) Of which 70 kilometres are under construction.

58

HUMAN RESOURCES INDICATORS

“Keolis has just passed the symbolic level of 60,000

employees, of whom 43 % work in one of our subsidiaries outside France. As a sign of our Group’s vitality, in 2014, we recruited

nearly 7,000 people, including 3,200 abroad. Our growth and development will necessitate a

steady rate of recruitment between now and 2017, by which

time Keolis is expected to employ 80,000 people. Our

employees are spread across the world, but whether they are in Hyderabad, Brest, Boston or

Melbourne, they now share the same values: ‘We Imagine,

We Care, We Commit’.”

OLGA DAMIRON GROUP HUMAN

RESOURCES DIRECTOR

2013

20.962012

20.98

2014

20.48

NUMBER OF EMPLOYEES UNITS

2013

54,3832012

52,582

2014

60,013

PROPORTION OF EMPLOYEES TRAINED IN FRANCE

PERCENTAGE

2013

742012

56

2014

76

PROPORTION OF WOMEN IN THE GROUP WORKFORCE

PERCENTAGE

59

HOURS OF TRAINING IN FRANCEUNITS

2013

654,7692012

633,406

2014

681,775

NUMBER OF DISABLED PEOPLE IN THE WORKFORCE

IN FRANCEUNITS

2013

1,3332012

1,299

2014

1,428

PROPORTION OF PEOPLE WITH DISABILITIES IN THE WORKFORCE IN FRANCE

PERCENTAGE

2013

3.972012

3.93

2014

4.10

PROPORTION OF FEMALE EXECUTIVES RECRUITED WITH

LONG-TERM CONTRACTS IN FRANCE PERCENTAGE

2013

422012

38

2014

43


60

ENVIRONMENTAL INDICATORS

“It was 15 years ago that Keolis introduced its Label Vert (Green Label) as an internal reference. This operational approach was already a strong environmental commitment from the Group.

Since then, rising demands from public transport authorities,

increased sensitivity on the part of the public, stricter regulation

and our international growth have led Keolis to strengthen its targets for environmental

protection. In practical terms, that has involved setting up an

environmental management system based on the ISO 14001 standard. Major initiatives have been taken in partnership with

the public transport authorities, in particular on reducing energy

consumption, greenhouse gas emissions and water

consumption, and also waste management initiatives.”

JACQUES DAMASEXECUTIVE DIRECTOR, RAIL AND OPERATIONS

3,400 TONNES

AMOUNT OF HAZARDOUS WASTE PRODUCED

616,900CUBIC METRES

TOTAL WATER CONSUMPTION AT KEOLIS SITES

73UNITS

NUMBER OF ISO 14001- CERTIFIED SITES

61

2014 WAS THE

10TH YEAR OF KEOLIS’ COMMITMENT

TO HONOUR THE 10 PRINCIPLES OF THE GLOBAL COMPACT

249, 300TOE (TONNES OF OIL EQUIVALENT)

ENERGY CONSUMPTIONFOR COMMERCIAL TRACTION AND AT SITES

772,700 TONNES

QUANTITY OF CO2LINKED TO COMMERCIAL TRACTION AND SITES


Communications Department20, rue Le Peletier

75 320 Paris Cedex 9 – FranceTelephone: +33 (0)1 71 32 90 00

[email protected]

Keolis wishes to thank the employees and passengers who took part in producing this Annual Report for their contribution and gathering of information.

Keolis – Director of publication: Arnaud Van Troeyen – Managing editors: Florence Forzy and Catherine Miret – Editor: Nicolas Delaleu.

Creation, editing and production: – Illustration: Creamcrackers – Translation: Susan Landau – Photo credits: Keolis DR, Arras Tourism Board, A. Barrière/CAPA Pictures,

J. Blanchard, Paul Bradbury/Caiaimages/Photononstop, C. Charpentier, (contextes) for Spécifique, P. Gifford/CAPA Pictures, Robert Harding/Bios/Photononstop, L. Mayeux, J. Raleigh,

M. Riché, Shentong Group, Yves Talensac/Photononstop, N. Tucat/CAPA Pictures, H. Vadlamani/CAPA Pictures, GettyImages.

Cover photo: Bordeaux.

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2014

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keolis group 2014 annual report

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