Journeys without borders

WORLDWIDE 2013

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Keolis is a leading public transport operator in

Europe and across the world. Keolis off ers its customers transport solutions that are tailor-made to specifi c local needs and changing commuting patterns.

Contents

Looking to the future18 - A governance to build the future

20 - 10 essential questions about Keolis

27 - 4 key objectives

Keolis' world32 - Gold Coast38 - Las Vegas

44 - Lyon50 - Dijon

56 - Stockholm

62 - Indicators

Close-up on 201304 - In fi gures06 - In facts15 - In dates

67 - Keolis across the globe

Implantations

Boston by night Bostonbynight

2

KEOLIS

Journeys without borders

WORLDWIDE 2013

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The Keolis GroupAROUND THE WORLD…

Washington

Pompano

Fort LauderdaleCollier County

Anaheim

PomonaMonrovia

Lancaster

Merced

South Lake Tahoe

Van Nuys

San Francisco

Martinez

Richmond

UNITED STATES

Gaspé

Montréal

Longueuil

Rimouski

CampbelltonTrois-Rivières

Drummondville

Rivière-du-Loup

Québec

CANADA

Waterloo

FresnoBoston

Las Vegas

NorthAmerica

ÉricAsselin

International projects and development

Jean-Pierre Deghaye

Leila Frances

NORWAY

DENMARK

GERMANY

THE NETHERLANDS

BELGIUM

SWEDEN

Aalborg

Hinnerup

Helsingborg

Copenhagen

Slagelse

RahdenMünster

Zwolle

Enschede

Apeldoorn

VenloDüsseldorf

Kassel

Soest

Lemgo

Hamm

Nyköping

Odensbacken

GothenburgJönköping

Bergen Dalarna

LUXEMBOURG

Keolis Vlaanderen

Eurobussing

Bielefeld

Dortmund

Zutphen

Oldenzaal

PORTUGAL

Porto

Ashford

Leeds

Eastbourne

Sheffield

Brighton

Edinburgh

Newcastle

Cleethorpes

BirminghamCoventry

Canterbury

DoverHastings

York

Hull

Glasgow

Windermere

Blackpool

Hereford

London

SouthamptonPortsmouth

Barrow-in-Furness

Gatwick

Liverpool

Manchester

Shrewsbury

Nottingham

UNITED KINGDOM

United Kingdom

Alistair Gordon

Rail

Existing tram operation

Future tram operation

Bus / shuttle / trolley / coach services / PRM

Operations outside the platforms

Taxi

Future metro operation

FirstKeolis rail network (UK)

Govia rail network (UK)

Rail service in Germany

Rail service in the Netherlands

WORLD CAPTIONS

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Gold Coast

Melbourne

AUSTRALIA

Hyderabad

INDIAAbu Dhabi

UNITED ARAB EMIRATES Wuhan

CHINA

Australia/New-Zealand

Michel Masson

Metro

Existing tram operation

Bus Rapid Transit

CITYUrban networks

Interurban networks

City Car park with more than 300 spaces

In Greater Paris, 11 transport hubs and 26 car parks with more than 300 spaces are managed by the Group

75 French departments covered byinterurban network

91 urbannetworks

Besançon

PONTARLIER

LILLE

CAENLISIEUX

Rouen

STRASBOURG

OBERNAI

METZ

POMPEY SARREBOURGCHÂLONS-EN-CHAMPAGNE

ORLÉANS

DIJON

LYONClermont-Ferrand

RENNES

NANTES

Poitiers

BORDEAUX

Toulouse

MARMANDE

MarseilleMartigues

VitrollesMontpellier

MILLAU

ALENÇON

ARRAS

Evreux

COLMAR

ÉPINAL

NANCY SUBTOUL

CHAUMONT

Charleville-Mézières

VESOULBelfort

LONS-LE-SAUNIER

NEVERS

Mâcon

RIOMOYONNAX

Valence

Grenoble

AIX-LES-BAINS

St-Etienne

CHÂTEAUROUX

Chartres

TOURS

Saint-Pierre-des-Corps BLOIS

Vendôme

QUIMPER

ANGERS

LE MANSLAVAL

NiortLa Rochelle

AngoulêmeLimoges

AGEN

PAU

FIGEAC

AUCH

TARBESFOIX

Avignon

Perpignan

NÎMES

ABBEVILLE

AMIENSPéronne

SOISSONS

CHAUNY

CREIL

SENLISCHANTILLY

CHERBOURG

ELBEUF

HONFLEURBAYEUX

FÉCAMP

LENS

Roubaix

Douai MAUBEUGE

Valenciennes

CHÂTELLERAULT

SAINTES

NARBONNE

Cannes

AIX-EN-PROVENCE

BREST MORLAIXST-MALO

LORIENTCONCARNEAU

MONTARGIS

DREUX

MONTÉLIMAR

ALÈS

MONTBÉLIARD

VICHY

MONTLUÇON

Vienne

Reims

BezanneCHÂTEAU-THIERRY

Thionville

VITRÉ

Villeneuve-d’Ascq

Aulnoye-Aymeries

Louvigny

Bellegarde- sur-Valserine

Antibes

Cassis

Dax

ARC 1950

AURAY

Sundsvall

Stockholm

Finspång

ContinentalEurope

Marc Renouprez

... and IN FRANCE

FRANCE CAPTIONS

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Despite a tough economic environment, Keolis continues to deliver solid fi nancial results and a track record of winning key

transport contracts around the world.

Close-up on 2013

Gold Coast

WORLDWIDE 2013

3

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in fi gures

A growing workforce

An ever-increasing staff since 2010

Actively recruiting women

of managers are women, versus 26% in 2007

47% 33%of recruits in 2013 are women

6,800

2013

47,200 50,150 52,600 54,400

2010 2011 2012 2013

16,400 19,430 19,500 20,900

30,800 30,720 33,100 33,500

recruitments in 2013

passengers carriedin 2013

billion2.5

FranceInternational

KEOLIS

4

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A solid fi nancial standing

A balanced revenue breakdown

11%This is the average annual growth rate over the last 10 years

30%70%

A stable shareholdingstructure

SNCF Participations

Caisse de dépôt

et placement du Québec

201320122010 2011

280 millions Stable profi tability for 2013

(€ million)

247

274287

20102009 2011 2012 2013

Continuous revenue growth (€ million)

3,4254,113

4,4434,980

5,091

FranceInternational

2,356

2,735

2,351

2,629

2,077

2,366

1,868

2,245

1,404

2,021

280

• Urban: 31%• Territories: 14%• Ile-de-France: 6%• EFFIA: 3%

46%• UK: 19%• Continental Europe: 19%• Australia/NZ: 5%• North America: 3%

54%

France

International

1.71xThis is the leverage at the end of 2013,

corresponding to the net debt to EBITDA ratio

A robust fi nancial structure

WORLDWIDE 2013

5

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Thanks to the variety of networks that it runs in 15 different countries,

Keolis today possesses an unparalleled range of expertise. This key asset has

helped the Group once again to expand its international reach by winning

several major contracts.

2013in facts

KEOLIS

6 Boston

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RailKeolis won the biggest ever public service tender in the history of Massachusetts. The eight-year contract for Boston’s suburban rail network involves 13 train lines covering 1,000 kilometres of track with 134 stations and 36 million passengers per year. It is worth $335 million annually. The proposal by Keolis Commuter Services (KCS), a joint venture between Keolis (60%) and SNCF (40%), was unanimously judged strongest on both technical and fi nancial grounds by the Board of Directors of the Massachusetts Bay Transportation Authority (MBTA). The contract includes strict commitments in terms of punctuality, cleanliness, comfort, passenger information and fare collection. With this major win, the Group doubles the size of its North American business, accelerating the international rollout of its rail services.

USA

Boston

7

WORLDWIDE 2013

7

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Strategic partnershipsKeolis accelerated its push into China in 2013.In March, Jean-Pierre Farandou inaugurated the company’s offi ces in Wuhan, one of the biggest cities in the centre of the country. Keolis signed a joint venture with the municipal company Wuhan Transportation Engineering Construction Investment Group (WTECI) to build the future hub of Wuhan airport’s Terminal 3. Keolis will advise on the construction of an intermodal transport system incorporating train, metro, bus and car parks, and will manage the system when it comes into operation in 2015. In April, Keolis’ President signed a strategic partnership with Shanghai Shentong Metro Group – operator of the Shanghai metro, one of the world’s largest. The aim is to create a joint venture and to combine forces to bid for urban metro and tram contracts as well as regional train networks in Asia.

KEOLIS

8

KEOLIS RAPPORT D’ACTIVITÉ 2013

CHINA

Tours

Wuhan

Shanghai

Wuhan

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WORLDWIDE 2013

Redesigning networks“Think like a passenger”. This strategy convinced Storstockholms Lokaltrafi k (SL) to renew its contract with Keolis for the bus network in Stockholm and on the island of Lidingö. Such a victory was not a given in the extremely competitive Swedish market and faced with a very demanding call for tender. The Public Transport Authority had fi xed very high targets for the operator: a passenger satisfaction level of at least 75%, a 20% increase in traffi c and, most importantly, a drastic reduction in energy consumption by 2017. By proposing to reorganise the network to make it more effi cient and committing to add 180 new vehicles – including 52 hybrids – to its fl eet by 2015, Keolis Sverige came out the winner. The eight-year contract will begin in August 2014 and generate revenues of 1 billion euros.

Tram launchFollowing three years of construction works, several months of testing and a wide-reaching safety campaign targeting pedestrians and car drivers, the Tours tram line began operations on 31 August. The line now crosses the city from North to South, serving several strategic points including the railway station. This addition, coupled with a complete redesign of the bus network, has metamorphosed the city’s transport off er. The launch of the tram is accompanied by a modernised ticketing system, new areas served and improved passenger information that incorporates eight screens per tram and four per bus, with a mobile site delivering information in real time… The people of Tours can be especially proud of the tram’s unique design, made up of mirrors that refl ect the city, designed in collaboration with the artist Daniel Buren.

FRANCE

Stockholm

Tours

Stockholm

SWEDEN

9

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10 Hisingen

Hisingen

SWEDEN

Green fuelsOn 16 June, Keolis Sverige began operating the Hisingen bus network. In line with the request of the local transport authority of this large island just north of downtown Gothenburg, the 142-strong fl eet of buses is entirely environmentally friendly: 25 run on biodiesel, 88 on biogas and 29 are electric-biodiesel hybrids. In the year between winning the contract and launching the service, Keolis also recruited some 400 employees, set up a new depot, built a fuelling station and wash house and established ticket offi ces. The contract, worth 40 million euros annually for its eight-year duration, is the sixth for Keolis Sverige in the Gothenburg region. This makes us the leading transport operator in the area (managing 80% of traffi c) and the second in the country.

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Las Vegas

Network takeover On 7 July, Keolis Transit America (KTA) drove its fi rst bus along the Las Vegas Strip. The fi ve-year contract, awarded in February, involves operating Lot B of the city’s bus network, which serves the densely populated Hotel and Casino Corridor. KTA took advantage of the fi ve months between winning the contract and offi cially beginning operations to assess the skills of mechanics and drivers, recruit additional personnel and organise the operational launch of the network. Several months down the line, the verdict is unanimous: the local transport authority, Regional Transportation Commission of Southern Nevada (RTC), and the network’s existing employee base have heralded the professionalism of KTA’s team and its ability to ensure a seamless, effi cient transition. Ridership is also up: in October, passenger traffi c on the famous Strip rose 4% to reach a historic record of 1.37 million.

USA

Las Vegas

11

WORLDWIDE 2013

AccessibilityWith the slogan "Twents, just a different carrier" widely spread through local media, Keolis announced that its Dutch subsidiary, Syntus, had offi cially taken over running Twents on 8 December. This contract, signed in 2011 for nine trains and 135 buses covering the Twente region in the east of the Netherlands, included an important focus on accessibility: it involved signifi cant investment in adjustments to buses, trains and stops to make it easier for people with reduced mobility to access and use the network. To communicate these changes to the population and generate interest, additional slogans like “Just accessible” and “Just a helping hand” were part of the multimedia campaign for the launch.

THE NETHERLANDS

Twente

Twente

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Metz

Bergen

12

Bus Rapid Transit (BRT)In October, the citizens of Metz were able to travel on their Bus Rapid Transit system, Mettis, for the fi rst time. With two lines totalising 18 kilometres, 37 stations and 27 vehicles, each with a capacity of 150 passengers, this innovative service structures the city’s new network, “Le Met”, managed by Keolis via a semi-public company. The system is environmentally friendly thanks to its hybrid propulsion system, which results in fuel economies of 15 to 20%. The Mettis has also put design at the forefront, with its bright and inspirational plum, green, blue and dark yellow décor. With this new service in Metz, Keolis has increased its presence on the BRT market. In July 2013, its expertise in this area allowed it to renew its operating contract for the Nîmes network, Tango, for 10 years. Launched in September 2012, Nîmes’ BRT is a great success. The Group has committed to continue modernising the southern French city’s network to attract 15.3 million passengers annually by 2022.

Tram extensionThe fi rst stage of the extension of Bybanen, the Bergen light rail network, came into operation on 21 June. The extension involves 3.6 kilometres of extra track, six new trams, 23 drivers and 15,000 extra service hours per year. The network, which previously included 15 stations and spanned 10 kilometres, now serves the city’s biggest shopping centre, Lagunen. By June 2016, Bybanen will be extended by a further 7 kilometres to reach Bergen’s airport, another initiative that is sure to bring smiles to the faces of its 31,000 daily users.

NORWAY

FRANCE

Metz

Bergen

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WORLDWIDE 2013

13 Hyderabad

INDE

Early operator involvementAs the operational partner chosen in 2012 by Indian construction and engineering fi rm Larsen & Toubro (L&T) Metro Rail to accompany it during the conception phase then to operate Hyderabad’s future automatic metro, Keolis played an integral role in the network’s early development throughout 2013. The pillars of the viaduct that will carry the rails are already built, and a full-scale model that reveals the interior of the trains was presented to the public in October. Work on the future depot was almost complete by the end of the year. Keolis also started recruiting its future team on the ground. Top management, as well as key human resources, fi nance, marketing, sales and health and safety positions had been fi lled in December, with most of Keolis Hyderabad’s team recruited locally. By the end of 2014, the subsidiary will count more than 500 employees, in anticipation of launching the operation in 2015.

Hyderabad

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KEOLIS

Line extensionThe extension of metro line B has brought a forgotten area of the city back to life. Extending the Lyon metro by 1.8 kilometres to Oullins station has transformed this industrial wasteland into a centre combining metro, bus station and parking for cars and bicycles, with an information point and a main line SNCF railway station. This technical feat necessitated nearly four years of construction and the removal of 100,000 cubic metres of earth in order to build a new tunnel under the Rhône River. Passengers have been quick to adopt this new service: a month after its opening in December, the line B extension was already carrying nearly 20,000 passengers daily, in line with Keolis’ expectations.

FRANCE

Lyon

Lyon

14

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WORLDWIDE 2013

15

WORLDWIDE 2013

15

February KTA wins a new para-transit contract in the United States. On 18 February, Keolis took over the transport network for people with reduced mobility in Fresno, California. With its 55 vehicles, 90 employees and more than 200,000 journeys made each year, it is one of the most important systems in the state. The three-year contract will generate revenues of $16.9 million.

June "Meet the Managers" goes to Canada. The management of Keolis Canada organised an event to gain insight into user experience in three major stations in Quebec and Montreal. The aim of the initiative, which attracted 300 customers, was not only to allow coach users to share their insights, complaints and ideas with the company’s

managers, but also to allow the latter to share the day-to-day experience of the coach drivers. This operation, largely inspired by a practice initiated by Virginia Railway Express in the USA, is also getting very popular in France. Several networks throughout the country organised “Meet the managers” events in 2013.

June Caen’s Twisto network launches the fi rst "Full NFC” ticketing system in France. A smartphone application now allows passengers to buy tickets and validate them directly on the bus using their telephone. The industrial development of near fi eld communications (NFC) technology now allows Keolis to add another option to its array of ticketing solutions. The Strasbourg network has also switched over, with its U’GO application.

July Keolis operates France’s largest fl eet of hybrid buses, with nearly 140 vehicles in Dijon, Bordeaux and Lyon. We are also recognised for our expertise in this area thanks to our Danish and Swedish subsidiaries. In Denmark, City-Trafi k took delivery of 14 new Euro 6 buses operating out of its depot in Hinnerup. In Sweden, where the majority of buses in Stockholm and the Gothenburg region are hybrid, Keolis intends to make 100% of the fl eet fossil-fuel free by the end of 2014.

September Gold Coast’s light rail network on schedule for 2014. In spite of severe weather and heat delays, the Gold Coast light rail network is on schedule to commence operations in mid-2014. Bombardier delivered the fi rst trams in September and testing began a couple of months later.

Fresno

Canada

Caen

France

2013IN DATES

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KEOLISKEOLIS

2013 IN DATES

December Keolis Deutschland celebrated the inauguration of the Ostwestfalen-Lippe (OWL) diesel train network. Under the 12-year contract, Keolis will operate this network, which serves the region of Bielefeld in the West of Germany. In addition to the existing network, Keolis took on two new lines, recruiting 30 new employees and adding 14 new trains to the fl eet. The 21 trains will travel 2.2 million kilometres per year.

September Unprecedented service quality for coaches in the west of France. The Lila Premier inter-urban express coach service, which serves several towns around the city of Nantes, off ers a quality of service never seen before in France. This includes real-time passenger information, free 4G wireless Internet and low fl oors for people with reduced mobility.

Melbourne

October Keolis and Eurostar target the East Coast Main Line. The two operators worked together to submit their tender to operate this rail line linking London with Scotland’s major cities. Combining Keolis’ experience in franchise operation and international tenders with Eurostar’s expertise in customer service and product innovation multiplies their chances of winning the contract for this fl agship British rail system. A decision is expected in October 2014.

November Melbourne’s E-class tram hits the tracks. After a long and challenging test period, the new Yarra Trams vehicles made their fi rst commercial journeys at the end of 2013. These new Bombardier trams, the largest ever seen in Melbourne with capacity for 210 passengers, are also ”low-fl oor” to allow access for people with reduced mobility.

Nantes

Germany

16

Eurostar

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With the launch of KeoLife, the reorganisation of international

activities and the creation of two new departments, 2013 was a watershed year

for the Group. This section gives an insight into the drivers that are helping

Keolis focus on the future.

Looking tothe future

London 17

WORLDWIDE 2013

17

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Members of theGroup’s Executive Committee

From left to right:Bernard Tabary CEO International

Olga Damiron Human Resources Director Arnaud Van Troeyen Executive Vice President, Strategy and Development

Jean-Pierre Farandou Executive ChairmanMichel Lamboley Group CEO (up) 

Laurent Kocher Executive Director, Marketing, Innovation and Services (down) Jacques Damas Executive Director, Rail and Operations

Frédéric Baverez CEO France and CEO EFFIA

A governanceto build the future

18

KEOLIS

RAKE013_WW_17-26_BAT8.indd 18 26/05/14 19:51

Members of the Supervisory Board

Patrick CÔTÉAsset Management Director,

CDP Capital France

Mathias EMMERICHDirector Finance, Purchasing and IT,

SNCF

Jean-Yves LEBLANCIndependent administrator,

former President of Bombardier Transport

Éric LACHANCERegional Director Europe

Management and valorisation of infrastructure's investment,

CDP Capital France

Joël LEBRETON,Chairman of the Supervisory Board

Laurent TREVISANIDirector

of Strategy, SNCF

Normand PROVOSTVice-President,

Caisse de dépôt et placement du Québec

Philippe MAYSTADTIndependent administrator, Honorary President of the

European Investment Bank

“Keolis’ two shareholders, one from industry (SNCF) and the other from fi nance (CDPQ) are perfectly complementary and united in their support of a long-term plan for the Group. This balance and desire to look ahead form one of the foundations of Keolis’ governance, with a rationalised Supervisory Board keen to bring together the right conditions for the plan’s successful deployment. To do this, the Board adopted a roadmap in early 2013 setting out a fi ve-year strategic plan for Keolis. The plan is already starting to deliver on its promises, if we take the examples of the prestigious win in Boston and the constitution of the new Executive Committee, which is particularly well-equipped to face the future.˝

19

WORLDWIDE 2013

19

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What were the main events that defi ned 2013 for Keolis? Jean-Pierre FARANDOU, Executive Chairman

10 essential questions about Keolis

The year proved to be a key stage in our transformation as we prepare Keolis for a new phase of growth. We set an ambitious target of achieving €7 billion of annual revenue by 2017, which would be a 40% increase compared with 2013. We have strengthened the Group’s corporate struc-ture by creating two new departments that will be essential for our development both in France and abroad. These are the Rail and Operations Department, which will help us attain our goals in Mass Transit, and the Marketing, Innovation and Services Department, which will speed up the work we are doing on new forms of mobility and the “smart city”.In parallel, we made progress on our project to decentralise the Group at the international level by creating four regional platforms: North America, United Kingdom, Continental Europe and Australia/New Zealand. These platforms will help us integrate local skills, consolidate the presence of our sub-sidiaries in these target regions, and step up our pace of development.We also launched KeoLife, a major corporate initiative which is focused on our core mission of achieving customer satisfac-tion. This includes passengers, of course, but also the Public Transport Authorities with whom we strive to establish and maintain strong partnerships.

An interview with the Executive Chairman Jean-Pierre Farandou and members

of the Executive Committee.

20

KEOLIS

RAKE013_WW_17-26_BAT8.indd 20 26/05/14 19:51

What were the business highlights for Keolis in 2013?

What is the outlook for Keolis in 2014?

We had many commercial successes in 2013. In France, Keolis maintained its reputa-tion as an effi cient and reli-able operator by retaining 99% of its urban contract portfolio. This demonstrates our capacity to support local authorities and help them transform their transport net-works. I would also mention the launch of two new net-works in France, a light rail system in Tours and a rapid transit bus system in Metz. 2013 was also an eventful year with regard to technological innovations, such as the launch

of the NFC* systems in Caen and Strasbourg. In Rennes, we reached an agreement with the universities to stagger the starting times of classes to avoid peak periods on the net-work. This innovative idea is a real-life illustration of our part-nership approach to the com-munities we operate in. EFFIA also won a number of con-tracts in 2013, once again showing how important park-ing is to our multimodal off er. EFFIA is now number 2 for parking in France and man-ages approximately 118,000 car park spaces.

Turning to international mar-kets, I am proud of some mag-nificent wins that we have chalked up and which anchor us more securely in our priority regions. In North America, we are now operating the Las Vegas bus network. We also have been chosen to manage commuter rail services in Boston, the largest-ever dele-gated transport management contract in the United States. Elsewhere, the city of Stockholm renewed its confi dence in us to operate its bus network. In emerging markets, Keolis is now represented by ad hoc

teams. In India, the Group will soon have an excellent show-case thanks to the work being done on the Hyderabad metro. In the Arabian Gulf, we are pres ent through our repre-sentative in Abu Dhabi. And in China, we are preparing to operate the future interchange hub at Wuhan Tianhe Airport in 2015. We have also formed a partnership with Shanghai Shentong Metro Group, which should speed up our expan-sion not only within China itself but throughout Asia.* NFC: Near Field Communication.

Currently, we are awaiting the outcome of several major ten-ders, including the renewal of the Bordeaux network and the four British franchises, for which we have been shortlisted. The Group will also be particularly focused on three other proj-ects: the launch of the Gold Coast tramway in Australia in June; our takeover of the Boston rail network in July; and the trials of the Hyderabad metro. That metro is scheduled to be launched in 2015. The public transport market is becoming fi ercely competitive so we must continue more than ever to optimise our costs and processes in order to improve our service off er to customers. This is the whole purpose of KeoLife, which we expect to help us achieve the highest standards throughout the world, particularly with respect to safety and the battle against fare evasion. I have, in fact, chosen these two themes as the Group’s key priorities for work, action and improvement in 2014. KeoLife also includes a specifi c component relating to Corporate Social Responsibility, in which we undertake to step up our dialogue with external stakeholders – cities, state representatives, businesses, civic groups, passenger associations, etc. – so that we can better con-tribute to the life of the communities where we operate.

In 2014, the Group will be working hard to launch Hyderabad’s automatic metro system, with the fi rst section due to open on 21 March 2015.

21

WORLDWIDE 2013

RAKE013_WW_17-26_bat2.indd 21 26/05/14 14:40

Looking back, 2013 was a pivotal year during which Keolis mobilised its eff orts to prepare for the future. In spite of all the economic turbulence we demonstrated our solidity. Our revenues stood at €5.1 billion, an increase of 2.2% compared with the previous year. This is a good result even though there was a slight erosion in our profi t-ability due to negative impact of exchange rates and the renewal of certain contracts entailing greater fi nancial con-straint. Nonetheless, the Group’s financial situation remains healthy and the level of our debt is contained.Most importantly, we have continued to move forward, giving ourselves the means to pursue our growth. We have set an ambitious target by

aiming to increase revenues to €7 billion in 2017. Today, we possess both the means and the strengths to achieve our ambitions. These include the trust and support of our shareholders, SNCF and CDPQ*, and adequate fi nan-cial resources, thanks to a suc-cessfully completed loan renegotiation of €800 million. This will enable us to consider external growth operations with confi dence. Our teams have been structured to meet the challenges ahead of us, and we have relocated all our areas of expertise on a single site, our new headquarters in central Paris.Our commercial successes in 2013 obviously will be refl ected in our results. The Group is readying itself to be much more aggressive, par-

ticularly in strengthen-ing its positions in the rail sector in certain target markets, such as in the United Kingdom, where we have been invited to bid in competition with the world’s best transport operators. This just goes to show what a strong reputation Keolis has built in international markets over the past ten years. I am pleased that we have done this without sacrificing our identity or the values that have always guided us, par-ticularly with regard to fi nan-cial prudence.More than ever, our mission is to guarantee the Public Transport Authorities careful

How is Keolis performing in this diffi cult global economic environment?Michel LAMBOLEY, Group Chief Executive Offi cer

22

Keolis has the fi nancial resources necessary to feel comfortable about the future.

Keolis has brought together all of its areas of expertise in new headquarters located in the 9th arrondissement of Paris.

€800 Mcash available:

management of the resources entrusted to us in the frame-work of our public service delegation contracts. We remain focused on being a trusted partner of the world’s biggest and best transporta-tion systems.

* Caisse de dépôt et placement du Québec.

10 essential questions about Keolis

KEOLIS

RAKE013_WW_17-26_bat2.indd 22 26/05/14 14:40

The challenge that we face in France is meeting the expectations of the Public Transport Authorities in terms of providing high-performing solutions while also adapting to their fi nancial constraints and needs to use public funds effi ciently. The business model for public transport in France is under pressure. Although traffi c continues to grow, the share of costs assumed by the passenger is constantly falling. Only 31.7% of operating costs today are covered by commercial revenues. In this context, alongside an inevitable need for cost-cutting, Keolis is focusing its eff orts on building revenue by providing services that will help drive increases in passenger traffi c. This is a powerful argument for local governments. Our French urban networks reported an overall rise in revenues of 6.4% in 2013. This is a quite remarkable result given the economic climate, and was achieved by designing attractive networks, implementing

“We are striving to meet the mobility needs of Public

Transport Authorities by showing ourselves to be attentive,

transparent and creative.”

plans to win and retain customers, and providing reliable real-time information to passengers. Combating fare evasion is on top of our priority list for 2014. We are addressing it by thinking in terms of the whole mobility chain and the complementary interaction of the diff erent modes of transport. We are striving to meet the mobility needs of Public Transport Authorities by showing ourselves to be attentive, transparent and creative. Our development to date has mostly taken place in the French provinces, but we are very interested in the scheduled opening up of the market in the Paris region. Our widely acknowledged expertise in operating driverless automatic metros gives us genuine legitimacy with regard to projects such as the Grand Paris Express, an extensive rapid transport network planned for the Paris region. Construction of the network is expected to start in 2014. The fi erce competition in this project should give rise to innovative solutions to meet the region’s growing transportation needs and expectations.

The Greater Paris project will open up the Paris region to competition.

What is Keolis’ strategy in France?Frédéric BAVEREZ, Chief Executive Offi cer France, and Chief Executive Offi cer EFFIA

23

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RAKE013_WW_17-26_bat2.indd 23 26/05/14 14:41

KEOLIS

24

What will Keolis’ international strategy be in 2014?Bernard TABARY, CEO International

2014 should be a good year for international growth. Our fi rst challenge will be to deliver on the promises to which we are contractually committed following major tenders recently won by the Group, including Gold Coast, Boston and Hyderabad. We are about to inaugurate the new Gold Coast light rail, the

fi rst to be launched in Australia in two decades. There has

been a colossal amount of preparation work on this project,

including 60,000 route and construction drawings and nearly

100 people hired and given training in several of our European

networks. In Boston, a network we won at the very start of

2014, we have had barely six months to prepare to operate

1,000 kilometres of rail track and 13 suburban lines. In

Hyderabad, India, we are preparing to launch the three lines

of the automatic driverless metro, the fi rst stretch of which

will open in March 2015. This year alone we will be hiring and

training about 500 people for the network.

Last year we organised the company into four regional

platforms, and this new structure is strengthening operational

performance while also providing momentum for business

development. We are keeping an active watch on emerging

markets, where there is a strong appetite for public transport

and we intend to compete aggressively in markets where the

business conditions are in line with our development criteria.

Keolis has some key advantages when it comes to competing

internationally. First and foremost, our fl exibility enables us to

adapt to local cultures, existing modes of transport, different

types of contract, and constraints and choices determined by

local transport authorities. Next comes our insistence on

providing a successful passenger experience, which, even more

than our technical performance, constitutes the true barometer

of our success. We’ve established strong partnerships with

local transit authorities who are our best ambassadors and

biggest supporters when it comes to new bids. And last but

not least, there is our commitment to our employees. We know

that in our industry, the customer experience is strongly based

on interactions with frontline staff, and so we are continually

focused on training and motivating our employees.

of track and 13 suburban train lines will

be operated in Boston from July 2014

More than600 miles

10 essential questions about Keolis

RAKE013_WW_17-26_BAT.indd 24 23/05/14 10:11

We need to be pragmatic and eff ective. In an uneven economic context, fi nancing the operation of a transport network is a daily challenge for many governments. It is up to us to off er them the best value for money. The Group is committed to this objective. We promote high-performing technical and operational solutions, including reengineering networks and developing intermodality. We do this by introducing attractive commercial off ers and organising fl uid interchanges between diff erent modes. We also speed up the development of global solutions through consortia and partnerships with companies off ering innovative ideas for ticketing systems, smartphone applications and other digital innovations. As far as developments in the transport operator business, we need to stay ahead of the market and be more proactive in our dealings with local authorities. This includes off ering them new funding models, such as public-private partnerships, and new services, such as asset optimisation. Although we are generally not the owners of rolling stock, tracks and transport infrastructure, our role as a responsible operator means we must constantly explore and propose the best solutions for optimising the management of these assets on a long-term basis.

Why is Mass Transit a strategic sector for Keolis?Jacques DAMAS, Executive Director Rail and Operations

How can Keolis continue to expand in a sector experiencing more and more constraints?Arnaud VAN TROEYEN, Executive Vice President, Strategy and Development

The combination of demo-graphic pressure, growing urbanisation and a strong need for population mobility calls for high-capacity trans-port systems capable of car-rying millions of passengers every day via trains, metros and tramways. Not many operators have the scale to manage complex networks the way Keolis can. Public Transport Authorities recog-nise and appreciate our experi-ence, the diversity of our portfolio and our ability to tap into the expertise of our col-leagues at SNCF. In Boston, Hyderabad, Lyon and the UK, these authorities value our capacity to manage complex-ity for clients even as we are

delivering simplicity for pas-sengers. They trust Keolis to safely transport millions of people. Obviously, we will be bringing new infrastructure and new equipment, including trains, metros and trams, into service. But we must also le verage existing capacity as effi ciently as possible in order to make the best use of public funds. This requires going faster and further in the devel-opment of industrial methods for production effi ciency, in optimising the interface between various modes of transport (buses, cars, self-service bicycles, etc.), and in deploying information tech-nologies for the benefit of customers.The extensive experience I bring to Keolis from SNCF in the rail sector and in opera-tions will strengthen Keolis’ Mass Transit development internationally by building on our existing fundamental strengths, the principle among these being our unrelenting focus on safety.

25

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A revolution is occurring in public transport. The wide-spread use of the Internet and smartphones, the advent of social media, and the free availability of information are transforming our customers’ transportation experience. In this evolving landscape, Keolis has one considerable advan-tage – our ability to adapt. Our Marketing team has explored these issues for many years. Through our Keoscopie research programme, for example, we have focused on

understanding passenger behaviour and then using this knowledge as a starting point to explore new solutions in major networks in France and around the world. With our subsidiary Canal TP, we are developing innovative infor-mation systems, such as jour-ney planning applications and multimodal information that now enable us to be posi-tioned in the “door-to-door” segment. Our next challenges include Open Data, which will further stimulate the creativity

How are digital technologies changing our approach to mobility?Laurent KOCHER, Executive Director for Marketing, Innovation and Services

of our developers seeking innovation and improved per-formance, and the collabora-tive economy, which is based on the principle of sharing in transport management. We will be monitoring both of these trends closely so that we can be a driving force in the mobility of tomorrow.

How can you make Keolis an attractive employer brand?Olga DAMIRON, Human Resources Director

Attracting talent is vital if we are to deliver on our strategy. This is an ongoing challenge for a company like Keolis, which is in constant motion. Today we are trying to meet three primary objectives: respond to the international development of our business by recruiting multilingual and multicultural people; rejuvenate our talent pool; and target people with very specifi c profi les, particularly in the areas of rail and engineering. With this in mind, we have renewed our communication eff orts to target young graduates. We are doing this through a business game integrated into the curriculum of many engineering schools where we recruit. The Group also operates a graduate training programme which continues to grow and mature. In addition to off ering training in bus and coach operations, we’ve recently added programmes in maintenance and rail operations. Keolis also continues to make use of the French International Volunteer Programme to add an international dimension to our hiring processes. To optimise our recruitment procedures, we maintain a resume library and off er our managers access to the

SNCF Group’s intranet job exchange. This not only enables us to pool talent and resources but also increases employees’ career opportunities. Alongside these initiatives, we provide a wide catalogue of training programmes which are essential to ramping up our employees’ skills and guaranteeing the transfer of know-how to an international level.

10 essential questions about Keolis

26

KEOLIS

RAKE013_WW_17-26_bat2.indd 26 26/05/14 14:41

Keolis has made the UK one of its major targets for 2014. The UK is a large open-competition market, where all of the world’s leading rail operators are seeking to secure a stake. Currently, some of the UK’s most important rail franchises are up for grabs.“We have been active in the UK for 15 years,” says Bruno Auger, Rail Director at Keolis. “It’s a highly strategic market for our Group and we have very high ambitions there.” These ambitions may well be realised in 2014, when four major franchises will be awarded. They include the Thameslink and Crossrail franchises, which provide train services across the Greater London area. Also in the mix is Docklands Light Rail (DLR), an automated elevated metro serving the Docklands area of East London, and the East Coast Main Line, one of the UK’s principal regional rail ser-vices between London and Scotland. Shortlisted alongside the world’s leading rail operators, Keolis has submitted bids for these franchises in partnership with

other prominent companies. On the Crossrail and Thameslink bids, Keolis

is partnered with Go-Ahead, a lead-ing British transport operator. On DLR,

our partner is Amey – an engineering company specialising in public transport

infrastructure. On the East Coast Main Line bid, Keolis has established a unique partnership with

Eurostar, combining the Group’s rail expertise and its vast experience with major international tenders with Eurostar’s reputation for customer service and product innovation. The East Coast Main Line itself represents annual revenue of roughly €1 billion, which is equal to Keolis’ current annual revenue for the UK. “Winning one of these four contracts would really see us turning a corner in developing our revenues and taking control of our future,” says Bruno Auger. “By becoming the majority operator of a British franchise, Keolis would greatly raise its profi le in the UK rail market, which is regarded around the world as a benchmark for competition and growth.”

A number of major strategic projects launched in 2013 will advance in 2014, as Keolis strengthens its market

positions across the world and builds for the future. Here we spotlight four of these key initiatives:

4 keyobjectives

FOR THE FUTURE

UnitedKINGDOM

Keolis now generates a turnover of €1 bn in the UK.

WORLDWIDE 2013

27

A priority for development

2727

RAKE013_WW_27-30_bat2.indd 27 26/05/14 14:43

Knowledge Management champions

are spearheading the Group’s eff orts worldwide.

35

employees will have access to the system.

2,400

Keolis is expanding interna-tionally at a rapid pace. So it is more important than ever for subsidiaries around the world to share experience and best practices effi ciently. A Knowledge Management system was developed in 2012 with the initial aim of gathering case studies to sup-port international tenders.However, it quickly became

obvious that this approach

could benefit not just the

preparation of tenders, but

4 key objectivesfor the future

Knowledge MANAGEMENT

also ongoing operations.

Every network, f rom

Melbourne to Quebec, has

unique characteristics. Keolis

teams have acquired a broad

range of know-how that can

be leveraged by colleagues in

other parts of the world.

Nearly two years after the

introduction of Knowledge

Management, and in order to

increase these exchanges, the

Group is now testing dedi-

cated software. Using the

KeoShare online collaborative

platform will make it possible

to easily share best practices

Keolis teams have

acquired a broad

range of know-how. Spreading excellence

have already been integrated into the

system.

350 case studies

and processes of all kinds

throughout the Group – from

how to reorganise a bus net-

work or plan light rail asset

management to how to opti-

mise fair hiring practices. Full

rollout is scheduled before

the end of 2014.

“Keolis’ offer around the world

is becoming increasingly

strong,” points out Laurence

Fourcade, Head of Knowledge

Management at Keolis. “This

gives Public Transport

Authorities all the more reason

to entrust their network oper-

ations to us, as a fully interna-

tional group. This platform will

make it easier to access infor-

mation from throughout the

organisation, not just as it fi l-

ters down from headquarters.

Our experts will be able to

share technical knowledge

much more readily.”

The advantages are numer-

ous, from saving time and

money to allowing opera-

tional staff to acquire infor-

mation from people with

relevant experience in other

countries and adapt it to their

local context. The long-term

benefi ts will be an improved

transport offer for Public

Transport Authorities and the

best possible service quality

for passengers, wherever they

are in the world.

KEOLIS

28

RAKE013_WW_27-30_BAT.indd 28 23/05/14 12:54

of public transport passengers worldwide

think that paperless tickets will make their

journey easier*.

75%

In a decade, the digital revolution has profoundly impacted passengers’ travel patterns. Through a series of innovations in its public transport off er, Keolis has carried out many initiatives not merely to keep pace with change, but rather to anticipate it. The Marketing, Innovation and Services Department was created in 2013, giving concrete form to this strategic priority. One of its areas of responsibility is Digital. “Today, not only do travellers have a multitude of modes of transport for their journeys (bicycle, car, bus, metro, etc.), but new technologies also allow them to access the information needed to com-bine them and so create a customer-made product cor-responding exactly to their needs,” notes Najoua Ben Jemaa, Group Digital Director. Four trends have profoundly impacted passenger: real-time information by smart-phone or tablet, a huge increase in the number of sources of information thanks to social media and crowd-

Digital

sourcing, the spread of col-laborative consumption, and the advent of the “Digital City” thanks to Open Data and Big Data. “These trends guide us natu-rally to create new tools and services for connected mobil-ity,” adds Najoua. Keolis has already developed a palette of multimedia tools that sim-plify passengers’ access to information on their transport network: travellers can pre-pare their journeys by con-sulting network maps, timetables incorporating dis-ruptions, multimodal route searches and real-time traffi c information. That is made possible largely thanks to Navitia technology, devel-oped by Canal TP, Keolis’ sub-

sidiary specialised in digital solutions. Keolis is also a pio-neer in innovative exper-iments for ticketing solutions in France, e.g. contactless ticketing, tickets by smart-phone and online distribution. The Group wants its new Digital Department to speed up the development of digital services and to go further by encouraging innovation and the sharing of good practices initiated by and with subsid-iaries. That is how the new solutions it offers will be increasingly in line with the mobility of tomorrow.

people in Europe could use

car-sharing by 2015.

5.5 million

The new paradigm of passengertransport

Real-time traffi c information on smartphone off ers great services to passengers.

* Research carried out by Accenture from September 2012 to January 2013, survey of users in 9 European, North and Latin

American, and Asian cities.

of passengers follow their operator on Facebook,

and 42% on Twitter*.

63%

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RAKE013_WW_27-30_bat2.indd 29 26/05/14 14:43

Faced with growing pres-sure on Public Transport Authority budgets, Keolis remains a leader in continu-ally improving the quality of service it provides while reducing its costs. How? By fi nding innovative ways of collaborating with local authorities to optimise operations while focusing on value for money.These are clear ways in

which Keolis’ subsidiaries

can offer better value for

money and reduce pressure

on margins. The KeoLife cor-

porate programme initiated

in 2013 supports Group-wide

Value FOR MONEY

through asset management.

without increasing costs.

Keolis extended the life span of the Lyon

metro from

The use of Neolis in Stockholm will help boost

ridership from

35 years

to 53 years

90 million to 110 million

coordination to improve the

sharing of good practices in

revenue risk management

and to deliver synergies in

procurement and lean

management.

Keolis’ expertise in asset man-

agement is increasingly

attractive for Public Transport

Authorities seeking to opti-

mise their networks and gen-

erate value. For example,

Keolis used its experience in

asset management to extend

the lifecycle of the ageing

metro system in Lyon from 35

years to 53 years (until 2030).

Similarly, it extended the

tram network’s lifecycle in

Melbourne. With Neolis, a

unique approach to restruc-

turing public transport net-

works, Keolis is able to

demonstrate to Public Trans-

port Authorities how they can

improve services and boost

ridership at the same time as

reducing costs by implement-

ing optimised transport sys-

tems. A full Neolis study was

part of the tender for the new

contract for the Stockholm

bus network, awarded in

November 2013.

Even when contracts give

Keolis less control over opera-

tions, its know-how with

respect to optimisation still

generates benefits. In Bel-

gium, where Keolis operates

bus networks through around

40 subsidiaries as a subcon-

tractor, the Group cannot con-

trol costs by adapting service

levels. Even so, its Belgian

holding companies – Eurobus

Holding and Keolis Vlaan-

deren – have worked hard

over the past four years to

reduce the cost of operations

without affecting bottom-line

growth, chiefl y by implement-

ing lean management pro-

cesses and taking advantage

of best practices throughout

the Group.

Keolis offers a continual

improvement in the quality of

service while striving to con-

stantly lower its costs. In short,

it seeks to provide the best

possible value for money.

75% of the costs of running a bus network

stem from labour, energy and maintenance costs.

Improved and greater services

4 key objectivesfor the future

KEOLIS

30

RAKE013_WW_27-30_BAT.indd 30 23/05/14 12:55

From Australia to the USA, from Sweden to France, every day

Keolis uses its public transport expertise to serve millions of passengers.

Gold CoastKeolis helps

engineer the new light rail

Las VegasKeolis: an expert

in transition

LyonA laboratory

for innovation

DijonCustomers

at the heart of the network

StockholmKeolis optimises the bus network

Keolis’ world

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RAKE013_WW_31-37_bat2.indd 31 26/05/14 14:45

The Gold Coast light rail system in Queensland, Australia, is due to begin commercial operations mid-2014. Not only is Keolis a member of the joint venture that will be operating the network

for 15 years, it played a key role in many upstream design and engineering decisions.

Gold Coast KEOLIS HELPS ENGINEER

THE NEW LIGHT RAIL

Gold Coast

AUSTRALIA

KEOLIS

32

RAKE013_WW_31-37_BAT.indd 32 23/05/14 10:16

sent experts from France to Queensland to ensure that the most relevant solutions were proposed. There are many examples of contributions from Keolis: as the network was being designed, the Group’s experience of integrating tram systems in the French cities of Tours and Bordeaux proved invaluable when it came to dealing with such elements as pedestrian crossings and road passages. Regarding the rolling stock, Keolis drew on its experience to recommend longer, rather than shorter, trams in view of the confi gura-tion of the network, in order to optimise each journey and reduce costs. To maximise safety, the depot was designed without overhead wiring, avoiding the risk of electrocution, and tracks were laid in such a way that trains did not need to be reversed, so reducing the risk of accidents.

SUPPORT IN THE COMMUNITY

During the preparation phase, Keolis has built up a close relationship with the State of Queensland by working closely with the customer not only on technical engineering issues, but also on fostering enthusiasm for the project among the local community. In Australia, public transport is less popular than in other parts of the world. Because of the disruption caused by such a project, with road closures and other inconvenience inevitably accompanying the construction works, it was crucial to get the community on side from the outset. This included residents and business owners, but the added complication of a transient tourist population made the project even more challenging. Hand in hand with TransLink, Keolis held public consultation meetings, opened a visitor centre and ran grassroots initia-tives involving local schools and businesses. Not only did this help the community assume ownership of the new network throughout the construction phase, it also laid the groundwork for all-important safety education, as the Gold Coast community of drivers and pedestrians learns to adapt to sharing the roads with the tram.

Gold Coast, a city in Queensland, Australia, some 70 kilo-metres south of Brisbane, is a fast-growing community and thriving tourist hub whose public transport needs have evolved considerably. The State of Queensland wanted to install a rapid transit system to serve it. After a feasibility study they opted to use light rail rather than buses, because of higher capacity and lower environmental impact. A competitive tender was launched for a consortium to join with the State Government in a Public-Private Partnership in 2009, and in May 2011, GoldLinQ was announced as the winner. Keolis Australia is a member of this consortium via a joint venture called KDR Gold Coast, specially formed for this franchise with Downer, its partner on Yarra Trams in Melbourne. KDR Gold Coast will operate and maintain the network for a 15-year period. Other members of GoldLinQ, responsible for engineering, construction and supplying rolling stock, are McConnell Dowell Constructors and Bombardier Transportation. All the consortium partners were regularly invited by the Public Transport Authority, TransLink, to contribute their know-how to the development of the project. Numerous features of the Gold Coast light rail network bear the hallmark of specifi c input contributed by Keolis specialists. These experts validated each stage of the design of the future system covering the choice of rolling stock, station implantation, depot plans, and issues relating to safety and maintenance.

THE MOST RELEVANT SOLUTIONS

By putting its faith in its “Think like a passenger” philosophy, Keolis ensured that its input into the development of the project would focus on satisfying the city’s genuine long-term needs. The KDR Gold Coast joint venture brought to the table not only the Group’s vast international experience, but also know-how specifi c to the Australian market gar-nered from its operations in Melbourne. A number of expe-rienced engineers were hired locally, but the Group also

Keolis’ experience in Tours and Bordeaux

was useful when planning the layout

of the Gold Coast track.

KDR Gold Coast will operate

and maintain the network

for a 15-year period.

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33

RAKE013_WW_31-37_bat2.indd 33 26/05/14 14:45

JOINT

Interview

KEOLIS

34

How important is the role of the transport

operator in the design and construction phases?

M. L.: From the outset, we wanted the franchise to be operator-led. The essential thing for us was ensuring that this new infrastructure is effectively integrated into the existing network.

V. K.: By being involved early on so that we could provide input for both design and construction, we helped ensure that the functionality needed in the system was consid-ered. Building a relationship with the community and work-ing through the service provision enabled us to be part of the light rail before we had even started to operate. Gold Coast was a perfect fi t for Keolis; we could bring our skills as an operator to ensure the engineering design really refl ected passengers’ needs – a key trait for the PPP model.

How has Keolis used its expertise to advise

the Gold Coast community?

V. K.: By bringing best practices from around the world, we contributed some key elements in the design and build. Keolis designed a solution to make sure future extensions could be implemented in the most effi cient way, thus saving money. Two of the areas where we brought our interna-tional experience were signalling at crossovers and pedes-trian safety. The French systems in Tours and Bordeaux were useful models. Our international infl uence was also substantial in the drivers’ training we have proposed.

Vivienne King, Managing Director of KDR Gold Coast, and Matt Longland, Deputy

Director-General of Queensland Department of Transport and Main Roads

M. L.: We are particularly interested in Keolis’ interna-tional experience regarding integration of the network, i.e. ensuring that the bus network links seamlessly with the light rail. We have also talked with its team in Melbourne, because of its experience of running a light rail operation in an Australian context.

How important is community involvement and

education? How have you worked together

on these? M. L.: This will be Queensland’s fi rst light-rail network for about fi fty years. It has been an opportunity for the Keolis and GoldLinQ teams to test some of the response processes and communications. We have a really effec-tive campaign at grass roots level, with schools and businesses.

V. K.: The safety message needs to be consistent and ongoing, and we’ve worked very closely with GoldLinQ and TransLink on that. We have laid the foun-dations for a communication that is consistent and community-based.

RAKE013_WW_31-37_bat2.indd 34 26/05/14 14:46

ExpertiseLAUNCHING

A TRAM SYSTEM

-2 TO 4 YEARS -2 YEARS -1 TO 2 YEARS -1 TO 2 YEARS

-1 YEAR -1 YEAR -6 MONTHS

-6 MONTHS -6 MONTHS

LAUNCH DAY

Planning routes of future lines

Start of road work

Selection of rolling stock

Choice of network brand and sound identity and its signalling system

Network teams recruited and trained

Maintenance and operations depot opens

Public information campaign raising awareness about new traffi c conditions

Track and infrastructure work completed

Tests with fi rst trains

Network inauguration, open to general public

Preparations for network launch:

human and technical resource management, information

to general public

Network operation: from the day of its inauguration,

the operator is responsible for its smooth operation

Bid submission: analysis of

passenger fl ows and local features

Supporting the Public Transport Authority ahead

of launch: advising on all aspects of the project to optimise future

network operations

Full-scale ghost running of the entire system in real-life conditions

-3 MONTHS

DELIVERY

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35

RAKE013_WW_31-37_BAT.indd 35 23/05/14 10:17

THE GOLD COAST TRAMON TRACK

01 / In 2011, the fi rst 3D models of the new tram system were revealed to Gold Coast inhabitants.

03 / Designed by Bombardier, the fi rst trams were delivered during 2013.

02/ The line will call at the city’s most beautiful beaches, and the trams are fi tted with racks for surf boards.

04 / In 2014, the fi rst test runs got pedestrians and drivers used to seeing trams on the streets.

01 03

02

04

KEOLIS

36

RAKE013_WW_31-37_BAT8.indd 36 26/05/14 19:52

Launched in August 2013, Tour’s fi rst tram line fulfi ls the wish of the city council for the creation of a high-capacity and non-polluting North-South corridor to complement the existing bus network. The launch of the project was planned well in advance by Keolis Conseil et Projets (KCP). As early as 2010, KCP provided its expertise to the project owner Sitcat, the municipality’s Public Transport Authority, in order to optimise the future system’s operations and maintenance. In 2011, during the bidding process to retain its public service delegation, Keolis presented the city council with its proposals for a consistent bus/tram network off ering best service per kilometre and a customer-focused marketing policy. From that point on, Keolis continued to step up its preparations, training its operational teams and authoring the light rail-specifi c driving, maintenance and safety procedures. This groundwork ensured smooth and trouble-free service start-up.

In late 2011, Keolis won the contract to operate the Metz network, taking over an ongoing project for a BRT system already initiated by its predecessor. To give the best possible advice to the Public Transport Authority, Keolis Conseil et Projets (KCP) teams reviewed the working assumptions and quickly fl agged a number of issues, including the need to improve accessibility and the approach to the platform. Improved safety was an important focus area. For example, alternate traffi c fl ow was set up on certain sections that KCP experts deemed to be too narrow. While the Metz BRT system does not have to meet the same safety standards as a guided transport system, Keolis nevertheless made a point of making this network come very close to complying with the same requirements as for a tramway.

In 2013, India’s Larsen & Toubro (L&T) Metro Rail selected Keolis as its partner during the conception phase of Hyderabad’s future automatic metro system, and to then operate and maintain the network for a fi ve-year period. It is a giant undertaking, with three lines covering 71 kilometres in this city with a population of 7 million currently served only by ageing buses. Keolis has risen to the challenge, advising its partner during all phases of the design and conception process. Ahead of the launch of the network’s fi rst phase in March 2015, Keolis has hired local management and will begin the driver and maintenance staff recruitment process in coming months, eventually training a staff of 1,000 people by 2015 and 2,000 by 2016.

Tours (France)

Metz (France)

Hyderabad (India)

ADVISING FROM THE OUTSET

here and there...

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RAKE013_WW_31-37_BAT8.indd 37 26/05/14 19:52

In July 2013, Keolis Transit America (KTA) began operating the southern section of the Las Vegas bus network. The company is committed to a strategy of

building its business in major US cities; the fi rst task was to prove its ability to ensure a smooth transition. Mission

accomplished in the gambling capital of the world!

Las Vegas KEOLIS: AN EXPERT

IN TRANSITION

Las VegasUSA

38

KEOLIS

RAKE013_WW_38-43_BAT.indd 38 23/05/14 10:38

awarded, there were barely fi ve months to recruit the 540 employees that were required, including drivers and mainte-nance personnel. Nearly 400 of those employed by the previous operator were re-engaged by KTA. The company was as transparent as possible, gaining the trust of many who had been worried about their jobs, while helping to establish a good relationship with local unions. Since taking over as operator, KTA has gone out of its way to ensure maximum employee satisfaction, and a new labour agreement is cur-rently being negotiated.

BREAKING RECORDS

After six months of operations, KTA can be justifi ably proud of its success in taking over the network. It intends to continue implementing improvements over the fi ve-year contract period, which is potentially extendable for a second fi ve-year term. Using tools like its international “Think like a passenger” strategy and focusing on improved vehicle maintenance and scheduling, KTA has already made substantial upgrades to the service. In September 2013, just two months after taking over operations, KTA contributed to surpassing the previous record for monthly passenger numbers on the Strip, reaching 1,315,019. This record was again broken in October, when passenger numbers climbed to 1,372,766. By December 2013, complaints were down signifi cantly, vehicle reliability had improved, accidents had decreased, and punctuality rates had risen, providing clear proof that KTA can deliver on its promises, ensuring a smooth transition and consistently improving the services it provides.

Keolis Transit America (KTA) was awarded the contract by the Regional Transportation Commission of Southern Nevada (RTC) in Las Vegas in February 2013 to operate the southern half of the city’s bus network. The Public Transport Authority had decided to split the city of Las Vegas in two parts, with two different operators in the resi-dential North and the tourist-dominated South. The area operated by KTA includes “The Strip”, a world-famous entertainment corridor. The previous contractor had man-aged the Las Vegas bus network for more than 20 years, and the Public Transport Authority had never changed operators before. So Keolis’ experience taking over net-works proved to be very useful. Even before the contract was awarded, KTA was hard at work to ensure that its offer was the most competitive. A local management team was recruited in advance, and a specialist team from France was called in, not only to help prepare the tender but also to focus on an action plan for the short transition period.

A SMOOTH CHANGEOVER

The Public Transport Authority awarded the contract to Keolis because it wanted to see a change in the level of ser-vice provided. The key task faced by KTA in bidding for the contract was balancing a challenging list of improvements that were clearly needed, including better scheduling, opti-misation of the bus fleet and a solid maintenance pro-gramme, while achieving the most attractive price possible. Demonstrating an ability to work closely with the transport authority was no less important. Once the contract had been

Conductors and mechanics are hired

to provide quality service along

the famous Las Vegas Strip.

The Las Vegas

bus depot.

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RAKE013_WW_38-43_bat2.indd 39 26/05/14 14:49

JOINT

Interview

What added value does Keolis bring

to operating the Las Vegas network?

T. Q.: We always think of Las Vegas as a world-class city, and Keolis has vast experience of operating all around the world! Southern Nevada has a lot to gain from the company’s knowledge, experience and understanding of Mass Transit systems. I also think that Keolis is pushing us to think outside the box.

K. A.: Our maintenance programme is particularly strong, while in areas like service planning and marketing we included a whole chapter of innovations in our proposal, including the use of technology like Wi-Fi in buses and kiosks that display real-time information on when the next bus will arrive.

What are the biggest challenges in operating

a transit system in Las Vegas?

T. Q.: We carry about 40,000 passengers a day just along the Strip, so not only do our vehicles have to work a lot, they have to work very hard!

K. A.: Vehicle maintenance is the key challenge. The system operates 24 hours a day, 7 days a week, so main-taining the vehicles presents a challenge. What’s more, traffi c congestion is pretty much continuous: there are no rush hours but no quiet periods either.

How would you describe the partnership

between RTC and KTA? T. Q.: There has been excellent communication between our people and Keolis personnel. They have reacted very promptly in dealing with issues we have. But it’s a chal-lenging system, and it will need to be constantly evalu-ated and will require periodic readjustment.

Several months into the contract, what concrete

results have been achieved? K. A.: RTC expected 96% on-time performance on a ten-minute standard, and we achieved this almost from the outset. Our next target is a 90% performance on a fi ve-minute standard. We are currently averaging just a point or two below this level, but we are taking a variety of actions to work on this. Another area in which we have improved already is safety. When we took over, the accident frequency rate was 2.25 per 100,000 miles. By December, we were below our goal of 1.5, and it has continued to improve.

Tina Quigley, General Manager of the Regional Transportation

Commission of Southern Nevada (RTC) and

Kevin Adams, Managing Director of Keolis Las Vegas

KEOLIS

40

RAKE013_WW_38-43_bat2.indd 40 26/05/14 14:49

ExpertiseTHE 9 STEPS

TO A SUCCESSFUL HANDOVER

the local environment and the needs of all the categories

of the local population

“missing” skill sets, in particular in technical network-specifi c areas

constantly with the Public Transport Authority

and other stakeholders

technical needs: equipment, maintenance, etc.

on Keolis’ proven expertise to create innovative

services

with the schedule to be ready to launch the new network

on the big day without service disruption

and then train current teams, and impart meaning

to the project

the network thoroughly but also gradually, so as not to upset the routines of loyal

customers

Analyse

Recruit

Communicate

Assess

CapitaliseComply

Audit

Reorganise

and win over passengers (via targeted information,

assistance, communications collateral, etc.)

Persuade

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With the Las Vegas Strip bus network, Keolis operates a line in a city known throughout the world for its luxurious hotels, giant casinos, and opulent decor.

HITTING THE STRIP ON A BUS

KEOLIS

42

RAKE013_WW_38-43_BAT8.indd 42 26/05/14 19:52

In June 2012, Keolis was selected to manage the Amiens public transport network on its promise of an attractive renovation package to be completed by 2013. To get the network rapidly back on track, Keolis embarked on a lightning “100-day” campaign. Its goal was to take full control over the network and get the Group’s management tools up and running quickly (operating software, journey time calculations, working hours, payroll, etc.). Within six months, the new management team had successfully turned the business around, achieving increased passenger numbers through better service quality.

Amiens (France)

How can you make signifi cant improvements to a transport network and off er passengers more services while winning over support for the changes from network employees? This challenge was taken on by Keolis in Orleans, where the plan to extend bus services from 8 p.m. to midnight required a major reorganisation of work schedules and teams. Following information sessions at which various experts from head offi ce explained the project to Orleans branch staff , the discussions held within the focus group led to a solution that was acceptable to all.

Orléans (France)

When Keolis' subsidiary in the Netherlands, Syntus, took over the Twents operation on 8 December 2013, a service including nine trains and 135 buses in the Twente region, it was able to ensure the immediate delivery of a quality service despite certain challenges. In the Netherlands, such a transition involves the transfer of all operational staff as well as certain administrative functions from the incumbent operator. Keolis succeeded in seamlessly integrating the former into the new service, and ensuring that relations with the latter went as smoothly as possible. New vehicles and ticketing systems made the transition all the more challenging, as staff had to learn to adapt to these. Nevertheless, the changeover is considered a resounding success by all involved.

Twente(The Netherlands)

In Hisingen, a large island north of Gothenburg, Keolis Sverige began operating the 142-strong bus fl eet in June 2013. All the vehicles included in the new contract run on alternative energy sources: 25 run on biodiesel, 88 on biogas and 29 are electric-biodiesel hybrids. This represented a signifi cant challenge for drivers, who had to learn to operate the new vehicles, which have distinct diff erences from more traditional buses. Keolis helped its staff , recruited for the new contract, to adapt to this new working environment, and is proud that despite the challenge represented, passengers have not noticed any declines in the level of service. The Public Transport Authority has said the startup of the operation was one of the best it had ever experienced.

Hisingen(Sweden)

NETWORK TAKEOVER

here and there...

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KEOLIS

44

With four metro lines, fi ve tram lines, two funiculars and more than a hundred bus and trolleybus lines, Lyon has the largest

and most complete public transport network in France after Paris, and it is the largest urban transport network in Europe delegated

to a private operator. As the operator of this vast network, Keolis has been involved in every change it has experienced,

and uses it as a real world laboratory for innovating.

Lyon A LABORATORY

FOR INNOVATION

LyonFRANCE

KEOLIS

RAKE013_WW_44-49_BAT.indd 44 23/05/14 10:52

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45

Transport Authority has been able to count on Keolis. After carrying out studies on hybrid vehi-cles using thermal and electric power, Keolis concluded that the technology was still too recent to provide reliable feedback, in particular with regard to the ageing of energy storage systems. Keolis Lyon therefore decided to test three models of hybrid buses for a year. The aim of the unprecedented trial is to select the model that performs best and can meet the needs of the network. Keolis also has signed a three-party agreement with Alstom and Sytral to optimise the recov-ery of energy released by metro and tram braking, what is called regenerative braking. Playing such a prominent role in the selection process is just one of the tasks that Sytral has contracted to Keolis. The company also operates and maintains the transport infra-structure, which has assets valued at €4.2 billion. By opti-mising the choice of rolling stock, Keolis is guaranteeing the Public Transport Authority not only safe and reliable ser-vice, but also a longer life cycle for its assets. In these days of increasingly circumscribed fi nancial resources, this is of vital importance for any local authority.

A CULTURE OF SHARING

As a result of these innovations within the Lyon network and the excellent relations that have been established with the Public Transport Authority, Keolis Lyon has become a world benchmark in public transport. In its role as a laboratory of ideas, it regularly welcomes visitors who are eager to draw inspiration from its innovations for their own transport pro-jects. In 2013, roughly 180 delegations visited Lyon. These included local authorities that have chosen Keolis following tenders, representatives of emerging countries under the auspices of the CODATU (Cooperation for the Development and Improvement of Urban Transport), and other Keolis’ subsidiaries eager to acquire good practices. Clearly, there are many reasons to call France’s second metropolis the world capital of multimodal transport.

Each day, the Lyon public transport network records around 1.6 million journeys, making it the most heavily used network in France after Paris. Over the past 20 years, the Public Transport Authority (Sytral) and Keolis have continuously enhanced the network, whether by incorpo-rating innovative technologies, adapting to new passenger habits or keeping pace with urban expansion. As a result, Lyon is a benchmark city for interconnected and sustainable public transport.In 2013, Keolis and Sytral inaugurated an extension to line B of the metro, enabling it to serve the Oullins station, which is close to a abandoned industrial site that has been revital-ised. Construction on the extension lasted several years and included digging a huge tunnel under the Rhône River. Ultimately, the extension has greatly improved the journeys of 20,000 daily users. The new facility is an attractive hub, both for city dwellers and businesses. It links the metro to an SNCF rail station and a coach station, and incorporates both a bike park and a park & ride facility for cars. Meanwhile, the extension in 2014 of tram line T1, which uses the new Raymond Barre bridge, allows the inhabitants of Lyon to take advantage of an infrastructure reserved for “green” modes of transport and pedestrians.

THE FORERUNNER OF ELECTRIC SOLUTIONS

Combining environmental and transport issues has been one of the main drivers of innovation in the Lyon transport network. Today, it is one of the most advanced as far as the use of electric modes is concerned, accounting for about 72% of journeys. To achieve this record level, the Public

Lyon’s tram network has almost 100 stops.

Hybrid buses are tested in real-life operating conditions.

45

RAKE013_WW_44-49_bat2.indd 45 26/05/14 14:52

KEOLIS

46

How does the constant quest for innovative

public transport solutions fi t in with the history

and values of Sytral? B. R.: Sytral has been involved in developing innovations for many years. Lyon was one of the first cities to introduce wide-gauge driverless metros without platform screen doors, which was a major advance at the time. Since then, we have constantly developed new techniques and technologies in areas as varied as onboard information, including information intended for people with disabilities, trials with hybrid buses, the interior layout of metro carriages and ticketing. Today, we have one of the world’s best performing networks. Our objective is to ensure that it remains so. That’s the undertaking that Keolis has given us, in return for which we will supply all the funding needed to roll out the new products and systems that it develops. There cannot be efficient management of urban transport in a city such as Lyon without very close cooperation between the operator and ourselves. The relationship we have established is a true partnership.

In what ways does Sytral challenge Keolis

in its quest for continuous innovation?

P. J.: Sytral is a demanding customer that drives us toward excellence. Because of its high expectations, we have progressively put together a network of experts made up of colleagues specialising in engineering and in light rail. Working under the banner of Keolis Conseil et Projets, they now support all the Group’s subsidiaries. Our long-standing presence alongside Sytral has enabled us to deliver our knowledge on large-scale projects like driv-erless automated metros, or issues that affect all modes of public transport such as safety. To raise our standards still further, we have put in place internal control processes that allow us to apply the same control standards to buses that we normally reserve for our metro and tramway operations.

Bernard Rivalta, Chairman of Sytral,

and Pascal Jacquesson, Chief Executive of Keolis Lyon

JOINT

Interview

RAKE013_WW_44-49_BAT.indd 46 23/05/14 10:53

ExpertiseHYBRIDS: DIFFERENT TECHNOLOGIES

IN TEST MODEWhat is a hybrid?

A combination of a combustion engine and an electric motor, with energy recovery during braking. This combination reduces greenhouse gas emissions, fuel consumption, and pollutants.

2 TECHNICAL SOLUTIONS 2 ENERGY STORAGE TECHNOLOGIES

3 FUNCTIONING METHODS

3 RECHARGE METHODS

Combustion engine

Generator

Battery

Battery

Diff erential

Electric motor/generator in event of electrical braking energy recovery

Plugin

Stop & Start(the motor stops and automatically restarts when braking)

Battery (Li-ion)

Supercapacitor (or ultracapacitor)

Stop & Go(the motor stops and automatically restarts with the clutch)

Arrive & Go(the combustion engine gives way to the electric motor when decelerating)

SERIES HYBRID ENGINE

PARALLEL HYBRID ENGINE

Combustion engine

Diff erentialGearbox

Electric motor/generator in event of electrical braking energy recovery

Deceleration/braking

Engine running

Clutch

Energy recovery when braking

Mechanical drive

Electrical mechanical drive Electricity circuit

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RAKE013_WW_44-49_BAT10.indd 47 27/05/14 10:41

KEOLIS

48

KEOLIS

48

A SHOWCASE OF INTERMODALITY

01 / The Lyon network has a large number of interconnection points. 90% of trips require no more than two changes.

04 / 120 bus lines run in Lyon and its neighbouring suburbs.

03 / 5 tram lines connect up the metropolitan area’s main hubs.

01

02

03

04

05

02/ Lyon’s 4 metro lines cover 31.5 km and cross the city’s nine districts.

05/ The network signage was redesigned in 2012 for improved passenger information.

RAKE013_WW_44-49_BAT.indd 48 23/05/14 10:53

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The launch of the new Bergen tram in 2010 looked to be a real challenge from the start: the Public Transport Authority was asking the future operator to set up new infrastructure and rolling stock, recruit every single staff member and train drivers, all in record time. Selected for its exemplary track record in light rail in Lyon and for its expertise particularly with regard to safety, Keolis rose to the challenge. Its Norwegian subsidiary Fjord1 Partner trained and certifi ed the future drivers in Le Mans and rapidly integrated best practices developed throughout the Group’s various networks. Following up to this success, in 2013 Keolis inaugurated a new extension of the Bergen network for which 23 new drivers were recruited.

Since 2013, every single bus on the streets of the Greater Lille area has run on natural gas– a total of 430 vehicles! Some of the buses in the fl eet run on biomethane, a carbon neutral natural gas produced by fermenting waste. In sustainable development, the Lille network has always played a pioneering role and today delivers 100% of journeys in “green mode”. Lille was also where the world’s fi rst ever automatic metro came into service in 1983. As a result of the city’s highly ambitious intermodal transport policy, its network is one of the very few to feature the full gamut of transport options: metro, tramway, bus, carpooling and car sharing as well as a self-service bike scheme and long-term bicycle rental.

Keolis’ eff orts to investigate local issues and fulfi l the requirements of the Public Transport Authority made a big impact on Larsen & Toubro (L&T) Metro Rail, but the operator’s references in metros and its capacity to adapt to new technology also undoubtedly helped it win the bid to run the future automatic metro in Hyderabad. The network, due to start operating in 2015, will make use of the most innovative technologies, enabling uninterrupted monitoring of commercial speed, traffi c safety, compliance with signalling, timetable and route management and real-time passenger information.

Bergen (Norway)

Lille(France)

Hyderabad (India)

SHARING THE KNOW-HOW

here and there...

RAKE013_WW_44-49_BAT8.indd 49 26/05/14 19:54

With ridership up 23% and a passenger satisfaction rate above 90%, Greater Dijon’s new tram and bus networks have won the support of local residents just a year after coming

into operation. This success has been achieved thanks to transport services that put the interest of the passenger

at the centre of everything.

Dijon CUSTOMERS AT THE HEART

OF THE NETWORK

DijonFRANCE

KEOLIS

50

KEOLIS

50

RAKE013_WW_50-55_BAT.indd 50 23/05/14 10:55

160,000 customers is collected and stored anony-mously. Today it provides an unprecedented database to understand passenger needs in order to design tailor-made services.This approach is proactive, open and considerate to customers. It also refl ects a cultural change currently underway within the Group. Dijon can now proudly boast the motto already being used by Keolis in Australia and Sweden: “Think like a passenger!”

Dijon, a city 300 kilometres southeast of Paris, has joined with 23 neighbouring towns to form a metro-politan area known as Greater Dijon. In 2010, the local authorities launched an ambitious reorganisation of their public transport system. They wanted a network that was better structured, more attractive and better con-nected to other modes of transport. They also wanted it to support the city’s sustainable development and create a greater sense of community. The project entailed more than the construction of a tram. It was also intended to reconfi gure the city centre by converting several streets into pedestrian zones and encourage greater use of bicycles and park & ride facilities.Eager to fi nd solutions that would enable Greater Dijon to achieve these ambitions, Keolis undertook a thorough review of the services it was already providing. The objective was to ensure passengers effi cient and com-fortable transit. The resulting new network combines effi ciency with improved local coverage. It is structured around rapid and frequent buses on a high-level service combined with additional lines serving secondary routes. Almost all residents of Greater Dijon now have a bus stop within 500 metres of their front doors.

PROMOTING MULTIMODAL TRAVEL

To encourage sustainable multimodal travels, the new network provides several modes of transport and off ers a range of services to ensure a smooth end-to-end journey. Promoting bicycle use is a major objective. The metropolitan area now off ers bicycle lanes, bike-sharing stations and bikes on long-term rental. Riders can leave their personal or rented cycles in total safety under covered shelters equipped with CCTV cameras before taking the bus or tram. A single ticketing system for all modes of transport has also been introduced.

A NEW APPROACH TO CUSTOMER RELATIONS

Digital technologies also strengthen the dialogue between Keolis Dijon and its customers. For example, a website and 15 e-services (for route calculation, real-time information, etc.) invite passengers to contribute to the development of services. This can be done either on the website (divia.fr) or through social media.When a new contactless travel card was launched, Keolis asked both regular and occasional passengers to create their online accounts. The data from more than

The new bus network combines effi ciency and excellent geographical coverage.

Keoscopie studies have revealed that 55% of customers admit that they sometimes travel without paying their fare. In Dijon, Keolis has opted not to make the occasional fare evader feel guilty, but instead to use the incident as a customer relations tool. How?

A system called Trok’it gives fare evaders a second chance. Their fi nes are cancelled if they sign up for a two-month travel pass. This innovative approach is showing promising results, and, as a bonus, it is changing the perception of ticket inspectors for the better.

A second chance for fare evaders

Since 2012, two tram lines run along the city’s main thoroughfares.

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Laurent Verschelde, Director of Keolis Dijon

Stéphane Goichon, Director of the Tramway Project Team and Director of Technical Services for Greater Dijon

Noémie Ghersallah, Director of Mobility for Greater Dijon

Setting up the new network required a long consultation period. During this time,

Keolis supported Greater Dijon

in explaining to residents how

the network would be structured.

We also introduced a website

that we had previously tested in

Bordeaux called “Parlons Zen”*.

Very innovative at the time, this

website was dedicated to presenting

the future network and explaining

the reasoning behind it. It was very

popular with the people of Dijon

and notched up 77,000 hits and

2,000 personalised information

packs were ordered online.

* Let's talk Zen.

Greater Dijon’s public transport system had been operating at record levels of ridership for a long time, considerably higher than the

average found in French cities of

comparable size. This result was

achieved thanks to a highly effi cient

transport network. Even so, in spite

of a successful reorganisation in

2004, our bus network could no

longer cope with the ever-rising

demand. The need for a tram was

obvious, as our aim was both to

increase the capacity of our public

transport and to offer a range

of alternatives to car-dominated

transportation. When we launched

the two tram lines in 2012, it was

the perfect opportunity to reshape

our city and open up certain

disadvantaged districts. These

arguments naturally resonated

with our citizens.

We took care not to construct a two-speed network that would favour populations served by the tram to the detriment of everyone else. So in parallel with

the construction of the tram, we

asked Keolis to signifi cantly increase

the level of service provided by

the Dijon public transport system,

mainly by overhauling the bus lines.

This gave us a timetable with

frequencies, and starting and

fi nishing times, comparable to those

of the tram. At the same time, Keolis

brought 102 hybrid buses into service.

These state-of-the-art vehicles soon

proved popular, particularly because

they have reduced traffi c noise in the

city centre. And with air conditioning,

wide glazed windows and smooth

braking, they are nearly as

comfortable as the tram.

JOINT

Interview

KEOLIS

52

How did you convince the people of Dijon of the need to completely redesign

their transport network?

RAKE013_WW_50-55_BAT.indd 52 23/05/14 10:56

TO HELP THE NETWORK

DEVELOP

WHEN RUNNING

ON LAUNCH

ExpertisePASSENGERS AT THE HEART

OF THE NETWORK

Public consultation

Rapid reaction team to handle

any malfunctions

3 months to 1 month before launch:

presence on the ground, directions,

free try-outs, etc.

+

Passenger fl ow analysis

Monitoringtrends in mobility

Co-construction of services

An event connecting

passengers to the launch

Online customer/network information services

Online community services

Analysis of customer satisfaction

Information campaign on network

organisation

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ON THEDIJON LINE

01 / The depot is well-known for its environmental performance; this is where buses and trams start their day.

04 / Line T1 runs from the university campus to the city centre – a big advantage for the city’s large student population.

03 / Railway station: the two tram lines come together near this interchange hub.

02

01 03

02/ Godrans station provides direct access to the pedestrianised old town.

04

KEOLIS

54

RAKE013_WW_50-55_bat2.indd 54 26/05/14 14:54

Keolis strongly promotes transport services to the local population. Every customer-facing part of the company is mobilised: sales offi ces, ticket machines, the online store, social networks, mobile apps... To cap it all, the innovative “TBC Interactive” website brings together a community of users, collecting their ideas and opinions on the range of transport solutions on off er and new services to improve the network. Keolis Bordeaux also has CRM* software to improve the qualifi cation of its customer databases – an exciting innovation which the subsidiary is one of the fi rst in the Group to test. Its aim is to industrialise the management of large customer lists in order to signifi cantly increase commercial effi ciency and campaign management.* Customer Relationship Management.

Lila Premier BRT coach service, running since September 2013 between Nantes and Grandchamp-des-Fontaines, was designed for daily commuters travelling into the Nantes area. This new generation of interurban line has become much more reliable and comfortable, off ering more direct routes, more frequent service, low fl oors for better accessibility, on-board displays and announcements, and – a fi rst in French public transport – free 4G Wi-Fi access. Smartphone users have the added benefi t of being able to source real-time information on times of the next coaches at their stop. A far cry from the image of a traditional regional coach service. The results speak for themselves, with a 55% rise in passenger numbers compared to 2012.

The name chosen by Keolis’ Brittany subsidiary for its new corporate project, “100% customer” says it all. The idea is to get every member of the team working towards passenger satisfaction. A workshop attended by 60 team members focused on the “moments of truth” in the customer relationship. They put themselves in passengers’ shoes and looked for the right way to react to a variety of events that create tension: passengers with no spare change, missing their bus or travelling without a ticket… A customer contact centre was also established. In terms of passenger information, the Rennes system is very cutting-edge, featuring two Twitter accounts that provide the ability for live service feedback, service disruption reports and dialogue with passengers in real time. A pioneer in Open Data, the Rennes city authorities have also released selected data into the public domain, thus enabling the development of new apps related to transport, including real-time service schedules.

Opening lines of communications with passengers is the idea behind the “Meet the Managers” approach instigated by Yarra Trams, Keolis’ Australian subsidiary which runs the Melbourne tram network. Working from this principle, the teams regularly set up stands at diff erent points along the network to encourage passengers to come and share their opinions, both good and bad, about the service. This permanent attention has produced results in customer satisfaction surveys: in December 2013, 73.6% of passengers said they were satisfi ed with their trams, and in particular with their contact with drivers.

Melbourne(Australia)

Bordeaux (France)

Lila Premier (France)

Rennes (France)

PUTTINGTHE CLIENT FIRST

here and there...

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Stockholm’s Public Transport Authority reaffi rmed its confi dence in Keolis by awarding it the new contract for the city’s bus system. Although it was the incumbent

operator, the Group had to fi ght against fi erce competition. Key to its success was Neolis, a dedicated tool for designing

transport networks.

Stockholm KEOLIS OPTIMISES

THE BUS NETWORK

SWEDEN

Stockholm

56

KEOLIS

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Here, it was fully deployed for the fi rst time in an interna-tional context. Before submitting its bid, Keolis con-ducted a thorough current service performance analysis, through its home-made tools (Iquad* and Poca**). Keolis also created focus groups in Stockholm and Lidingö, interviewing some 2,000 people about their public trans-port needs as well as patterns of travel between home and work, school and recreation, and factored in demo-graphic information such as GDP growth forecasts and projected changes in population centres.Consistent with the “Think like a passenger” philosophy, the passenger remained at the heart of this survey. Keolis Sverige offered the City of Stockholm a solution that took account of the changing urban landscape and expectations for transport needs of the community projected through the eight-year span of the contract, plus its potential four-year extension period. Over this eight year timeframe, annual passenger numbers are forecast to rise from the current level of 90 million to 110 million. The network proposed by Keolis Sverige will be more effi cient, achieving increased ridership in spite of reductions in the number of kilometres driven, the number of vehicles and the hours of service.

A TOPICAL ISSUE

Since winning the E-22 contract, Keolis has worked closely with the Public Transport Authority, consulting with the local government and the public to create the best possible bus network for the city. Transport policy is currently an important issue in Stockholm, ahead of elections to be held in September 2014. The new con-tract is scheduled to begin on 18 August 2014, with 180 new buses (all powered by biofuel, 52 of which are hybrid) to be brought into service. Implementation of the fully redesigned network will take place in mid-2015.

*Quality Service Indicator.

**Potential Customer Availability.

Keolis is Sweden’s second-largest bus operator. Its local subsidiary, Keolis Sverige, was the incumbent on the principal bus network for Stockholm and the neighbour-ing island of Lidingö. On the face of it, that meant that the company was well-placed when the Public Transport Authority, Storstockholms Lokaltrafi k (SL), organised a call for tenders prior to a renewal of the contract, called E22. But Keolis Sverige decided not to simply rest on its laurels. Tendering for the contract took place in a fi ercely competitive context. The company realised from the outset that to retain the Public Transport Authority’s con-fi dence it needed to demonstrate its capacity for rede-signing the network and for taking full advantage of the expertise it had built up from operating urban transport networks of all kinds around the world.Public transport in Sweden is highly developed and widely used by the population who expects a high level of ser-vice, and network operating contracts have become highly sophisticated. Because of increasing budgetary pressure on local authorities, it has become more and more common for contracts to incorporate a transfer of operating risk onto the operator, with, in this case, 50% of compensation based on validated passengers. This meant it would be crucial to make public transport more effi cient and attractive in order to maximise patronage numbers, and the Keolis teams had a trump card that enabled them to propose a highly effective new design structure to SL.

AN APPROACH BASED ON THE POPULATION’S EXPECTATIONS AND BEHAVIOURS

The “secret ingredient” was Neolis, a process developed by Keolis and successfully used in France to design or redesign transport networks as in Bordeaux or in Lyon.

Sweden is widely known for being ahead of the fi eld with respect to environmental issues, and the Stockholm bus contract is no exception. Stringent conditions are attached to the reliance on fossil fuels over the eight-year period of the contract. All buses are

expected to operate on renewable fuels by 2017. As well as introducing the fi rst hybrid buses in Stockholm in 2014 as part of the renewal of the fl eet, Keolis is partnering with the City and Volvo to implement eight plug-in hybrid vehicles in 2015.

100% renewable fuels by 2017

Keolis’ service offer takes into

consideration the changing urban

landscape and rising passenger

expectations.

WORLDWIDE 2013

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JOINT

Interview

KEOLIS

58

What advantages does Keolis offer as operator

of the Stockholm bus network?

M. A.: We deliver a high quality of service in Stockholm and we enjoy a close relationship with the Public Transport Authority. We started early with our prepara-tions, and did a pre-study based on Neolis. This approach aims to identify new mobility needs and adapt the trans-port network to deliver a unique passenger experience. This enabled us to come up with relevant suggestions on how we could work together with SL to design a more optimal transport network for Stockholm. It gave us a strong competitive advantage.

A.L.: I believe that Keolis sees with different eyes. We are redesigning a system that has existed for years, so we need to bring a fresh perspective. Sometimes you have to take a step back and think carefully to come up with the right concept. My hope is that Keolis will deliver a more effective system that will make it possible for more citizens to use public transport, with higher satisfaction.

Why was it important to redesign

the bus network?

M.A.: The last major network redesign was in 1986, and since then, the city has evolved a lot. We have worked with the PTA and the City of Stockholm. It was a very construc-

Magnus Åkerhielm, CEO of Keolis Sverige, and

Anders Lindström, Managing Director of Storstockholms

Lokaltrafik (SL)

tive discussion, as it is the fi rst time lots of suggestions have been made for the new network. We are doing everything we can to make sure the right decisions are made.

A.L.: In some areas today we have less population, and in some we have more, so we have had to adapt. I hope that this new thinking will enable us to answer the citi-zens’ expectations and increase the use of public transport.

How would you describe

your partnership with Keolis? A. L.: Win-win. To have win-win, you need trust, and I have faith in Keolis. The company understands that we need a partner who knows that the taxpayer’s money has to be carefully used. I want Keolis to be a very pro-active partner, who will take responsibility and thor-oughly understand the system. I think that if we have that relationship, we can go forward a long way and meet great challenges.

RAKE013_WW_56-61_BAT.indd 58 23/05/14 11:00

ExpertiseNEOLIS: AN EXCLUSIVE TOOL

TO OPTIMISE NETWORKS, IN ALL ECONOMIC CONDITIONS

AN OPTIMISED NETWORK,

DESIGNED USING ANALYTICAL SOLUTIONS

AND SURVEYS ON TRAVEL PATTERNS

Secondary lines with services tailored

to suit potential, linking the other parts of the

region into the network

Smoother intermodal travel

Networks adapted to suit the lifestyles of its passengers with attention given to needs of diff erent groups, bringing the region together

Simple, understandable, and attractive main lines, serving dense areas and urban amenities

Bespoke analytical tools to gain a better

understanding of the region

POCAmeasure potential footfall

LOCAL RESEARCH assess lifestyles and patterns

IQUADcalculate the amount of transport services

WORLDWIDE 2013

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KEOLIS IN STOCKHOLMVÄLKOMMEN !

2000: Keolis started operating in Sweden 14 years ago.

79% of satisfi ed passengers in 2014.

1 ,900 Keolis buses run in Sweden.

9.3% of Keolis’ turnover is generated in Sweden.

KEOLIS

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Blois (France)

Vichy(France)

Nîmes(France)

A simpler, more easily understood service off er, more buses operating on more direct routes, leading to greater frequency and shorter journey times. These features were enough to convince the Greater Blois council (Agglopolys) to award Keolis the management of its urban network, following a tender launched in 2012. The operator’s proposal included such extras as an on-demand service for less densely populated areas and the introduction of bicycle hire. To reach this outcome, Keolis drew extensively on the fi ndings of its Keoscopie surveys, fi ne-tuned with local research. The new network began operating last September and has recorded a 5% rise in passenger numbers in the fourth quarter of 2013.

The urban transport network in Vichy was completely reorganised in 2010: new lines, new livery and new patterns for passengers to adopt. This makeover was inspired by Keolis based on its fi rm belief that the city required a main trunk line running through it. This reorganisation paid off , with passenger numbers on the network rising by 20%. Following on from this, the city council Vichy Val d’Allier decided to step up its eff orts, particularly in the area of eco-friendly measures, by introducing mini- and midi-buses on all lines, which were easier on both the environment and the eye. Some larger buses are still used for school services but return to the depot after rush hour. This responsible initiative is rarely seen elsewhere in France!

In 2013, Keolis was renewed as operator in Nîmes for a 10-year duration. The municipality issued the Group with a very specifi c remit: reduce the network's mileage to increase its profi tability. After auditing the system, Keolis advised ending service for some underutilised areas, while signing a contract with the local authority committing to an ambitious fare box. The outcome is that the fare box target has already been surpassed and Nîmes’ costs signifi cantly reduced, without aff ecting the quality of service perceived by passengers.

NETWORK OPTIMISATION

here and there...

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Indicators2013

Pursuant to the future appli-cation of Article 225 of the Act of 12 July 2010 known as "Grenelle II", outlining the national commitment to the environment, the scope of non-fi nancial indicators published for the year 2013 has been aligned with the indicators that will have to be certifi ed in 2017.

The 2013 non-fi nancial indi-cators are published con-solidated with no distinction made between data from French subsidiaries and data from international subsidiaries.

The indicators for the "Business activity" and "Human resources" catego-ries come from the Group’s consolidated fi gures.

The other indicators were established based on data

from 93 subsidiaries. They represent 85% of the Group’s workforce. Outside the French social indicators, the scope considers the Keolis Group subsidiaries based on the same consolidation scope as the financial indicators.

As the non-fi nancial report-ing consolidation scope fl uc-tuates from one year to another, the variation of some indicators does not refl ect the actual variation of our business activity. With regard to the other indica-tors, some explanation of variations is given below.

Key fi gures

The Group's key fi gures are presented in millions of euros.

Business activity

This part illustrates changes in the Group's business activities over the last three years.

Human resources

The indicators have been consolidated by the Group's Human Resources department. This data comes from the Group's social balance sheet

covering subsidiaries and head offi ce. For the UK, workforces are consolidated proportionately to the shareholding in subsidiaries.

Social responsibility

 The indicators regarding incidents include those occurring in France, in large networks, urban networks and subsidiaries in the Paris region, representing approximately 40% of Group turnover.  The incidents of anti-

social behaviour against staff include violence leading to or not leading to Temporary Total Disability (TTD), threats and altercations, rudeness, insults and thefts.  The incidents involving

TTD refer to violence towards staff , resulting in TTD.

OVERALL SCOPEOF THE 2013

NON-FINANCIAL INDICATORS

INDICATORS2013

Since 2004, in compliance with the United Nations Global Compact, Keolis has monitored a set of indicators covering four categories:

Business activity, Human resources, Social responsibility and Environment.A summary of the consolidated results from

GROUPE KEOLIS S.A.S. fi nancial report has been added.

KEOLIS

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Environment

 The consumption of alternative fuels is expressed in TOE (tonnes of oil equivalent) and takes into account the total consumption of biogas, ethanol and 100% biodiesel (RME), 30% of the consumption of B30 and the share of electricity consumption of rail and road transport produced from renewable energy sources (excluding nuclear - sources: national agencies, Observ’ER: European Observatory for Renewable Energy, national companies or International Energy Agency). The increase in

consumption of alternative fuels since 2011 is mainly due to the energy policy implemented by the Swedish subsidiary Keolis Sverige, which reduced its diesel consumption by over 40% between 2012 and 2013 in order to promote the use of biogas. Keolis has become the leading operator in the city of Stockholm, with a fl eet running exclusively on alternative energy.  The quantity of carbon

dioxide emitted for traction is calculated from the actual fuel consumption and emission factors (EF) from the ADEME Base Carbone. The Base Carbone is a French national public database containing a set of data sources and emission factors. It is intended for the regulatory or voluntary

production of greenhouse gas audits.  In respect of the EF

available in Base Carbon, carbon dioxide emissions were estimated based on the European or French data.  The reduction in carbon

dioxide emissions can be explained on the one hand by rail traction with lower miles driven in the Netherlands by diesel-powered locomotives, and on the other by a reduction in traction electricity consumption at the Australian subsidiary Yarra Trams, especially as the production of electricity in Australia is particularly high in carbon emissions.  The reduction of carbon

dioxide emissions can also be explained by the fuel consumption of commercial road vehicles with the energy choices made in Sweden and the start-up of new tram lines in France since 2012 (Brest, Tours, Dijon, etc.), enabling the mileage based on fossil fuels to be reduced in favour of electrically-powered services, which emit less carbon (in France). The environmental

measures are expressed in terms of staff covered, i.e. the employees included in the scope of application of these measures. "Other" environmental

procedures include non-certifi ed ISO 14001 processes, such as Label Vert type processes (an

approach internal to Keolis, deployed in France).  Between 2012 and 2013,

the workforce covered by ISO 14001 certifi cation increased by 40% thanks to new certifi cations in international subsidiaries (Denmark, Netherlands).  The energy consumption

of buildings includes the consumption of electricity, fuel oil and natural gas. The increase in the

consumption of oil by facilities is mainly due to the commissioning of a new depot in the Swedish subsidiary, Keolis Sverige, temporarily heated by fuel oil. The increase in natural

gas consumption for heating buildings between 2012 and 2013 follows the trend of the climate rigour index for France. Water consumption

in facilities includes the consumption of potable water from public distribution networks and the consumption of non-potable water obtained by direct pumping from the water table (wells, etc.).  The signifi cant increase in

water consumption between 2012 and 2013 is due to a surplus of water consumption attributed to Yarra Trams, the Australian subsidiary of Keolis. Indeed, signifi cant improvement work was carried out in 2013 and water consumption related to these works was charged directly to the subsidiary.

Moreover, the scope of consumption appearing in water bills now includes the water used across the network as well as that in depots. The concept of hazardous

waste is defi ned in Article R. 541-7 to R541-11-1 of the Environmental Code for French subsidiaries. Defi nitions may thus vary from one country to another, depending on the applicable regulations. Non-hazardous waste is

any waste that has no hazardous properties (toxic, corrosive, explosive, etc.). Examples: glass, cardboard, paper or windscreens.

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Indicators2013

Key fi gures (€ million)

2013 2012 2011

Revenue 5,091 4,980 4,443

Revenue net of sub-contracting 4,910 4,814 4,295

Recurring EBITDA 280 287 274

EBITDA 261 273 266

Profi t from continuing operations 111 123 147

Operating profi t 75 71 110

Profi t after tax from continuing operations 30 29 43

Profi t attributable to equity shareholders 23 20 37

Total equity of which attributable to equity shareholders

966953

993976

1,0371,019

Dividends received (distributed) 284 231 298

Industrial investments 241 185 178

Net fi nancial debt 413 350 336

KEOLIS

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Business activity 2013 2012 2011

Revenue (€ billion) 5.1 5.0 4.4

Revenue breakdown (%) France City France Regional Other in France + EFFIA International

31149

46

33164

47

32174

47

Countries in which the Group is present AustraliaBelgiumCanada

ChinaDenmark

FranceGermany

IndiaLuxembourgNetherlands

NorwayPortugalSweden

United KingdomUnited States

AustraliaBelgiumCanadaDenmarkFranceGermanyIndiaNetherlandsNorwayPortugalSwedenUnited KingdomUnited States

AustraliaBelgiumCanadaDenmarkFranceGermanyNetherlands NorwayPortugalSwedenUnited KingdomUnited States

Railways (in km) 5,754 4,900 4,900

Traditional and driverless metro networks (in km) 89 87 87

Shareholder breakdown

30% Caisse de dépôt et placement du Québec, 70% SNCF Participations

30% Caisse de dépôt et placement du Québec, 70% SNCF Participations

40.7% AXA Private Equity + Caisse de dépôt et placement du Québec, 56.5% SNCF Participations, 2.8% Keolis management and employees

WORLDWIDE 2013

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Environment 2013 2012 2011

Consumption of alternative fuels (thousand TOE) 11,532 9,630 4,011

Quantity of CO2 emitted - traction (tonnes) 781,883 841,921 789,550

Employees covered by ISO 14001 7,258 4,315 3,435

Employees covered by another environmental approach 1,114 466 494

Energy consumption of facilities - Electricity (kWh) 119,662 119,662 102,351

Energy consumption of facilities - Domestic fuel (m3) 356 263 242

Energy consumption of facilities - Gas (thousands of kWh) 58,031 54,201 41,785

Water facilities consumption (m3) 2,891,872 1,782,577 838,721

Amount of hazardous waste produced (tonnes) 3,346 3,215 2,713

Amount of non-hazardous waste produced (tonnes) 5,776 4,109 3,582

Indicators2013

Human resources 2013 2012 2011

Number of employees 54,383 52,582 50,163

Percentage of women in the Group workforce (%) 22.72 22.39 22.41

Disabled people in the workforce in France (in units) 1,333 1,299 1,043

Proportion of persons with disabilities in the workforce in France (in %) 3.97 3.93 3.39

Hours of training in France 654,769 633,406 589,998

Social responsibility 2013 2012 2011

Number of incidents harming staff in France 2,694 4,057 3,646

Number of incidents leading to temporary sick leave in France 222 313 322

KEOLIS

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Keolis Corporate Communications Department20, rue Le Peletier

75320 PARIS Cedex 9 - France Telephone: +33 (0)1 71 32 90 00

communication@keolis.frVisit our website to discover the online version of this annual report and all our publications

www.keolis.com

Keolis would like to thank employees who contibuted to preparing the annual report by sharing their experience

and gathering information.

Written by: Angie. Design and production: (RAKE013)

Photo credits: Keolis DR, Éric Bernard, Jacques Blanchard, Contextes pour Spécifi que, Courtesy of the Gold Coast light rail

project, Dominique Couineau/Capa, Julien Daniel, Raphaël Dautigny, Jenna Dosch/Capa, East Coast Main Line Company Ltd,

Getty Images, Gisselbrecht/Andia, Thierry Godefroy, Gratié/Andia,Christophe Guillamet, Berti Hanna/Rea,

Leligny/Andia, Lhoté/Andia, Laurent Mayeux, Perrogon/Andia, Guillaume Prié, Laurent Rousselin/Amiens Métropole, RTC,

Ville de Metz/Philippe Gisselbrecht

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