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Keolis Group 2015 annual report

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Committed to delivering sustainable and connected mobility, means working with Public Transport Authorities to create efficient and responsible networks that continuously adapt to the changing lifestyles of passengers and encourage them to take public transport. This challenge lies at the heart of the operations and aintenance strategy of Keolis, a leading player in public transport in 16 countries. The Group delivers this by developing tailor-made mobility solutions for each region in which it operates.

In this annual report, you will find the principles that mark out our route, a 2015 focus, our way of leading projects and our references.

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Keolis Group 2015 annual report

  1. 1. Keolis Group 2015 Annual Report Committed to sustainable and connected mobility
  2. 2. www.keolis.com Committed to delivering sustainable and connected mobility
  3. 3. 032015 Annual Report means working with Public Transport Authorities to create efficient and responsible networks that continuously adapt to the changing lifestyles of passengers and encourage them to take public transport. This challenge lies at the heart of the operations and maintenance strategy of Keolis, a leading player in public transport in 16 countries. The Group delivers this by developing tailor-made mobility solutions for each region in which it operates. 3 billion satisfied customers thanks to the operational excellence and commitment of our 56,000 employees No. 1 in automated metros and trams worldwide 16 countries in which we operate 300 Public Transport Authorities have chosen us
  4. 4. 04 Keolis Group04
  5. 5. 052015 Annual Report CONTENTS 06 The principles that mark out our route 08 An interview with Jean-Pierre Farandou, Executive Chairman 10 The Group’s principles 16 Three questions for Joël Lebreton, Chairman of the Supervisory Board 18 Governance 20 2015 in figures 26 The Keolis Group worldwide 28 2015: a journey through the year’s successes Highlights and achievements by the Group and its subsidiaries 68 Our references A focus on the Group’s flagship networks, in France and around the world 38 Leading the way in all our projects 40 Connecting mobility to passengers’ growing expectations 44 Putting safety first, everywhere and at all times 48 Fostering a strong relationship with Public Transport Authorities 52 Boosting economic performance 56 Striving for operational excellence 60 Promoting employee engagement 64 Leading by example
  6. 6. 06 Keolis Group06 Keolis Group
  7. 7. 072015 Annual Report Keolis’ ambition is to be a global reference in public transport by optimising a full range of mobility options for Public Transport Authorities and passengers. This drive is based on strong principles, as well as an innovative and open approach unique in this market. STRATEGY AND ORGANISATION The principles that mark out our route 072015 Annual Report
  8. 8. 08 Keolis Group Q 2015 WAS UNLIKE ANY YEAR WE’VE EXPERI- ENCED BEFORE – CAN YOU EXPLAIN WHY? J P F We operate in an international environ- ment that exposes us to the consequences of major geopolitical events. A series of global conflicts that create unsafe regions and hinder economic growth, the migration crisis in Europe that is challenging democracies: all of these inevitably have an impact on business. In France, despite the temporary decrease in patronage following the recent terrorist attacks, we must never forget the collective efforts of all pub- lic and private stakeholders that have helped maintain passenger safety and security in public transport. Q FROM A BUSINESS PERSPECTIVE, HOW DID KEOLIS FARE IN 2015? J P F Once again, this year, we significantly increased our revenue (+12.2%). This growth can be attributed in part to the ‘full year’ effect of contracts signed in 2014 – notably in Britain – but alsotothestart-upofnewcontractsincontinental Europe, that were won across all transport modes in 2015. We also retained nearly all of our existing contracts in France. Moreover, our acquisition strategy enabled us to strengthen our foothold in France (in the interurban market, but also in the parking sector with EFFIA), as well as in Belgium and Australia, where the acquisition of ATE (Australian Transit Enterprises) made Keolis the country’s largest private operator of multimodal public transport. Q HOW HAVE YOU STRENGTHENED EFFORTS TO ATTRACT AND RETAIN PASSENGERS? J P F We have sought to optimise all the mobility options available to people in their own regions, tailoring offers and emphasising the benefits they can derive from each option. Our teams remain in constant contact with pas- I N T E R V I E W J E A N - P I E R R E FA R A N D O U K E O L I S G R O U P E X E C U T I V E C H A I R M A N 2015 confirmed Keolis’ business momentum, both internationally and in France. Its continued development strategy strengthens the Group’s position as a global player in the mobility sector. EDITORIAL
  9. 9. 092015 Annual Report sengers: we have increased the number of com- munication channels, dialoguing with customers and encouraging them to share their expecta- tions and feedback. We are also committed to better understanding the diversity of passenger profiles. So, whether they are regular users or occasional passengers, are hyperconnected or have special needs, our customers should feel that they are heard, understood and recognised for their loyalty. Q WHAT CHALLENGES DO YOU ANTICIPATE FOR THE GROUP IN 2016? J P F Some of our major challenges include maintaining the trust of Public Transport Authorities (particularly in France, where some of our largest networks will be facing contract renewals) as well as strengthening our interna- tional presence by promoting the expertise we have acquired through our operations world- wide, in all transport modes. We will also con- tinue to develop our operational excellence, to ensure the highest level of service quality and maintain an impeccable safety record. With re- gard to the environment, our commitment is clear: we will pursue our efforts to reduce car- bon emissions by choosing diversified solutions proven by experience across our networks. Finally, we will accelerate our transformation in 2016 thanks to the developments we have made with digital solutions and new forms of mobility. Our ambition is to position Keolis as a benchmark player in connected mobility and Smart Cities. Q WHAT STRENGTHS WILL HELP YOU ACHIEVE THESE GOALS? J P F The strength of our model reflects both our agility and our strong principles. As a company, we are globally-oriented and proactive. We con- sult regularly with stakeholders and often create solutions together. And we make it a point to listen to our customers (Public Transport Authorities and passengers alike). We rely on our solid customer knowledge and industrial expertise, as well as our capacity to innovate. Together, these strengths set us apart from the competition and are a key source of value creation. “We will accelerate our transformation in 2016 thanks to the developments we have made with new digital solutions and new forms of mobility. Our ambition is to position Keolis as a benchmark player in connected mobility and Smart Cities.” Strategy and organisation
  10. 10. 10 Keolis Group Keolis bases its strategy on the analysis of real life situations. Its in-house mobility ob- servatory, Keoscopie, studies social change, lifestyle and travel patterns, and the everyday experience of using public transport – such as a special needs passenger, hyperconnected us- ers and shifts between traditional and newer complementary modes of collective transport. From the design of transport offers to related services and customer relationships, Keolis’ strategy starts by addressing the needs of each passenger, while continuing to learn from the experience of travellers around the world. NEOLIS, THE IDEAL URBAN NETWORK In order to facilitate mobility and make it more attractive, the transport offering needs to adapt to the local con- text. With the Neolis programme, which draws upon diagnostic tools and marketing surveys, Keolis proposes an increasingly ef- fective and convincing service proposition. In short, one that is structured around strong and efficient lines that serve densely populated areas, and more flexible transport for areas with much lower or dispersed patronage. The service offering also takes into account adjoining residential neighbourhoods and employment hubs (shopping centres, hospitals, etc.) and maintains regular timetables seven days a week – including evenings and school hol- idays – to meet the demands of changing and increasingly busy lifestyles. With the goal of providing door-to-door solutions, Neolis integrates all alternatives to personal vehicles including car shar- ing, carpooling, cycling, and walking. And in order to ensure the most seamless intermodal connections and a truly integrated jour- CUSTOM E R EXPERIENCE PILLAR 01 The number of mobility services offered by Keolis to Public Transport Authorities and travellers (metro, tram, train, bicycles, etc.). 1010 Our ability to truly understand the diversity of our passengers enables us to create a positive experience that lasts throughout their journey. This is the purpose of Thinking like a passenger – the Group’s core philosophy. Enriching the customer experience PRINCIPLES
  11. 11. 112015 Annual Report ney, Keolis also provides expertise in Park Ride, parking, signage, information and multimodal pricing. CREATING A MORE FLUID, PERSONALISED AND INTUITIVE MOBILITY EXPERIENCE From a resident to an occasional visitor, a ‘digital native’ to a special needs customer, an illiterate traveller to a polyglot, there is no such thing as a ‘typical’ passenger. Profiles can vary by individual traits but also depend on the time and on conditions of travel. Keolis re- sponds to this great diversity by increasing opportunities to con- nect with passengers, and providing tools and tailored dialogue via its team members on the ground. The Group also communicates via phone, email, social networks and the web before, during and after a journey. These increasingly personalised services, as well as the fo- cus on the customer relationship, create a new mobility experience and make journeys easier and more intuitive. When Keolis launched the PlanBookTicket mobile application in 2015, it triggered a new travel experience. Passengers can now pre- pare trips, receive real time updates, purchase and validate tickets and modify journeys in the event of unforeseen circumstances – all via their mobile devices. The application provides an intelligent solu- tion that supports citizens during their everyday journeys, based on their preferences and individual characteristics. With Keoscopie, the Group observes changing lifestyles as well as mobility patterns, in order to design concrete solutions that meet the expectations of its passengers. J E A N - P I E R R E FA R A N D O U The number of French networks that have already launched one or more PlanBookTicket features. Strategy and organisation 1212
  12. 12. 12 Keolis Group Following the pioneering launch of the world’s first automated metro in Lille (France) in 1983, Keolis continues to accumulate experience in operating complex systems using rigorous and tested methods. Further evidence of the Group’s know-how: the 2016 launch of the Hyderabad network in India, an automat- ed elevated metro spanning more than 70 km in the heart of a city of around 10 million inhabitants. Keolis also demonstrates its well-established expertise in ‘heavy modes’ through its oper- ation of Govia Thameslink Railway, the biggest UK rail network, which provides 273 million annual journeys. In addition, Keolis is the global leader in tram operations, partly because of the Melbourne tram network, the world’s largest with over 250 km of track. INDUSTRIAL E X PERTISE PILLAR 02 The length in kilometres of the Melbourne tram network, the largest in the world. 250250 Managing complex systems, ensuring greater safety, devising innovative maintenance techniques and developing an all-embracing vision of sustainable mobility, Keolis draws upon its industrial expertise to support its clients and strengthen its operational performance. Optimising industrial performance PRINCIPLES
  13. 13. 132015 Annual Report DEVELOPING A SAFETY CULTURE Keolis’ safety strategy, the top priority of the Group’s KeoLife pro- gramme, is based on a highly structured and systematic process of continuous improvement. This involves identifying risks with all stakeholders, regularly assessing the level of safety in all of its sub- sidiaries, detailed analyses, systematic feedback following accidents, as well as an open exchange of best practices to ensure that the appropriate corrective measures are taken. Finally, Keolis multiplies its action plans as well as its prevention and targeted training cam- paigns to enhance the safety of employees, passengers and local residents – all with the ultimate goal of eliminating all accidents. AN EXEMPLARY MAINTENANCE POLICY Every day, Keolis continues to apply a maintenance policy combining corrective and preventive actions. It industrialises and harmonises the Group’s best technical, managerial and organisational practices to meet demanding technical and customer standards. Operational excellence is supported by a continuous improvement process called KIHM (1) , which is based on a more accurate and detailed business framework. These actions help the Group to maintain the integrity, durability, reliability and operational availability of equipment – both safely and at the lowest cost. DRIVING SUSTAINABLE MOBILITY Keolis is accelerating its efforts to reduce energy consumption and increase the use of renewable energy. As the first ISO 14001-certified transport operator, its expertise is based on monitoring technology, building strong relationships with Public Transport Authorities and manufacturers, and sharing feedback among the 16 countries where the Group operates. Solutions are recommended from a holistic per- spective, e.g. lower passenger capacity can result in a need for more vehicles and a shortage of space for parking. The range of solutions can include proven technologies such as hybrid engines or the use of natural gas, or alternatively experimental ideas such as 100% electric options or energy recovery systems for ‘heavy modes’. Strategy and organisation We base our industrial strategy on a set of processes and methods that have been tested and proven, and are subject to a cycle of continuous improvement. J E A N - P I E R R E FA R A N D O U (1) KIHM: Keolis Industrialises and Harmonises its Maintenance.
  14. 14. 14 Keolis Group All around the world, digital technology is revolutionising our life- styles. Citizens and passengers have become hyperconnected and highly mobile. As an increasingly consumer-centric industry, public transport therefore has a key objective: to simplify the lives of travel- lers, through real-time information and highly customised solutions. A STEP AHEAD OF CONNECTED MOBILITY With the creation of the first digital mobility observatory, Keoscopie Digital, the Group has expanded its vision based on a global analysis of how digital technology is used and the influence it has on mobility. In 2015 the Group signed a partnership agreement with Netexplo, an international digital innovation observatory, strengthening its know- how, enriching its Research and Development, and helping it meet the challenges of Smart Cities. Keolis seeks to not only understand the impact of these new digital trends on its activities, but also to help Public Transport Authorities integrate these new paradigms into everyday mobility solutions. CUSTOMISED SOLUTIONS FOR NETWORKS AND PASSENGERS To better support the regions in their digital transformation, Keolis created Kisio Digital in 2015, a subsidiary that offers all Public Transport Authorities and Keolis networks a multi-device service offering (web, mobile, tablet) that helps passengers manage their journeys from start to finish. All through a single application, called PlanBookTicket. AN OPEN INNOVATION STRATEGY Beyond internal innovation and its ambitious industrial approach, Keolis also places great emphasis on open innovation, relying on two types of external partners: industry expert leaders such as Voyages-sncf.com for online purchasing solutions, or Microsoft INNOV A TION PILLAR 03 Encouraging innovation By integrating digital technology and involving all stakeholders in its thinking, Keolis is encouraging society to reconsider the traditional approach to public transport. With its sights firmly set on the future, the Group’s strategy of open innovation and collaboration enables it to imagine what mobility will look like tomorrow. The innovative ecosystem that we are building is a testament to our efforts to enrich everyday mobility. J E A N - P I E R R E FA R A N D O U PRINCIPLES
  15. 15. 152015 Annual Report and Atos for CRM (1) and ticketing solutions; but also local start-ups specialising in mobility, Open Data and Smart Cities, such as Forcity (long-term city simulation and 3D visualisation) or Masabi (QR code validation). FROM BIG DATA TO OPEN DATA Public transport is the leading producer of data on cities. Keolis works with Public Transport Authorities from the production to the launch, and even the use of data from their networks – potential ways of optimising service quality and economic performance. This support for regional transparency and local innovation is made pos- sible by the Open Data Mobilité solution, which is unique in France and designed in partnership with OpenDataSoft. This data visualis- ation, sharing and exploitation platform aims to accelerate the de- velopment of Open Data in public transport. The use of the data is also dependent on Big Data. For example, the detailed analysis of station-by-station data makes it possible to create maps that pinpoint stations most affected by fare evasion and thus optimise fare evasion campaigns. AN ‘OUT OF THE BOX’ APPROACH At Keolis, innovation involves more than industrial or digital solutions. The Group makes it a point to solicit input from its stakeholders, igniting a dialogue on the real situations that passengers face today. In Bordeaux, for instance, Keolis and the city council decided to encourage the most active residents to walk for a few minutes in the open air to avoid congestion at central stations during peak hours. In Rennes, following a highly constructive discussion between Keolis, the city council and the university, it was agreed that the schedule of classes would be adjusted to reduce metro congestion in the morning. For Keolis, inno- vating also means thinking outside the box! (1) Customer Relationship Management. The number of digital mobility scenarios identified by Keolis experts in order to better meet the needs of travellers tomorrow. 1515 Strategy and organisation
  16. 16. 16 Keolis Group Q WHAT IS KEOLIS’ APPROACH TO GROUP GOVERNANCE? J L We have a scaled-down Supervisory Board of just eight members whose approach is determined by their roles as representatives of our two shareholders or as independent Board Directors. Our governance is based on the very strong involvement of our mem- bers and the close collaboration we foster with Senior Management. Thanks to an excellent flow of informa- tion and dialogue, and the fact that we address issues impacting both our industrial shareholder, SNCF, and our financial shareholder, CDPQ, we are able to reach a consensus in our positions. The Board’s detached yet vigilant view is seen as a true asset in guiding the Group’s strategy and shedding light on its everyday actions. Q HOW WOULD YOU SUM UP 2015? J L In line with the roadmap that was established, the Group has grown significantly, most of all on an international level, but also in France, confirming its position as the leader in urban transport. The most significant step, undoubtedly, was factoring in the digital revolution and its impact on mobility. The Group has taken a decisive stance with regard to in- novation and openness to important external part- nerships to accelerate this transformation. Q WHAT IS YOUR OUTLOOK ON THE COMING YEARS? J L In recent years, Keolis, like all industry players, has been faced with tough competition, given the global economic crisis and public finance pressures. However, the Group has a major responsibility to raise awareness and support the regions in dealing with environmental and digital challenges. We must also continue to prove that we are innovative in our approach to mobility, and increase the efficiency of our transport networks, to boost the attractiveness of the towns and cities in which they are located. EDITORIAL “The Group has taken a decisive stance with regard to innovation and openness.” J O Ë L L E B R E TO N C H A I R M A N O F T H E K E O L I S G R O U P S U P E R V I S O R Y B OA R D 3 Q U E S T I O N S F O R
  17. 17. 172015 Annual Report M E M B E R S O F T H E S U P E RV I S O RY B OA R D A Y E A R D E D I C AT E D TO P R OT E C T I N G T H E G R O U P ’ S B E ST I N T E R E STS “Public transport plays a strategic role in solving the two major challenges of our time: global warming and urban mobility. The use of private vehicles produces 12% of C02 emissions in Europe. In comparison, passengers on public transport use one third of the energy of those relying on personal vehicles. As public transport becomes more efficient, more attractive and better adapted to customer needs and uses, it becomes an increasingly credible and needed alternative solution. A challenge worthy of the expertise and innovative capabilities of the Keolis Group.” Strategy and organisation 8 4 308The number of Supervisory Board members. 4The number of Board committees: Audit and Ethics, Compensation and HR, Investment and Strategy, Risks and Safety. 30The number of annual meetings of the Investment and Strategy committee in 2015. Joël LEBRETON Chairman of the Supervisory Board Patrick CÔTÉ Director of Asset Management, CDPQ Mathias EMMERICH Deputy CEO, Performance, SNCF Mobilités Éric LACHANCE Regional Director, Europe, Infrastructures, CDP Capital France Jean-Yves LEBLANC Independent Board Director, Former CEO of Bombardier Transport Philippe MAYSTADT Independent Board Director, Honorary President of the European Investment Bank Normand PROVOST Advisor to the President and former Vice President, CDPQ Laurent TREVISANI Deputy CEO EPIC SNCF and Managing Director, SNCF Participations “Public transport is a credible and much-needed alternative to the private car.” P H I L I P P E M AYS TA DT I N D E P E N D E N T B OA R D D I R E C TO R , H O N O R A R Y P R E S I D E N T O F T H E E U R O P E A N I N V E S T M E N T B A N K T E S T I M O N Y
  18. 18. 18 Keolis Group GOVERNANCE A clear strategy for achieving growth 1 4 5 2 8 3 6 7 9
  19. 19. 192015 Annual Report Strategy and organisation The Group’s development and the execution of its continuous improvement process reflect the strategic guidance of its two steering and consultation bodies: the Executive Committee and the Management Committee. E X E C U T I V E CO M M I T T E E M E M B E R S 1. Frédéric BAVEREZ Chief Executive Officer, France and Chief Executive Officer, EFFIA 2. Jean-Pierre FARANDOU Executive Chairman, Keolis Group 3. Bernard TABARY Chief Executive Officer, International 4. Michel LAMBOLEY Group Chief Executive Officer 5. Bruno DANET Group Human Resources Director 6. Thomas BARBELET Group Executive Director, Brand and Communications 7. Jacques DAMAS Group Executive Director, Rail and Operations 8. Laurent KOCHER Executive Director, Marketing, Innovation and Services 9. Arnaud VAN TROEYEN Executive Vice President, Strategy and Development Jean-Michel ARCHAMBAULT CFO, France and Head of Group Management Control Isabelle BALESTRA Group General Counsel Bénédicte COLIN, International Regional Director, Australia New-Zealand Laurence EYMIEU Deputy Chief Executive Officer, Major urban networks Leila FRANCES International Development Director Alistair GORDON International Regional Director, United Kingdom Xavier HUBERT Deputy Chief Executive Officer, Operations and Innovation André MAGNON-PUJO Deputy Chief Executive Officer, Greater Paris region Clément MICHEL International Regional Director, North America Jacky PACREAU Deputy Chief Executive Officer, French Regions Marc RENOUPREZ International Regional Director, Continental Europe Nicolas VANDEVYVER CFO International M A N AG E M E N T CO M M I T T E E M E M B E R S
  20. 20. 20 Keolis Group “The growth in 2015 was largely organic, but it was also due to external growth, primarily the acquisition of ATE in Australia, the largest purchase we made in 2015. Otherwise, Keolis continued with its transformation, developing in sustainable and connected mobility.” A R N A U D VA N T R O E Y E N E X E C U T I V E V I C E P R E S I D E N T, S T R AT E GY A N D D E V E LO P M E N T “After achieving sustained growth in 2014, Keolis continued to deliver results far above the industry standard in 2015, thanks to development of our core businesses and major acquisitions made both in France and internationally.” R E V E N U E I n b i l l i o n s o f e u ro s 2015 IN FIGURES 5.002 4.459 2015 2014 x 2.6 Increase in the Group’s revenue in 10 years. x 5 Increase in the Group’s international revenue in 10 years. x 2 Increase in the Group’s revenue in France in 10 years. +12.2% Another year of strong growth for the Group and its operations This year, the Group once again performed far above the industry standard – an achievement realised through new acquisitions as well as contracts won during the year. M I C H E L L A M B O L E Y G R O U P C H I E F E X E C U T I V E O F F I C E R
  21. 21. 212015 Annual Report R E C U R R I N G E B I T DA I n m i l l i o n s o f e u ro s Strategy and organisation B R E A K D OW N O F R E V E N U E P e rce n t a g e INTERNATIONAL FRANCE 2015 296 278 2014 P R O F I T AT T R I B U TA B L E TO E Q U I T Y S H A R E H O L D E R S I n m i l l i o n s o f e u ro s 33 2015 26 2014 Ratio of net debt/ EBITDA L E V E R AG E 1.9x+ 6.6% B R E A K D OW N O F C A P I TA L P e rce n t a g e CAISSE DE DÉPÔT ET PLACEMENT DU QUÉBEC SNCF 70% 30% 2014 44% 56% 2015 37.3% 62.7%
  22. 22. 22 Keolis Group WORLD LEADERSHIP IN AUTOMATED METRO AND TRAM OPERATIONS E STA B L I S H E D I N 1 6 CO U N T R I E S 240 km 660 km 5,800 km OF METRO LINES, OF WHICH 225 KM IS AUTOMATED METRO (MARKET LEADER) OF TRAM LINES (MARKET LEADER) OF RAIL LINES 23,000Total number of buses and coaches worldwide. AUSTRALIA BELGIUM CANADA CHINA DENMARK FRANCE GERMANY INDIA LUXEMBOURG THE NETHERLANDS NORWAY PORTUGAL SWEDEN UNITED ARAB EMIRATES UNITED KINGDOM UNITED STATES Another year of strong growth for the Group and its operations 2015 IN FIGURES
  23. 23. 232015 Annual Report 44% OF GROUP ACTIVITIES “In 2015, although there were relatively few tenders in France, we had the opportunity to strengthen our portfolio through renewals (Alès, Châteauroux, Dreux, Vesoul, interurban networks, etc.), several offensive bids in urban networks (Beaune, Porte de l’Isère, etc.) and in car parks.” F R É D É R I C B AV E R E Z C H I E F E X E C U T I V E O F F I C E R , F R A N C E A N D C H I E F E X E C U T I V E O F F I C E R , E F F I A “On an international level, we achieved record revenues in 2015 (+30%). We owe this success to the launch of major contracts won in 2014 (such as the DLR in London) and the award of several new contracts, notably in Continental Europe (tram, bus and train).” B E R N A R D TA B A R Y C H I E F E X E C U T I V E O F F I C E R , I N T E R N AT I O N A L AUSTRALIA NEW ZEALAND: 21.9% CONTINENTAL EUROPE: 48.5% NORTH AMERICA: 22.9% UNITED KINGDOM: 6.5% ASIA MIDDLE EAST AFRICA: 0.2% “This year we continued our global initiative of maintaining ongoing improvement with regard to safety. As a result, for example, the frequency rate of bus and coach accidents has decreased by 6% and their severity by 34%.” J AC Q U E S DA M A S G R O U P E X E C U T I V E D I R E C TO R , R A I L A N D O P E R AT I O N S B R E A K D OW N O F R E V E N U E INTERNATIONAL 56% OF GROUP ACTIVITIES URBAN: 61% EFFIA: 5% INTERURBAN: 20% KISIO: 2% GREATER PARIS REGION: 11% OTHERS: 1% FRANCE Strategy and organisation
  24. 24. 24 Keolis Group “Kisio, our new Solutions and Services subsidiary, has helped to accelerate the rollout of our PlanBookTicket application, which allows passengers to plan their journeys from start to finish. Now, they can buy and L A U R E N T KO C H E R E X E C U T I V E D I R E C TO R , M A R K E T I N G , I N N OVAT I O N A N D S E R V I C E S “The Keolis brand is increasingly recognised as being that of an exemplary corporate citizen. This is promoted by our commitment and our results in terms of CSR (professional Equality label, ISO certifications, Global Compact, etc.).” T H O M A S B A R B E L E T G R O U P E X E C U T I V E D I R E C TO R , B R A N D A N D   C O M M U N I C AT I O N S D I G I TA L I N N OVAT I O N S A N D S E RV I C E S C S R CO M M I T M E N TS 1st Keolis is the first public transport operator to receive the GEEIS (Gender Equality European/International Standard) certification for its actions in favour of gender balance in the workplace. 10The number of principles linked to basic human rights, international workers’ rights and the fight against corruption to which Keolis committed through signing the United Nations Global Compact. validate transport tickets on their smartphones using a single mobile app.” 3,000 The number of people interviewed for the Keoscopie Digital programme between the end of 2015 and the beginning of 2016 with the final goal of better understanding the needs and digital habits of travellers during their everyday journeys. 6 The number of partnerships with digital start-ups in 2015. 600The number of employees working to design intelligent and fluid mobility at Kisio, the new Keolis Solutions and Services subsidiary. Another year of strong growth for the Group and its operations 2015 IN FIGURES
  25. 25. 252015 Annual Report “Keolis considers training as a way to develop and advance the careers of all of its employees. As proof of this commitment, more than 40,000 of them participated in training in 2015.” B R U N O DA N E T G R O U P H U M A N R E S O U R C E S D I R E C TO R G R O U P E M P LOY E E S W H O PA R T I C I PAT E D I N T R A I N I N G P e rce n t a g e 2015 72% 49% 2014 E M P LOY E E S I n d i v i d u a l s INTERNATIONAL FRANCE N U M B E R O F WO R K E R S W I T H D I SA B I L I T I E S I n d i v i d u a l s 1,451.5 1,341.07 2015 P R O P O R T I O N O F E M P LOY E E S COV E R E D BY I S O 1 4 0 0 1 C E R T I F I C AT I O N P e rce n t a g e 2015 26.6% 17.6% 2014 P R O P O R T I O N O F WO M E N I N T H E G R O U P WO R K F O R C E P e rce n t a g e 2015 20.1% 20.4% 2014 2014 22,100 34,200 20,700 32,700 53,400 56,300 2015 2014 Strategy and organisation
  26. 26. Porto PORTUGAL Martinez Fresno Las Vegas Monrovia/Covina Anaheim Fort Lauderdale Pompano Washington DC Boston Lancaster CANADA Rimouski Montreal Terrebonne Repentigny Quebec Waterloo UNITED STATESVan Nuys Burbank Nottingham Birmingham Hereford Canterbury Dover Hastings Eastbourne Brighton Southampton Gatwick Portsmouth Liverpool Shrewsbury London Ashford UNITED KINGDOM Zwolle Zutphen Oldenzaal Rahden Münster Aalborg Hinnerup Slagelse Copenhagen Helsinge Jönköping Gothenburg Norrköping Örebro Dalarna Bergen Dortmund Düsseldorf Venlo Lemgo Bielefeld KasselApeldoorn Keolis Vlaanderen Eurobus Holding Soest Hamm Karlstad Finspång Aarhus Utrecht Kampen Stockholm Värmland Tylstrup Odense Skibby LUXEMBOURG Enschede BELGIUM THE NETHERLANDS GERMANY DENMARK NORWAY SWEDEN LOCATIONS The Group’s presence worldwide WORLD Planned Metro Taxi Train Rail service in Germany Rail service in the Netherlands Rail service in the UK Planned tram Tram Bus / shuttle / interurban and school coaches / PRM WORLD KEY Offices Metro Porto PORTUGAL Martinez Fresno Las Vegas Monrovia/Covina Anaheim Fort Lauderdale Pompano Washington DC Boston Lancaster CANADA Rimouski Montreal Terrebonne Repentigny Quebec Waterloo UNITED STATESVan Nuys Burbank Nottingham Birmingham Hereford Canterbury Dover Hastings Eastbourne Brighton Southampton Gatwick Portsmouth Liverpool Shrewsbury London Ashford UNITED KINGDOM Zwolle Zutphen Oldenzaal Rahden Münster Aalborg Hinnerup Slagelse Copenhagen Helsinge Jönköping Gothenburg Norrköping Örebro Dalarna Bergen Dortmund Düsseldorf Venlo Lemgo Bielefeld KasselApeldoorn Keolis Vlaanderen Eurobus Holding Soest Hamm Karlstad Finspång Aarhus Utrecht Kampen Stockholm Värmland Tylstrup Odense Skibby LUXEMBOURG Enschede BELGIUM THE NETHERLANDS GERMANY DENMARK NORWAY SWEDEN LOCATIONS The Group’s presence worldwide WORLD Planned Metro Taxi Train Rail service in Germany Rail service in the Netherlands Rail service in the UK Planned tram Tram Bus / shuttle / interurban and school coaches / PRM WORLD KEY Offices Metro Porto PORTUGAL Martinez Fresno Las Vegas Monrovia/Covina Anaheim Fort Lauderdale Pompano Washington DC Boston Lancaster CANADA Rimouski Montreal Terrebonne Repentigny Quebec Waterloo UNITED STATESVan Nuys Burbank Nottingham Birmingham Hereford Canterbury Dover Hastings Eastbourne Brighton Southampton Gatwick Portsmouth Liverpool Shrewsbury London Ashford UNITED KINGDOM Zwolle Zutphen Oldenzaal Rahden Münster Aalborg Hinnerup Slagelse Copenhagen Helsinge Jönköping Gothenburg Norrköping Örebro Dalarna Bergen Dortmund Düsseldorf Venlo Lemgo Bielefeld KasselApeldoorn Keolis Vlaanderen Eurobus Holding Soest Hamm Karlstad Finspång Aarhus Utrecht Kampen Stockholm Värmland Tylstrup Odense Skibby LUXEMBOURG Enschede BELGIUM THE NETHERLANDS GERMANY DENMARK NORWAY SWEDEN LOCATIONS The Group’s presence worldwide WORLD Planned Metro Taxi Train Rail service in Germany Rail service in the Netherlands Rail service in the UK Planned tram Tram Bus / shuttle / interurban and school coaches / PRM WORLD KEY Offices Metro 26 Keolis Group26
  27. 27. INDIA CHINA Hyderabad Wuhan AUSTRALIA Gold Coast Melbourne Perth Adelaide Brisbane Abu Dhabi Shanghai UNITED ARAB EMIRATES Kalgoorlie ALENÇON CHAUMONT Avignon Valence VienneSt-Étienne Grenoble Bellegarde-sur-Valserine Besançon Belfort Colmar Louvigny Charleville-Mézières Aulnoye-Aymeries Valenciennes Roubaix ARTOIS-GOHELLE Villeneuve-d’Ascq Douai Rouen Chartres Vendôme Poitiers Niort La Rochelle Angoulême Limoges Clermont- Ferrand Saint-Pierre -des-Corps Péronne Reims Bezanne Thionville Mâcon NÎMES ALÈS Cannes Cassis Martigues Marseille Perpignan Toulouse Dax Montpellier Vitrolles AntibesAIX-EN-PROVENCE NARBONNE MILLAU LYON OYONNAX VICHY RIOM MONTLUÇON LONS-LE-SAULNIER PONTARLIER MONTBELLIARD ÉPINAL NANCY SUB POMPEY TOUL CHALONS-EN- CHAMPAGNE MAUBEUGEARRAS AMIENS CHAUNY SOISSONS CHÂTEAU- THIERRY CREIL CHANTILLY HONFLEUR FÉCAMP ELBEUF LISIEUX RENNES VITRÉ LAVAL LE MANS ORLÉANS MONTARGIS BLOIS TOURS CHÂTELLERAULT SAINTES CHÂTEAUROUX NEVERS Nantes ANGERS ST-MALO MORLAIX QUIMPER LORIENT Auray CAEN BAYEUX CHERBOURG SENLIS LILLE OBERNAI STRASBOURG SARREBOURG METZ VESOUL DIJON Arc 1950 TARBES PAU AUCH AGEN MARMANDE BORDEAUX Béziers PORTE DE L’ISÈRE MIRIBELL’Arbresle BEAUNE Dunkerque DREUX BREST Nyons CITY Urban network City Management of over 300 spaces Interurban networks Metro Tram Bus Rapid Transit FRANCE KEY FRANCE In Greater Paris, 11 transport hubs and 25,700 parking spaces are managed by the Group INDIA CHINA Hyderabad Wuhan AUSTRALIA Gold Coast Melbourne Perth Adelaide Brisbane Abu Dhabi Shanghai UNITED ARAB EMIRATES Kalgoorlie ALENÇON CHAUMONT Avignon Valence VienneSt-Étienne Grenoble Bellegarde-sur-Valserine Besançon Belfort Colmar Louvigny Charleville-Mézières Aulnoye-Aymeries Valenciennes Roubaix ARTOIS-GOHELLE Villeneuve-d’Ascq Douai Rouen Chartres Vendôme Poitiers Niort La Rochelle Angoulême Limoges Clermont- Ferrand Saint-Pierre -des-Corps Péronne Reims Bezanne Thionville Mâcon NÎMES ALÈS Cannes Cassis Martigues Marseille Perpignan Toulouse Dax Montpellier Vitrolles AntibesAIX-EN-PROVENCE NARBONNE MILLAU LYON OYONNAX VICHY RIOM MONTLUÇON LONS-LE-SAULNIER PONTARLIER MONTBELLIARD ÉPINAL NANCY SUB POMPEY TOUL CHALONS-EN- CHAMPAGNE MAUBEUGEARRAS AMIENS CHAUNY SOISSONS CHÂTEAU- THIERRY CREIL CHANTILLY HONFLEUR FÉCAMP ELBEUF LISIEUX RENNES VITRÉ LAVAL LE MANS ORLÉANS MONTARGIS BLOIS TOURS CHÂTELLERAULT SAINTES CHÂTEAUROUX NEVERS Nantes ANGERS ST-MALO MORLAIX QUIMPER LORIENT Auray CAEN BAYEUX CHERBOURG SENLIS LILLE OBERNAI STRASBOURG SARREBOURG METZ VESOUL DIJON Arc 1950 TARBES PAU AUCH AGEN MARMANDE BORDEAUX Béziers PORTE DE L’ISÈRE MIRIBELL’Arbresle BEAUNE Dunkerque DREUX BREST Nyons CITY Urban network City Management of over 300 spaces Interurban networks Metro Tram Bus Rapid Transit FRANCE KEY FRANCE In Greater Paris, 11 transport hubs and 25,700 parking spaces are managed by the Group INDIA CHINA Hyderabad Wuhan AUSTRALIA Gold Coast Melbourne Perth Adelaide Brisbane Abu Dhabi Shanghai UNITED ARAB EMIRATES Kalgoorlie ALENÇON CHAUMONT Avignon Valence VienneSt-Étienne Grenoble Bellegarde-sur-Valserine Besançon Belfort Colmar Louvigny Charleville-Mézières Aulnoye-Aymeries Valenciennes Roubaix ARTOIS-GOHELLE Villeneuve-d’Ascq Douai Rouen Chartres Vendôme Poitiers Niort La Rochelle Angoulême Limoges Clermont- Ferrand Saint-Pierre -des-Corps Péronne Reims Bezanne Thionville Mâcon NÎMES ALÈS Cannes Cassis Martigues Marseille Perpignan Toulouse Dax Montpellier Vitrolles AntibesAIX-EN-PROVENCE NARBONNE MILLAU LYON OYONNAX VICHY RIOM MONTLUÇON LONS-LE-SAULNIER PONTARLIER MONTBELLIARD ÉPINAL NANCY SUB POMPEY TOUL CHALONS-EN- CHAMPAGNE MAUBEUGEARRAS AMIENS CHAUNY SOISSONS CHÂTEAU- THIERRY CREIL CHANTILLY HONFLEUR FÉCAMP ELBEUF LISIEUX RENNES VITRÉ LAVAL LE MANS ORLÉANS MONTARGIS BLOIS TOURS CHÂTELLERAULT SAINTES CHÂTEAUROUX NEVERS Nantes ANGERS ST-MALO MORLAIX QUIMPER LORIENT Auray CAEN BAYEUX CHERBOURG SENLIS LILLE OBERNAI STRASBOURG SARREBOURG METZ VESOUL DIJON Arc 1950 TARBES PAU AUCH AGEN MARMANDE BORDEAUX Béziers PORTE DE L’ISÈRE MIRIBELL’Arbresle BEAUNE Dunkerque DREUX BREST Nyons CITY Urban network City Management of over 300 spaces Interurban networks Metro Tram Bus Rapid Transit FRANCE KEY FRANCE In Greater Paris, 11 transport hubs and 25,700 parking spaces are managed by the Group 272015 Annual Report 27
  28. 28. 28 Keolis Group 2015: a journey through the year’s successes HIGHLIGHTS 28 Keolis Group With contract wins and renewals, network extensions and acquisitions in 2015 – including buses, trams, car parks, automated metros and rail franchises – Keolis strengthened its foothold around the globe. All the while imagining how significant digital innovations will transform the mobility of tomorrow.
  29. 29. 292015 Annual Report 292015 Annual Report
  30. 30. 30 Keolis Group HIGHLIGHTS 2015 LONDON, UNITED KINGDOM Greater London’s residents highly satisfied with DLR Docklands Light Railway (DLR), the automated metro system serving the East of London, reached a record customer satisfaction rate of 89% – the highest since its inauguration in 1987. This achievement reflects the strength of the partnership between KeolisAmey Docklands, a joint venture (70% Keolis, 30% Amey) operating the network since December 2014, and Transport for London, the city’s Public Transport Authority. In 2015, over 115 million passengers travelled on the network, an average of more than 300,000 journeys every day. The number of journeys per year on the 40 km of the DLR network in London. million 115115
  31. 31. 312015 Annual Report WASHINGTON DC, UNITED STATES An extended contract for Keolis Rail Services Virginia In summer 2015, Virginia Railway Express (VRE) renewed the Keolis Rail Services Virginia contract until 2020. The subsidiary of Keolis, which operates Washington DC commuter trains, distinguished itself through its operational performance and an improved customer satisfaction rate, which reached a record 92%. These combined elements led to the contract renewal, which will generate approximately 92 million euros over a five-year period. UNITED KINGDOM Keolis UK renews its London Midland contract Govia, the joint venture between Go-Ahead (65%) and Keolis (35%), has once again been entrusted by the UK Department for Transport to operate the London Midland rail franchise, until October 2017. With this contract extension comes innovations that will improve the passenger experience for the service running between London and central England, including WiFi connections on long distance lines and 6,600 additional seats every week. ExcellenceExcellence
  32. 32. 32 Keolis Group Listening MIDDLE EAST The Group launches strategic partnerships In 2015, Keolis signed partnerships with Emirates Transport, a UAE federal transport operator and Nesma, a Saudi engineering, construction and transport company. These agreements with leading regional institutions will allow the Group to benefit from local expertise and to better position itself for bids in the UAE and Saudi Arabia. These strategic partnerships illustrate Keolis’ long-term commitment in the Middle East, and will help it expand its presence in the region. SCANDINAVIA Keolis strengthens its foothold While Keolis already operates several bus networks in Denmark, the Group successfully entered the tram market by winning the Aarhus city contract, which will start in May 2017. In mid- December, Keolis also began operating the bus network in Odense, Denmark’s third largest city. In Sweden, Keolis Sverige has been selected to operate the bus networks in the Dalarna region for a 10-year term (annual revenue of 29 million euros), as well as in Karlstad and Skogsblomman. Listening
  33. 33. 332015 Annual Report FRANCE EFFIA strengthens its position as No. 2 car park operator in France The EFFIA network is expanding. EFFIA has taken over the management of 10 public car parks in Marseille (1,050 spaces) and four car parks in Béziers (2,355 spaces). In Massy, the council has entrusted EFFIA with implementing its parking policy across several districts for a 20-year period (3,500 spaces). The Keolis subsidiary also acquired Ramery’s four car parks in the Greater Paris region and in the North of France in 2015. Finally, in January 2016, it became the principal industrial shareholder of SAEMES, the second largest parking operator in the Greater Paris region, and of OnePark, an online and mobile platform for booking parking spaces. HYDERABAD, INDIA The automated metro about to start up In 2015, 15 trains were successfully tested and two depots were made operational in preparation for the launch of the Hyderabad elevated metro in 2016. The fully automated system will feature 40 trains running on three lines, with a total of 66 stations stretching across 70 km. Yet another example of Keolis’ global leadership in automated metro systems. HIGHLIGHTS 2015 The number of parking spaces managed by EFFIA in France. 141,000141,000
  34. 34. 34 Keolis Group EUROPE Developing the tram networks in Nottingham, Bordeaux and Bergen Since August 2015, tram passengers in Nottingham, UK, have benefited from a network that doubled in size thanks to the Tramlink Limited consortium, of which Keolis is a member. Two new lines, totalling 32 km, and 28 new stations were created. In Bordeaux, France, 7 km of additional railway tracks were added to improve services in key residential and business areas. Finally, Phase 3 of the network expansion was launched in Bergen, Norway, with the construction of a new depot and a future 7 km extension of the line, which will run directly to the airport. The number of passengers that the extended Nottingham tram network can now accommodate annually. 2323million HIGHLIGHTS 2015
  35. 35. 352015 Annual Report Agility FRANCE The Group launches digital studies In partnership with Netexplo, the global observatory of digital transformation, Keolis launched Keoscopie Digital, a new large-scale study focused on the use of digital technology and its influence on mobility. In 2015, the process began by monitoring new experimental innovations, which resulted in defining future mobility scenarios. The second phase of the project, launched in early 2016, focuses on travellers’ digital needs and usage, based on a panel of 3,000 French participants. AUSTRALIA Keolis Downer makes its mark as a multimodal leader In March 2015, the Keolis Downer joint venture (Keolis 51%, Downer 49%) acquired Australian Transit Enterprises (ATE), a leading urban, intercity and school bus operator. This acquisition makes Keolis Downer Australia’s number one private multimodal transport operator. The number of buses comprising the Keolis Downer fleet in the cities of Brisbane, Adelaide and Perth. Agility 935935
  36. 36. 36 Keolis Group Commitment FRANCE PlanBookTicket revolutionises daily transport In October 2015, Keolis launched PlanBookTicket, the first public transport mobile app to provide a 100% digital journey. For the first time ever, passengers in France can plan itineraries, buy and validate tickets on their smartphones. This application was developed in partnership with Voyages-sncf.com for the commercial aspect, Masabi (a British start-up that is a leader in e-ticketing) for the QR Code, and the Compagnie des Transports Strasbourgeois (CTS) for the near-field communication (NFC) technology. BOSTON, UNITED STATES Keolis Commuter Services are right on time! The commuter rail in the Boston area achieved record punctuality, with a monthly average close to 94% in the second semester of 2015. This is the network’s best operating performance in 10 years. This success is the result of a strong partnership between Keolis Commuter Services, MBTA (the local Public Transport Authority) and the Massachusetts Department of Transportation. Last August, the partners launched a plan to improve the quality of service by setting ambitious targets for punctuality, staff and rolling stock availability, as well as fare evasion. By the end of 2015, all of these objectives had been met or exceeded. Commitment HIGHLIGHTS 2015
  37. 37. 372015 Annual Report GERMANY Keolis Deutschland extends its rail network FRANCE Multiple wins and renewals Keolis won contracts for Beaune’s urban network as well as Porte de l’Isère’s metropolitan area. For the latter, the Group is focused on improving services to business districts, creating a local car-pool system and increasing patronage by 7.5%. Keolis also renewed contracts with four councils: Alès, Châteauroux, Dreux and Honfleur. Several acquisitions were confirmed in 2015 as well, including Voyages Fouache (an intercity network in the North of France) and Transports Daniel Meyer (a major player in bus and coach transport in the Greater Paris region). Keolis Deutschland won the Teutoburger Wald Network (TWN) franchise for a period of 15 years. The Western Germany rail network, which also serves the Dutch town of Hengelo, carries 11 million passengers each year on five lines. The German subsidiary, which will introduce new rolling stock to increase the network’s capacity, also renewed its contract to operate Hellweg’s four railway lines for a 12-year term (5.9 million passengers per year). The increase in patronage that the Group has committed to achieving in Porte de l’Isère. 7.5 %7.5 %
  38. 38. 38 Keolis Group38 Keolis Group
  39. 39. 392015 Annual Report Around the world, Keolis subsidiaries and frontline teams are working according to the seven workstreams of KeoLife, the Group’s continuous improvement programme. They are united around the goal of sharing best practice in order to achieve excellence in the daily management of transport networks. 392015 Annual Report Leading the way in all our projects Partnering with Public Transport Authorities Customer satisfaction Safety Employee engagement Social responsibility Operational excellence Economic performance
  40. 40. Keolis Group40 Dedicated to making public transport increasingly attractive, Keolis centres its business on customer satisfaction. The Group builds on its core philosophy of Thinking like a passenger with the goal of ultimately moving from a model of collective transport to one that is fully customised. Connecting mobility to passengers’ growing expectations
  41. 41. 412015 Annual Report Connecting mobility to passengers’ growing expectations ollowing an exponential rise in the use of smartphones, digital technology has become an essential part of our daily lives – particularly in relation to travel. Nearly one-third of passengers use smartphones while travelling on public transport – whether to send emails and text messages, play games, listen to music or man- age their timetables and transfers. For Keolis, it was an obvious choice to capitalise on the rela- tionship between mobility and mobile technology. As such, the Group turned passengers’ mobile dependency into a major focus for its customer experience policy. “In keeping with its core philosophy of Thinking like a pas- senger, the Group is searching for means of integrating new digital trends, in the way it manages the major chang- es facing public transport passengers,” says Najoua Ben Jemaa, Keolis Digital Commu- nications Director. “For example, the abili- ty to download applications that adapt to passengers’ diverse profiles and provide real-time service information. There is also an interactive element that must allow passen- gers to directly contribute their own updates.” Given the importance of connectivity in public transport, Keolis needs to create highly per- sonalised services that continually enrich and facilitate the customer experience. DOOR-TO-DOOR MOBILE TRIP MANAGEMENT Today, Kisio Digital, the Group’s digital factory, is leading the way in relation to this crucial ob- jective. In 2015, the subsidiary developed Plan- BookTicket, a range of digital products and services that Public Transport Authorities can use on their networks. With PlanBookTicket pas- sengers can manage their journeys from start to finish with a single mobile app which covers every stage of the trip. These include preparing the trip with a journey planner that integrates all transport modes, purchasing and validating individual tickets or subscriptions, modifying the itinerary in case of unforeseen circumstances, and even sharing information and communicating directly with Keolis. A dozen of pilot networks in France have already been able to use one or more PlanBookTicket features (these include Montargis, Orléans, Saint-Malo and Lille, where the app was downloaded 150,000 times in just three months). FF of passengers use their smartphones while travelling. 29%29%
  42. 42. 42 Keolis Group THE PASSENGER EXPERIENCE GETS A DIGITAL BOOST However, the “digitalisation” of travel will only be successful if it is integrated into the existing passenger experience. “During a trip, even a hyperconnect- ed client will switch between digital and traditional modes of communication,” says Kara Livingston, Keolis Group Mar- keting Director. “We therefore strive to ensure that our digi- tal services are consistent with other existing platforms – for example, on passenger displays – so that information is presented in the same way. Furthermore, encouraging customers to contribute and share tips with each other helps to create a collaborative community.” The use of social media and QR-codes, for example, allows passengers to easily share feedback, so Keolis can also improve their ex- perience. Determined to build on this momentum, the Group has been busy planning for the future. In June 2015, Keolis partnered with Netexplo, a global digital transformation observatory, for the launch of Keoscopie Digital. There were two main objectives: identifying the most relevant digital innovations for the vari- ous passenger profiles, and better understanding passengers’ digital needs and habits by conducting a large-scale survey involving 3,000 participants. Boston trains are snowstorm- ready In response to the unprecedented snowstorms that hit the Boston area in early 2015, Keolis Commuter Services, the commuter rail operator, designed a ‘snow plan’ to ensure the highest level of service and customer satisfaction during adverse weather conditions. The plan involves the appointment of an individual who oversees inter-service preparation and resource coordination, as well as an information platform and weather desk that provides passengers with real-time updates. The Public Transport Authority also contributed to this initiative by purchasing new snow removal equipment and carrying out major infrastructure improvements. HERE THERE “Keolis Tours teams were highly responsive following a major incident that occurred over the Bastille Day weekend. When a fire started under the Grammont Bridge in Tours (France) on 11 July 2015, trams were affected in both directions until 31 August 2015. This disruption then continued in one direction until the end of October 2015. Keolis Tours established a replacement bus service for the affected area at 5am the morning after the fire occurred, with drivers and 11 agents to assist passengers. This quick response was appreciated by travellers: 93% of clients(1) reported being satisfied with the solution.” (1) 1,047 individuals were interviewed. L A U R E N C E G R ATAC A P COMMUNICATIONS MANAGER, TOUR(S) PLUS (THE PUBLIC TRANSPORT AUTHORITY FOR THE CITY OF TOURS) “Passengers expect innovative digital solutions to make public transport more personalised and more human.” N A J O U A B E N J E M A A KEOLIS DIGITAL COMMUNICATIONS DIRECTOR downloads of the Keolis Lille Transpole app in just three months. 150,000150,000
  43. 43. 432015 Annual Report “The active dialogue between our networks is a source of ongoing improvement that will enhance customer service.” K A R A L I V I N G S TO N K E O L I S G R O U P M A R K E T I N G D I R E C TO R ‘Live my life’ operations to improve passenger experience 43 MARKETING EMPLOYEES FROM KEOLIS LILLE AND KEOLIS RENNES SUBSIDIARIES SPENT TWO DAYS IN LONDON IN NOVEMBER 2015. WHAT WAS THE PURPOSE OF THEIR VISIT? K L This meeting provided an opportunity for the French teams to engage in a rich discussion with colleagues from KeolisAmey Docklands (the DLR network), who presented their methods for improving customer service and passenger information. In addition, representatives from the Keolis Lille and Keolis Rennes marketing teams got the chance to experiment “Live my life” operations within the London network – an initiative fully in line with the Group’s Thinking like a passenger core philosophy. As part of a role-play exercise, all the attendees stepped into the shoes of a different passenger type – including regular customers, business people, non-English speaking tourists, and customers with special needs – as they travelled on various modes of transport. WHAT WERE THE MAJOR POINTS TO TAKE AWAY? K L Although attendees concluded that the bus networks in France are easier to navigate than London’s, they appreciated the availa- bility of accurate passenger information, the simplicity of pricing and the streamlined payment options available to London’s Tube passengers. Overall, attendees agreed that the open exchange of ideas enriched their level of reflection and will help them continue to improve the way they respond to customer needs on their own networks in the future.
  44. 44. 44 Keolis Group Putting safety first, everywhere and at all times
  45. 45. 452015 Annual Report Being responsible for the mobility of people means that safety is non-negotiable. The safety of passengers and employees is the foundation of the KeoLife corporate programme and the Group’s absolute priority. This is why Keolis is committed to a continuous improvement approach, ensuring that the most demanding safety standards are upheld in each of its subsidiaries around the world. Putting safety first, everywhere and at all times n 2014, the Group launched a comprehensive programme aimed at minimising the risk of ac- cidents every day, across all of its networks. Structured around the 10 pillars of the Group’s policy – including governance, organisation, procedures, training and accident analysis – the programme framework has been translated into 69 concrete management practices, geared towards instilling a culture of continuous improvement and excellence. THE RESPONSIBILITY OF EACH SUBSIDIARY AND EACH MANAGER The programme rests upon several key principles. To start with, all subsidiaries are held accountable for safety, with responsibil- ity as close as possible to the front line. “They have to regularly monitor the rollout of the programme at a local level,” says Thierry Guinard, the Group’s Safety Director. “They need to ensure that all managers – from the director to local managers – engage their teams in improving everyday safety.” To this end, all subsidiaries self-assessed their ability to build their own safety management systems on a scale from 1 (poor) to 4 (excellent). Following an initial assessment in 2014, Keolis Lille launched a comprehensive action plan to redesign all pro- cedures and re-train all management personnel. TRAINING FOR EVERYONE Keolis Lille invests in key areas of the Group’s safety policy – including the training and involvement of not just its manag- ers, but its employees as well. “We have created monthly metro and tram workshops that we call ‘15 minutes of safety’,” says Anne Cosson, Keolis Lille’s Safety Director. “Each month, we use posters to highlight a theme, generally linked to a recent event. A few weeks later, we organise a meeting with all employees to raise awareness about safety issues. We also make use II In 2015, across all networks operated by Keolis in France, FREQUENCY RATE OF ROAD TRAFFIC ACCIDENTS SEVERITY RATE -4%-4% -34%-34%
  46. 46. 46 Keolis Group of any accidents that occur on the network to organise immediate safety sessions in bus depots before or after drivers’ shifts, covering themes such as blind spots.” All these initiatives complement ongoing training led by team leaders to ensure there are no failings in applying safety rules. As a final measure to boost employee engagement in metro and tram networks, each member of Keolis Lille has signed a document, committing them personally to improving safety. This initiative will be extended to the bus network in 2016. A PRAGMATIC APPROACH Another key component of Keolis’ safety policy is to base initiatives on what is actually happening on the ground. This is achieved by conducting regular managerial safety visits and audits, but also by the commitment to learning from even the smallest of accidents or incidents. In line with this objective, beginning in 2015, all subsidiary management meetings must begin with ‘safety moments’. This provides an opportunity to discuss recent in- cidents within their own networks or those of another subsidiary, with the end goal of preventing similar accidents. During 2015, the network of safety ambassadors was also ex- panded, enabling every subsidiary throughout the world to have its own ‘safety leader’. TCL (Lyon, France) says “no” to harassment on its transport network In parallel with the French government’s national campaign against the harassment of women on public transport, Keolis Lyon and SYTRAL, the city’s Public Transport Authority, started an ‘exploratory walks’ programme in November 2015. This initiative begins by identifying a panel of regular female passengers on a selected line, then travelling with them to analyse potential safety issues. This leads to the introduction of concrete improvements (installing better lighting, re-siting emergency call boxes, etc.). The first walk was organised in the first quarter of 2016 on line 7 in the town of Vaulx-en-Velin. “Safety is primarily based on the skills and knowledge of our employees. Our main challenge is to maintain this competency at the highest possible level.” T H I E R R Y G U I N A R D KEOLIS GROUP SAFETY DIRECTOR Syntus (Netherlands) boosts bus safety During 2015, Syntus, the Group’s Dutch subsidiary, established a comprehensive safety management system (SMS) for its bus networks – well ahead of the regulatory framework. The SMS is based on ISO standards and aims to systematically assess all risks (equipment, environment, etc.) and then initiate the necessary actions to reduce them to the minimum level. This includes regular safety, quality and environmental audits in each depot and working with road traffic authorities to reduce accidents in high- risk areas. HERE THERE
  47. 47. 2015 Annual Report 47 Bringing the Australian ‘Rhino’ to France Y arra Trams, Keolis’ tram network in Melbourne, flexed its creative muscles when it devised its ‘Rhino’ safety campaign, which uses the image of a rhinoceros to remind people that they are no match for a tram - as one tram weighs as much as 30 rhinos! With this simple concept, Yarra Trams has run several awareness-raising campaigns using various channels such as cinema commercials, a Facebook page, posters, web advertising and promotional stands at university events and festivals to convey this message. The first campaigns targeted pedestrians and car-drivers in a bid to reduce the number of accidents. In early 2016, the campaign was re-launched, this time to remind passengers to hold onto handles and handrails inside the tram. The initiative has proved successful. In the 12 months following the campaign launch, the number of pedestrian accidents decreased by 27%. Given this success, several French networks, including those in Caen, Orléans and Lille, have adopted their own versions of the ‘Rhino’ campaign to remind people to stay alert around trams.
  48. 48. 48 Keolis Group Over the years Keolis has established strong, long-lasting relationships with Public Transport Authorities by listening, being transparent and maintaining an open dialogue. These partnerships allow the Group to jointly develop tailored solutions that meet the needs of the community and consistently improve customer satisfaction. Fostering a strong relationship with Public Transport Authorities ransit App, WeGo Rennes, Transports Rennes, Han- dimap… With more than 15 mobile apps and web- sites up and running, Rennes (France) passengers are spoilt for choice. Real-time timetable updates, network maps, a journey planner, traffic information, availability of bikes or car parking spaces and the location of mobility impaired accessible stations – all of these apps simplify the everyday use of STAR, which is the public transport network that Keolis operates in Rennes (metro, bus, bike share scheme and reduced mobility transport solutions). OPEN DATA: RENNES BLAZES THE TRAIL The commitment of the city’s Public Transport Authority to maximise the potential of Open Data led to the creation of these new digital solutions by developers and start-ups. Back in 2009, Keolis, a part- ner of the City of Rennes since 1999, developed a project granting access to certain types of data that allowed passengers to determine the location of bicycles and then buses – a first for public transport and local authorities. Today, seven years after the launch, the City of TT
  49. 49. 492015 Annual Report Fostering a strong relationship with Public Transport Authorities Rennes has never looked back. “It’s always good for a community to be ahead of the game,” says Jean-Jacques Bernard, Vice President of the Greater Rennes authority with responsibility for transport and travel. “What was once innovative is now a legal requirement, proving that our approach was well founded. Mobility is one of the many areas where comfort and ease of use are improved by digital technology. In this context, Open Data provides passengers with many oppor- tunities, by helping them access the right information, regardless of the mode of travel.” A NEW LEGAL REQUIREMENT Open Data is the missing link that can respond to passengers’ grow- ing expectations – they want to be able to access information from anywhere and at any time. Like in Rennes, access to a network’s day-to-day operational data provides developers with all the nec- essary information to create mobile apps and websites that will be useful to customers. The concept of open innovation is at the heart of France’s Digital Republic bill, which will eventually force French local authorities and operators to make data accessible – free of STAR network data sets are easily accessible to developers via catalogues, charts, maps and graphics. 3737 More than of the Transports Rennes app, one of 15 created by developers based on STAR network data. downloads 50,00050,000
  50. 50. 50 Keolis Group charge and in an open format – on their public transport networks and other mobility services, such as car or bike share schemes. SUPPORTING LOCAL AUTHORITIES To address the new needs of local authorities and networks and to support them in their drive for transparency and local open innovation, Keolis and its subsidiary Kisio have developed the Open Data Mobility programme in partnership with Open- DataSoft, a hosting platform with which Keolis previously col- laborated on the STAR network in Rennes. This new turnkey, customisable offering of industrial services and solutions has four major components. First of all, it includes a portal solution that allows Open Data to be hosted and published and combines data vis- ualisation, sharing and recycling. Access to on- line forums fosters interaction with developer communities. An Open Service proposition also provides open access to Navitia.io, Keolis’ journey planning and passenger information platform, which can be reused free-of-charge by developers. Next, the programme provides technical support (data standardisation and up- grade management) and stimulates local inno- vation by hosting events for start-ups. Finally, training and personalised advice is available to users throughout the duration of their project. “Alongside Skyss, Bergen’s Public Transport Authority, we rose to the challenge of effectively managing two tram network extensions while maintaining excellent operational and safety performance, and earning a customer satisfaction rating of 95% or higher. This was made possible by the close partnership we have maintained with Skyss since 2010, which is based on mutual trust and transparency.” GRY MIRIAM OLSEN CEO OF KEOLIS NORGE “Keolis Norge’s safety record and high client satisfaction ratings drove our decision to renew the tram operating contract at the end of 2015, and to continue to work together in the future. Given the network’s growing patronage – it is even beginning to be over-crowded at certain times of day – we will invest in eight new high-capacity trams and extend the existing 20 trams to accommodate more passengers.” ODDMUND SYLTA MANAGING DIRECTOR OF SKYSS PUBLIC TRANSPORT AUTHORITY HERE THERE “Mobility is one of the many areas where comfort and ease of use are improved by digital technology. In this context, Open Data provides passengers with many opportunities.” J E A N - J AC Q U E S B E R N A R D VICE PRESIDENT OF THE GREATER RENNES AUTHORITY WITH RESPONSIBILITY FOR TRANSPORT AND TRAVEL Bergen (Norway): a tram guided by mutual trust
  51. 51. 512015 Annual Report 51 Two strategic partnerships to create a 100% connected journey K eolis is on a roll with its innovative digital solutions! In order to provide a 100% connected journey right down to ticket purchasing, the Group has integrated proven solutions from M-ticket (paperless smartphone ticketing), via two strategic partnerships agreed in 2015. The first, signed with CTS (Compagnie des Transports Strasbourgeois), the operator for Greater Strasbourg, France, will automate an M-ticket solution designed for near- field communication (NFC) compatible phones. The second, signed with Masabi, global mobile ticketing leader in public transport, will be devoted to smartphones compatible with QR codes. The two solutions will be fully integrated into the PlanBookTicket app by mid-2016 and will be marketed in all French cities starting on 1 October 2016. By simplifying the processes, they will improve the passenger experience and ultimately encourage mobility. The two solutions will be fully integrated in the PlanBookTicket application by mid-2016.
  52. 52. 52 Keolis Group Given the strain and uncertainty of the current economic environment, the Group has made it its mission to enhance the financial performance of the networks it operates. As a result, its subsidiaries use a range of initiatives to promote business development and meet client expectations, while also reducing costs. This includes optimising purchasing, reducing absenteeism and conducting campaigns against fare evasion. Boosting economic performance
  53. 53. 532015 Annual Report Boosting economic performance ithout even talking about unfairness for fellow travellers, fare evasion hurts all users within a public transport network. The loss in revenue caused by passengers not paying for their ticket directly affects budgets intended for improving the quality of the service. Today TCL, the network operated by Keolis in Lyon, loses roughly 10 million euros a year due to an estimat- ed 70,000 fare evaders every day – a sum equi- valent to the cost of purchasing 40 buses, four tram carriages, or one metro carriage. Keolis Lyon and SYTRAL, the city’s Public Transport Authority, have tackled this challenge head-on for several years now, by developing a comprehensive anti-fare evasion campaign consisting of both punitive and preventative measures. TARGETED CAMPAIGNS YIELD RESULTS TCL employs 250 ticket inspectors, and an ad- ditional 300 employees – trainee drivers and inspectors, transport unit supervisors, managers etc. – are legally authorised to inspect passenger tickets operationally. On top of this human force, TCL has set up 6,500 cameras across the network for more targeted monitoring. Take the example of a person in the metro who crosses the ticketing barrier by following behind a paying passenger. These cameras now make it possible to identify fare evaders and report the activity to inspectors who can then catch the individual further along the network. AN INNOVATIVE APPROACH The desire to apply a targeted approach for greater efficiency was behind the use of plain- clothed ticket inspectors, an initiative first put into service by the Lyon subsidiary in 2013, which was so successful that several other Keolis net- WW The TCL (Lyon) fare evasion rate at the end of 2015, measured by an independent body. 10%10% million euros The annual revenue lost to fare evasion in public transport in Lyon. 1010
  54. 54. 54 Keolis Group works have replicated it. Primarily used in trams, this method consists of having inspectors on-board, not to verify that every pas- senger has a ticket but simply to discreetly identify those who do not validate their tickets when boarding the tram. Keolis Lyon has now taken a more aggressive approach to fare evasion, by organising 800 to 900 joint operations with the police each year. Another initiative in Lyon has been the announce- ments made on the city’s buses to alert passengers that inspec- tors will board at an upcoming stop, giving those who have not already validated their tickets ample time to do so. EXPLANATIONS HELP PREVENTION However, TCL’s efforts to fight fare evasion require more than ticket inspections alone. “We feel there is real value in com- munication and raising passen- ger awareness,” says Audrey Hippert, Director of Bus Op- erations and the Department of Inspection and Intervention at Keolis Lyon. “Every year we organise a passenger commu- nication campaign. With stands set up at network connection points, we distribute flyers that help start a conversation with our customers about fare evasion. For example, in 2015 we handed out a brochure, ‘The right way to travel’, which included a true or false quiz about fare evasion. We didn’t set out to stigmatise fare evaders, but rather to explain the real impact that fare evasion has on a network’s development and the fact that there are ticket prices adapted to different types of users so there’s no need to cheat.” ALL ABOARD! Keolis Lyon has launched another prevention campaign to raise awareness among passengers and employees alike: ‘Fare evasion is everyone’s business.’ Volunteers from every department of the sub- sidiary spread out across several stations on a single transport line at rush hour to encourage passengers to validate their tickets. Three of these operations were carried out in 2015, involving a total of 250 em- ployees. The validation rate increased between two and six points during each operation. And over the past ten years, TCL has seen its fare evasion rate fall from 18% in 2005 to 11% in 2013 and down to 10% at the end of 2015. “EFFIA has launched a comprehensive action plan to cope with the budgetary and managerial problems caused by absenteeism. Driven by senior management and the Human Resources department of the Group’s parking subsidiary, this plan is based on five complementary areas: prevention, communication, management training, managerial responsibility and if necessary, the enforcement of sanctions. Following the implementation of several initiatives, the absenteeism rate fell from 6.4% at the end of 2013 to less than 4% in 2015.” SY LV I E A U B R I EFFIA HUMAN RESOURCES DIRECTOR HERE THERE Nîmes: an absenteeism campaign gets the green light In December 2015, Keolis Nîmes (France) launched a new programme to educate its drivers. The subsidiary set up a traffic light in its office to act as a daily reminder of the impact that absenteeism has on its work organisation. The traffic light changes colour depending on the number of shifts to be covered due to driver absences. The red light signifies the need for at least 21 shifts to be covered, if it’s yellow, between 14 and 20, and if it’s green, less than 13. The sign below reminds employees: ‘When the light is green, we can be more flexible with time-off requests. When the light is red, the situation is critical.’ “Beyond ticket inspections alone, we feel there is real value in communication and raising passenger awareness in the fight against fare evasion.” A U D R E Y H I P P E R T DIRECTOR OF BUS OPERATIONS AND THE DEPARTMENT OF INSPECTION AND INTERVENTION, KEOLIS LYON
  55. 55. 5555 “Out of all the operators we considered, Keolis was the most impressive in terms of the balance between costs and performance targets.” J E A N - L U C B E C Q U E T VICE PRESIDENT OF THE BEAUNE CÔTE ET SUD URBAN COMMUNITY WITH RESPONSIBILITY FOR TRANSPORT Beaune selects Keolis as its delegated transport operator I n 2014, our urban community decided to launch a tender for the creation of a public service delegation for our transport network, which up until then was operated directly by the municipality. We believe that this type of contract is a great way to revitalise a network, given that the chosen operator has to commit to performance and patronage targets. It also allows for a more flexible management model over time that will help us develop the network, according to community needs. Finally, we believe that a delegated operator is better able to handle the commercial aspects of running a transport network. We selected Keolis in June 2015, because the Group put forward a functional proposal with a controlled budget that perfectly responded to our requests – such as the need to better serve economic growth areas. Its solution was reasonable and well thought through: it included a tiered approach for residential neighbourhoods, modelled according to the time of day or the school timetables, so that buses only run at the times they are needed, thus reducing costs. Similarly, Keolis will meet the needs of smaller towns in the urban area by implementing on-demand transport solutions.
  56. 56. 56 Keolis Group To perform better, in every subsidiary and in every transport mode: this is the promise Keolis makes to Public Transport Authorities and to its passengers. Its detailed and structured improvement plans guarantee the highest possible standard of operational equipment and maintenance. The Group is committed to continuous improvement to achieve operational excellence. Striving for operational excellence
  57. 57. 572015 Annual Report Striving for operational excellence ll Keolis subsidiaries are engaged in an ongoing process of improving operational performance to ensure the highest level of service and producti- vity. Achieving this goal means adapting priorities and plans according to the local context. This can be seen through the examples of two British sub- sidiaries, both with very different backgrounds: KeolisAmey Docklands, which began operating the Docklands Light Railway (London’s auto- mated metro) in December 2014, and Nottingham Trams, the operator of Nottingham’s tram network. A NEAR-PERFECT RECORD FOR DEPARTURES KeolisAmey Docklands and its 750 employees had a very clear chal- lenge ahead when it took over operations of the 40-kilometre network in 2015: to maintain a very high level of performance across the 45 sta- tions, which serve 115 million passengers annually. This required several initiatives to be conducted at the same time. Following a comprehen- sive review of the organisation, new tools were launched, addressing matters such as asset management. Meeting the contractual conditions of Transport for London, the city’s Public Transport Authority, required significant new actions, including the review of a ‘departure score’ indi- cator, which measures the number of actual versus planned departures. “We have focused on HR management (recruitment, team training etc.) and introduced new operational techniques,” says Abdellah Chajai, Op- erations Director. “Many processes have also been upgraded based on best practices from the rest of the Group.” As a result, in its first year of operation, KeolisAmey Docklands was able to sustain an average service delivery rate of 99.2%. AN ORGANISATION BUILT AROUND CUSTOMER SATISFACTION Ambitious operational targets also have an impact on passenger satis- faction. Measured every four weeks by the city’s Public Transport Authority, KeolisAmey Docklands finished the year with an average customer satisfaction rating of 89%, exceeding the contractual AA of DLR’s 115 million customers were satisfied in 2015. 89%89%
  58. 58. 58 Keolis Group target of 86%. This score, very high for mass transit, was obtained when KeolisAmey Docklands imple- mented its ‘Customer Service Plan’, consisting of 16 operational initia- tives. One notable example was the ‘Customer Action Team’, a crew of ten employees responsible for of- fering assistance and information to passengers during rush hour and in the event of service disruptions. AN EFFICIENT METHOD OF PROJECT MANAGEMENT On another British network there was a different challenge and a dif- ferent approach. Nottingham Trams, the Keolis subsidiary that has op- erated the city’s network, which serves 700,000 residents, since 2011, used the lean management process tool of visual management during the launch of two new tram lines in August 2015. “We set up a ‘visualisation room’ to have effective overview of our KPIs (safety, human resources, operations, engineering, customer service and finance), out- standing issues and new tasks and goals,” says Trevor Stocker, Pro- ject Director at Nottingham Trams. “We have used it to structure our roadmap and set simple rules for weekly management meetings. The objective is that these meetings last for no longer than an hour and focus only on facts and potential problems, as well as the actions needed to resolve them.” Since the opening of the two lines, the visual management tool is still used. “The information screens allow us to display and communicate daily performance measurements for all employees to see,” says Trevor. Following the success of this initiative in Nottingham and Melbourne, where it was first used, it has since been replicated in other Keolis sub- sidiaries, including at the London headquarters of Keolis UK. “Konfort is an internal communication tool, a way to enhance passenger comfort and a device for reducing the fuel consumption of buses. Since 2013, the 181 buses of the Orléans (France) network have been equipped with Konfort, an on-board eco-driving device that measures sudden braking and acceleration, and informs drivers of the quality of their driving in real time. The Keolis subsidiary has established a very positive performance track record over the past two years. From a management perspective, Konfort creates a unique opportunity to assess the quality of service provided by drivers. It also helps those who have adopted poor driving habits affecting passenger comfort to improve. Over the years, the number of ‘good’ or ‘excellent’ drivers has increased by 10 points (60%) while the number of ‘poor’ drivers has dropped by 8 points (8%). Konfort also reduced the energy consumption of the entire fleet by between 5% and 7%.” P I E R R I C K P O I R I E R KEOLIS ORLÉANS – VAL-DE-LOIRE MANAGING DIRECTOR “In order to successfully take over the operation of the DLR network, we relied on the commitment of existing staff by sharing our strategic vision and processes, and providing on the ground support.” A B D E L L A H C H A J A I KEOLISAMEY DOCKLANDS OPERATIONS DIRECTOR HERE THERE of Nottingham tram passengers would recommend the network to friends or family members. 96%96%
  59. 59. 592015 Annual Report 59 KRHOME, an innovative approach to help subsidiaries enhance their transport offering A project called KRHOME (a French acronym for ‘Keolis strengthens and harmonises its operational tools and methods’) was launched in 2014 by the Group’s Operations department. It has been rolled out in all subsidiaries to ensure they create the best theoretical construction of transport offering for their customers. That means in terms of operational safety (safety of passengers and staff, regulatory compliance, risk management, etc.), the quality of service for passengers and Public Transport Authorities (punctuality, comfort, operational consulting, etc.) and maximising profitability (scaling means, optimised processes and resources). KRHOME is yet another innovative and practical example of the Group’s expertise in improving operational performance. 1 TOPOLOGY An exhaustive and detailed inventory of time and distance data for potential itineraries. 2 SCHEDULING Provision of commercial timetables and creation of ‘vehicle shifts’ to define correct scaling of the fleet to support the production of the transport offers. 4 MODELLING Creation of ‘service models’ and scaling of the workforce needed to produce the offers. 3 ROSTERING Construction of ‘driver shifts’ for theoretical workforce organisation, taking into account regulatory and social constraints.
  60. 60. 60 Keolis Group Promoting employee engagement n 1 July 2014, City-Trafik, Keolis’ Danish subsidiary employing 850 individuals, and Nettbuss Danmark, a Norwegian rail sub- sidiary employing 650, merged to form Keolis Danmark. With a fleet of 450 buses, the new entity became the country’s sec- ond largest bus operator. In order to facil- itate the merging of the two companies – each with a different back- ground – a major employee integration programme was developed. Over a period of six months, initiatives were set up to encourage active communication among all staff, through information booklets, on-site meetings etc. To promote a single company culture based on shared performance objectives, local management and operations employees from Nettbuss and City-Trafik were gathered together in the three Copenhagen depots. STRENGTHENING THE SENSE OF BELONGING AND SHARING EXPERTISE “Through internal communication, we set out to strengthen a sense of OO Number of people hired on permanent contracts in France in 2015. 3,8003,800
  61. 61. 612015 Annual Report Because its development is based on a set of common values and areas of expertise, Keolis places a lot of emphasis on the successful integration of new employees. The Group achieves this by fostering a strong organisational culture that unites new and existing employees around the common goal of optimising performance. Promoting employee engagement belonging and to foster a common goal,” says Joakim Vasehus, Com- munications and Human Resources Manager at Keolis Danmark. “We used each new event – such as winning a new contract, the launch of KeoSafe, our new eco-driving system, and company-sponsored sport- ing events – as an opportunity to communicate about the Keolis brand. In the summer of 2015, we created a common intranet platform to further strengthen perception of the Keolis brand.” In parallel, signifi- cant work was carried out to unify procedures and working methods. COMING TOGETHER ON THE GROUP’S STRATEGY Proving the company’s shared spirit of engagement, ex-Nettbuss employees and their former City-Trafik colleagues rallied together for the first KeoLife Week in June 2015. This Group-wide event focused on continuous improvement initiatives and fostering a collective spirit. In December 2015, Keolis Danmark reached an essential and symbolic integration milestone when Keolis uniforms were distributed to all employees. Eighteen months after the effective merger, the subsidiary set out to evaluate the process with an employee satisfaction survey. Number of new employees to be recruited in the coming months in Hyderabad, India. 1,0001,000
  62. 62. 62 Keolis Group “The 75% participation rate, the high level of satisfaction and the feedback we received proved that we achieved our main merger ob- jectives,” says Joakim Vasehus. “While we are very pleased with these results, we also look forward to continuing our efforts. In the coming months, we will conduct an internal brand audit, ‘Are you 100% Keolis?’, to identify the depot that has best integrated and adopted the Keolis logo and truly embodies the company’s values.” SHARING THE SAME DEDICATION TO CUSTOMER SATISFACTION Thousands of kilometres away from Denmark, Keolis faced a completely different integration challenge. In Hyderabad, India, the Group was selected in 2012 to operate and maintain the city’s brand new automated metro, which will eventually span 70 km of track. To suc- ceed in this project, in a country new to the Group, the Keolis subsidiary focused its attention on recruitment – first managers (roughly 30 Indian nationals), and later the first 400 employees. With its sights set on retaining individuals who share the brand’s strong focus on ser- vice quality and customer satisfaction, the Group made a significant effort to integrate the new recruits. To begin with, the company’s management committee welcomed each new employee on their first day. New staff members then attended a two-week training seminar to learn about Keolis’ values and processes. The subsidiary has since committed to strengthening employee bonds with the company in order to retain them in a very competitive job market. These mea- sures have been put into place in preparation for a wave of 1,000 new employees expected to arrive in the near future. Keolis interns are happy in the workplace Keolis is a great place to learn, according to its interns and apprentices. In 2014-2015 the Group earned an employee recommendation rating of 89% and an overall score of 4 out of 5 from Happy Trainees, the first body to rate companies on their ability to integrate, support and manage interns. Based on a survey of 12,000 students, evaluating 800 international companies, Keolis ranked 17th among employers taking on more than 100 interns in France and abroad. “By strengthening relationships between employees and management, Yarra Trams was able to create a new level of middle management, which greatly contributed to improving the operational performance of the network. In late 2011, after finding operational problems and poor leadership in its frontline teams, Yarra Trams, the operator of the Melbourne tram network, launched a complete overhaul of its management system. In addition to clearly defining each person’s roles and responsibilities, new operational management positions were created to better manage the frontline teams on a daily basis. These positions were given to experienced employees from different professional backgrounds (including former drivers).” M A R T I N H ÄG G L U N D QUALITY AND SAFETY MANAGER (CONTINENTAL EUROPE), FORMER PROJECT DIRECTOR, OPERATIONS AT YARRA TRAMS, MELBOURNE “Through internal communication, we set out to strengthen the sense of belonging and working towards a common goal.” J OA K I M VA S E H U S KEOLIS DANMARK COMMUNICATIONS AND HUMAN RESOURCES MANAGER HERE THERE
  63. 63. 632015 Annual Report 63 KeoLife Week: a global success story M ore than 140 events were organised across all of the Group’s subsidiaries during the first KeoLife Week, which took place from 15 to 19 June 2015. Employees led several largely passenger-focused activities, based on the seven workstreams of KeoLife, the Group’s continuous improvement programme. Thanks to this collective and simultaneous mobilisation, the Group was able to demonstrate to employees that they are all united by one fundamental objective: to maximise our performance for the benefit of our customers. 1 ‘Fare evasion is everybody’s business’ (TCL – Lyon, France). 2 Promoting train journeys to seniors (Eurobahn – Paderborn, Germany). 3 Laying a plaque to celebrate the fifth anniversary of the VRE contract (Washington DC, United States). 4 ‘A coffee with your driver’ (Transpole – Lille, France). 5 ‘Meet the customers’ event (Syntus – Apeldoorn, The Netherlands). 4 5 31 2
  64. 64. 64 Keolis Group From the environment to business ethics and disability, Keolis is well aware of the role it must play to meet the challenges of sustainable development. This is why the Group works tirelessly to exceed the expectations of its stakeholders. Its approach to corporate social responsibility addresses its passengers, its employees, the environment and the communities it serves. Leading by example
  65. 65. 652015 Annual Report Leading by example hy not use wastewater to fuel bus- es? Ten years ago, this idea was still a pipe dream in many countries. But this circular economy solution has been a reality in Sweden for more than half a century. You only have to visit Stockholm to witness this. Through a methanisation pro- cess, engineers at Stockholm’s Henriksdal plant con- vert the sludge produced by wastewater treatment into biogas. This gas is then refined and piped directly to Keolis Sverige’s bus depot just a few hundred metres down the road. The resulting biogas fuel, renewable and carbon-free, supplies 35% of the 1,000 buses op- erated by Keolis in the Swedish capital. The remaining buses have either swapped diesel for biodiesel (33%) or bioethanol (25%), or have been fitted with a hybrid biodiesel-electric motor (7%). “The switch to biofuels has helped us save 80,000 tonnes of CO2 annually,” says Alexis Kahlmann, Stockholm Sector Manager at Keolis Sverige. “It’s the equivalent of taking 40,000 cars off the road each year.” INNOVATIVE HYBRID BUSES When Stockholm’s bus fleet was renewed in 2014, Keolis took the opportunity to introduce hybrid vehi- cles. These have a combustion engine that powers an alternator which in turn produces the electricity required to drive the vehicle, along with a system that recovers energy from braking. Since March 2015, the Group has also started using a new hybrid technology, developed by Volvo, in the eight buses running on Line 73 to the centre of Stockholm. The new system produces up to 90% less pollutants than conventional diesel buses by using a rechargeable lithium battery. These ‘plug-in’ buses can recharge in just six minutes when connected at the terminus station and have a range of more than eight kilometres before the biodiesel engine takes over. ALTERNATIVE ENERGIES FOR BUILDINGS This proactive sustainable energy policy extends beyond the bus fleet. In 2011, SL, the local Public Transport Authority, decided to invest in the construction of a ‘green’ depot, where around 100 Keolis buses are parked and serviced. The depot generates 25% of its energy via WW tonnes of CO2 saved annually due to the use of biofuel in Keolis Sverige’s Stockholm bus network. 80,00080,000 of Keolis buses in Stockholm run on alternative forms of energy to diesel. 100%100%
  66. 66. 66 Keolis Group solar panels and geothermal sources, and also pipes in rainwater to wash the buses. In addition, three wind turbines produce 9.56 GWh each year, the equivalent of 33% of the subsidiary’s electricity con- sumption. Implementing these new renewable energy sources allows Keolis to contribute to significantly improving the local energy mix. ELECTRO-MOBILITY ON TRIAL Likewise, in Gothenburg, 500 km from Stockholm, Keolis Sverige is pre- paring for a greener future. The sub- sidiary, which has operated the urban network since 2009, began powering three buses on line 55 with wind- and water-generated energy, on 15 June 2015. These buses join a fleet of sev- en Volvo hybrid vehicles, identical to those in Stockholm. The success of this pilot programme could pave the way for electro-mobility – a resource already used in passenger cars – in the realm of public transport. A FOCUS ON CLIMATE CHANGE These initiatives demonstrate the Group’s know-how in renewable en- ergy and also align with Swedish energy transition goals. As Keolis continues to reduce its energy consumption through programmes on several other urban networks, in a broader sense, these actions reflect Keolis’ commitment to environmentally friendly mobility. For the Group, the COP21, held in Paris in late 2015, served as a reminder of the urgent need to reduce the emission of greenhouse gases that cause global warming. With this in mind, Keolis has made energy efficiency one of the three pillars of its environmental policy. Correcting the gender imbalance at Yarra Trams In Australia, as elsewhere, the public transport industry has always been predominantly male. To debunk stereotypes and attract more female candidates, Yarra Trams, the Keolis subsidiary that operates the Melbourne tram network launched a campaign called ‘Driven Women’. This recruitment drive focused on identifying the expectations of potential candidates and the barriers that prevent them from applying. Since the launch of the campaign two years ago, female driver candidates have increased nine-fold. As further evidence of the programme’s success, the number of women across the company has increased by 38% since July 2014. In 2015, Yarra Trams has nearly 400 women in its employment, compared to less than 100 in 2000. “In order to ensure our customers travel safely and have access to the support they need, it is necessary that we continuously develop our knowledge of different disabilities. Keolis Mobilité Paris, which operates PAM75, the on-demand transport network for Parisians with learning or physical disabilities and dependent elderly people, launched the Café Expert programme. This initiative aims to develop employees’ skills through quarterly interactive meetings with two specialists from volunteer associations. The sessions give drivers the opportunity to strengthen their understanding of disabilities and benefit from shared best practice.” M AG A L I B E N S A I D SALES AND MARKETING MANAGER, KEOLIS MOBILITÉ PARIS HERE THERE “We are committed to providing passengers with environmentally friendly transport modes, endeavouring to use the energy we consume as efficiently as possible.” A N N E - B L A N D I N E DA S S E N C O U R T DEPUTY DIRECTOR, ENVIRONMENT AT KEOLIS
  67. 67. 672015 Annual Report 67 Ethics, a daily requirement K eolis’ ethics and compliance programme is designed to protect the Group against financial and legal risks and to ensure that it expands in accordance with business regulations. ‘Konformité’ provides a clear set of principles and procedures to be applied on an everyday basis: respecting free and fair competition, prevention of corruption and fare evasion and protection of personal data. In 2015, Keolis focused on preventing the risk of corruption and published a practical guide featuring best practice regarding relations with commercial partners. Several awareness and training initiatives were also implemented during the year, including a business ethics session as part of induction courses for new employees and as a module in career development training for subsidiary directors. Finally, measures were put in place to strengthen the spread of Group procedures, particularly in international locations, where subsidiaries created their own ‘Konformité’ roadmaps for 2016.
  68. 68. 68 Keolis Group Our references METROS • Pioneer and world leader in automated metros (225 km) • Operations in France, UK, India and soon in China Lille, Lyon, Rennes (France), Hyderabad (India), London (UK), Shanghai (China, 2017) TRAMS • World leader in trams (660 km) • Operator of the Melbourne network, the world’s largest (250 km) 11 NETWORKS IN FRANCE Angers, Bordeaux, Brest, Caen, Dijon, Le Mans, Lille, Lyon, Orléans, Strasbourg, Tours 5 INTERNATIONAL NETWORKS Bergen (Norway), Gold Coast (Australia), Melbourne (Australia), Nottingham (UK), Porto (Portugal) 2 NEW NETWORKS UNDER CONSTRUCTION Aarhus (Denmark), Waterloo (Canada) TRAINS Approx. 6,000km of track 8networks in Europe and North America 1 in 3 rail journey in the United Kingdom is made on a network operated by Keolis COMMUTER TRAINS Boston (U.S.), Washington DC (U.S.) INTERCITY TRAINS Germany, The Netherlands, United Kingdom
  69. 69. 692015 Annual Report BUSES AND COACHES 23,000vehicles worldwide No. 1for urban buses in France 100%of the bus fleet in Stockholm runs on alternative fuels to diesel URBAN Aix-en-Provence, Beaune, Bordeaux, Lille, Lyon, Montargis, Montbéliard, Rennes (France), Adelaide (Australia), Burbank (U.S.), Copenhagen (Denmark), Gothenburg (Sweden), Perth (Australia), Stockholm (Sweden)... Bus Rapid Transit: Las Vegas (U.S.), Metz, Nîmes, Rennes, Tours (France)... INTERCITY Alsace, Ardèche, Eure, Haute-Garonne, Seine-Maritime (France), Belgium, Quebec (Canada)... Coach Rapid Transit: Beauvais-Amiens, Loire-Atlantique, Franche-Comté (France) AIRPORT SHUTTLES: Bordeaux, Marseille, Montpellier, Le Bus Direct – Paris Aéroports (France), Fort Lauderdale (U.S.)... ON-DEMAND TRANSPORT No. 1French operator of transport for people with reduced mobility No. 2 in chauffeur driven cars in the Greater Paris region with LeCab TRANSPORT FOR PEOPLE WITH REDUCED MOBILITY Angers, Caen, Châteauroux, Laval, Lens, Lille, Lyon, Paris, Orléans (France), California (U.S.), Sweden... ON-DEMAND TRANSPORT Arras, Aix-en-Provence, Dreux, Greater Paris, Lille, Orléans, Roissy, Rouen (France)... CHAUFFEUR-DRIVEN CARS/TAXIS Anaheim (U.S.), Belgium, Greater Paris (France)... CAR-SHARING/CAR-POOLING Arras, Bordeaux, Lens-Béthune, Lille, Orléans, Metz, Rennes (France)...

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