ANNUAL REPORT 2015 / 16 TUI GROUP MAGAZINE DELIVERING EXPERIENCES Delivering Experiences
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ANNUAL REPORT 2015 / 16 DELIVERING EXPERIENCES MAGAZINE MAGAZINE Delivering TUI Group is the world‘s leading integrated tourism group, operating in some 180 countries around the globe. We open up new horizons for our customers, shareholders and employees. We create unique holiday moments. From the booking to the journey home. We stand for a clear strategy, growth, a robust business model and an attractive dividend policy. Delivering experiences. Delivering results. TUI GROUP DELIVERING»We deliver RESULTSwhat we ANNUAL promise.« REPORT 2015 / 16 Friedrich Joussen, CEO of TUI AG The stories in our Magazine take us to places like the MALDIVES 365 DAYS The Indian Ocean enfolds the island state in a constantly warm climate, attracting 30 °C holiday makers from every corner of the world all year round. on average TUI GROUP MAGAZINE DELIVERING EXPERIENCES MAGAZINE TUI Profile Destinations Employees Group- Aircraft owned hotels 180 K MORE THAN COUNTRIES 67 MORE THAN 140 WORLDWIDE 300 WORLDWIDE 14 5 CRUISE SHIPS TOUR OPERATOR AIRLINES OUR VISION Discovering the world’s diversity, exploring new horizons, experiencing foreign countries and cultures: travel broadens peoples’ minds. At TUI we create unforgettable moments for our customers across the world and make their dreams come true. We are mindful of the importance of travel and tourism for many countries in the world and the people living there. We partner with these countries and help shape their future – in a committed and sustainable manner. We, the 67,000 TUI employees. Think Travel. Think TUI. 2 MAGAZINE p. 10 p. 34 p. 20 p. 4 Contents 3 CONTENTS p. 26 4 “OUR STRATEGY IS PROVING ROBUST AND FUTURE-PROOF” An interview with CEO Friedrich Joussen. 10 365 DAYS Year-round destinations: Why TUI is expanding in the Maldives. 20 TRAVEL FLOWS The purchaser’s challenge: A day with Marina Comas. 26 ONE SMILE An all-inclusive no-worries package: Lea, Alex and the TUI Smile. 34 THE DIGITAL EXPERIENCE Apps, wearables, virtual reality: TUI and Customer Service 2.0. p. 38 p. 46 38 ANCHORS AWEIGH Introducing our cruise fleet: As the world’sCore business leading and growth. tourism group,46 HEAD FORwe THE grant HEAT Leasing aircraft the TUI way: our customersHow wetravel make good use of synergies. 50 “CONTENTED EMPLOYEES experiences tailoredCREATE UNIQUE HOLIDAYS”to their individualDr Elke wishes.Eller on the new HR strategy. p. 50 54 TAKING RESPONSIBILITY FRIEDRICH JOUSSEN, Chief Executive RespectfulOfficer, TUI Group symbiosis: Sustainability has many facets. 2 MAGAZINE p. 10 p. 34 Media The Magazine and the Annual Report are also available online p. 20 Online p. 4 Mobile http://annualreport2015-16. tuigroup.com/ Contents 3 CONTENTS p. 26 4 “OUR STRATEGY IS PROVING ROBUST AND FUTURE-PROOF” An interview with CEO Friedrich Joussen. 10 365 DAYS Year-round destinations: Why TUI is expanding in the Maldives. Media 20 TRAVEL FLOWS The Magazine and the The purchaser’s challenge: Annual Report are also available online A day with Marina Comas. 26 ONE SMILE An all-inclusive no-worries package: Lea, Alex and the TUI Smile. Online 34 THE DIGITAL EXPERIENCE Apps, wearables, virtual reality: TUI and Customer Service 2.0. p. 38 Mobile p. 46 38 ANCHORS AWEIGH Introducing our cruise fleet: Core business and growth. http://annualreport2015-16. tuigroup.com/ 46 HEAD FOR THE HEAT Leasing aircraft the TUI way: How we make good use of synergies. 50 “CONTENTED EMPLOYEES CREATE UNIQUE HOLIDAYS” Dr Elke Eller on the new HR strategy. p. 50 54 TAKING RESPONSIBILITY Respectful symbiosis: Sustainability has many facets. 4 MAGAZINE »Our strategy is proving to be robust and future-proof« TUI Group is consistently pursuing growth, relying on a balance of centrally managed business segments and strong, locally based national operators and subsidiaries. In our interview, TUI Group CEO Fritz Joussen talks about the advantages of this approach, new fields for growth and the significance of good leadership. ”Our strategy is proving to be robust and future-proof” 5 100 OVER 100 DESTINATIONS Last year TUI Group posted another double-digit increase in its operating result, despite the major geopolitical challenges that persist. How did we do it? FRITZ JOUSSEN: Our strategic structure as an inte- In the last financial year, you defined six areas grated tourism group has proven to be tremendously that you wanted to manage centrally from Group robust – last year especially, for all the external shocks. headquarters. What was behind that decision? As we own access to every component in the tourism value chain and have a presence in almost every destin- We want to tap into the global economies of scale that ation around the world, we can respond flexibly to our are available to us because of our size and international customers’ changing travel wishes. For example, at the make-up, and which give us a competitive edge. With end of 2015 when a Kolavia plane crashed in Sharm- that in mind, we looked at the various activities we el-Sheik, within the space of 24 hours we had purchased cover as a Group and identified six areas where wecan additional bed capacity in Spain for 26 million euros, draw on our strengths as a global player. Those are drawn up new flight timetables and brand, IT, flights, investment in hotels geared our distribution channels to and product sourcing, cruises, and those destinations. That flexibility ben e- »The tourism destination services. But at the point fits us, because we profit commer cially, where the competition is won or lost, but also our customers benefit in terms being close to cus tomers with their of the extremely diverse options we industry is individual wish es, local management can offer them. in the markets operate with complete growing. autonomy. I call that inter play “free- Even so, destinations like Turkey dom within a framework”. have witnessed a double-digit decline People want in visitor numbers. Implementing the single TUI brand to travel.« on a global scale must be especially The first decisive question for me is challenging. How much headway whether our industry as a whole is growing. And it is. have you made? People want to travel, to explore other cultures and countries, except that their preferences shift from one The TUI brand is extremely strong in the international year to the next. TUI has a presence in more than arena. We have made some great progress, especially 100 countries around the globe. That gives our busi- thanks to the huge effort and commitment of the local ness a broad base to build on. When we merged with markets, which have been exemplary in supporting TUI Travel at the end of 2014, we promised the capital migration to the TUI brand – above all with lots of ideas market that in the three-year period up to financial and activities for local employees. Apart from Germany, year 2017/18 we would achieve an average growth in Austria, Switzerland and Poland, where we have always adjusted EBITA of at least 10 per cent a year. And marketed our business under the name TUI, we now we are sticking to that forecast. also operate under the global umbrella brand in the Netherlands, France, Belgium and Scandinavia. The last countries, the United Kingdom and Ireland, will be 6 MAGAZINE Flight Cruises Destination services IT Hotel Brand Brand By the end of 2017, TUI GROUP’ S the Group will be visible throughout Europe under the single TUI brand. 6 G LO B A L IT PLATFORMS A central IT infrastructure – making us more individual and personal for the customer. making the change in 2017. So from next year our cus- Cruises tomers all over Europe will have a consistent brand Our growth aspirations in experience right along the value chain, from seeking ad- the cruise business call for joint decisions about the vice in the travel agency, to enjoying the flight, to the investments required. services they receive on holiday. In the destinations, we have created a single international team, bringing to- gether all the tour guides who used to work separately Flight along national lines. The TUI brand is already extremely Stronger collaboration in visible in the resorts. Our customers trust TUI, and our flight operations permits substantial cost savings. employees are proud to be part of this international TUI family. Destination services Why is the development of your hotel and cruise In the holiday destinations, portfolio managed centrally? customers are looked after by an international team. We want to achieve major growth in both business areas in the next few years. Given the investments that we Hotel will require to do that, we ought to agree together as Investment in new hotels. a Group where we want to target our resources into International marketing new facilities, countries and ships. Because ultimately for core hotel brands boosts the occupancy of those hotels and ships – secured occupancy. ”Our strategy is proving to be robust and future-proof” 7 thanks to the distribution potential of our local mar- kets – will decide how successful we are. That is why it also makes sense to market our four hotel brands Riu, Robinson, TUI Blue and TUI Magic Life and the three hotel formats Sensimar, Sensatori and Family Life within an international framework. tenance and ground handling. Flight planning and crew planning remain a local responsibility. All in all, Will you be focusing on specific destinations as we expect this greater centralisation to generate you expand your hotel operations? considerable savings. The long-haul destinations are becoming hugely more Digitisation has radically transformed a number of in- important and the return on capital is especially good dustries. What steps is TUI Group taking to manage the in countries with 365 days of sunshine.