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Annual Report 2014 ANNUAL REPORT T A H I T I • L O S A N G E L E S • P A R I S • T O K Y O • A U C K L A N D © gregoirelebacon.com P 04 2014 KEY FIGURES AND MILESTONES P 14 TRAFFIC AND COMMERCIAL RESULTS P 06 LEGAL STATUS AND CAPITAL P 20 FINANCIAL RESULTS P 08 ACTIVITY SUMMARY P 24 HUMAN RESOURCES P 12 CUSTOMER SATISFACTION P 26 OUTLOOK FOR 2015 This report is printed in Tahiti on recycled paper © covers : Jean-Baptiste Bouyer and Stéphane Mailion 2 2014 ANNUAL REPORT EDITO 2014, AIR TAHITI NUI CONTINUES ITS CLIMB INTO PROFITABILITY or the third consecutive year, Air Tahiti Nui has delivered a positive 2,02 result of 2.02 billion XPF in profits (up 20% from 2013). This signi- BILLION ficant improvement to the airlines profitability is also the best result 1,677 XPF BILLION 2014 Fhistorically, since the inception of the company. The continuation 231 XPF of Air Tahiti Nui’s positive financial trajectory is thanks to the culture of MILLION XPF 2013 teamwork and unity between all the stakeholders of the company (both 2012 internal and external) personnel, members of the Board, equity holders, members and customers, partners, etc. A transition year to prepare the future Committed to a dynamic of modernization since 2013, Air Tahiti Nui started many projects during financial year 2014: routes, fleet, alliances and partnerships, commercial and marketing development, organization and mana- gement. These reforms mark the implementation of the strategic directions validated by the Board of Directors and supported by social partners and collaborators. They reflect the need, expressed by all, to unite around the values and stakes that have prevailed since the creation of the company: “ To operate a long-lasting service for the Polynesian tourist industry” This ambitious goal goes voluntarily beyond the simple purpose of an air carrier and gives us a great responsi- bility as the main instrument in the development of French Polynesian tourism. To play its part constructively, the company must obviously ensure and guarantee its profitability while upholding high quality and safety standards. Armed with this ambition, we have taken advantage of our financial recovery to prepare Air Tahiti Nui for the future and its challenges; and we have done so in line with the country’s tourism development strategy. Thus we have structured the steering of the company around the CEO and deputy CEO, on the two pillars that are now the commercial managing directorate and the operations managing directorate, with the backing of support directorates (finance, organization and quality, HR, information systems). We have also created a mana- gement systems directorate, in charge of safety policy and compliance in order to meet the new requirements of European regulations. Some departments have been strengthened (marketing, customer service, offline market, etc.) and we also integrated additional functions (financial engineering, information systems security, corporate responsibility…) We have decided as well to invest in the cabin modernization of a fourth aircraft (in addition to the three inaugu- rated last year) so as to offer our customers consistent quality throughout our network. The renovation will begin in the last quarter of 2015. At the same time, a lot of our attention was devoted, since 2013 and all through 2014, to the enhancement of our fleet in 2018-2019. At the end of the year our efforts led to the signing of a valuable partnership for the lease of two latest-generation Boeing Dreamliner 787-9 aircraft, and to the cementing of a strategic relationship with Air Lease Corporation and Boeing. For Air Tahiti Nui, this is a bold undertaking to ensure a sustainable and profitable future. Therefore our priority will be to maintain this collaborative strategy for the next four years, so that we are ready to welcome and operate these new aircraft as the company prepares to celebrate its 20th birthday. Until then, To Tatou Manureva will be happy to keep serving you and welcoming you on our flights! Mauruuru Michel MONVOISIN Chairman of the Board and Chief Executive Officer 2014 ANNUAL REPORT 3 2014 KEY FIGURES AND MILESTONES ir Tahiti Nui continues to grow its operations and launching its new, 5-languages website, in a fully respon- to improve its results, notably by taking advan- sive version that optimizes the online experience across tage of diminishing fuel prices. After debuting its all kinds of devices. Air Tahiti Nui is among the first three Anew cabin upgrades in 2013, the company chose airlines that use this innovative technology. to extend cabin renovation to a fourth aircraft of the fleet, to attain consistent quality throughout its network. In terms of network, a new code-share agreement was signed with Korean Air in February 2014, encouraging Thanks to the acquisition of an IT platform to host and de- the arrival of Korean tourists in French Polynesia, via the velop multilingual Internet sites, Air Tahiti Nui innovates by Tahiti-Japan route. 4 2014 ANNUAL REPORT 2014 KEY FIGURES AND MILESTONES 459 800 PASSENGERS CARRIED 66% of international traffic (+9% from 2013) +20% from 2,02 billion XPF 2013 net income (approx. 17 million euros) 18 870 FLIGHT HOURS (i.e. 1623 flights) (+7% from 2013) +9% 33,3 billion XPF from 2013 9 914 TONS OF revenue FREIGHT TRANSPORTED (approx. 280 million euros) (+12% from 2013) 723 +3,8 gross points 12,1% STAFF MEMBERS from operating (including 394 flight crew) 2013 (+2,9% from 2013) surplus/income ratio 102 393 MEMBERS of Club Tiare (including 206 Corporate entities) (+16% from 2013) +31% 7,9 billion XPF from 2013 equity CHARTER FLIGHTS (approx. 66 million euros) 917 MILLIONS XPF IN REVENUE (i.e. 1170 flight hours) (+45.7% from 2013) 2014 ANNUAL REPORT 5 LEGAL STATUS AND CAPITAL French Polynesia 1. CAPITAL DISTRIBUTION 84,82% In September 2001, Air Tahiti Nui’s legal status evolved from limited company to local semi-pub- CAPITAL SHARING lic company, to meet the statutory rules applicable OF 31/12/2014 when French Polynesia became the majority equity SEGC 2,68% holder in the company. OCI Since November 22, 2011, EQUITY is 3,9% 1 622 956 875 F CPF, distributed as follows : Others Air Tahiti 3% 3,43% Wan Holding Tahiti Tourisme participation 1,58% 0,61% 2. MEMBERS OF THE BOARD As a local semi-public company, Air Tahiti Nui has a Board of Directors of 15 members : * REPRESENTATIVES OF FRENCH POLYNESIA, PRIVATE DIRECTORS appointed by the Cabinet • M. Yves BUHAGIAR, • M. Michel MONVOISIN, representative of Financière Hôtelière Polynésienne Ltd Chairman of the Board and Chief Executive Officer • M. Vincent LAW, • M. Jean-Christophe BOUISSOU, representative of SEGC (Société d’Etudes et de Minister of Economic Stimulus, Tourism and Gestion Commerciale) International Air Transport, Industry, Commerce • M. Robert WAN, and Business CEO of Wan Holding Participation • M. Nuihau LAUREY, • M. James ESTALL, Vice-President, Minister of Economy, representative of OCI (Océanienne de Capital Finance, Budget and Labor Investissement) • M. René TEMEHARO, • M. Joël ALLAIN, Minister of Young and Sports representative of Air Tahiti Ltd • M. Marcel TUIHANI, • M. Richard BAILEY, President of the Assembly of French Polynesia representative of Tahiti Beachcomber Ltd. • Mrs. Teura IRITI, representative of the Assembly of French Polynesia • Mrs. Virginie BRUANT, 3. STATUTORY AUDITORS representative of the Assembly of French Polynesia The company’s statutory auditor is M. Christophe • M. Daniel PALACZ PARION, representing BDO Auditors. • M. Gilles BERNEDE, representative of Air Tahiti Nui personnel 6 2014 ANNUAL REPORT 2014 ANNUAL REPORT 7© Stephane Mailion ACTIVITY SUMMARY 1. FLEET Air Tahiti Nui’s fleet consists of 5 Airbus A340-300 air- craft, each with the same engine configuration. Two of them have two-class cabins : 30 business class seats and 264 economy class seats, i.e. 294 seats with personal video systems. They are : The new Poerava Business class offers 32 “Evolys” seats • MSN 395 F-OJTN on operating lease (« BORA-BORA »). that recline to 160° and offer optimal comfort. Laid out • MSN 668 F-OLOV on financial lease (« NUKU HIVA »). with a 152cm pitch between rows for better intimacy, par- ticularly for traveling couples, the seat’s hard back shell al- Three aircraft were remodeled in 2013 and their cabins lows the passenger to recline without crowding the space are now fitted in a two-class configuration: 32 business of the passenger seated behind. class seats and 264 economy class seats, i.e. 296 seats Each seat is fitted with a high-definition, 12-inch touch with personal on-demand video systems. screen offering a wide range of on-demand contents on • MSN 385 F-OJGF fully owned (« MANGAREVA »), each flight: 16 feature films, over 40 documentaries, a • MSN 438 F-OSEA on financial lease (« RANGIROA »), large choice of music and games. A cable hand control is • MSN 446 F-OSUN on financial lease (« MOOREA »), also integrated in the armrest for easy browsing. 8 2014 ANNUAL REPORT 18 870 FLIGHT HOURS in 2014 The economy cabin has 264 stylish and comfortable “Steezy” seats, with an 81cm pitch. It reclines to 118° and its 45cm base makes it one of the widest available on the Tahiti route. Each seat is fitted with a 9-inch high definition touch screen offering a wide range of on-demand contents on each flight (16 feature films, over 40 documentaries, a large choice of music and games). 2. AIRCRAFT UTILIZATION Overall, the company has registered 18 870 flight hours in 2014, i.e. 7% more than in 2013, thanks to in- creased passenger and charter activity. ATN aircraft flight hours average at 10.3 hrs/day (up from 9.75 hrs/day in 2013).
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