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Building Inclusive and Sustainable Mobility

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Building Inclusive and Sustainable Mobility 2018 ACTIVITY REPORT BUILDING INCLUSIVE AND SUSTAINABLE MOBILITY ANNUAL REPORT BUILDING INCLUSIVE AND SUSTAINABLE MOBILITY CONTENTS OUR CONTRIBUTION Vision Strategy and guiding Performance P.4 TO THE COMMON GOOD P.6 and ambition P.10 Governance P.14 principles P.20 and results OUR COMMITMENT Re-imagining Contributing Handling Acting P.26 TO TRANSPORT P.28 the passenger experience P.40 to the vitality P.52 all modes P.64 responsibly AUTHORITIES AND of local PASSENGERS communities 2004: Keolis becomes a 2018 ANNUAL REPORT signatory of the 75% of our employees United Nations work in a GEEIS- Global Compact certified subsidiary Nearly 3.3 billion passengers carried 50% of Keolis’ in 2018, half of turnover is from them outside its international France activities COMM ON GOOD Our vision is based on inclusive, safe and environmentally friendly mobility. We adhere to ethical values and responsible commitments that contribute to our strong performance. 04 Mobility is at the heart of Keolis turnover in 2018: 2018 ANNUAL REPORT people’s lives. It should € be accessible, shared, 5.93 billion Vision and ambition Vision integrated and contribute to Partner to more than improving the quality of life in 300 communities. public transport authorities in 2018 INTERVIEW WITH JEAN-PIERRE FARANDOU JEAN-PIERRE FARANDOU Group Executive Chairman, Keolis How did the Group perform in 2018? Could we say that 2018 has been a record year? es, considering Keolis is now an established player among the top three worldwide with a turnover of close to €6 billion in 2018. Beyond these excellent results, I would underline the fact that our growth is consistent. We’ve seen Yannual sustained increases of over 10% for almost 15 years now. Our results are due to a combination of several factors. On the one hand, we are renowned on the market for our expertise in passenger insight and experience, and on the other, we are recognised for the quality of our offer and our services, as well as for the robust relations we build with the public transport authorities (PTA) 06 Projected increase in global The open market value in countries demand for public transport: where Keolis is present: 2018 ANNUAL REPORT + 21% €70 billion Vision and ambition Vision between now and 2030 We work on a and our capacity to innovate. And this is why we are What are the fundamentals for responding I am also proud to say that we are a supportive group chosen for large-scale projects. In 2018, we won Denmark’s to market expectations? that pulls together for the success of our projects and results-guaranteed second light rail network, the whole rail network of Wales our subsidiaries. Our employees are committed to the in the UK, multimodal transport services in Chambéry or Keolis, two factors remain fundamental: our cause of sustainable mobility and work hard to basis and we offer and Nancy, and several parking contracts in France operational excellence and our highly innovative achieve results in their respective regions. We are transport authorities through our subsidiary EFFIA. In parallel, we launched solutions. We are second to none when it comes to uncompromising in our dedication to shared mobility. automated metro networks in Asia (Shanghai and our core business attributes of passenger safety, a trustworthy partner Hyderabad), and in 2019, in the Middle East (Doha). punctuality and cleanliness in all our networks. The What are the perspectives for 2019? Fresults are illustrated in international studies and our client both in terms of Our success also comes from the quality of the proposals satisfaction survey. e are convinced that mobility solutions operational project we make to PTAs in a landscape characterised by the must be multimodal and intermodal and growing challenges of sustainable mobility and We believe, and this is a part of our DNA, that we have we want to provide a greater range of solu- roll-out and in the personalised transport. We provide pioneering solutions to satisfy not one, but two kinds of customers: the tions. We will launch pioneering solutions, support and advice including real-time on-demand shared transport in transport authorities and our passengers – their such as the first completely electric Bus Bordeaux, Sydney and Southern California, and open satisfaction is at the heart of our activity. To this end, WRapid Transit (BRT) in Amiens and Bayonne and the we can provide. payment in Dijon. we have defined a chart of service standards called first hydrogen-fueled BRT in Pau in France. We also Keolis Signature Service. And we are committed to want to showcase our new dynamic mobility solutions, What is your vision of mobility? deepening our understanding of passengers’ expectations like MaaS (Mobility as a Service) and real-time on-de- with our Keoscopie surveys. mand transport as well as tomorrow’s modes like obility is at the heart of people’s lives. It must autonomous shared cabs which will complement or be inclusive and accessible whilst remaining In addition to these solid historic foundations, we have substitute bus routes. We will also continue to promote a public service managed or regulated by the rolled out our continuous improvement programme called digital platforms, as we do with One Park, a parking transport authorities. However, the funda- KeoLife across our 300 subsidiaries. And in 2018, we space booking app. mental right of mobility for all faces many established the Digital Academy, a digital training Mchallenges due to major transformational issues like the programme open to all Keolis employees. Our commitment This turnkey solution approach is at the heart of transition to greener energies and ageing populations. to advancing learning and collaboration allows us to passengers’ needs. Sharing it with the PTAs places respond to PTAs’ expectations in terms of innovation and them at the heart of an ecosystem and gives them the Across the world, we are seeing citizens wanting to take guiding change. tools to successfully implement their mission – the part in resolving these issues. At Keolis, we believe that provision of mobility services adapted to each and mobility should be a process of co-construction with What strengths can the Group harness to everyone’s needs. the communities, their citizens and local economic and pursue its strategy? social stakeholders. ur strengths are apparent in our financial fun- We are moving from a market of subsidised public damentals as well as our long-established role We are convinced that mobility transport to a more global market of people-centric as a pioneer and our capacity to innovate. We solutions must be multimodal mobility. Individuals want integrated mobility solutions are a Group that has developed deep and that offer a whole mix of services accessible from one diverse expertise and skills and fosters a collab- and intermodal. This is a vision that single platform. The way we see mobility is based on Oorative work ethic by championing knowledge sharing strong partnerships between the transport authorities across our networks. we roll out across all our networks, and the transport operator. The latter must now take based on our comprehensive on the role of a partner, a facilitator, as opposed to the We are open-minded as shown by our projects with role of simple operator. diverse partners from business, start-ups, local understanding of communities. communities and higher education. Keolis lies at the heart of a real ecosystem of expertise and this gives us the opportunity to go out and find new skill sets wherever they are. 08 In 2017, we saw the growth cycle initiated Governance 2018 ANNUAL REPORT in 2012 come to a close as the Supervisory Board mapped out a T H E new route for the next SUPERVISORY NATHALIE WRIGHT Member of the Keolis Supervisory phase of 2018-2022 with BOARD Board, Digital and IT Transformation ambitious incremental Director & CEO Rexel Nordics revenue targets. JOËL LEBRETON Supervisory Board Chairman eolis’ ambition to be an operator of all mobilities MOKHTAR ABDALLAOUI means that the company Director, Investments, understood very early on in Infrastucture, CDPQ, the game and ahead of oth- Québec Keolis has Kers the importance of adapting to A PERSPECTIVE Our performance has improved an increasingly digital economy. due, in particular, to the changes in PATRICK BASTIEN understood Director of Infrastructure, our organisation. The Group has This transformation is crucial at a CDPQ, Paris the importance BY JOËL LEBRETON also invested heavily in innovation time when citizens expect increas- (new mobilities, digital technology, of adapting to ingly personalised services, whether THE ROLE OF THE SUPERVISORY BOARD IS autonomous vehicles, etc.) in its bid MARTINE GEROW they are in transport or other sec- TO DEFINE KEOLIS’ CORPORATE STRATE- Chief Financial Officer an increasingly to prepare the future. tors. Here too, the Group has laid the of American Express Global GY. SUPERVISORY BOARD CHAIRMAN, JOËL groundwork by investing in the Business Travel digital economy. LEBRETON, SEES 2018 AS THE LAUNCH The business successes we have development of technology and sec- YEAR FOR THE GROUP’S NEW ROADMAP, A notched up in France and interna- tor-specific data and by experiment- COURSE THAT WILL RUN UNTIL 2022. tionally, prove that our brand is ALAIN KRAKOVITCH ing with new services such as Managing Director aligned with the reality of our sec- autonomous shuttles. Keolis is SNCF Transilien tor. Keolis maintains very close links thereby anticipating the future in a with the transport authorities, pas- market where change is only going his roadmap builds on the sengers and its own employees. NORMAND PROVOST to accelerate. decisions taken in 2012 Corporate Director regarding shareholder Finally, in a year of many great structure, governance and achievements, I would like to draw CLAUDIA SCHLOSSBERGER management.
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