KEOLIS S.A. 2019 FINANCIAL REPORT Contents
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Countdown to Launch of France's First Urban Cable
International Edition – 14 November 2016 Countdown to launch of France’s first urban cable car On Saturday 19 November, Keolis will launch France’s first urban cable car in the city of Brest in north-west Brittany. The system features the vertical crossing of cabins – a world first – and will link the left bank station, situated on a hill above the naval base, to the right bank station located inside the Ateliers des Capucins. The new Capucins eco-district, structured around former French Navy workshops, will house shops and restaurants as well as cultural and leisure facilities. The cable car is operated automatically and the system is supervised by Keolis Brest teams at the Bibus network control room. The two, 60-passenger cabins provide breath-taking views of the harbour during the three- minute crossing over the river Penfeld. This new, economical and environmentally-friendly urban transport mode will be integrated into the city’s existing public transport network, and passengers can access the tram, bus and cable car with a single Bibus transport ticket. Contact: [email protected] Operational Excellence AUSTRALIA & NEW ZEALAND Germany: Quality Week 24-28 October as well as the addition of CCTV and a roof. Over 60 cycle surgeries have been held at stations across G:link trackside at the network: a total of 1,332 bikes were security marked and 397 high security bike locks were GC600 Super Car Championship given to passengers, contributing to a 19% reduction in cycle crime network-wide. UNITED KINGDOM Contact: [email protected] Safety Safety Following Punctuality Week in March this year, Keolis Deutschland recently organised a second CORPORATE KeoLife initiative: Quality Week. -
Infrastructure Delivery Plan
Tunbridge Wells Borough Council Infrastructure Delivery Plan March 2021 1.0 Introduction .................................................................................................................... 1 2.0 Background and Policy Context ..................................................................................... 2 National Policy ...................................................................................................................... 2 Local Policy .......................................................................................................................... 3 Local Plan policy context and strategy for growth ................................................................ 4 Policy STR 1 - The Development Strategy .............................................................................. 6 What is infrastructure? ......................................................................................................... 8 Engagement ....................................................................................................................... 10 Prioritisation of infrastructure .............................................................................................. 11 Identified risks .................................................................................................................... 12 Timing ................................................................................................................................ 12 Costs ................................................................................................................................. -
The Go-Ahead Group Plc Annual Report and Accounts 2019 1 Stable Cash Generative
Annual Report and Accounts for the year ended 29 June 2019 Taking care of every journey Taking care of every journey Regional bus Regional bus market share (%) We run fully owned commercial bus businesses through our eight bus operations in the UK. Our 8,550 people and 3,055 buses provide Stagecoach: 26% excellent services for our customers in towns and cities on the south FirstGroup: 21% coast of England, in north east England, East Yorkshire and East Anglia Arriva: 14% as well as in vibrant cities like Brighton, Oxford and Manchester. Go-Ahead’s bus customers are the most satisfied in the UK; recently Go-Ahead: 11% achieving our highest customer satisfaction score of 92%. One of our National Express: 7% key strengths in this market is our devolved operating model through Others: 21% which our experienced management teams deliver customer focused strategies in their local areas. We are proud of the role we play in improving the health and wellbeing of our communities through reducing carbon 2621+14+11+7+21L emissions with cleaner buses and taking cars off the road. London & International bus London bus market share (%) In London, we operate tendered bus contracts for Transport for London (TfL), running around 157 routes out of 16 depots. TfL specify the routes Go-Ahead: 23% and service frequency with the Mayor of London setting fares. Contracts Metroline: 18% are tendered for five years with a possible two year extension, based on Arriva: 18% performance against punctuality targets. In addition to earning revenue Stagecoach: 13% for the mileage we operate, we have the opportunity to earn Quality Incentive Contract bonuses if we meet these targets. -
Rapport Financier Sncf Mobilités
31 DÉCEMBRE 2015 RAPPORT FINANCIER SNCF MOBILITÉS SNCF.COM RUBRIQUAGE O1 — RAPPORT D’ACTIVITÉ PAGE 04 O2 — COMPTES CONSOLIDÉS ANNUELS PAGE 26 O3 — RAPPORT SUR LE GOUVERNEMENT D’ENTREPRISE ET LE CONTRÔLE INTERNE DU GROUPE SNCF MOBILITÉS PAGE 111 02 — RAPPORT FINANCIER SNCF MOBILITÉS 2015 RUBRIQUAGE ATTESTATION DES RESPONSABLES DU RAPPORT FINANCIER LA PLAINE SAINT-DENIS, LE 12 FÉVRIER 2015 Nous attestons, à notre connaissance, que les comptes consolidés annuels sont établis conformément aux normes comptables applicables et donnent une image fidèle du patrimoine, de la situation financière et du résultat de la société et de l’ensemble des entreprises comprises dans la consolidation, et que le rapport d’activité annuel ci-joint présente un tableau fidèle de l’évolution des affaires, des résultats et de la situation financière de la société et de l’ensemble des entreprises comprises dans la consolidation ainsi qu’une description des principaux risques et incertitudes auxquels elles sont confrontées. GUILLAUME PEPY MATHIAS EMMERICH LE PRÉSIDENT LE DIRECTEUR GÉNÉRAL DÉLÉGUÉ PERFORMANCE RAPPORT FINANCIER SNCF MOBILITÉS 2015— 03 RUBRIQUAGE O1 — RAPPORT ANNUEL D’AC TI VITÉ Normes IFRS. En millions d’euros 04 — RAPPORT FINANCIER SNCF MOBILITÉS 2015 RUBRIQUAGE LE GROUPE SNCF MOBILITÉS RÉSULTATS ET SITUATION GOUVERNEMENT EN 2015 06 FINANCIÈRE DU GROUPE 09 D’ENTREPRISE 25 1. Événements majeurs de l’exercice 06 4. Commentaire général 11. Le Conseil d’administration 25 2. Chiffres clés 08 sur les résultats du groupe 09 12. L’équipe dirigeante 25 3. Événements postérieurs 5. Activités et résultats des secteurs 12 à la clôture 08 6. Investissements nets et endettement net 18 7. -
Bus Subsidy Reform Consultation Response Form
Bus Subsidy Reform Consultation Response Form Part 1 - Information about you Name Jonathan Bray Address 40-50 Wellington Street, Leeds Postcode LS1 2DE email [email protected] Company Name Passenger Transport Executive Group (pteg) or Organisation (if applicable) Please tick one box from the list below that best describes you /your company or organisation. Small to Medium bus operator (up to 50 employees) Large bus operator Representative Organisation Trade Union Interest Group Local Government Central Government Member of the public Other (please describe): If you are responding on behalf of an organisation or interest group how many members do you have and how did you obtain the views of your members: We consulted them extensively and got sign off of the final draft. If you would like your response or personal details to be treated confidentially please explain why: PART 2 - Your comments 1. Do you agree with how we propose to YES NO calculate the amounts to be devolved? If not, what alternative arrangements would you suggest should be used? Please explain your reasons and add any additional comments you wish to make : We support the general principle that the initial amount devolved should be the amount paid to operators in the current financial year for supported services operating within the relevant Local Transport Authority area. However: • We believe that all funded services need to be brought into the calculation, not just those that have been procured by tender. A consistent approach needs to be taken to services which operate on a part- commercial/part-supported basis, including where individual journeys are supported in part, for example through a de-minimis payment to cover a diversion of an otherwise commercial journey. -
Financial Report
2O14 FINANCIAL REPORT SNCF.COM O1 — ANNUAL MANAGEMENT REPORT PAGE 04 O2 — SNCF MOBILITÉS GROUP CONSOLIDATED FINANCIAL STATEMENTS PAGE 32 O3 — REPORT ON THE SNCF MOBILITÉS GROUP’S CORPORATE GOVERNANCE AND INTERNAL CONTROL PAGE 126 02 — SNCF MOBILITÉS FINANCIAL REPORT 2014 MANAGEMENT S TATEMENT FOR FINANCIAL REPORT LA PLAINE SAINT-DENIS, 12 FEBRUARY 2015 We attest that, to the best of our knowledge, the consolidated financial statements have been prepared in accordance with the applicable accounting principles and give a true and fair view of the assets and liabilities and the financial position of the Group as of 31 December 2014 and of the results of its operations for the year then ended, and that the accompanying management report fairly presents the changes in operations, results and financial position of the Group and a description of its main risks and uncertainties. GUILLAUME PEPY MATHIAS EMMERICH THE CHAIRMAN EXECUTIVE VICE-PRESIDENT, PERFORMANCE SNCF MOBILITÉS FINANCIAL REPORT 2014 — 03 O1 — ANNUAL MANAGEMENT REPORT IFRS – In € millions 04 — SNCF MOBILITÉS FINANCIAL REPORT 2014 SNCF MOBILITÉS GROUP IN 2014 GROUP RESULTS AND FINANCIAL POSITION CORPORATE GOVERNANCE 1. Major events of the year 06 1. General observations on group results 08 1. Board of Directors 30 2. Key figures 07 2. Activity and results by division 11 2. Management team 30 3. Subsequent events 07 3. Net investments and net debt 17 4. Consolidated statement of financial position and ratios 18 5. Financial relations with the French State, RFF (SNCF Réseau as at 1 January 2015) and local authorities 19 6. Employee matters 20 7. -
Annual Report 2017 Report Annual
RAPPORT D’ACTIVITÉ 2017 KEOLIS CONTACT Brand and Communications Department — 20, rue Le Peletier 75320 Paris Cedex 09 – France Tel.: +33 (0)1 71 32 90 00 [email protected] www.keolis.com ANNUAL REPORT 2017 4 TOGE THER WE’RE INNOVATING TO MAKE SHARED MOBILITY MORE ENJOYABLE, MORE INCLUSIVE, MORE SUSTAINABLE AND MORE CONNECTED. 5 TOGE THERPRIORITISING THE WELLBEING OF EACH mobility solutions that meet the needs and PASSENGER BY MAKING SHARED MOBILITY expectations of citizens, and provide an A MORE PLEASANT EXPERIENCE — THAT’S attractive alternative to personal cars. THE AMBITION THAT DRIVES US EVERY DAY Our vision is to deliver the kind of AT KEOLIS. shared mobility that energises devel- opment in each region and addresses To achieve this, we’re applying our rigorous the major economic, social and envi- standards as a pioneer of shared mobility ronmental challenges both for today and our expertise as an operator and and tomorrow, to benefit the three integrator of all modes of transport. We’re billion passengers that we carry each working hard with local decision makers year — and for all other citizens. and other stakeholders to develop tailored 6 – 2017 ANNUAL REPORT – 2017 KEOLIS CONSOLIDATING OUR POSITION IN THE UNITED KINGDOM In 2017, KeolisAmey, the joint venture between Keolis and UK services provider Amey, won the contract to operate Greater Manchester’s Metrolink tram network. With 96km of track and seven lines serving 93 stations, Metrolink is the largest tram system in the United Kingdom. This new 10-year contract further strengthens Keolis’ position in the UK — which is where we began our international development more than 20 years ago. -
GROUPE Keolis S.A.S. FINANCIAL REPORT 2015 CONTENTS
GROUPE KEOLIS S.A.S. FINANCIAL REPORT 2015 CONTENTS 1. MANAGEMENT REPORT ...................................3 Management report from the President of the Board of Directors on the consolidated and statutory accounts for the year ended 31st December 2015 ....................................................... 4 2. CONSOLIDATED FINANCIAL STATEMENTS ..............................................................9 Key figures for the Group ..............................................10 Consolidated financial statements .............................11 Notes to the consolidated financial statements .....16 Statutory auditors’ report on the consolidated financial statements ........................................................65 3. UNAUDITED MANAGEMENT FINANCIAL STATEMENTS ..............................67 Key figures .........................................................................68 Income statement ...........................................................69 Statement of financial position ....................................70 Statement of cash flows ................................................71 4. ANNUAL FINANCIAL STATEMENTS ...........................................................73 Financial statements at 31 December 2015 ............ 74 Notes to the annual financial statements ................ 78 Statutory auditors’ report on the Financial Statements ...................................................... 86 1. MANAGEMENT Report CONTENTS 4 • SIGNIFICANT EVENTS SINCE A Management report from the President THE END OF THE -
Keolis Downer Awarded the Transport Contract in Newcastle
PRESS RELEASE Paris, 12 December 2016 Keolis Downer awarded the first multimodal transport contract in Newcastle, Australia Keolis’ Australian subsidiary, Keolis Downer, has been awarded a 10 year contract to operate and maintain a new integrated public transport system in Newcastle. The contract will generate total revenue of around €312 million (AU$450 million) and will start in July 2017. This is the first multimodal contract to be tendered to the private sector in Australia and includes operations and maintenance for buses, ferries and a new light rail system. Through this new contract Keolis strengthens its presence in Australia and its position as a leading multimodal operator. Keolis Downer today welcomes the New South Wales (NSW) Government’s announcement that it has been awarded a 10 year contract with Transport for NSW to operate an integrated public transport system for the city of Newcastle, located north of Sydney (360,000 inhabitants). A first in Australia Newcastle Transport is the first multimodal transport system to be contracted to a private operator in Australia and integrates network planning and design, with the operation and maintenance of the city’s buses, ferries, future light rail (in 2019) and interchange. This integrated transport solution will deliver better services for residents and visitors and will play an important role in the revitalisation of the city. Keolis Downer will use its unique expertise in network design to build a transport offer that meets the local community’s needs. This will encourage people to use public transport, connect them to business areas and reduce the use of individual cars. -
Dead Mileage and Contract Study
Board 19.5.09 Secretariat Memorandum Agenda Item 8 b) LTW 307 Author: Tim Bellenger ‘Dead mileage’ and contracting arrangements for the London bus network. 1 Purpose of report 1.1. To report to members the conclusions of the report commissioned by London TravelWatch from JMP consultants on the potential for running ‘dead’ or out of service mileage in passenger service and inform London TravelWatch’s response to the review by Transport for London (TfL) of its procurement and operating practices in relation to the bus network. 2 Recommendations 2.1. Members are recommended to accept the consultants recommendations in relation to ‘out of service’ mileage that a ‘Value for Money’ test should be adopted by TfL when implementing bus contracts in order to secure additional passenger benefits. 2.2. Members are recommended to accept the consultants’ recommendation that in relation to bus contract procurement and operating practices that:- 2.2.1. The use of net cost tendering is not suited to the intensive nature of the London bus network, because of the difficulties in making accurate revenue projections on a route by route basis, and that there is no clear passenger benefit from reintroducing this method of tendering. 2.2.2. TfL should continue to encourage smaller operators to enter the contracted bus market in London, particularly on low frequency local routes where a smaller operator may be able to give added value in terms of personal service to the passenger. 2.2.3. The quality of ‘back office’ systems such as iBus, bus lane enforcement cameras, ticketing systems and closed circuit television within vehicles has an impact on passengers. -
Light Rail Magazine
THE INTERNATIONAL LIGHT RAIL MAGAZINE www.lrta.org www.tautonline.com AUGUST 2019 NO. 980 MAKING TRACKS... A NEW WAY AHEAD UITP: Why radical thinking is key to future urban mobility Waterloo Region launches ION service London selects CAF for new DLR fleet More cities to trial autonomous trams More MARTA Reims £4.60 Atlanta backs bold Style = substance 40-year transit plan for small city LRT 2019 ENTRIES OPEN NOW! SUPPORTED BY ColTram www.lightrailawards.com CONTENTS 284 The official journal of the Light Rail 294 Transit Association AUGUST 2019 Vol. 82 No. 980 www.tautonline.com EDITORIAL EDITOR – Simon Johnston [email protected] ASSOCIATE EDITOr – Tony Streeter [email protected] A. Grahl WORLDWIDE EDITOR – Michael Taplin [email protected] NewS EDITOr – John Symons [email protected] SenIOR CONTRIBUTOR – Neil Pulling WORLDWIDE CONTRIBUTORS Tony Bailey, Richard Felski, Ed Havens, Andrew Moglestue, Paul Nicholson, Herbert Pence, Mike Russell, Nikolai Semyonov, Alain Senut, Vic Simons, Witold Urbanowicz, Bill Vigrass, Francis Wagner, Thomas Wagner, Philip Webb, Rick Wilson T 316 PRODUCTION – Lanna Blyth MP A. Murray A. Murray Tel: +44 (0)1733 367604 [email protected] NEWS 284 reneWals and maintenance 301 Waterloo opens ION light rail; CAF chosen UK engineers and industry experts share DESIGN – Debbie Nolan for DLR fleet replacement order; English their lessons from recent infrastructure ADVertiSING systems set new records; Hyundai Rotem to projects, and outline future innovations. COMMERCIAL ManageR – Geoff Butler Tel: +44 (0)1733 367610 build hydrogen LRV by 2020; More German [email protected] cities trial autonomous trams; UITP Summit: SYSTEMS FACTFILE: reims 305 PUBLISheR – Matt Johnston ‘Redefining transport, redefining cities’; Eight years after opening, Neil Pulling revisits MBTA rail funding plan agreed. -
Keolis 2019 Annual Report
2019 ANNUAL REPORT ACTING TODAY FOR TOMORROW’S MOBILITY TOGETHER AGAINST THE VIRUS SEPTEMBER 2020 #WeAreKeolis 2019 ANNUAL REPORT KEOLIS' MANAGEMENT OF THE HEALTH CRISIS hat chal- This applied to all our trains, lenges metros, trams and buses, as well as our other work environ- did the ments such as offices, mainte- mobility nance sites and depots. Wsector face when the The COVID-19 pandemic FRÉDÉRIC COVID-19 crisis first How did Keolis BAVEREZ hit? reorganise to confronted countries around Executive Director France manage the crisis? and Chairman of EFFIA Frédéric Baverez: Ensuring the the world and their shared continuity of the public service B.T.: Right from the onset, we we provide is both a key mis- set up a crisis management unit mobility systems with an entirely sion for Keolis and a real source at our Paris headquarters to as- of pride. Offering this continuity sist all our subsidiaries. During is essential for keeping local and the various phases of the virus' unprecedented set of challenges, regional communities up and spread, the first countries af- running, whatever the circum- fected shared their experiences due to its sheer scale, suddenness stances. And that’s exactly what with the countries likely to be we did from the first days of the next hit. In China, the situation and socio-economic impacts. crisis — for which no one was stabilised earlier, with a gradual BERNARD prepared. Our subsidiaries were return to normal just as France TABARY in constant talks with our public was locking down. In Denmark CEO International transport authority (PTA) part- and Germany, we were fully ners and very quickly reorgan- operational again from the end Working closely with the public ised their working methods and of April, while at the same time adapted their mobility services.