Business Overview 2009 VEOL1004232 COUV TRANSPORT_GB.indd 1 30/04/10 15:37:17 Contents 8 Interview with Cyrille du Peloux Chief Executive Offi cer of Veolia Transport 12 Our operations 14 Our key fi gures 16 Our responsibility 18 • Ensure that change brings progress 24 • Mobilize everyone’s energy 34 Our expertise 36 Our solutions 38 • Help each region fi nd the right mobility 42 • Expertise in all transportation solutions 46 • Travel as an integral part of life 50 Our Vision 1 VEOL1004232 TRANSPORT RA2009_GB.indd 1 30/04/10 17:53:37 r is responsible n secto for 14% o atio f glob ort al gre sp enho an use tr e h T In d iv idu al dem ll increase 50% glob and for mobility services wi ally T rav el pa tterns a re expanding beyond urban des of transpo ost common mo rtation three m of the one g is kin al W 2 Veolia Transport 2009 VEOL1004232 TRANSPORT RA2009_GB.indd 2 30/04/10 17:53:37 gas emissions. by 2030. reas. a worldwide. 3 30/04/10 17:53:37 VEOL1004232 TRANSPORT RA2009_GB.indd 3 In 2009, 4.3 million metric tons of equivalent CO 2 were avoided thanks In Nice, Veolia Transport has achieved a modal shift Veolia Transport mobility centers make trips easier. Line 9 of the Seoul metro is expected to transport more than breaks down administrative barriers by bringing The Vialsace Web portal connected to Veolia Transport’s systems The 575 park-and-ride facilities 4 Veolia Transport 2009 VEOL1004232 TRANSPORT RA2009_GB.indd 4 30/04/10 17:53:37 to Veolia Transport services. of 8% (percentage of car drivers who have changed to using public transit). 760,000 passengers a day and reduce the city’s traffi c congestion. together information on all of the region’s transit modes. improve traffi c fl ow in city centers. 5 VEOL1004232 TRANSPORT RA2009_GB.indd 5 30/04/10 17:53:37 As the leading private operator of public transportation in Europe, and number two worldwide, Veolia Transport helps public authorities organize mobility services. Our industrial expertise in intelligent transportation systems means we can design, organize and manage sustainable mobility in the most complex urban and regional confi gurations. With our multimodal solutions, which include trains, metros, light rail, buses, coaches, bicycles, car-sharing, taxis, ferries and more, we make travel easier while controlling costs. We ensure that large cities and low-density areas alike are given a comparable quality of service and we foster the use of varied transportation systems so that every destination is served. By adapting our services to keep pace with evolving lifestyles, we improve passenger comfort and the simplicity and reliability of travel, while contributing to regional economic growth that is respectful of the environment. 6 Veolia Transport 2009 VEOL1004232 TRANSPORT RA2009_GB.indd 6 30/04/10 17:53:37 Set the standard for managing safe and sustainable mobility solutions. 7 VEOL1004232 TRANSPORT RA2009_GB.indd 7 30/04/10 17:53:41 Interview / Cyrille du Peloux 8 Veolia Transport 2009 VEOL1004232 TRANSPORT RA2009_GB.indd 8 30/04/10 17:53:44 Interview with Cyrille du Peloux, Chief Executive Offi cer of Veolia Transport What is your take on 2009? rail in Europe, as rail is the best means of transportation our Boston contract—the biggest private rail management In the midst of global economic and fi nancial turbulence, for solving the problem of traffi c congestion. December 31, contract in the United States—and win us some signifi cant Veolia Transport’s operating performance was good and its 2009 was an important milestone for the opening of the new projects such as the 10-year contract for the New Orleans results very satisfactory. Despite lower public transportation European rail market. Germany liberalized its market in transit system; the contract for Göteborg, Sweden; and fi gures in some countries, the passenger transportation 1996, and Veolia Transport has built strong positions there: in France, the contracts in the city of Valencienne and market, and more broadly, the mobility market, off ers good with annual growth of 15% in recent years, we are the the Gard and Var departments. On the whole, our results growth prospects. 2009 brought the fruits of the important leading private operator of public regional rail services in on the commercial front were positive. But Veolia Transport’s work we began in 2007 to tighten our fi nancial discipline, that country. Sweden’s liberalization was practically commercial performance must also be measured by its reduce our debt, and improve our productivity and completed in 2009, and we benefi ted there, too, with Veolia capacity to increase fare revenue and ridership on the processes. All our major countries contributed to these Transport’s new service between Stockholm and Malmö. systems it manages. Our SuperShuttle shared-ride airport results, so the success was truly collective. 2009 also saw France is a natural priority for us and our experience has service maintained its ridership despite a substantial decline a strengthening of our commitment to safety. This is always established our credibility to move into regional, inter- in air traffi c. Systems like InterConnex, in Germany, and the our number one priority, and that applies to the safety of regional and high-speed long-distance rail lines. regional network in Limburg, the Netherlands, saw double- our passengers and employees, and anyone else in contact digit growth. with our activities. How did Veolia Transport fare commercially in 2009? Commercially, it was a busy year, with many major contracts What changes are you seeing in transit authorities’ Wasn’t 2009 also the year of refocusing on passenger up for renewal. We had successes and setbacks, showing expectations? transportation? just how competitive the market is now since opening up Naturally, in these diffi cult economic times, public authorities According to the roadmap established by the company, to serious international competitors. I was impressed by are particularly focused on balancing public fi nances, and that Veolia Transport sold its non-core rail freight business, our teams’ capacity to mobilize and retain our contract for means they expect operational optimization and economic Veolia Cargo. However, we have high hopes for passenger the system in Auckland, New Zealand, earn an extension of effi ciency from operators. However, a study we conducted > 9 VEOL1004232 TRANSPORT RA2009_GB.indd 9 30/04/10 17:53:44 Interview / Cyrille du Peloux Our plans are focused on innovation, respect for the environment and safety. recently in several countries found that passenger satisfaction is becoming a priority. Public authorities are asking for quality services, integrated mobility solutions and mobility that is in tune with growing environmental awareness. They also want mobility to play a central role becoming more intelligent and connected with the outside we are committed to helping our public authority clients in strengthening social ties, fostering equal opportunity world, and our systems communicate with each other, by deploying concrete solutions: increasing use of biofuel and giving everyone freedom of movement, and thus, becoming genuinely integrated. As a result, mobility is in most of the countries where we operate; new energy freedom of action in society. For a company like Veolia becoming more seamless, simpler, more personalized. (electric or hydrogen-based); new engines, working with Transport, there are real opportunities for growth based Imagine being able to use your mobile phone to choose constructors; or, more simply, projects to reduce on innovation and creativity in passenger comfort. the route you prefer, book your seat in advance, pay your consumption in our existing vehicles—our buses and fare when you get on a bus or light rail car, receive traffi c coaches, and our light rail systems and trains. So, is innovation the engine now driving your growth? information in real time, connect to the Internet and access Innovation has always driven growth and performance for e-services. Automated ticketing is already in place with How are these changes perceived inside Veolia Transport? Veolia Environnement. Our transportation business benefi ts BPass, and we are working with major telecommunication As a fantastic opportunity to push our boundaries! That is from the expertise of the company’s 850 researchers, fi rms to integrate even more services in Near Field why we have chosen to rally our employees around and we have defi ned several priority programs. Communication (NFC)-generation telephones. a Vision that sums up our goals: to set the standard for First, the technological shift made possible by new Our second priority concerns energy and the environment. managing safe and sustainable mobility solutions. It is information technologies is radically changing how Our Intelligent Green Vehicles program is structuring R&D a clear statement that our plans are focused on innovation, we interact with passengers. Digital services such as work on clean vehicles, whether thermal, hybrid or electric. respect for the environment and safety. For Veolia Transport, mobile phones and access to data for an entire region While the best way to reduce greenhouse gas emissions is choosing to set the standard is part of a continuous are revolutionizing public transportation. Our vehicles are through a massive shift from private cars to public transit, improvement process in quality, training and customer care. 10 Veolia Transport 2009 VEOL1004232 TRANSPORT RA2009_GB.indd 10 30/04/10 17:53:44 Executive Board Are these changes—or