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. in North America the spread transport authorities and the Even though ridership fell by was escalating. almost 90% during lockdown, communities and regions we they nonetheless maintained a We all learned from these les- reduced service at 30% to 50% sons, and our subsidiaries and of normal levels so health- the PTAs were especially inter- serve, our teams remain fully care professionals and other ested in how it was managed key workers could make the in China and Denmark. In our mobilised to continue performing commute and do their crucially efforts to manage the crisis, important jobs. we were able to count on the their public service role while collective strengths of our Bernard Tabary: On the ground, 68,500 people around the adapting to circumstances world and their dedication to ensuring the highest levels of looked different from one our company and the public subsidiary and country to the service we provide. health and safety. next, depending on govern- ment instructions, public health F.B.: Beyond our practical guidance and the terms and response to the issues around conditions of our contracts the crisis, the unprecedented with the various PTAs. But measures we put in place also Here we take a look back at the whatever the local specifics, all highlighted two important our teams showed remarkable elements at the heart of Keolis' tremendous contribution made commitment and shared the identity — first, the value and same priority of protecting our strength we derive from the by all subsidiaries and corporate passengers and employees by global nature of our operations; implementing all the necessary and second, our ability to safety measures — most often efficiently share best practices functions throughout these anticipating the official in- in order to implement effective structions to come — including strategies to meet PTAs' unprecedented times. social distancing, suspending requirements. paper ticket sales and front door boarding on buses and disinfection of vehicles and stations. What was your passengers informed about strategy for coming likely numbers on their planned journeys and also encouraging out of lockdown? companies and universities to introduce staggered working F.B.: It’s always easier to shut and teaching patterns to better down a network than to restart spread out passenger flows JACQUES DAMAS it. So very early on, we planned over the days and weeks. Executive Director, Security, how we would overcome the Safety, Environment and CSR various issues, such as staff F.B.: Due to the ensuing reces- availability and how to keep our sion and drop in revenues, the people safe, the availability of resources available to public How do you assess technical equipment, specific authorities will be impacted disinfection measures, the re- for years to come. At the same Keolis’ management strictions the public authorities time, there’ll be extra demands of the crisis? might impose on passengers, on their spending as they help and the timeframes needed for businesses and households Sharing best practices across the rebuilding transport services worst affected by the economic entire organisation helped us act with these restrictions in place. crisis. More than ever, operators more effectively on the ground will need to offer the best in all key areas of managing the NANCY, FRANCE B.T.: We did all this in a part- transport services at the best crisis — from implementing safety nership approach. For each of possible price by constantly measures on our networks to STANDING WITH HEALTHCARE WORKERS “As soon as France went into lockdown, we worked with the Great- LANCASTER, CALIFORNIA, USA these issues, we've been work- seeking ways to drive economic reorganising operations, managing er Nancy metropolitan council to roll out MobiSanté, a free on-de- ing closely with PTAs to meet efficiency. They’ll also need to people working from home and mand transport service for hospital staff who don’t have a bus or FOOD PARCELS DELIVERED their requirements by adapting adapt to social changes as a communicating with our teams, tram stop near their homes, or whose shifts mean they can’t com- “In Lancaster, near Los Angeles, our bus drivers turned their to their specific contexts and lot more people will work from passengers and PTA partners. mute by public transport,” says Xavier Lemarié, Managing Director skills to home deliveries under a partnership with Grace Chapel,” the constraints they face. By home or live further away from Today, our priority is clear: resume of Keolis Grand Nancy. “On average, 145 people benefited from says Jason Tuttle, interim managing director of Keolis Lancaster. way of example, we’ve renego- city centres, as well as potential operations as quickly and effectively this initiative, with almost 200 people using it on some days. And “They delivered 400 food parcels a day to people who couldn’t tiated some of our contracts in changes in passenger behav- as we can, in a spirit of trust from 30 March 2020, we also extended it to other key sectors.” In leave home to go shopping.” order to minimise the financial iour, like a new preference for and dialogue with PTAs. Several June, the subsidiary made a bus available for a free coronavirus screening campaign. impacts for PTAs. active modes of transport. authorities in different parts of That’s why we’re tracking these the world have thanked us for trends through Keoscopie the expertise we’ve provided. The What impacts — our international observa- unfailing commitment and flexibility tory of mobility trends — so shown by our teams has enabled might this we can better understand the us to maintain the safe, world-class crisis have going medium-term impacts the crisis public service they expect and forward? could have on lifestyles and deserve. mobility. B.T.: In the near term, our We’ll continue to focus our efforts on absolute priority is to rebuild B.T.: Looking further ahead, we service quality and safety. Rebuilding passenger trust so they come are convinced the COVID-19 passenger and employee trust in back to public transport, crisis will accelerate awareness public transport means ensuring thereby avoiding a massive of the need to further develop buses, trams and trains are always return to private car use. To do shared mobility to combat cli- reliable, on time and clean. Talking to this, we need to reassure them mate change. According to the people directly on the ground is the by making cleaning operations International Energy Agency, best way to understand the evolving more visible and adopting greenhouse emissions fell 8% expectations of passengers, who even more effective solutions during the two months of lock- may want to use different modes of for disinfecting across our down, mostly due to fewer cars transport, and our staff as they go networks, such as UV radiation on the road, while public trans- about their jobs. It’s the best way to DIJON, FRANCE and ozone machines. We must port continued to operate. So understand the priorities of our PTAs also encourage passengers to we need to keep helping PTAs and the constraints they face in the METICULOUS DISINFECTION respect social distancing and develop more sustainable and new socio-economic paradigm. It’s To protect the health of passengers and staff, Keolis Dijon Mobilités other measures by putting attractive mobility solutions. also the best way to stand out and has put in place a comprehensive daily disinfection plan across the behavioural nudges to work We were already doing this build our future. Divia Mobilités network. “As well as deep cleaning of rolling stock and using high-profile and ef- before the crisis with the rollout QUIMPER, FRANCE at depots, we’re also disinfecting buses and trams at night using a fective ways of communicating. of electric buses and bicycle procedure called fogging,” says Thomas Fontaine, the subsidiary’s Other steps we’ve taken include share and longer term hire SAFER MOBILITY FOR SENIOR CITIZENS managing director.