ACTIVITY REPORT 2014 ∙ 15 ACTIVITY REPORT 2014 ∙ 15 With origins in Group Catair in 1996, and founded by its Co-CEO’s Olivier Sadran ▲ “Newrest ‒ Catering and Jonathan Stent-Torriani in Toulouse (France), Newrest is today a global leader unlimited” artwork by Marc Giraud ‒ in multi-sector catering. With 2014/15 revenues under management of almost 1.5 Billion Newrest Morocco, created for the 10th Anniversary Euros and more than 28,000 employees worldwide, Newrest is present in 50 countries. of Newrest and inspired by Pierre Javelle and Akiko Ida. Newrest is the only major catering company active in all catering and related hospi- tality segments including airline catering, rail catering, contract catering, concession retail, buy-on-board, Remote site and support services. 002 003 SUMMARY Newrest/Matmut ▼ ▼ ▼ ▼ sailing boat skipped by Fabrice Amedeo 01 GROUP 02 GROUP 03 OPERATING 04 GROUP and Éric Péron PRESENTATION ACTIVITIES PERFORMANCE COMMITMENTS ▼ P.06 P.22 P.44 P.102 NEWREST IS... P.008 INFLIGHT P.024 KEY EVENTS P.046 NEWREST'S COMMITMENTS… HISTORY P.010 RAIL P.028 EUROPE DIVISION P.048 TO ITS CLIENTS AND CONSUMERS P.104 GROUP STRUCTURE P.012 REMOTE SITE P.032 NORTH AFRICA DIVISION P.062 TO ITS EMPLOYEES P.110 GLOBAL NETWORK P.014 CATERING P.036 SOUTHERN AFRICA DIVISION P.072 TO ITS PARTNERS P.116 KEY FIGURES P.016 RETAIL P.040 MIDDLE-EAST, ASIA TO ITS SOCIAL SHAREHOLDER & OCEANIA DIVISION P.084 ENVIRONMENT P.118 STRUCTURE P.017 AMERICA DIVISION P.092 TO THE PLANET P.123 EXECUTIVE BOARD P.018 ORGANIZATION CHART P.020 004 005 INTRODUCTION Introduction ▶ Airplane 15 15 loading for ∙ global oil & commodity market, the Group pro - local environment, to contribute to the social eco- Emirates – Athens airport gressed again in the remote site sector with the nomic development both in our business processes (ATH), Greece new operations of Saipem TAD-1 rig operations in and in terms of culture, respect and humanity. We ▶ Congo and the launch of our major operation in New will continue to invest in growth markets, while Caledonia on behalf of Vale at their Deep South focusing on our fundamentals in more mature mar- nickel-cobalt plant. In terms of airline lounges and kets. We need to innovate with new business models lounge management, the Group has almost doubled and services, but also focus on our core strengths in the number of lounges it manages for airline custom- catering going forward. We will certainly increase our Activity Report 2014 ers to 44 in 2015. Finally we have restructured our focus on mature industrial catering markets, where contract with the SNCF in France, a key contract in we believe our simple low cost, high service quality our rail sector, for a win-win with the client in order model will appeal to customers and consumers alike. to improve innovation, efficiency, productivity, relia- We will strive to continue to improve, to stay lean but bility and customer service while extending our rela- to accelerate our execution, and to drive ourselves tionship until 2020. to be better every day. We are well aware that our customers determine our success; we will endeav- We have simplified our central structures in order to our to increase quality while offering highly com - be more efficient, reduce our overheads, and stream- petitive costs and services. Newrest also intends 954.9 M€ 1,495.0 M€ ▲ + 12.9% line our decision-making processes. We reduced the to actively embrace the digital age: we have already Consolidated Sales under management Consolidated operating number of zones in Africa to two from three as our established a competence centre focussed only on sales 2014∙15 2014∙15 profit 2014∙15 local management structures have become more digital technology in our headquarters in order to mature and capable. We have centralised a single take advantage of a digital industry that has created Marketing & Sales structure with a focus on our key a knowledge-based society surrounded by a high- B-to-B structures of Inflight, Rail, Remote Site, and tech global economy, which influences how manu- Catering in order to harmonize our offering, central- facturing throughput and the service sector operate ise our tool kits, and speed up customer response. 2014/15 was a challenging year in all aspects for Newrest Group. in an efficient and convenient way. The information We have invested hundreds of thousands of hours technology industry allows individuals to explore Despite a number of international headwinds the group managed in training and skills upgrade for our managers and their personalized needs, therefore simplifying the to produce an excellent overall result. employees worldwide, in order to support internal procedure of making decisions for transactions and promotion, being well aware that our people are our significantly lowering costs for both producers and most valuable resource. We instituted and enhanced Global consolidated sales grew by 8.5%, while con- invested significant efforts in operational execution, buyers; we intend to take advantage of this digital share purchase program in order to help more than solidated operating profit was improved by 12.9% cost reductions and productivity improvements, technology in order to get closer to our customers 100 of our key managers acquire shares, or increase over prior year. The year was particular in that it was supply chain aggregation and simplification, global and consumers and smarter and more efficient in their shareholding, in our company, reflecting our dedicated to consolidating dimensional changes commercial offering, and a high focus on quality and our processes. Finally we need to learn and adapt absolute belief in the value of employee ownership in our key sectors, while at the same time taking service in order to solidify a reliable long-term busi- in ever changing markets in order to build a better, of the company in order to develop leaders and advantage of our healthy financial situation in order ness capable of withstanding external shocks, irre- more resilient company, while retaining our “family” attract talent. Strong, stable ownership and our for- to accelerate purposeful organic growth of our port- spective of sector. company values and ethics. folio of companies as well as targeted acquisitions to midable independence, allows us to concentrate on Key highlights during the year were the finalisation enhance our network in various sectors. a long-term view for a durable business; and we are 2014/15 was an arduous but successful year. We of the construction of new catering units in Toronto convinced this model is a major differentiating factor expect major challenges in the coming year and have The spectre of terrorism, aggravated by the conflicts and Santiago de Chile, four new catering units in the over our major competitors in all our key business geared up our teams for the tasks ahead of us. We in Syria and the Ukraine has pressured the European United Kingdom, new units in Brussels and Charleroi sectors and brings key value to our customers. would like to thank our customers for their trust and tourist industry, while the growing issue of the ref- in Belgium, completion of our brand new unit at the loyalty, our staff for their hard work and dedication, We are currently in the second year of our 3-year ugee crisis in Europe is placing enormous pressure airport in Accra, and finally a new unit in Casablanca, and our multiple stakeholders for their confidence strategic plan and have already achieved all the key on governments and populations in general in terms Morocco. Further we have invested in our Central and cooperation. of security, social costs, and political extremism. and South American growth strategy with the acqui- objectives set in Cape Town in 2013/14; we are Faced in addition with a complicated environment sition of Casa Philips in Costa Rica and the launch- already in the process of developing our new 3-year due to the general European debt crisis, Greek polit- ing of operations in Colombia. In the retail sector, plan which we expect to roll out in January 2016. We ical and economic situation, Russian monetary (and four new points of sales were opened in Casablanca, will review and try to overcome our weaknesses, tourism) decline and oil price effect, and the global including Paul and Illy franchises, and six new Sky further reduce unnecessary costs, and focus inces- decline of oil & gas and commodity prices, the Group Sales outlets in Saudi Arabia. Despite a challenging santly on cost-effective purchasing and logistics. Where possible we wish to be part of the fabric of the Olivier Sadran Jonathan Stent-Torriani 006 007 GROUP PRESENTATION 01 A320 airplane loading ‒ Athens airport (ATH), Greece ◀ 008 009 NEWREST IS... 01 Group01 Presentation ▶ 15 15 ∙ 50 COUNTRIES Activity Report 2014 5 954.9 M€ 1,495.0 M€ € ACTIVITY Consolidated Sales under management SECTORS sales 2014∙15 2014∙15 1,000,000 28,000 MEALS SERVED EMPLOYEES PER DAY 010 011 HISTORY 01 Group01 Presentation 1996 2005 2015 ▶ 15 15 ∙ Joint venture dnata Newrest in South Africa Activity Report 2014 Acquisition of and Newrest Gulf in Qatar, th Compagnie des Kuwait, Bahrain and UEA Newrest celebrates its 10 Anniversary wagons-lits Award of SNCF train Acquisition of Casa Acquisition of Airshop contract in France CREATION CREATION Phillips in Costa Rica OF CATAIR OF NEWREST Starting of operations by Olivier Sadran in New Caledonia 2010 2013 2001 2006 2008 2012 2014 Joint venture with Saudia Joint venture with SOS Acquisition of Atasa Merger of Catair with Opening of