Keolis Group 2015 annual report

Keolis
Group
2015
Annual Report
Committed
to sustainable
and connected
mobility

www.keolis.com
Committed to delivering
sustainable and connected
mobility

032015 Annual Report
means working with Public Transport Authorities
to create efficient and responsible networks that continuously
adapt to the changing lifestyles of passengers and encourage
them to take public transport. This challenge lies at the heart
of the operations and maintenance strategy of Keolis, a leading
player in public transport in 16 countries. The Group delivers this by
developing tailor-made mobility solutions for each region in
which it operates.
3 billion satisfied
customers
thanks to the operational excellence and
commitment of our 56,000 employees
No. 1
in automated
metros and trams
worldwide
16
countries
in which
we operate
300
Public Transport
Authorities
have chosen us

CONTENTS
06
The principles
that mark out our route
08 An interview with Jean-Pierre Farandou,
Executive Chairman
10 The Group’s principles
16 Three questions for Joël Lebreton,
Chairman of the Supervisory Board
18 Governance
20 2015 in figures
26 The Keolis Group worldwide
28
2015: a journey through
the year’s successes
Highlights and achievements by the Group
and its subsidiaries
68
Our references
A focus on the Group’s flagship networks,
in France and around the world
38
Leading the way in all our projects
40 Connecting mobility to passengers’
growing expectations
44 Putting safety first, everywhere
and at all times
48 Fostering a strong relationship
with Public Transport Authorities
52 Boosting economic performance
56 Striving for operational excellence
60 Promoting employee engagement
64 Leading by example

06 Keolis Group06 Keolis Group

Keolis’ ambition is to be a global
reference in public transport by
optimising a full range of mobility
options for Public Transport
Authorities and passengers. This
drive is based on strong principles,
as well as an innovative and open
approach unique in this market.
STRATEGY AND ORGANISATION
The principles
that mark out
our route

08 Keolis Group
Q 2015 WAS UNLIKE ANY YEAR WE’VE EXPERI-
ENCED BEFORE – CAN YOU EXPLAIN WHY?
J P F We operate in an international environ-
ment that exposes us to the consequences of
major geopolitical events. A series of global
conflicts that create unsafe regions and hinder
economic growth, the migration crisis in Europe
that is challenging democracies: all of these
inevitably have an impact on business. In France,
despite the temporary decrease in patronage
following the recent terrorist attacks, we must
never forget the collective efforts of all pub-
lic and private stakeholders that have helped
maintain passenger safety and security in public
transport.
Q FROM A BUSINESS PERSPECTIVE, HOW DID
KEOLIS FARE IN 2015?
J P F Once again, this year, we significantly
increased our revenue (+12.2%). This growth can
be attributed in part to the ‘full year’ effect of
contracts signed in 2014 – notably in Britain – but
alsotothestart-upofnewcontractsincontinental
Europe, that were won across all transport
modes in 2015. We also retained nearly all of
our existing contracts in France. Moreover, our
acquisition strategy enabled us to strengthen our
foothold in France (in the interurban market, but
also in the parking sector with EFFIA), as well as
in Belgium and Australia, where the acquisition
of ATE (Australian Transit Enterprises) made
Keolis the country’s largest private operator of
multimodal public transport.
Q HOW HAVE YOU STRENGTHENED EFFORTS TO ATTRACT AND RETAIN
PASSENGERS?
J P F We have sought to optimise all the mobility options available to people
in their own regions, tailoring offers and emphasising the benefits they can
derive from each option. Our teams remain in constant contact with pas-
I N T E R V I E W
J E A N - P I E R R E FA R A N D O U
K E O L I S G R O U P E X E C U T I V E C H A I R M A N
2015 confirmed Keolis’ business momentum, both internationally
and in France. Its continued development strategy strengthens
the Group’s position as a global player in the mobility sector.
EDITORIAL

sengers: we have increased the number of com-
munication channels, dialoguing with customers
and encouraging them to share their expecta-
tions and feedback. We are also committed to
better understanding the diversity of passenger
profiles. So, whether they are regular users or
occasional passengers, are hyperconnected or
have special needs, our customers should feel
that they are heard, understood and recognised
for their loyalty.
Q WHAT CHALLENGES DO YOU ANTICIPATE
FOR THE GROUP IN 2016?
J P F Some of our major challenges include
maintaining the trust of Public Transport
Authorities (particularly in France, where some
of our largest networks will be facing contract
renewals) as well as strengthening our interna-
tional presence by promoting the expertise we
have acquired through our operations world-
wide, in all transport modes. We will also con-
tinue to develop our operational excellence, to
ensure the highest level of service quality and
maintain an impeccable safety record. With re-
gard to the environment, our commitment is
clear: we will pursue our efforts to reduce car-
bon emissions by choosing diversified solutions
proven by experience across our networks.
Finally, we will accelerate our transformation
in 2016 thanks to the developments we have
made with digital solutions and new forms of
mobility. Our ambition is to position Keolis as
a benchmark player in connected mobility and
Smart Cities.
Q WHAT STRENGTHS WILL HELP YOU
ACHIEVE THESE GOALS?
J P F The strength of our model reflects both our agility and our strong
principles. As a company, we are globally-oriented and proactive. We con-
sult regularly with stakeholders and often create solutions together. And we
make it a point to listen to our customers (Public Transport Authorities and
passengers alike). We rely on our solid customer knowledge and industrial
expertise, as well as our capacity to innovate. Together, these strengths set
us apart from the competition and are a key source of value creation.
“We will accelerate our
transformation in 2016 thanks
to the developments we have made
with new digital solutions and new
forms of mobility. Our ambition
is to position Keolis as
a benchmark player in connected
mobility and Smart Cities.”
Strategy and organisation

10 Keolis Group
Keolis bases its strategy on the analysis of
real life situations. Its in-house mobility ob-
servatory, Keoscopie, studies social change,
lifestyle and travel patterns, and the everyday
experience of using public transport – such as
a special needs passenger, hyperconnected us-
ers and shifts between traditional and newer
complementary modes of collective transport.
From the design of transport offers to related
services and customer relationships, Keolis’
strategy starts by addressing the needs of each
passenger, while continuing to learn from the
experience of travellers around the world.
NEOLIS, THE IDEAL URBAN NETWORK
In order to facilitate mobility and make it more
attractive, the transport offering needs to adapt to the local con-
text. With the Neolis programme, which draws upon diagnostic
tools and marketing surveys, Keolis proposes an increasingly ef-
fective and convincing service proposition. In short, one that is
structured around strong and efficient lines that serve densely
populated areas, and more flexible transport for areas with much
lower or dispersed patronage. The service offering also takes into
account adjoining residential neighbourhoods and employment
hubs (shopping centres, hospitals, etc.) and maintains regular
timetables seven days a week – including evenings and school hol-
idays – to meet the demands of changing and increasingly busy
lifestyles. With the goal of providing door-to-door solutions, Neolis
integrates all alternatives to personal vehicles including car shar-
ing, carpooling, cycling, and walking. And in order to ensure the
most seamless intermodal connections and a truly integrated jour-
CUSTOM
E
R
EXPERIENCE
PILLAR
01
The number of mobility
services offered by Keolis to
Public Transport Authorities
and travellers (metro, tram,
train, bicycles, etc.).
1010
Our ability to truly understand the diversity of our
passengers enables us to create a positive experience that
lasts throughout their journey. This is the purpose
of Thinking like a passenger – the Group’s core philosophy.
Enriching
the customer
experience
PRINCIPLES

ney, Keolis also provides expertise in Park Ride, parking, signage,
information and multimodal pricing.
CREATING A MORE FLUID, PERSONALISED AND INTUITIVE
MOBILITY EXPERIENCE
From a resident to an occasional visitor, a ‘digital native’ to a special
needs customer, an illiterate traveller to a polyglot, there is no such
thing as a ‘typical’ passenger. Profiles can vary by individual traits
but also depend on the time and on conditions of travel. Keolis re-
sponds to this great diversity by increasing opportunities to con-
nect with passengers, and providing tools and tailored dialogue via
its team members on the ground. The Group also communicates via
phone, email, social networks and the web before, during and after
a journey. These increasingly personalised services, as well as the fo-
cus on the customer relationship, create a new mobility experience
and make journeys easier and more intuitive.
When Keolis launched the PlanBookTicket mobile application in
2015, it triggered a new travel experience. Passengers can now pre-
pare trips, receive real time updates, purchase and validate tickets
and modify journeys in the event of unforeseen circumstances – all
via their mobile devices. The application provides an intelligent solu-
tion that supports citizens during their everyday journeys, based on
their preferences and individual characteristics.
With Keoscopie,
the Group observes
changing lifestyles
as well as mobility
patterns, in order
to design concrete
solutions that meet
the expectations of
its passengers.
The number of
French networks
that have
already launched
one or more
PlanBookTicket
features.
1212

12 Keolis Group
Following the pioneering launch of the world’s first automated
metro in Lille (France) in 1983, Keolis continues to accumulate
experience in operating complex systems using rigorous and
tested methods. Further evidence of the Group’s know-how:
the 2016 launch of the Hyderabad network in India, an automat-
ed elevated metro spanning more than 70 km in the heart of a
city of around 10 million inhabitants. Keolis also demonstrates
its well-established expertise in ‘heavy modes’ through its oper-
ation of Govia Thameslink Railway, the biggest UK rail network,
which provides 273 million annual journeys. In addition, Keolis
is the global leader in tram operations, partly because of the
Melbourne tram network, the world’s largest with over 250 km
of track.
INDUSTRIAL
E
X
PERTISE
PILLAR
02
The length in kilometres
of the Melbourne tram
network, the largest
in the world.
250250
Managing complex systems, ensuring greater safety, devising
innovative maintenance techniques and developing an
all-embracing vision of sustainable mobility, Keolis draws
upon its industrial expertise to support its clients and
strengthen its operational performance.
Optimising industrial
performance
PRINCIPLES

DEVELOPING A SAFETY CULTURE
Keolis’ safety strategy, the top priority of the Group’s KeoLife pro-
gramme, is based on a highly structured and systematic process
of continuous improvement. This involves identifying risks with all
stakeholders, regularly assessing the level of safety in all of its sub-
sidiaries, detailed analyses, systematic feedback following accidents,
as well as an open exchange of best practices to ensure that the
appropriate corrective measures are taken. Finally, Keolis multiplies
its action plans as well as its prevention and targeted training cam-
paigns to enhance the safety of employees, passengers and local
residents – all with the ultimate goal of eliminating all accidents.
AN EXEMPLARY MAINTENANCE POLICY
Every day, Keolis continues to apply a maintenance policy combining
corrective and preventive actions. It industrialises and harmonises
the Group’s best technical, managerial and organisational practices
to meet demanding technical and customer standards. Operational
excellence is supported by a continuous improvement process called
KIHM (1)
, which is based on a more accurate and detailed business
framework. These actions help the Group to maintain the integrity,
durability, reliability and operational availability of equipment – both
safely and at the lowest cost.
DRIVING SUSTAINABLE MOBILITY
Keolis is accelerating its efforts to reduce energy consumption and
increase the use of renewable energy. As the first ISO 14001-certified
transport operator, its expertise is based on monitoring technology,
building strong relationships with Public Transport Authorities and
manufacturers, and sharing feedback among the 16 countries where
the Group operates. Solutions are recommended from a holistic per-
spective, e.g. lower passenger capacity can result in a need for more
vehicles and a shortage of space for parking. The range of solutions
can include proven technologies such as hybrid engines or the use of
natural gas, or alternatively experimental ideas such as 100% electric
options or energy recovery systems for ‘heavy modes’.
We base our
industrial strategy
on a set of processes
and methods that
have been tested
and proven, and
are subject to a
cycle of continuous
improvement.
(1) KIHM: Keolis Industrialises and Harmonises
its Maintenance.

14 Keolis Group
All around the world, digital technology is revolutionising our life-
styles. Citizens and passengers have become hyperconnected and
highly mobile. As an increasingly consumer-centric industry, public
transport therefore has a key objective: to simplify the lives of travel-
lers, through real-time information and highly customised solutions.
A STEP AHEAD OF CONNECTED MOBILITY
With the creation of the first digital mobility observatory, Keoscopie
Digital, the Group has expanded its vision based on a global analysis
of how digital technology is used and the influence it has on mobility.
In 2015 the Group signed a partnership agreement with Netexplo, an
international digital innovation observatory, strengthening its know-
how, enriching its Research and Development, and helping it meet
the challenges of Smart Cities. Keolis seeks to not only understand
the impact of these new digital trends on its activities, but also to
help Public Transport Authorities integrate these new paradigms into
everyday mobility solutions.
CUSTOMISED SOLUTIONS FOR NETWORKS AND PASSENGERS
To better support the regions in their digital transformation, Keolis
created Kisio Digital in 2015, a subsidiary that offers all Public
Transport Authorities and Keolis networks a multi-device service
offering (web, mobile, tablet) that helps passengers manage their
journeys from start to finish. All through a single application, called
PlanBookTicket.
AN OPEN INNOVATION STRATEGY
Beyond internal innovation and its ambitious industrial approach,
Keolis also places great emphasis on open innovation, relying
on two types of external partners: industry expert leaders such
as Voyages-sncf.com for online purchasing solutions, or Microsoft
INNOV
A
TION
PILLAR
03
Encouraging
innovation
By integrating digital technology and involving all
stakeholders in its thinking, Keolis is encouraging society to
reconsider the traditional approach to public transport.
With its sights firmly set on the future, the Group’s strategy
of open innovation and collaboration enables it to imagine
what mobility will look like tomorrow.
The innovative
ecosystem that
we are building
is a testament
to our efforts
to enrich everyday
mobility.
PRINCIPLES

and Atos for CRM (1)
and ticketing solutions; but also local start-ups
specialising in mobility, Open Data and Smart Cities, such as Forcity
(long-term city simulation and 3D visualisation) or Masabi (QR code
validation).
FROM BIG DATA TO OPEN DATA
Public transport is the leading producer of data on cities. Keolis
works with Public Transport Authorities from the production to the
launch, and even the use of data from their networks – potential
ways of optimising service quality and economic performance. This
support for regional transparency and local innovation is made pos-
sible by the Open Data Mobilité solution, which is unique in France
and designed in partnership with OpenDataSoft. This data visualis-
ation, sharing and exploitation platform aims to accelerate the de-
velopment of Open Data in public transport. The use of the data
is also dependent on Big Data. For example, the
detailed analysis of station-by-station data makes
it possible to create maps that pinpoint stations
most affected by fare evasion and thus optimise
fare evasion campaigns.
AN ‘OUT OF THE BOX’ APPROACH
At Keolis, innovation involves more than industrial
or digital solutions. The Group makes it a point
to solicit input from its stakeholders, igniting
a dialogue on the real situations that passengers
face today. In Bordeaux, for instance, Keolis and
the city council decided to encourage the most
active residents to walk for a few minutes in the
open air to avoid congestion at central stations
during peak hours. In Rennes, following a highly
constructive discussion between Keolis, the city
council and the university, it was agreed that the
schedule of classes would be adjusted to reduce
metro congestion in the morning. For Keolis, inno-
vating also means thinking outside the box!
(1) Customer Relationship Management.
The number of digital
mobility scenarios identified
by Keolis experts in order
to better meet the needs
of travellers tomorrow.
1515

16 Keolis Group
Q WHAT IS KEOLIS’ APPROACH TO GROUP
GOVERNANCE?
J L We have a scaled-down Supervisory Board of
just eight members whose approach is determined by
their roles as representatives of our two shareholders
or as independent Board Directors. Our governance
is based on the very strong involvement of our mem-
bers and the close collaboration we foster with Senior
Management. Thanks to an excellent flow of informa-
tion and dialogue, and the fact that we address issues
impacting both our industrial shareholder, SNCF, and
our financial shareholder, CDPQ, we are able to reach
a consensus in our positions. The Board’s detached
yet vigilant view is seen as a true asset in guiding the
Group’s strategy and shedding light on its everyday
actions.
Q HOW WOULD YOU SUM UP 2015?
J L In line with the roadmap that was established,
the Group has grown significantly, most of all on an
international level, but also in France, confirming its
position as the leader in urban transport. The most
significant step, undoubtedly, was factoring in the
digital revolution and its impact on mobility. The
Group has taken a decisive stance with regard to in-
novation and openness to important external part-
nerships to accelerate this transformation.
Q WHAT IS YOUR OUTLOOK ON THE COMING
YEARS?
J L In recent years, Keolis, like all industry players, has been faced with tough
competition, given the global economic crisis and public finance pressures.
However, the Group has a major responsibility to raise awareness and support
the regions in dealing with environmental and digital challenges. We must also
continue to prove that we are innovative in our approach to mobility, and increase
the efficiency of our transport networks, to boost the attractiveness of the towns
and cities in which they are located.
EDITORIAL
“The Group has taken a decisive
stance with regard to innovation
and openness.”
J O Ë L L E B R E TO N
C H A I R M A N O F T H E K E O L I S G R O U P
S U P E R V I S O R Y B OA R D
3 Q U E S T I O N S F O R

M E M B E R S
O F T H E S U P E RV I S O RY
B OA R D
A Y E A R D E D I C AT E D TO P R OT E C T I N G
T H E G R O U P ’ S B E ST I N T E R E STS
“Public transport plays
a strategic role in
solving the two major
challenges of our time:
global warming and
urban mobility. The use of
private vehicles produces
12% of C02
emissions in
Europe. In comparison,
passengers on public
transport use one third
of the energy of those
relying on personal
vehicles. As public
transport becomes more
efficient, more attractive
and better adapted to
customer needs and
uses, it becomes an
increasingly credible
and needed alternative
solution. A challenge
worthy of the expertise
and innovative capabilities
of the Keolis Group.”
8 4 308The number of
Supervisory Board
members.
4The number of Board
committees: Audit and
Ethics, Compensation
and HR, Investment
and Strategy, Risks
and Safety.
30The number
of annual meetings
of the Investment
and Strategy
committee in 2015.
Joël LEBRETON
Chairman of the Supervisory
Board
Patrick CÔTÉ
Director of Asset Management,
CDPQ
Mathias EMMERICH
Deputy CEO, Performance,
SNCF Mobilités
Éric LACHANCE
Regional Director,
Europe, Infrastructures,
CDP Capital France
Jean-Yves LEBLANC
Independent Board Director,
Former CEO of Bombardier
Transport
Philippe MAYSTADT
Independent Board Director,
Honorary President
of the European
Investment Bank
Normand PROVOST
Advisor to the President
and former Vice President,
CDPQ
Laurent TREVISANI
Deputy CEO EPIC SNCF
and Managing Director,
SNCF Participations
“Public transport
is a credible and
much-needed
alternative
to the private car.”
P H I L I P P E M AYS TA DT
I N D E P E N D E N T B OA R D
D I R E C TO R , H O N O R A R Y
P R E S I D E N T O F
T H E E U R O P E A N
I N V E S T M E N T B A N K
T E S T I M O N Y

18 Keolis Group
GOVERNANCE
A clear strategy
for achieving
growth
1
4 5
2
8
3
6
7 9

The Group’s development and the execution of its continuous
improvement process reflect the strategic guidance of its two
steering and consultation bodies: the Executive Committee
and the Management Committee.
E X E C U T I V E
CO M M I T T E E M E M B E R S
1. Frédéric BAVEREZ
Chief Executive Officer,
France and Chief Executive
Officer, EFFIA
2. Jean-Pierre FARANDOU
Executive Chairman, Keolis
Group
3. Bernard TABARY
Chief Executive Officer,
International
4. Michel LAMBOLEY
Group Chief Executive
Officer
5. Bruno DANET
Group Human Resources
Director
6. Thomas BARBELET
Group Executive Director,
Brand and Communications
7. Jacques DAMAS
Group Executive Director,
Rail and Operations
8. Laurent KOCHER
Executive Director, Marketing,
Innovation and Services
9. Arnaud VAN TROEYEN
Executive Vice President,
Strategy and Development
Jean-Michel
ARCHAMBAULT
CFO, France and Head of
Group Management Control
Isabelle BALESTRA
Group General Counsel
Bénédicte COLIN,
International Regional Director,
Australia New-Zealand
Laurence EYMIEU
Deputy Chief Executive Officer,
Major urban networks
Leila FRANCES
International Development
Director
Alistair GORDON
United Kingdom
Xavier HUBERT
Operations and Innovation
André MAGNON-PUJO
Greater Paris region
Clément MICHEL
North America
Jacky PACREAU
French Regions
Marc RENOUPREZ
Continental Europe
Nicolas VANDEVYVER
CFO International
M A N AG E M E N T
CO M M I T T E E M E M B E R S

20 Keolis Group
“The growth
in 2015 was largely
organic, but it was
also due to external
growth, primarily
the acquisition
of ATE in Australia,
the largest purchase
we made in 2015.
Otherwise, Keolis
continued with
its transformation,
developing
in sustainable
and connected
mobility.”
A R N A U D VA N T R O E Y E N
E X E C U T I V E V I C E P R E S I D E N T,
S T R AT E GY A N D
D E V E LO P M E N T
“After achieving
sustained growth
in 2014, Keolis
continued to
deliver results far
above the industry
standard in
2015, thanks
to development
of our core
businesses and
major acquisitions
made both
in France and
internationally.”
R E V E N U E
I n b i l l i o n s o f e u ro s
2015 IN FIGURES
5.002
4.459
2015
2014
x 2.6
Increase in the Group’s revenue
in 10 years.
x 5
Increase in the Group’s international
revenue in 10 years.
x 2
Increase in the Group’s revenue
in France in 10 years.
+12.2%
Another year of strong growth
for the Group
and its operations
This year, the Group once again performed far above the industry
standard – an achievement realised through new acquisitions
as well as contracts won during the year.
M I C H E L L A M B O L E Y
G R O U P C H I E F E X E C U T I V E
O F F I C E R

R E C U R R I N G E B I T DA
I n m i l l i o n s o f e u ro s
B R E A K D OW N O F R E V E N U E
P e rce n t a g e
INTERNATIONAL
FRANCE
2015
296
278
2014
P R O F I T AT T R I B U TA B L E TO E Q U I T Y
S H A R E H O L D E R S
I n m i l l i o n s o f e u ro s
33
2015
26
2014
Ratio of net debt/
EBITDA
L E V E R AG E
1.9x+ 6.6%
B R E A K D OW N O F C A P I TA L
P e rce n t a g e
CAISSE DE DÉPÔT
ET PLACEMENT DU QUÉBEC
SNCF
70%
30%
2014
44%
56%
2015
37.3%
62.7%

22 Keolis Group
WORLD LEADERSHIP IN AUTOMATED
METRO AND TRAM OPERATIONS
E STA B L I S H E D I N 1 6 CO U N T R I E S
240 km
660 km
5,800 km
OF METRO LINES, OF WHICH 225 KM IS AUTOMATED METRO
(MARKET LEADER)
OF TRAM LINES (MARKET LEADER)
OF RAIL
LINES
23,000Total number of buses and coaches
worldwide.
AUSTRALIA
BELGIUM
CANADA
CHINA
DENMARK
FRANCE
GERMANY
INDIA
LUXEMBOURG
THE NETHERLANDS
NORWAY
PORTUGAL
SWEDEN
UNITED ARAB EMIRATES
UNITED KINGDOM
UNITED STATES
for the Group and its operations
2015 IN FIGURES

44% OF GROUP ACTIVITIES
“In 2015, although there
were relatively few
tenders in France,
we had the opportunity
to strengthen our
portfolio through
renewals (Alès,
Châteauroux, Dreux,
Vesoul, interurban
networks, etc.), several
offensive bids in urban
networks (Beaune,
Porte de l’Isère, etc.)
and in car parks.”
F R É D É R I C B AV E R E Z
C H I E F E X E C U T I V E
O F F I C E R , F R A N C E
A N D C H I E F E X E C U T I V E
O F F I C E R , E F F I A
“On an international
level, we achieved
record revenues in
2015 (+30%). We
owe this success
to the launch of
major contracts
won in 2014 (such
as the DLR in
London) and the
award of several new
contracts, notably
in Continental
Europe (tram, bus
and train).”
B E R N A R D TA B A R Y
C H I E F E X E C U T I V E
O F F I C E R , I N T E R N AT I O N A L
AUSTRALIA NEW ZEALAND: 21.9%
CONTINENTAL EUROPE: 48.5%
NORTH AMERICA: 22.9%
UNITED KINGDOM: 6.5%
ASIA MIDDLE EAST
AFRICA: 0.2%
“This year we
continued our
global initiative of
maintaining ongoing
improvement with
regard to safety.
As a result, for
example, the
frequency rate
of bus and coach
accidents has
decreased by 6%
and their severity
by 34%.”
J AC Q U E S DA M A S
G R O U P E X E C U T I V E
D I R E C TO R , R A I L
A N D O P E R AT I O N S
B R E A K D OW N O F R E V E N U E
INTERNATIONAL
56% OF GROUP ACTIVITIES
URBAN: 61% EFFIA: 5%
INTERURBAN: 20% KISIO: 2%
GREATER PARIS REGION: 11% OTHERS: 1%
FRANCE

24 Keolis Group
“Kisio, our new
Solutions and
Services subsidiary,
has helped to
accelerate the
rollout of our
PlanBookTicket
application, which
allows passengers
to plan their
journeys from start
to finish. Now,
they can buy and
L A U R E N T KO C H E R
E X E C U T I V E D I R E C TO R ,
M A R K E T I N G , I N N OVAT I O N
A N D S E R V I C E S
“The Keolis brand
is increasingly
recognised as
being that of
an exemplary
corporate citizen.
This is promoted
by our commitment
and our results
in terms of CSR
(professional
Equality label,
ISO certifications,
Global Compact,
etc.).”
T H O M A S B A R B E L E T
G R O U P E X E C U T I V E
D I R E C TO R , B R A N D
A N D C O M M U N I C AT I O N S
D I G I TA L I N N OVAT I O N S A N D S E RV I C E S
C S R CO M M I T M E N TS
1st
Keolis is the first public
transport operator to receive
the GEEIS (Gender Equality
European/International
Standard) certification for its
actions in favour of gender
balance in the workplace.
10The number of principles
linked to basic human
rights, international workers’
rights and the fight against
corruption to which Keolis
committed through signing
the United Nations Global
Compact.
validate transport
tickets on their
smartphones using
a single mobile app.”
3,000
The number of people interviewed for
the Keoscopie Digital programme between
the end of 2015 and the beginning of 2016
with the final goal of better understanding
the needs and digital habits of travellers
during their everyday journeys.
6
The number of partnerships with digital
start-ups in 2015.
600The number of employees working
to design intelligent and fluid mobility
at Kisio, the new Keolis Solutions
and Services subsidiary.
for the Group and its operations
2015 IN FIGURES

“Keolis considers
training as a
way to develop
and advance the
careers of all of
its employees.
As proof of this
commitment, more
than 40,000 of
them participated
in training in 2015.”
B R U N O DA N E T
G R O U P H U M A N
R E S O U R C E S
D I R E C TO R
G R O U P E M P LOY E E S W H O
PA R T I C I PAT E D I N T R A I N I N G
P e rce n t a g e
2015
72%
49%
2014
E M P LOY E E S
I n d i v i d u a l s
INTERNATIONAL FRANCE
N U M B E R O F WO R K E R S
W I T H D I SA B I L I T I E S
I n d i v i d u a l s
1,451.5
1,341.07
2015
P R O P O R T I O N O F E M P LOY E E S COV E R E D
BY I S O 1 4 0 0 1 C E R T I F I C AT I O N
P e rce n t a g e
2015
26.6%
17.6%
2014
P R O P O R T I O N O F WO M E N
I N T H E G R O U P WO R K F O R C E
P e rce n t a g e
2015
20.1%
20.4%
2014
2014
22,100
34,200
20,700
32,700
53,400
56,300
2015
2014

Porto
PORTUGAL
Martinez
Fresno
Las Vegas
Monrovia/Covina
Anaheim
Fort Lauderdale
Pompano
Washington DC
Boston
Lancaster
CANADA
Rimouski
Montreal
Terrebonne Repentigny
Quebec
Waterloo
UNITED STATESVan Nuys
Burbank
Nottingham
Birmingham
Hereford Canterbury
Dover
Hastings
Eastbourne
Brighton
Southampton
Gatwick
Portsmouth
Liverpool
Shrewsbury
London
Ashford
UNITED KINGDOM Zwolle
Zutphen
Oldenzaal
Rahden
Münster
Aalborg
Hinnerup
Slagelse
Copenhagen
Helsinge
Jönköping
Gothenburg
Norrköping
Örebro
Dalarna
Bergen
Dortmund
Düsseldorf
Venlo
Lemgo
Bielefeld
KasselApeldoorn
Keolis
Vlaanderen
Eurobus
Holding
Soest
Hamm
Karlstad
Finspång
Aarhus
Utrecht
Kampen
Stockholm
Värmland
Tylstrup
Odense
Skibby
LUXEMBOURG
Enschede
BELGIUM
THE NETHERLANDS
GERMANY
DENMARK
NORWAY SWEDEN
LOCATIONS
The Group’s
presence
worldwide
WORLD
Planned
Metro
Taxi
Train
Rail service
in Germany
Rail service
in the Netherlands
Rail service
in the UK
Planned
tram
Tram
Bus / shuttle /
interurban and
school coaches / PRM
WORLD KEY
Offices
Metro
Porto
PORTUGAL
Martinez
Fresno
Las Vegas
Monrovia/Covina
Anaheim
Fort Lauderdale
Pompano
Washington DC
Boston
Lancaster
CANADA
Rimouski
Montreal
Quebec
Waterloo
Burbank
Nottingham
Birmingham
Hereford Canterbury
Dover
Hastings
Eastbourne
Brighton
Southampton
Gatwick
Portsmouth
Liverpool
Shrewsbury
London
Ashford
Zutphen
Oldenzaal
Rahden
Münster
Aalborg
Hinnerup
Slagelse
Copenhagen
Helsinge
Jönköping
Gothenburg
Norrköping
Örebro
Dalarna
Bergen
Dortmund
Düsseldorf
Venlo
Lemgo
Bielefeld
KasselApeldoorn
Keolis
Vlaanderen
Eurobus
Holding
Soest
Hamm
Karlstad
Finspång
Aarhus
Utrecht
Kampen
Stockholm
Värmland
Tylstrup
Odense
Skibby
LUXEMBOURG
Enschede
BELGIUM
THE NETHERLANDS
GERMANY
DENMARK
NORWAY SWEDEN
LOCATIONS
The Group’s
presence
worldwide
WORLD
Planned
Metro
Taxi
Train
Rail service
in Germany
Rail service
in the Netherlands
Rail service
in the UK
Planned
tram
Tram
Bus / shuttle /
interurban and
WORLD KEY
Offices
Metro
Porto
PORTUGAL
Martinez
Fresno
Las Vegas
Monrovia/Covina
Anaheim
Fort Lauderdale
Pompano
Washington DC
Boston
Lancaster
CANADA
Rimouski
Montreal
Quebec
Waterloo
Burbank
Nottingham
Birmingham
Hereford Canterbury
Dover
Hastings
Eastbourne
Brighton
Southampton
Gatwick
Portsmouth
Liverpool
Shrewsbury
London
Ashford
Zutphen
Oldenzaal
Rahden
Münster
Aalborg
Hinnerup
Slagelse
Copenhagen
Helsinge
Jönköping
Gothenburg
Norrköping
Örebro
Dalarna
Bergen
Dortmund
Düsseldorf
Venlo
Lemgo
Bielefeld
KasselApeldoorn
Keolis
Vlaanderen
Eurobus
Holding
Soest
Hamm
Karlstad
Finspång
Aarhus
Utrecht
Kampen
Stockholm
Värmland
Tylstrup
Odense
Skibby
LUXEMBOURG
Enschede
BELGIUM
THE NETHERLANDS
GERMANY
DENMARK
NORWAY SWEDEN
LOCATIONS
The Group’s
presence
worldwide
WORLD
Planned
Metro
Taxi
Train
Rail service
in Germany
Rail service
in the Netherlands
Rail service
in the UK
Planned
tram
Tram
Bus / shuttle /
interurban and
WORLD KEY
Offices
Metro
26 Keolis Group26

INDIA
CHINA
Hyderabad
Wuhan
AUSTRALIA
Gold Coast
Melbourne
Perth Adelaide
Brisbane
Abu Dhabi
Shanghai
UNITED
ARAB EMIRATES
Kalgoorlie
ALENÇON
CHAUMONT
Avignon
Valence
VienneSt-Étienne
Grenoble
Bellegarde-sur-Valserine
Besançon
Belfort
Colmar
Louvigny
Charleville-Mézières
Aulnoye-Aymeries
Valenciennes
Roubaix
ARTOIS-GOHELLE
Villeneuve-d’Ascq
Douai
Rouen
Chartres
Vendôme
Poitiers
Niort
La Rochelle
Angoulême
Limoges
Clermont-
Ferrand
Saint-Pierre
-des-Corps
Péronne
Reims
Bezanne
Thionville
Mâcon
NÎMES
ALÈS
Cannes
Cassis
Martigues
Marseille
Perpignan
Toulouse
Dax
Montpellier
Vitrolles
AntibesAIX-EN-PROVENCE
NARBONNE
MILLAU
LYON
OYONNAX
VICHY
RIOM
MONTLUÇON
LONS-LE-SAULNIER
PONTARLIER
MONTBELLIARD
ÉPINAL
NANCY SUB
POMPEY
TOUL
CHALONS-EN-
CHAMPAGNE
MAUBEUGEARRAS
AMIENS
CHAUNY
SOISSONS
CHÂTEAU-
THIERRY
CREIL
CHANTILLY
HONFLEUR
FÉCAMP
ELBEUF
LISIEUX
RENNES
VITRÉ
LAVAL
LE MANS
ORLÉANS
MONTARGIS
BLOIS
TOURS
CHÂTELLERAULT
SAINTES
CHÂTEAUROUX
NEVERS
Nantes
ANGERS
ST-MALO
MORLAIX
QUIMPER
LORIENT Auray
CAEN
BAYEUX
CHERBOURG
SENLIS
LILLE
OBERNAI
STRASBOURG
SARREBOURG
METZ
VESOUL
DIJON
Arc 1950
TARBES
PAU
AUCH
AGEN
MARMANDE
BORDEAUX
Béziers
PORTE DE L’ISÈRE
MIRIBELL’Arbresle
BEAUNE
Dunkerque
DREUX
BREST
Nyons
CITY
Urban network
City
Management
of over 300 spaces
Interurban
networks
Metro
Tram
Bus Rapid
Transit
FRANCE KEY
FRANCE
In Greater Paris,
11 transport hubs
and 25,700 parking
spaces are managed
by the Group
INDIA
CHINA
Hyderabad
Wuhan
AUSTRALIA
Gold Coast
Melbourne
Perth Adelaide
Brisbane
Abu Dhabi
Shanghai
UNITED
ARAB EMIRATES
Kalgoorlie
ALENÇON
CHAUMONT
Avignon
Valence
VienneSt-Étienne
Grenoble
Besançon
Belfort
Colmar
Louvigny
Aulnoye-Aymeries
Valenciennes
Roubaix
ARTOIS-GOHELLE
Villeneuve-d’Ascq
Douai
Rouen
Chartres
Vendôme
Poitiers
Niort
La Rochelle
Angoulême
Limoges
Clermont-
Ferrand
Saint-Pierre
-des-Corps
Péronne
Reims
Bezanne
Thionville
Mâcon
NÎMES
ALÈS
Cannes
Cassis
Martigues
Marseille
Perpignan
Toulouse
Dax
Montpellier
Vitrolles
NARBONNE
MILLAU
LYON
OYONNAX
VICHY
RIOM
MONTLUÇON
LONS-LE-SAULNIER
PONTARLIER
MONTBELLIARD
ÉPINAL
NANCY SUB
POMPEY
TOUL
CHALONS-EN-
CHAMPAGNE
MAUBEUGEARRAS
AMIENS
CHAUNY
SOISSONS
CHÂTEAU-
THIERRY
CREIL
CHANTILLY
HONFLEUR
FÉCAMP
ELBEUF
LISIEUX
RENNES
VITRÉ
LAVAL
LE MANS
ORLÉANS
MONTARGIS
BLOIS
TOURS
CHÂTELLERAULT
SAINTES
CHÂTEAUROUX
NEVERS
Nantes
ANGERS
ST-MALO
MORLAIX
QUIMPER
LORIENT Auray
CAEN
BAYEUX
CHERBOURG
SENLIS
LILLE
OBERNAI
STRASBOURG
SARREBOURG
METZ
VESOUL
DIJON
Arc 1950
TARBES
PAU
AUCH
AGEN
MARMANDE
BORDEAUX
Béziers
PORTE DE L’ISÈRE
MIRIBELL’Arbresle
BEAUNE
Dunkerque
DREUX
BREST
Nyons
CITY
Urban network
City
Management
of over 300 spaces
Interurban
networks
Metro
Tram
Bus Rapid
Transit
FRANCE KEY
FRANCE
In Greater Paris,
11 transport hubs
and 25,700 parking
spaces are managed
by the Group
INDIA
CHINA
Hyderabad
Wuhan
AUSTRALIA
Gold Coast
Melbourne
Perth Adelaide
Brisbane
Abu Dhabi
Shanghai
UNITED
ARAB EMIRATES
Kalgoorlie
ALENÇON
CHAUMONT
Avignon
Valence
VienneSt-Étienne
Grenoble
Besançon
Belfort
Colmar
Louvigny
Aulnoye-Aymeries
Valenciennes
Roubaix
ARTOIS-GOHELLE
Villeneuve-d’Ascq
Douai
Rouen
Chartres
Vendôme
Poitiers
Niort
La Rochelle
Angoulême
Limoges
Clermont-
Ferrand
Saint-Pierre
-des-Corps
Péronne
Reims
Bezanne
Thionville
Mâcon
NÎMES
ALÈS
Cannes
Cassis
Martigues
Marseille
Perpignan
Toulouse
Dax
Montpellier
Vitrolles
NARBONNE
MILLAU
LYON
OYONNAX
VICHY
RIOM
MONTLUÇON
LONS-LE-SAULNIER
PONTARLIER
MONTBELLIARD
ÉPINAL
NANCY SUB
POMPEY
TOUL
CHALONS-EN-
CHAMPAGNE
MAUBEUGEARRAS
AMIENS
CHAUNY
SOISSONS
CHÂTEAU-
THIERRY
CREIL
CHANTILLY
HONFLEUR
FÉCAMP
ELBEUF
LISIEUX
RENNES
VITRÉ
LAVAL
LE MANS
ORLÉANS
MONTARGIS
BLOIS
TOURS
CHÂTELLERAULT
SAINTES
CHÂTEAUROUX
NEVERS
Nantes
ANGERS
ST-MALO
MORLAIX
QUIMPER
LORIENT Auray
CAEN
BAYEUX
CHERBOURG
SENLIS
LILLE
OBERNAI
STRASBOURG
SARREBOURG
METZ
VESOUL
DIJON
Arc 1950
TARBES
PAU
AUCH
AGEN
MARMANDE
BORDEAUX
Béziers
PORTE DE L’ISÈRE
MIRIBELL’Arbresle
BEAUNE
Dunkerque
DREUX
BREST
Nyons
CITY
Urban network
City
Management
of over 300 spaces
Interurban
networks
Metro
Tram
Bus Rapid
Transit
FRANCE KEY
FRANCE
In Greater Paris,
11 transport hubs
and 25,700 parking
spaces are managed
by the Group
272015 Annual Report 27

28 Keolis Group
2015: a journey
through the year’s
successes
HIGHLIGHTS
28 Keolis Group
With contract wins and renewals,
network extensions and acquisitions
in 2015 – including buses, trams,
car parks, automated metros and rail
franchises – Keolis strengthened its
foothold around the globe.
All the while imagining how
significant digital innovations will
transform the mobility of tomorrow.

292015 Annual Report 292015 Annual Report

30 Keolis Group
HIGHLIGHTS 2015
LONDON, UNITED KINGDOM
Greater London’s residents highly satisfied
with DLR
Docklands Light Railway (DLR), the automated metro system serving the East of
London, reached a record customer satisfaction rate of 89% – the highest since
its inauguration in 1987. This achievement reflects the strength of the partnership
between KeolisAmey Docklands, a joint venture (70% Keolis, 30% Amey)
operating the network since December 2014, and Transport for London,
the city’s Public Transport Authority. In 2015, over 115 million passengers
travelled on the network, an average of more than 300,000 journeys every day.
The number of journeys
per year on the 40 km
of the DLR network in London.
million
115115

WASHINGTON DC, UNITED STATES
An extended contract for
Keolis Rail Services Virginia
In summer 2015, Virginia Railway Express (VRE)
renewed the Keolis Rail Services Virginia contract
until 2020. The subsidiary of Keolis, which
operates Washington DC commuter trains,
distinguished itself through its operational
performance and an improved customer
satisfaction rate, which reached a record 92%.
These combined elements led to the contract
renewal, which will generate approximately
92 million euros over a five-year period.
UNITED KINGDOM
Keolis UK renews
its London Midland
contract
Govia, the joint venture between
Go-Ahead (65%) and Keolis (35%),
has once again been entrusted by
the UK Department for Transport
to operate the London Midland
rail franchise, until October 2017.
With this contract extension comes
innovations that will improve
the passenger experience for
the service running between
London and central England,
including WiFi connections on
long distance lines and 6,600
additional seats every week.
ExcellenceExcellence

32 Keolis Group
Listening
MIDDLE EAST
The Group launches strategic
partnerships
In 2015, Keolis signed partnerships with Emirates Transport,
a UAE federal transport operator and Nesma, a Saudi
engineering, construction and transport company.
These agreements with leading regional institutions will
allow the Group to benefit from local expertise and to
better position itself for bids in the UAE and Saudi Arabia.
These strategic partnerships illustrate Keolis’ long-term
commitment in the Middle East, and will help it expand
its presence in the region.
SCANDINAVIA
Keolis
strengthens
its foothold
While Keolis already operates
several bus networks
in Denmark, the Group
successfully entered the
tram market by winning the
Aarhus city contract, which
will start in May 2017. In mid-
December, Keolis also began
operating the bus network
in Odense, Denmark’s third
largest city. In Sweden, Keolis
Sverige has been selected
to operate the bus networks
in the Dalarna region for a
10-year term (annual
revenue of 29 million euros),
as well as in Karlstad and
Skogsblomman.
Listening

FRANCE
EFFIA strengthens its
position as No. 2 car park
operator in France
The EFFIA network is expanding. EFFIA has taken
over the management of 10 public car parks in
Marseille (1,050 spaces) and four car parks in
Béziers (2,355 spaces). In Massy, the council has
entrusted EFFIA with implementing its parking
policy across several districts for a 20-year period
(3,500 spaces). The Keolis subsidiary also acquired
Ramery’s four car parks in the Greater Paris region
and in the North of France in 2015. Finally, in
January 2016, it became the principal industrial
shareholder of SAEMES, the second largest
parking operator in the Greater Paris region, and of
OnePark, an online and mobile platform for booking
parking spaces.
HYDERABAD, INDIA
The automated metro
about to start up
In 2015, 15 trains were successfully tested
and two depots were made operational in
preparation for the launch of the Hyderabad
elevated metro in 2016. The fully automated
system will feature 40 trains running on three
lines, with a total of 66 stations stretching across
70 km. Yet another example of Keolis’ global
leadership in automated metro systems.
HIGHLIGHTS 2015
The number of parking spaces
managed by EFFIA in France.
141,000141,000

34 Keolis Group
EUROPE
Developing the tram networks in
Nottingham, Bordeaux and Bergen
Since August 2015, tram passengers in Nottingham, UK, have benefited
from a network that doubled in size thanks to the Tramlink Limited
consortium, of which Keolis is a member. Two new lines, totalling
32 km, and 28 new stations were created. In Bordeaux, France,
7 km of additional railway tracks were added to improve services
in key residential and business areas. Finally, Phase 3 of the network
expansion was launched in Bergen, Norway, with the construction
of a new depot and a future 7 km extension of the line, which will run
directly to the airport.
The number of passengers
that the extended Nottingham
tram network can now
accommodate annually.
2323million
HIGHLIGHTS 2015

Agility
FRANCE
The Group launches digital
studies
In partnership with Netexplo, the global observatory
of digital transformation, Keolis launched Keoscopie
Digital, a new large-scale study focused on the use of
digital technology and its influence on mobility. In 2015,
the process began by monitoring new experimental
innovations, which resulted in defining future mobility
scenarios. The second phase of the project, launched in
early 2016, focuses on travellers’ digital needs and usage,
based on a panel of 3,000 French participants.
AUSTRALIA
Keolis Downer makes
its mark as a multimodal
leader
In March 2015, the Keolis Downer joint venture
(Keolis 51%, Downer 49%) acquired Australian
Transit Enterprises (ATE), a leading urban,
intercity and school bus operator. This acquisition
makes Keolis Downer Australia’s number one
private multimodal transport operator.
The number of buses comprising
the Keolis Downer fleet in the cities
of Brisbane, Adelaide and Perth.
Agility
935935

36 Keolis Group
Commitment
FRANCE
PlanBookTicket
revolutionises daily
transport
In October 2015, Keolis launched
PlanBookTicket, the first public
transport mobile app to provide a
100% digital journey. For the first time
ever, passengers in France can plan
itineraries, buy and validate tickets on
their smartphones. This application
was developed in partnership with
Voyages-sncf.com for the commercial
aspect, Masabi (a British start-up that is
a leader in e-ticketing) for the QR Code,
and the Compagnie des Transports
Strasbourgeois (CTS) for the near-field
communication (NFC) technology.
BOSTON, UNITED STATES
Keolis Commuter
Services are right
on time!
The commuter rail in the Boston area
achieved record punctuality, with a monthly
average close to 94% in the second
semester of 2015. This is the network’s best
operating performance in 10 years. This
success is the result of a strong partnership
between Keolis Commuter Services, MBTA
(the local Public Transport Authority)
and the Massachusetts Department of
Transportation. Last August, the partners
launched a plan to improve the quality
of service by setting ambitious targets
for punctuality, staff and rolling stock
availability, as well as fare evasion.
By the end of 2015, all of these objectives
had been met or exceeded.
Commitment
HIGHLIGHTS 2015

GERMANY
Keolis Deutschland extends
its rail network
FRANCE
Multiple wins
and renewals
Keolis won contracts for Beaune’s
urban network as well as Porte
de l’Isère’s metropolitan area.
For the latter, the Group is focused
on improving services to business
districts, creating a local car-pool
system and increasing patronage
by 7.5%. Keolis also renewed contracts
with four councils: Alès, Châteauroux,
Dreux and Honfleur. Several
acquisitions were confirmed in 2015
as well, including Voyages Fouache
(an intercity network in the North of
France) and Transports Daniel Meyer
(a major player in bus and coach
transport in the Greater Paris region).
Keolis Deutschland won the
Teutoburger Wald Network (TWN)
franchise for a period of 15 years.
The Western Germany rail network,
which also serves the Dutch town of
Hengelo, carries 11 million passengers
each year on five lines. The German
subsidiary, which will introduce new
rolling stock to increase the network’s
capacity, also renewed its contract to
operate Hellweg’s four railway lines for
a 12-year term (5.9 million passengers
per year).
The increase in patronage
that the Group has committed
to achieving in Porte de l’Isère.
7.5 %7.5 %

38 Keolis Group38 Keolis Group

Around the world, Keolis subsidiaries and
frontline teams are working according to the
seven workstreams of KeoLife, the Group’s
continuous improvement programme. They are
united around the goal of sharing best practice
in order to achieve excellence in the daily
management of transport networks.
Leading
the way in all
our projects
Partnering with Public Transport Authorities
Customer satisfaction
Safety
Employee
engagement
Social
responsibility
Operational
excellence
Economic
performance

Keolis Group40
Dedicated to making public transport increasingly attractive, Keolis centres
its business on customer satisfaction. The Group builds on its core philosophy
of Thinking like a passenger with the goal of ultimately moving from a model
of collective transport to one that is fully customised.
Connecting mobility to
passengers’ growing
expectations

Connecting mobility to passengers’ growing expectations
ollowing an exponential rise in the use
of smartphones, digital technology
has become an essential part of our
daily lives – particularly in relation to
travel. Nearly one-third of passengers
use smartphones while travelling on
public transport – whether to send
emails and text messages, play games, listen to music or man-
age their timetables and transfers.
For Keolis, it was an obvious choice to capitalise on the rela-
tionship between mobility and mobile technology. As such,
the Group turned passengers’ mobile dependency into a major
focus for its customer experience policy.
“In keeping with its core philosophy of Thinking like a pas-
senger, the Group is searching for means of integrating
new digital trends, in the way it manages the major chang-
es facing public transport passengers,” says
Najoua Ben Jemaa, Keolis Digital Commu-
nications Director. “For example, the abili-
ty to download applications that adapt to
passengers’ diverse profiles and provide
real-time service information. There is also an
interactive element that must allow passen-
gers to directly contribute their own updates.”
Given the importance of connectivity in public
transport, Keolis needs to create highly per-
sonalised services that continually enrich and
facilitate the customer experience.
DOOR-TO-DOOR MOBILE TRIP MANAGEMENT
Today, Kisio Digital, the Group’s digital factory,
is leading the way in relation to this crucial ob-
jective. In 2015, the subsidiary developed Plan-
BookTicket, a range of digital products and
services that Public Transport Authorities can
use on their networks. With PlanBookTicket pas-
sengers can manage their journeys from start
to finish with a single mobile app which covers
every stage of the trip. These include preparing
the trip with a journey planner that integrates
all transport modes, purchasing and validating
individual tickets or subscriptions, modifying
the itinerary in case of unforeseen circumstances, and even
sharing information and communicating directly with Keolis. A
dozen of pilot networks in France have already been able to use
one or more PlanBookTicket features (these include Montargis,
Orléans, Saint-Malo and Lille, where the app was downloaded
150,000 times in just three months).
FF of passengers use their
smartphones while
travelling.
29%29%

42 Keolis Group
THE PASSENGER
EXPERIENCE GETS A DIGITAL
BOOST
However, the “digitalisation” of
travel will only be successful if
it is integrated into the existing
passenger experience. “During
a trip, even a hyperconnect-
ed client will switch between
digital and traditional modes
of communication,” says Kara
Livingston, Keolis Group Mar-
keting Director. “We therefore
strive to ensure that our digi-
tal services are consistent with
other existing platforms – for example, on passenger displays –
so that information is presented in the same way. Furthermore,
encouraging customers to contribute and share tips with each
other helps to create a collaborative community.” The use of
social media and QR-codes, for example, allows passengers
to easily share feedback, so Keolis can also improve their ex-
perience.
Determined to build on this momentum, the Group has been
busy planning for the future. In June 2015, Keolis partnered with
Netexplo, a global digital transformation observatory, for the
launch of Keoscopie Digital. There were two main objectives:
identifying the most relevant digital innovations for the vari-
ous passenger profiles, and better understanding passengers’
digital needs and habits by conducting a large-scale survey
involving 3,000 participants.
Boston trains are snowstorm-
ready
In response to the unprecedented
snowstorms that hit the Boston area in
early 2015, Keolis Commuter Services, the
commuter rail operator, designed a ‘snow
plan’ to ensure the highest level of service and
customer satisfaction during adverse weather
conditions. The plan involves the appointment
of an individual who oversees inter-service
preparation and resource coordination, as
well as an information platform and weather
desk that provides passengers with real-time
updates. The Public Transport Authority also
contributed to this initiative by purchasing
new snow removal equipment and carrying
out major infrastructure improvements.
HERE THERE
“Keolis Tours teams were highly
responsive following a major
incident that occurred over the
Bastille Day weekend.
When a fire started under the Grammont
Bridge in Tours (France) on 11 July 2015,
trams were affected in both directions until
31 August 2015. This disruption then continued
in one direction until the end of October 2015.
Keolis Tours established a replacement bus
service for the affected area at 5am the
morning after the fire occurred, with drivers
and 11 agents to assist passengers. This quick
response was appreciated by travellers:
93% of clients(1)
reported being satisfied
with the solution.”
(1) 1,047 individuals were interviewed.
L A U R E N C E G R ATAC A P
COMMUNICATIONS MANAGER,
TOUR(S) PLUS (THE PUBLIC TRANSPORT
AUTHORITY FOR THE CITY OF TOURS)
“Passengers
expect innovative
digital solutions
to make public
transport more
personalised and
more human.”
N A J O U A B E N J E M A A
KEOLIS DIGITAL
COMMUNICATIONS
DIRECTOR
downloads of the Keolis Lille
Transpole app in just three
months.
150,000150,000

“The active dialogue
between our networks
is a source of ongoing
improvement that will
enhance customer
service.”
K A R A L I V I N G S TO N
K E O L I S G R O U P M A R K E T I N G D I R E C TO R
‘Live my life’ operations
to improve passenger experience
43
MARKETING EMPLOYEES FROM KEOLIS LILLE AND KEOLIS
RENNES SUBSIDIARIES SPENT TWO DAYS IN LONDON IN
NOVEMBER 2015. WHAT WAS THE PURPOSE OF THEIR VISIT?
K L This meeting provided an opportunity for the French teams
to engage in a rich discussion with colleagues from KeolisAmey
Docklands (the DLR network), who presented their methods
for improving customer service and passenger information. In
addition, representatives from the Keolis Lille and Keolis Rennes
marketing teams got the chance to experiment “Live my life”
operations within the London network – an initiative fully in line
with the Group’s Thinking like a passenger core philosophy. As part
of a role-play exercise, all the attendees stepped into the shoes of
a different passenger type – including regular customers, business
people, non-English speaking tourists, and customers with special
needs – as they travelled on various modes of transport.
WHAT WERE THE MAJOR POINTS TO TAKE AWAY?
K L Although attendees concluded that the bus networks in France
are easier to navigate than London’s, they appreciated the availa-
bility of accurate passenger information, the simplicity of pricing
and the streamlined payment options available to London’s Tube
passengers. Overall, attendees agreed that the open exchange of
ideas enriched their level of reflection and will help them continue
to improve the way they respond to customer needs on their own
networks in the future.

44 Keolis Group
Putting safety first,
everywhere
and at all times

Being responsible for the mobility of people means that safety
is non-negotiable. The safety of passengers and employees is the foundation
of the KeoLife corporate programme and the Group’s absolute priority.
This is why Keolis is committed to a continuous improvement approach,
ensuring that the most demanding safety standards are upheld in each
of its subsidiaries around the world.
Putting safety first, everywhere and at all times
n 2014, the Group launched a comprehensive
programme aimed at minimising the risk of ac-
cidents every day, across all of its networks.
Structured around the 10 pillars of the Group’s
policy – including governance, organisation,
procedures, training and accident analysis – the
programme framework has been translated into 69 concrete
management practices, geared towards instilling a culture of
continuous improvement and excellence.
THE RESPONSIBILITY OF EACH SUBSIDIARY AND EACH
MANAGER
The programme rests upon several key principles. To start with,
all subsidiaries are held accountable for safety, with responsibil-
ity as close as possible to the front line. “They have to regularly
monitor the rollout of the programme at a local level,” says
Thierry Guinard, the Group’s Safety Director. “They need to
ensure that all managers – from the director to local managers –
engage their teams in improving everyday safety.”
To this end, all subsidiaries self-assessed their ability to build
their own safety management systems on a scale from 1 (poor)
to 4 (excellent). Following an initial assessment in 2014, Keolis
Lille launched a comprehensive action plan to redesign all pro-
cedures and re-train all management personnel.
TRAINING FOR EVERYONE
Keolis Lille invests in key areas of the Group’s safety policy
– including the training and involvement of not just its manag-
ers, but its employees as well. “We have created monthly metro
and tram workshops that we call ‘15 minutes of safety’,” says
Anne Cosson, Keolis Lille’s Safety Director. “Each month, we use
posters to highlight a theme, generally linked to a recent event.
A few weeks later, we organise a meeting with all employees
to raise awareness about safety issues. We also make use
II
In 2015, across all networks
operated by Keolis
in France,
FREQUENCY RATE OF ROAD
TRAFFIC ACCIDENTS
SEVERITY RATE
-4%-4%
-34%-34%

46 Keolis Group
of any accidents that occur on the network to organise
immediate safety sessions in bus depots before or after drivers’
shifts, covering themes such as blind spots.” All these initiatives
complement ongoing training led by team leaders to ensure
there are no failings in applying safety rules. As a final measure
to boost employee engagement in
metro and tram networks, each
member of Keolis Lille has signed
a document, committing them
personally to improving safety. This
initiative will be extended to the bus
network in 2016.
A PRAGMATIC APPROACH
Another key component of Keolis’
safety policy is to base initiatives
on what is actually happening on
the ground. This is achieved by
conducting regular managerial
safety visits and audits, but also by
the commitment to learning from
even the smallest of accidents or
incidents. In line with this objective,
beginning in 2015, all subsidiary
management meetings must begin
with ‘safety moments’. This provides
an opportunity to discuss recent in-
cidents within their own networks
or those of another subsidiary, with
the end goal of preventing similar
accidents. During 2015, the network
of safety ambassadors was also ex-
panded, enabling every subsidiary throughout the world to have
its own ‘safety leader’.
TCL (Lyon, France) says “no”
to harassment on its transport
network
In parallel with the French government’s
national campaign against the
harassment of women on public
transport, Keolis Lyon and SYTRAL, the
city’s Public Transport Authority, started
an ‘exploratory walks’ programme in
November 2015. This initiative begins
by identifying a panel of regular
female passengers on a selected line,
then travelling with them to analyse
potential safety issues. This leads to the
introduction of concrete improvements
(installing better lighting, re-siting
emergency call boxes, etc.). The first walk
was organised in the first quarter of 2016
on line 7 in the town of Vaulx-en-Velin.
“Safety is
primarily based
on the skills and
knowledge of our
employees. Our
main challenge
is to maintain
this competency
at the highest
possible level.”
T H I E R R Y G U I N A R D
KEOLIS GROUP SAFETY
DIRECTOR
Syntus (Netherlands) boosts
bus safety
During 2015, Syntus, the Group’s Dutch
subsidiary, established a comprehensive
safety management system (SMS)
for its bus networks – well ahead
of the regulatory framework. The SMS
is based on ISO standards and aims to
systematically assess all risks (equipment,
environment, etc.) and then initiate the
necessary actions to reduce them to
the minimum level. This includes regular
safety, quality and environmental audits in
each depot and working with road traffic
authorities to reduce accidents in high-
risk areas.
HERE THERE

Bringing the Australian
‘Rhino’ to France
Y
arra Trams, Keolis’ tram
network in Melbourne,
flexed its creative
muscles when it devised its
‘Rhino’ safety campaign, which
uses the image of a rhinoceros to
remind people that they are no
match for a tram - as one tram
weighs as much as 30 rhinos!
With this simple concept,
Yarra Trams has run several
awareness-raising campaigns
using various channels such
as cinema commercials, a
Facebook page, posters, web
advertising and promotional
stands at university events
and festivals to convey this
message. The first campaigns
targeted pedestrians and
car-drivers in a bid to reduce
the number of accidents.
In early 2016, the campaign
was re-launched, this time to
remind passengers to hold onto
handles and handrails inside the
tram. The initiative has proved
successful. In the 12 months
following the campaign launch,
the number of pedestrian
accidents decreased by 27%.
Given this success, several
French networks, including
those in Caen, Orléans and
Lille, have adopted their own
versions of the ‘Rhino’ campaign
to remind people to stay alert
around trams.

48 Keolis Group
Over the years Keolis has established strong, long-lasting
relationships with Public Transport Authorities by listening,
being transparent and maintaining an open dialogue. These
partnerships allow the Group to jointly develop tailored solutions
that meet the needs of the community and consistently improve
customer satisfaction.
Fostering a strong
relationship with
Public Transport
Authorities
ransit App, WeGo Rennes, Transports Rennes, Han-
dimap… With more than 15 mobile apps and web-
sites up and running, Rennes (France) passengers
are spoilt for choice. Real-time timetable updates,
network maps, a journey planner, traffic information,
availability of bikes or car parking spaces and the
location of mobility impaired accessible stations – all
of these apps simplify the everyday use of STAR, which is the public
transport network that Keolis operates in Rennes (metro, bus, bike
share scheme and reduced mobility transport solutions).
OPEN DATA: RENNES BLAZES THE TRAIL
The commitment of the city’s Public Transport Authority to maximise
the potential of Open Data led to the creation of these new digital
solutions by developers and start-ups. Back in 2009, Keolis, a part-
ner of the City of Rennes since 1999, developed a project granting
access to certain types of data that allowed passengers to determine
the location of bicycles and then buses – a first for public transport
and local authorities. Today, seven years after the launch, the City of
TT

Fostering a strong relationship with Public Transport Authorities
Rennes has never looked back. “It’s always good for a community to
be ahead of the game,” says Jean-Jacques Bernard, Vice President
of the Greater Rennes authority with responsibility for transport and
travel. “What was once innovative is now a legal requirement, proving
that our approach was well founded. Mobility is one of the many areas
where comfort and ease of use are improved by digital technology.
In this context, Open Data provides passengers with many oppor-
tunities, by helping them access the right information, regardless of
the mode of travel.”
A NEW LEGAL REQUIREMENT
Open Data is the missing link that can respond to passengers’ grow-
ing expectations – they want to be able to access information from
anywhere and at any time. Like in Rennes, access to a network’s
day-to-day operational data provides developers with all the nec-
essary information to create mobile apps and websites that will be
useful to customers. The concept of open innovation is at the heart
of France’s Digital Republic bill, which will eventually force French
local authorities and operators to make data accessible – free of
STAR network data sets
are easily accessible
to developers via
catalogues, charts, maps
and graphics.
3737
More than
of the Transports Rennes
app, one of 15 created
by developers based on
STAR network data.
downloads
50,00050,000

50 Keolis Group
charge and in an open format – on their public transport
networks and other mobility services, such as car or bike share
schemes.
SUPPORTING LOCAL AUTHORITIES
To address the new needs of local authorities and networks
and to support them in their drive for transparency and local
open innovation, Keolis and its subsidiary Kisio have developed
the Open Data Mobility programme in partnership with Open-
DataSoft, a hosting platform with which Keolis previously col-
laborated on the STAR network in Rennes. This new turnkey,
customisable offering of industrial services and solutions has
four major components. First of all, it includes
a portal solution that allows Open Data to be
hosted and published and combines data vis-
ualisation, sharing and recycling. Access to on-
line forums fosters interaction with developer
communities. An Open Service proposition
also provides open access to Navitia.io, Keolis’
journey planning and passenger information
platform, which can be reused free-of-charge
by developers. Next, the programme provides
technical support (data standardisation and up-
grade management) and stimulates local inno-
vation by hosting events for start-ups. Finally,
training and personalised advice is available to
users throughout the duration of their project.
“Alongside Skyss, Bergen’s Public
Transport Authority, we rose to the
challenge of effectively managing
two tram network extensions while
maintaining excellent operational
and safety performance, and
earning a customer satisfaction
rating of 95% or higher. This
was made possible by the close
partnership we have maintained
with Skyss since 2010, which
is based on mutual trust and
transparency.”
GRY MIRIAM OLSEN
CEO OF KEOLIS NORGE
“Keolis Norge’s safety record and
high client satisfaction ratings
drove our decision to renew the
tram operating contract at the end
of 2015, and to continue to work
together in the future. Given the
network’s growing patronage – it is
even beginning to be over-crowded
at certain times of day – we will
invest in eight new high-capacity
trams and extend the existing
20 trams to accommodate more
passengers.”
ODDMUND SYLTA
MANAGING DIRECTOR OF SKYSS
PUBLIC TRANSPORT AUTHORITY
HERE THERE
“Mobility is one of the many
areas where comfort and ease
of use are improved by digital
technology. In this context, Open
Data provides passengers with
many opportunities.”
J E A N - J AC Q U E S B E R N A R D
VICE PRESIDENT OF THE GREATER RENNES
AUTHORITY WITH RESPONSIBILITY FOR TRANSPORT
AND TRAVEL
Bergen (Norway):
a tram guided by mutual trust

Two strategic partnerships to create
a 100% connected journey
K
eolis is on a roll with
its innovative digital
solutions! In order to
provide a 100% connected
journey right down to ticket
purchasing, the Group has
integrated proven solutions from
M-ticket (paperless smartphone
ticketing), via two strategic
partnerships agreed in 2015.
The first, signed with CTS
(Compagnie des Transports
Strasbourgeois), the operator
for Greater Strasbourg, France,
will automate an M-ticket
solution designed for near-
field communication (NFC)
compatible phones. The
second, signed with Masabi,
global mobile ticketing leader
in public transport, will be
devoted to smartphones
compatible with QR codes.
The two solutions will be
fully integrated into the
PlanBookTicket app by
mid-2016 and will be marketed
in all French cities starting on
1 October 2016. By simplifying
the processes, they will improve
the passenger experience and
ultimately encourage mobility.
The two solutions
will be fully
integrated in the
PlanBookTicket
application by
mid-2016.

52 Keolis Group
Given the strain and uncertainty of the current economic environment, the Group
has made it its mission to enhance the financial performance of the networks it
operates. As a result, its subsidiaries use a range of initiatives to promote business
development and meet client expectations, while also reducing costs.
This includes optimising purchasing, reducing absenteeism and conducting
campaigns against fare evasion.
Boosting
economic performance

Boosting economic performance
ithout even talking about unfairness for fellow travellers, fare evasion hurts
all users within a public transport network. The loss in revenue caused by
passengers not paying for their ticket directly affects budgets intended for
improving the quality of the service. Today TCL, the network operated by
Keolis in Lyon, loses roughly 10 million euros a year due to an estimat-
ed 70,000 fare evaders every day – a sum equi-
valent to the cost of purchasing 40 buses, four
tram carriages, or one metro carriage. Keolis Lyon
and SYTRAL, the city’s Public Transport Authority,
have tackled this challenge head-on for several
years now, by developing a comprehensive anti-fare
evasion campaign consisting of both punitive and
preventative measures.
TARGETED CAMPAIGNS YIELD RESULTS
TCL employs 250 ticket inspectors, and an ad-
ditional 300 employees – trainee drivers and
inspectors, transport unit supervisors, managers
etc. – are legally authorised to inspect passenger
tickets operationally. On top of this human force,
TCL has set up 6,500 cameras across the network
for more targeted monitoring. Take the example
of a person in the metro who crosses the ticketing
barrier by following behind a paying passenger.
These cameras now make it possible to identify
fare evaders and report the activity to inspectors
who can then catch the individual further along
the network.
AN INNOVATIVE APPROACH
The desire to apply a targeted approach for
greater efficiency was behind the use of plain-
clothed ticket inspectors, an initiative first put into
service by the Lyon subsidiary in 2013, which was
so successful that several other Keolis net-
WW
The TCL (Lyon) fare
evasion rate at the end
of 2015, measured by an
independent body.
10%10%
million euros
The annual revenue lost
to fare evasion in public
transport in Lyon.
1010

54 Keolis Group
works have replicated it. Primarily used in trams, this method
consists of having inspectors on-board, not to verify that every pas-
senger has a ticket but simply to discreetly identify those who do not
validate their tickets when boarding the tram. Keolis Lyon has now
taken a more aggressive approach to fare evasion, by organising 800
to 900 joint operations with the police each year. Another initiative
in Lyon has been the announce-
ments made on the city’s buses
to alert passengers that inspec-
tors will board at an upcoming
stop, giving those who have not
already validated their tickets
ample time to do so.
EXPLANATIONS HELP
PREVENTION
However, TCL’s efforts to fight
fare evasion require more than
ticket inspections alone. “We
feel there is real value in com-
munication and raising passen-
ger awareness,” says Audrey
Hippert, Director of Bus Op-
erations and the Department
of Inspection and Intervention
at Keolis Lyon. “Every year we
organise a passenger commu-
nication campaign. With stands
set up at network connection
points, we distribute flyers that
help start a conversation with our customers about fare evasion. For
example, in 2015 we handed out a brochure, ‘The right way to travel’,
which included a true or false quiz about fare evasion. We didn’t set
out to stigmatise fare evaders, but rather to explain the real impact
that fare evasion has on a network’s development and the fact that
there are ticket prices adapted to different types of users so there’s
no need to cheat.”
ALL ABOARD!
Keolis Lyon has launched another prevention campaign to raise
awareness among passengers and employees alike: ‘Fare evasion is
everyone’s business.’ Volunteers from every department of the sub-
sidiary spread out across several stations on a single transport line at
rush hour to encourage passengers to validate their tickets. Three of
these operations were carried out in 2015, involving a total of 250 em-
ployees. The validation rate increased between two and six points
during each operation. And over the past ten years, TCL has seen its
fare evasion rate fall from 18% in 2005 to 11% in 2013 and down to 10%
at the end of 2015.
“EFFIA has launched a
comprehensive action plan to
cope with the budgetary and
managerial problems caused
by absenteeism.
Driven by senior management and
the Human Resources department of
the Group’s parking subsidiary, this
plan is based on five complementary
areas: prevention, communication,
management training, managerial
responsibility and if necessary, the
enforcement of sanctions. Following
the implementation of several
initiatives, the absenteeism rate fell
from 6.4% at the end of 2013 to less
than 4% in 2015.”
SY LV I E A U B R I
EFFIA HUMAN RESOURCES
DIRECTOR
HERE THERE
Nîmes: an absenteeism
campaign gets the green light
In December 2015, Keolis Nîmes (France)
launched a new programme to educate
its drivers. The subsidiary set up a
traffic light in its office to act as a daily
reminder of the impact that absenteeism
has on its work organisation. The traffic
light changes colour depending on the
number of shifts to be covered due to
driver absences. The red light signifies
the need for at least 21 shifts to be
covered, if it’s yellow, between
14 and 20, and if it’s green, less than 13.
The sign below reminds employees:
‘When the light is green, we can be more
flexible with time-off requests. When
the light is red, the situation is critical.’
“Beyond ticket
inspections alone,
we feel there
is real value in
communication and
raising passenger
awareness in the
fight against fare
evasion.”
A U D R E Y H I P P E R T
DIRECTOR OF BUS OPERATIONS
AND THE DEPARTMENT OF
INSPECTION AND INTERVENTION,
KEOLIS LYON

5555
“Out of all the
operators we
considered,
Keolis was the
most impressive
in terms of
the balance
between costs
and performance
targets.”
J E A N - L U C B E C Q U E T
VICE PRESIDENT OF THE BEAUNE CÔTE ET SUD URBAN COMMUNITY
WITH RESPONSIBILITY FOR TRANSPORT
Beaune selects Keolis as its delegated
transport operator
I
n 2014, our urban community
decided to launch a tender for
the creation of a public service
delegation for our transport
network, which up until then
was operated directly by the
municipality. We believe that this
type of contract is a great way
to revitalise a network, given
that the chosen operator has
to commit to performance and
patronage targets. It also allows
for a more flexible management
model over time that will help us
develop the network, according
to community needs. Finally, we
believe that a delegated operator
is better able to handle the
commercial aspects of running
a transport network.
We selected Keolis in June
2015, because the Group put
forward a functional proposal
with a controlled budget that
perfectly responded to our
requests – such as the need
to better serve economic
growth areas. Its solution was
reasonable and well thought
through: it included a tiered
approach for residential
neighbourhoods, modelled
according to the time of day or
the school timetables, so that
buses only run at the times
they are needed, thus reducing
costs. Similarly, Keolis will meet
the needs of smaller towns in
the urban area by implementing
on-demand transport solutions.

56 Keolis Group
To perform better, in every subsidiary and in every transport mode:
this is the promise Keolis makes to Public Transport Authorities and to its
passengers. Its detailed and structured improvement plans guarantee
the highest possible standard of operational equipment and maintenance.
The Group is committed to continuous improvement to achieve
operational excellence.
Striving for
operational excellence

Striving for operational excellence
ll Keolis subsidiaries are engaged in an ongoing
process of improving operational performance to
ensure the highest level of service and producti-
vity. Achieving this goal means adapting priorities
and plans according to the local context. This can
be seen through the examples of two British sub-
sidiaries, both with very different backgrounds: KeolisAmey Docklands,
which began operating the Docklands Light Railway (London’s auto-
mated metro) in December 2014, and Nottingham Trams, the operator
of Nottingham’s tram network.
A NEAR-PERFECT RECORD FOR DEPARTURES
KeolisAmey Docklands and its 750 employees had a very clear chal-
lenge ahead when it took over operations of the 40-kilometre network
in 2015: to maintain a very high level of performance across the 45 sta-
tions, which serve 115 million passengers annually. This required several
initiatives to be conducted at the same time. Following a comprehen-
sive review of the organisation, new tools were launched, addressing
matters such as asset management. Meeting the contractual conditions
of Transport for London, the city’s Public Transport Authority, required
significant new actions, including the review of a ‘departure score’ indi-
cator, which measures the number of actual versus planned departures.
“We have focused on HR management (recruitment, team training etc.)
and introduced new operational techniques,” says Abdellah Chajai, Op-
erations Director. “Many processes have also been upgraded based on
best practices from the rest of the Group.” As a result, in its first year
of operation, KeolisAmey Docklands was able to sustain an average
service delivery rate of 99.2%.
AN ORGANISATION BUILT AROUND CUSTOMER SATISFACTION
Ambitious operational targets also have an impact on passenger satis-
faction. Measured every four weeks by the city’s Public Transport
Authority, KeolisAmey Docklands finished the year with an average
customer satisfaction rating of 89%, exceeding the contractual
AA
of DLR’s 115 million customers
were satisfied in 2015.
89%89%

58 Keolis Group
target of 86%. This score, very
high for mass transit, was obtained
when KeolisAmey Docklands imple-
mented its ‘Customer Service Plan’,
consisting of 16 operational initia-
tives. One notable example was the
‘Customer Action Team’, a crew of
ten employees responsible for of-
fering assistance and information to
passengers during rush hour and in
the event of service disruptions.
AN EFFICIENT METHOD
OF PROJECT MANAGEMENT
On another British network there
was a different challenge and a dif-
ferent approach. Nottingham Trams,
the Keolis subsidiary that has op-
erated the city’s network, which
serves 700,000 residents, since
2011, used the lean management
process tool of visual management
during the launch of two new tram
lines in August 2015. “We set up a
‘visualisation room’ to have effective
overview of our KPIs (safety, human
resources, operations, engineering,
customer service and finance), out-
standing issues and new tasks and goals,” says Trevor Stocker, Pro-
ject Director at Nottingham Trams. “We have used it to structure our
roadmap and set simple rules for weekly management meetings. The
objective is that these meetings last for no longer than an hour and
focus only on facts and potential problems, as well as the actions
needed to resolve them.”
Since the opening of the two lines, the visual management tool is still
used. “The information screens allow us to display and communicate
daily performance measurements for all employees to see,” says Trevor.
Following the success of this initiative in Nottingham and Melbourne,
where it was first used, it has since been replicated in other Keolis sub-
sidiaries, including at the London headquarters of Keolis UK.
“Konfort is an internal
communication tool, a way to
enhance passenger comfort
and a device for reducing the
fuel consumption of buses.
Since 2013, the 181 buses of the Orléans
(France) network have been equipped
with Konfort, an on-board eco-driving
device that measures sudden braking
and acceleration, and informs drivers of
the quality of their driving in real time.
The Keolis subsidiary has established
a very positive performance track
record over the past two years. From
a management perspective, Konfort
creates a unique opportunity to assess
the quality of service provided by
drivers. It also helps those who have
adopted poor driving habits affecting
passenger comfort to improve. Over
the years, the number of ‘good’ or
‘excellent’ drivers has increased by
10 points (60%) while the number of
‘poor’ drivers has dropped by 8 points
(8%). Konfort also reduced the energy
consumption of the entire fleet by
between 5% and 7%.”
P I E R R I C K P O I R I E R
KEOLIS ORLÉANS – VAL-DE-LOIRE
MANAGING DIRECTOR
“In order to
successfully
take over the
operation of the
DLR network,
we relied on the
commitment of
existing staff
by sharing our
strategic vision
and processes,
and providing
on the ground
support.”
A B D E L L A H C H A J A I
KEOLISAMEY DOCKLANDS
OPERATIONS DIRECTOR
HERE THERE
of Nottingham tram passengers
would recommend the network
to friends or family members.
96%96%

KRHOME, an innovative approach
to help subsidiaries enhance
their transport offering
A
project called KRHOME
(a French acronym for
‘Keolis strengthens and
harmonises its operational tools
and methods’) was launched in
2014 by the Group’s Operations
department. It has been rolled
out in all subsidiaries to ensure
they create the best theoretical
construction of transport
offering for their customers. That
means in terms of operational
safety (safety of passengers and
staff, regulatory compliance, risk
management, etc.), the quality
of service for passengers and
Public Transport Authorities
(punctuality, comfort,
operational consulting, etc.) and
maximising profitability
(scaling means, optimised
processes and resources).
KRHOME is yet another
innovative and practical
example of the Group’s
expertise in improving
operational performance.
1 TOPOLOGY
An exhaustive and detailed
inventory of time and distance
data for potential itineraries.
2 SCHEDULING
Provision of commercial
timetables and creation
of ‘vehicle shifts’ to define
correct scaling of the fleet to
support the production of the
transport offers.
4 MODELLING
Creation of ‘service
models’ and scaling
of the workforce
needed to produce
the offers.
3 ROSTERING
Construction of ‘driver shifts’
for theoretical workforce
organisation, taking into
account regulatory
and social constraints.

60 Keolis Group
Promoting employee
engagement
n 1 July 2014, City-Trafik, Keolis’ Danish
subsidiary employing 850 individuals, and
Nettbuss Danmark, a Norwegian rail sub-
sidiary employing 650, merged to form
Keolis Danmark. With a fleet of 450 buses,
the new entity became the country’s sec-
ond largest bus operator. In order to facil-
itate the merging of the two companies – each with a different back-
ground – a major employee integration programme was developed.
Over a period of six months, initiatives were set up to encourage active
communication among all staff, through information booklets, on-site
meetings etc. To promote a single company culture based on shared
performance objectives, local management and operations employees
from Nettbuss and City-Trafik were gathered together in the three
Copenhagen depots.
STRENGTHENING THE SENSE OF BELONGING
AND SHARING EXPERTISE
“Through internal communication, we set out to strengthen a sense of
OO
Number of people hired
on permanent contracts
in France in 2015.
3,8003,800

Because its development is based on a set of common values and areas
of expertise, Keolis places a lot of emphasis on the successful integration
of new employees. The Group achieves this by fostering a strong
organisational culture that unites new and existing employees around
the common goal of optimising performance.
Promoting employee engagement
belonging and to foster a common goal,” says Joakim Vasehus, Com-
munications and Human Resources Manager at Keolis Danmark. “We
used each new event – such as winning a new contract, the launch of
KeoSafe, our new eco-driving system, and company-sponsored sport-
ing events – as an opportunity to communicate about the Keolis brand.
In the summer of 2015, we created a common intranet platform to
further strengthen perception of the Keolis brand.” In parallel, signifi-
cant work was carried out to unify procedures and working methods.
COMING TOGETHER ON THE GROUP’S STRATEGY
Proving the company’s shared spirit of engagement, ex-Nettbuss
employees and their former City-Trafik colleagues rallied together for
the first KeoLife Week in June 2015. This Group-wide event focused
on continuous improvement initiatives and fostering a collective spirit.
In December 2015, Keolis Danmark reached an essential and symbolic
integration milestone when Keolis uniforms were distributed to all
employees.
Eighteen months after the effective merger, the subsidiary set out
to evaluate the process with an employee satisfaction survey.
Number of new
employees to be
recruited in the coming
months in Hyderabad,
India.
1,0001,000

62 Keolis Group
“The 75% participation rate, the high level of satisfaction and the
feedback we received proved that we achieved our main merger ob-
jectives,” says Joakim Vasehus. “While we are very pleased with these
results, we also look forward to continuing our efforts. In the coming
months, we will conduct an internal brand audit, ‘Are you 100% Keolis?’,
to identify the depot that has best integrated and adopted the Keolis
logo and truly embodies the company’s values.”
SHARING THE SAME DEDICATION TO CUSTOMER
SATISFACTION
Thousands of kilometres away from Denmark, Keolis
faced a completely different integration challenge. In
Hyderabad, India, the Group was selected in 2012 to
operate and maintain the city’s brand new automated
metro, which will eventually span 70 km of track. To suc-
ceed in this project, in a country new to the Group, the
Keolis subsidiary focused its attention on recruitment –
first managers (roughly 30 Indian nationals), and later
the first 400 employees. With its sights set on retaining
individuals who share the brand’s strong focus on ser-
vice quality and customer satisfaction, the Group made
a significant effort to integrate the new recruits. To begin with, the
company’s management committee welcomed each new employee on
their first day. New staff members then attended a two-week training
seminar to learn about Keolis’ values and processes. The subsidiary has
since committed to strengthening employee bonds with the company
in order to retain them in a very competitive job market. These mea-
sures have been put into place in preparation for a wave of 1,000 new
employees expected to arrive in the near future.
Keolis interns are happy in the workplace
Keolis is a great place to learn, according to its interns and
apprentices. In 2014-2015 the Group earned an employee
recommendation rating of 89% and an overall score of 4 out
of 5 from Happy Trainees, the first body to rate companies on
their ability to integrate, support and manage interns. Based
on a survey of 12,000 students, evaluating 800 international
companies, Keolis ranked 17th among employers taking on
more than 100 interns in France and abroad.
“By strengthening relationships between
employees and management, Yarra Trams
was able to create a new level of middle
management, which greatly contributed
to improving the operational performance
of the network.
In late 2011, after finding operational problems and poor
leadership in its frontline teams, Yarra Trams, the operator of
the Melbourne tram network, launched a complete overhaul
of its management system. In addition to clearly defining
each person’s roles and responsibilities, new operational
management positions were created to better manage
the frontline teams on a daily basis. These positions were
given to experienced employees from different professional
backgrounds (including former drivers).”
M A R T I N H ÄG G L U N D
QUALITY AND SAFETY MANAGER (CONTINENTAL
EUROPE), FORMER PROJECT DIRECTOR, OPERATIONS
AT YARRA TRAMS, MELBOURNE
“Through internal
communication, we set out
to strengthen the sense of
belonging and working towards
a common goal.”
J OA K I M VA S E H U S
KEOLIS DANMARK COMMUNICATIONS AND HUMAN
RESOURCES MANAGER
HERE THERE

KeoLife Week:
a global success story
M
ore than 140 events
were organised across
all of the Group’s
subsidiaries during the first
KeoLife Week, which took
place from 15 to 19 June
2015. Employees led several
largely passenger-focused
activities, based on the seven
workstreams of KeoLife,
the Group’s continuous
improvement programme.
Thanks to this collective and
simultaneous mobilisation, the
Group was able to demonstrate
to employees that they are all
united by one fundamental
objective: to maximise our
performance for the benefit
of our customers.
1 ‘Fare evasion is everybody’s business’ (TCL – Lyon,
France).
2 Promoting train journeys to seniors (Eurobahn –
Paderborn, Germany).
3 Laying a plaque to celebrate the fifth anniversary
of the VRE contract (Washington DC, United
States).
4 ‘A coffee with your driver’ (Transpole – Lille, France).
5 ‘Meet the customers’ event (Syntus – Apeldoorn,
The Netherlands).
4 5
31
2

64 Keolis Group
From the environment to business ethics and disability, Keolis is well aware
of the role it must play to meet the challenges of sustainable development.
This is why the Group works tirelessly to exceed the expectations of its stakeholders.
Its approach to corporate social responsibility addresses its passengers,
its employees, the environment and the communities it serves.
Leading by example

Leading by example
hy not use wastewater to fuel bus-
es? Ten years ago, this idea was still
a pipe dream in many countries. But
this circular economy solution has
been a reality in Sweden for more
than half a century. You only have
to visit Stockholm to witness this. Through a methanisation pro-
cess, engineers at Stockholm’s Henriksdal plant con-
vert the sludge produced by wastewater treatment into
biogas. This gas is then refined and piped directly to
Keolis Sverige’s bus depot just a few hundred metres
down the road. The resulting biogas fuel, renewable
and carbon-free, supplies 35% of the 1,000 buses op-
erated by Keolis in the Swedish capital. The remaining
buses have either swapped diesel for biodiesel (33%)
or bioethanol (25%), or have been fitted with a hybrid
biodiesel-electric motor (7%). “The switch to biofuels
has helped us save 80,000 tonnes of CO2
annually,” says
Alexis Kahlmann, Stockholm Sector Manager at Keolis
Sverige. “It’s the equivalent of taking 40,000 cars off
the road each year.”
INNOVATIVE HYBRID BUSES
When Stockholm’s bus fleet was renewed in 2014,
Keolis took the opportunity to introduce hybrid vehi-
cles. These have a combustion engine that powers an
alternator which in turn produces the electricity required
to drive the vehicle, along with a system that recovers
energy from braking. Since March 2015, the Group has
also started using a new hybrid technology, developed
by Volvo, in the eight buses running on Line 73 to the
centre of Stockholm. The new system produces up to
90% less pollutants than conventional diesel buses by
using a rechargeable lithium battery. These ‘plug-in’
buses can recharge in just six minutes when connected
at the terminus station and have a range of more than
eight kilometres before the biodiesel engine takes over.
ALTERNATIVE ENERGIES FOR BUILDINGS
This proactive sustainable energy policy extends beyond the bus fleet.
In 2011, SL, the local Public Transport Authority, decided to invest in
the construction of a ‘green’ depot, where around 100 Keolis buses are
parked and serviced. The depot generates 25% of its energy via
WW
tonnes of CO2
saved
annually due to the use of
biofuel in Keolis Sverige’s
Stockholm bus network.
80,00080,000
of Keolis buses
in Stockholm run
on alternative forms
of energy to diesel.
100%100%

66 Keolis Group
solar panels and geothermal
sources, and also pipes in rainwater
to wash the buses. In addition, three
wind turbines produce 9.56 GWh
each year, the equivalent of 33%
of the subsidiary’s electricity con-
sumption. Implementing these new
renewable energy sources allows
Keolis to contribute to significantly
improving the local energy mix.
ELECTRO-MOBILITY ON TRIAL
Likewise, in Gothenburg, 500 km
from Stockholm, Keolis Sverige is pre-
paring for a greener future. The sub-
sidiary, which has operated the urban
network since 2009, began powering
three buses on line 55 with wind- and
water-generated energy, on 15 June
2015. These buses join a fleet of sev-
en Volvo hybrid vehicles, identical to
those in Stockholm. The success of
this pilot programme could pave the
way for electro-mobility – a resource
already used in passenger cars – in
the realm of public transport.
A FOCUS ON CLIMATE CHANGE
These initiatives demonstrate the Group’s know-how in renewable en-
ergy and also align with Swedish energy transition goals. As Keolis
continues to reduce its energy consumption through programmes on
several other urban networks, in a broader sense, these actions reflect
Keolis’ commitment to environmentally friendly mobility. For the Group,
the COP21, held in Paris in late 2015, served as a reminder of the urgent
need to reduce the emission of greenhouse gases that cause global
warming. With this in mind, Keolis has made energy efficiency one of
the three pillars of its environmental policy.
Correcting the gender
imbalance at Yarra Trams
In Australia, as elsewhere, the public
transport industry has always been
predominantly male. To debunk
stereotypes and attract more female
candidates, Yarra Trams, the Keolis
subsidiary that operates the Melbourne
tram network launched a campaign
called ‘Driven Women’. This recruitment
drive focused on identifying the
expectations of potential candidates
and the barriers that prevent them
from applying. Since the launch of the
campaign two years ago, female driver
candidates have increased nine-fold. As
further evidence of the programme’s
success, the number of women across
the company has increased by 38%
since July 2014. In 2015, Yarra Trams has
nearly 400 women in its employment,
compared to less than 100 in 2000.
“In order to ensure our
customers travel safely and
have access to the support
they need, it is necessary
that we continuously develop
our knowledge of different
disabilities.
Keolis Mobilité Paris, which operates
PAM75, the on-demand transport
network for Parisians with learning or
physical disabilities and dependent
elderly people, launched the Café
Expert programme. This initiative
aims to develop employees’ skills
through quarterly interactive meetings
with two specialists from volunteer
associations. The sessions give drivers
the opportunity to strengthen their
understanding of disabilities and
benefit from shared best practice.”
M AG A L I B E N S A I D
SALES AND MARKETING MANAGER,
KEOLIS MOBILITÉ PARIS
HERE THERE
“We are
committed
to providing
passengers with
environmentally
friendly
transport modes,
endeavouring to
use the energy
we consume as
efficiently as
possible.”
A N N E - B L A N D I N E
DA S S E N C O U R T
DEPUTY DIRECTOR,
ENVIRONMENT AT KEOLIS

Ethics, a daily requirement
K
eolis’ ethics and
compliance programme
is designed to protect
the Group against financial and
legal risks and to ensure that
it expands in accordance with
business regulations. ‘Konformité’
provides a clear set of principles
and procedures to be applied on
an everyday basis: respecting free
and fair competition, prevention
of corruption and fare evasion and
protection of personal data.
In 2015, Keolis focused on
preventing the risk of corruption
and published a practical guide
featuring best practice regarding
relations with commercial
partners. Several awareness
and training initiatives were also
implemented during the year,
including a business ethics session
as part of induction courses for
new employees and as a module
in career development training for
subsidiary directors.
Finally, measures were put
in place to strengthen
the spread of Group procedures,
particularly in international
locations, where subsidiaries
created their own ‘Konformité’
roadmaps for 2016.

68 Keolis Group
Our references
METROS
• Pioneer and world leader in automated metros (225 km)
• Operations in France, UK, India and soon in China
Lille, Lyon, Rennes (France), Hyderabad (India), London (UK),
Shanghai (China, 2017)
TRAMS
• World leader in trams (660 km)
• Operator of the Melbourne network, the world’s largest
(250 km)
11 NETWORKS IN FRANCE
Angers, Bordeaux, Brest, Caen, Dijon, Le Mans, Lille, Lyon,
Orléans, Strasbourg, Tours
5 INTERNATIONAL NETWORKS
Bergen (Norway), Gold Coast (Australia), Melbourne
(Australia), Nottingham (UK), Porto (Portugal)
2 NEW NETWORKS UNDER CONSTRUCTION
Aarhus (Denmark), Waterloo (Canada)
TRAINS
Approx. 6,000km of track
8networks in Europe and North America
1 in 3 rail journey in the United Kingdom is made
on a network operated by Keolis
COMMUTER TRAINS
Boston (U.S.), Washington DC (U.S.)
INTERCITY TRAINS
Germany, The Netherlands, United Kingdom

BUSES AND COACHES
23,000vehicles worldwide
No. 1for urban buses in France
100%of the bus fleet in Stockholm runs
on alternative fuels to diesel
URBAN
Aix-en-Provence, Beaune, Bordeaux, Lille, Lyon, Montargis,
Montbéliard, Rennes (France), Adelaide (Australia), Burbank (U.S.),
Copenhagen (Denmark), Gothenburg (Sweden), Perth (Australia),
Stockholm (Sweden)...
Bus Rapid Transit: Las Vegas (U.S.), Metz, Nîmes, Rennes,
Tours (France)...
INTERCITY
Alsace, Ardèche, Eure, Haute-Garonne, Seine-Maritime (France),
Belgium, Quebec (Canada)...
Coach Rapid Transit: Beauvais-Amiens, Loire-Atlantique,
Franche-Comté (France)
AIRPORT SHUTTLES: Bordeaux, Marseille, Montpellier,
Le Bus Direct – Paris Aéroports (France), Fort Lauderdale (U.S.)...
ON-DEMAND TRANSPORT
No. 1French operator of transport for people
with reduced mobility
No. 2 in chauffeur driven cars in the Greater
Paris region with LeCab
TRANSPORT FOR PEOPLE WITH REDUCED MOBILITY
Angers, Caen, Châteauroux, Laval, Lens, Lille, Lyon, Paris,
Orléans (France), California (U.S.), Sweden...
ON-DEMAND TRANSPORT
Arras, Aix-en-Provence, Dreux, Greater Paris, Lille,
Orléans, Roissy, Rouen (France)...
CHAUFFEUR-DRIVEN CARS/TAXIS
Anaheim (U.S.), Belgium, Greater Paris (France)...
CAR-SHARING/CAR-POOLING
Arras, Bordeaux, Lens-Béthune, Lille, Orléans, Metz,
Rennes (France)...

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