Keolis Group Worldwide 2013

Journeys
without borders
WORLDWIDE2013

K
eolis is a leading
public transport
operator in
Europe and across
the world. Keolis offers
its customers transport
solutions that are
tailor-made to speciﬁc
local needs and
changing commuting
patterns.
Contents
Looking
to the future
18 - A governance
to build the future
20 - 10 essential questions
about Keolis
27 - 4 key objectives
Keolis' world
32 - Gold Coast
38 - Las Vegas
44 - Lyon
50 - Dijon
56 - Stockholm
62 - Indicators
Close-up on 2013
04 - In ﬁgures
06 - In facts
15 - In dates
67 - Keolis
across the globe
Implantations
BostonbynightBostonbynight
2
KEOLIS
Journeys
without borders
WORLDWIDE2013

The Keolis Group
AROUND THE WORLD…
Washington
Pompano
Fort Lauderdale
Collier County
Anaheim
Pomona
Monrovia
Lancaster
Merced
South Lake Tahoe
Van Nuys
San Francisco
Martinez
Richmond
UNITEDSTATES
Gaspé
Montréal
Longueuil
Rimouski
Campbellton
Trois-Rivières
Drummondville
Rivière-du-Loup
Québec
CANADA
Waterloo
Fresno
Boston
Las Vegas
North
America
Éric
Asselin
International
projects and
development
Jean-Pierre
Deghaye
Leila
Frances
NORWAY
DENMARK
GERMANY
THENETHERLANDS
BELGIUM
SWEDEN
Aalborg
Hinnerup
Helsingborg
Copenhagen
Slagelse
Rahden
Münster
Zwolle
Enschede
Apeldoorn
Venlo
Düsseldorf
Kassel
Soest
Lemgo
Hamm
Nyköping
Odensbacken
Gothenburg
Jönköping
Bergen
Dalarna
LUXEMBOURG
Keolis
Vlaanderen
Eurobussing
Bielefeld
Dortmund
Zutphen
Oldenzaal
PORTUGAL
Porto
Ashford
Leeds
Eastbourne
Sheffield
Brighton
Edinburgh
Newcastle
Cleethorpes
Birmingham
Coventry
Canterbury
Dover
Hastings
York
Hull
Glasgow
Windermere
Blackpool
Hereford
London
Southampton
Portsmouth
Barrow-in-Furness
Gatwick
Liverpool
Manchester
Shrewsbury
Nottingham
UNITEDKINGDOM
United
Kingdom
Alistair
Gordon
Rail
Existing tram
operation
Future tram operation
Bus / shuttle / trolley /
coach services / PRM
Operations outside
the platforms
Taxi
Future metro
operation
FirstKeolis
rail network (UK)
Govia rail network (UK)
Rail service
in Germany
Rail service
in the Netherlands
WORLDCAPTIONS

Gold Coast
Melbourne
AUSTRALIA
Hyderabad
INDIAAbu Dhabi
UNITEDARABEMIRATES Wuhan
CHINA
Australia/
New-Zealand
Michel
Masson
Metro
Existing tram operation
Bus Rapid Transit
CITY
Urban networks
Interurban networks
City
Car park with more than
300 spaces
In Greater Paris, 11 transport
hubs and 26 car parks with
more than 300 spaces are
managed by the Group
75
French
departments
covered by
interurban network
91 urban
networks
Besançon
PONTARLIER
LILLE
CAEN
LISIEUX
Rouen
STRASBOURG
OBERNAI
METZ
POMPEY SARREBOURGCHÂLONS-EN-
CHAMPAGNE
ORLÉANS
DIJON
LYON
Clermont-
Ferrand
RENNES
NANTES
Poitiers
BORDEAUX
Toulouse
MARMANDE
Marseille
Martigues
Vitrolles
Montpellier
MILLAU
ALENÇON
ARRAS
Evreux
COLMAR
ÉPINAL
NANCY SUB
TOUL
CHAUMONT
Charleville-Mézières
VESOUL
Belfort
LONS-LE-SAUNIER
NEVERS
Mâcon
RIOM
OYONNAX
Valence
Grenoble
AIX-LES-BAINS
St-Etienne
CHÂTEAUROUX
Chartres
TOURS
Saint-Pierre-
des-Corps BLOIS
Vendôme
QUIMPER
ANGERS
LE MANS
LAVAL
Niort
La Rochelle
Angoulême
Limoges
AGEN
PAU
FIGEAC
AUCH
TARBES
FOIX
Avignon
Perpignan
NÎMES
ABBEVILLE
AMIENS
Péronne
SOISSONS
CHAUNY
CREIL
SENLISCHANTILLY
CHERBOURG
ELBEUF
HONFLEURBAYEUX
FÉCAMP
LENS
Roubaix
Douai MAUBEUGE
Valenciennes
CHÂTELLERAULT
SAINTES
NARBONNE
Cannes
AIX-EN-PROVENCE
BREST MORLAIX
ST-MALO
LORIENT
CONCARNEAU
MONTARGIS
DREUX
MONTÉLIMAR
ALÈS
MONTBÉLIARD
VICHY
MONTLUÇON
Vienne
Reims
BezanneCHÂTEAU-
THIERRY
Thionville
VITRÉ
Villeneuve-d’Ascq
Aulnoye-Aymeries
Louvigny
Bellegarde-
sur-Valserine
Antibes
Cassis
Dax
ARC 1950
AURAY
Sundsvall
Stockholm
Finspång
Continental
Europe
Marc
Renouprez
... and
IN FRANCE
FRANCECAPTIONS

Despite a tough economic environment,
Keolis continues to deliver solid ﬁnancial
results and a track record of winning key
transport contracts around the world.
Close-up
on 2013
GoldCoast
WORLDWIDE 2013
3

in ﬁgures
A growing workforce
An ever-increasing staff since 2010
Actively recruiting
women
of managers are
women, versus
26% in 2007
47% 33%of recruits
in 2013
are women
6,800
2013
47,200 50,150 52,600 54,400
2010 2011 2012 2013
16,400 19,430 19,500 20,900
30,800 30,720 33,100 33,500
recruitments
in 2013
passengers
carried
in 2013
billion2.5
FranceInternational
KEOLIS
4

A solid financial standing
A balanced
revenue breakdown
11%
This is the
average annual
growth rate
over the last
10 years
30%70%
A stable shareholding
structure
SNCF
Participations
Caisse
de dépôt
et placement
du Québec
201320122010 2011
280 millions
Stable profitability for 2013
(€ million)
247
274
287
20102009 2011 2012 2013
Continuous revenue growth
(€ million)
3,425
4,113
4,443
4,980
5,091
FranceInternational
2,356
2,735
2,351
2,629
2,077
2,366
1,868
2,245
1,404
2,021
280
• Urban: 31%
• Territories: 14%
• Ile-de-France: 6%
• EFFIA: 3%
46%
• UK: 19%
• Continental Europe: 19%
• Australia/NZ: 5%
• North America: 3%
54%
France
International
1.71x
This is the leverage
at the end of 2013,
corresponding
to the net debt
to EBITDA ratio
A robust financial
structure
WORLDWIDE 2013
5

Thanks to the variety of networks that
it runs in 15 different countries,
Keolis today possesses an unparalleled
range of expertise. This key asset has
helped the Group once again to expand
its international reach by winning
several major contracts.
2013
in facts
KEOLIS
6Boston

Rail
Keoliswonthebiggesteverpublicservice
tenderinthehistoryofMassachusetts.
The eight-year contract for Boston’s suburban
rail network involves 13 train lines covering
1,000 kilometres of track with 134 stations
and 36 million passengers per year. It is worth
$335 million annually. The proposal by Keolis
Commuter Services (KCS), a joint venture
between Keolis (60%) and SNCF (40%),
was unanimously judged strongest on both
technical and ﬁnancial grounds by the
Board of Directors of the Massachusetts Bay
Transportation Authority (MBTA). The contract
includes strict commitments in terms of
punctuality, cleanliness, comfort, passenger
information and fare collection. With
this major win, the Group doubles the size
of its North American business, accelerating
the international rollout of its rail services.
USA
Boston
7
WORLDWIDE 2013
7

Strategic
partnerships
KeolisaccelerateditspushintoChinain2013.
In March, Jean-Pierre Farandou inaugurated
the company’s offices in Wuhan, one of the biggest cities
in the centre of the country. Keolis signed a joint venture
with the municipal company Wuhan Transportation
Engineering Construction Investment Group (WTECI)
to build the future hub of Wuhan airport’s Terminal 3.
Keolis will advise on the construction of an intermodal
transport system incorporating train, metro, bus and car
parks, and will manage the system when it comes into
operation in 2015. In April, Keolis’ President signed a
strategic partnership with Shanghai Shentong Metro
Group – operator of the Shanghai metro, one of the
world’s largest. The aim is to create a joint venture
and to combine forces to bid for urban metro and tram
contracts as well as regional train networks in Asia.
KEOLIS
8
KEOLIS RAPPORT D’ACTIVITÉ 2013
CHINA
Tours
Wuhan
Shanghai
Wuhan

WORLDWIDE 2013
Redesigning
networks
“Think like a passenger”. This strategy convinced
Storstockholms Lokaltrafik (SL) to renew its contract
with Keolis for the bus network in Stockholm and on
the island of Lidingö. Such a victory was not a given in the
extremely competitive Swedish market and faced with a very
demanding call for tender. The Public Transport Authority
had fixed very high targets for the operator: a passenger
satisfaction level of at least 75%, a 20% increase in traffic and,
most importantly, a drastic reduction in energy consumption
by 2017. By proposing to reorganise the network to make
it more efficient and committing to add 180 new vehicles
– including 52 hybrids – to its fleet by 2015, Keolis Sverige
came out the winner. The eight-year contract will begin
in August 2014 and generate revenues of 1 billion euros.
Tramlaunch
Followingthreeyearsofconstructionworks,
severalmonthsoftestingandawide-reaching
safetycampaigntargetingpedestriansandcar
drivers,theTourstramlinebeganoperations
on31August.The line now crosses the city from North
to South, serving several strategic points including
the railway station. This addition, coupled with a complete
redesign of the bus network, has metamorphosed
the city’s transport offer. The launch of the tram is
accompanied by a modernised ticketing system, new
areas served and improved passenger information that
incorporates eight screens per tram and four per bus,
with a mobile site delivering information in real time…
The people of Tours can be especially proud of the tram’s
unique design, made up of mirrors that reflect the city,
designed in collaboration with the artist Daniel Buren.
FRANCE
Stockholm
Tours
Stockholm
SWEDEN
9

10
Hisingen
Hisingen
SWEDEN
GreenfuelsOn 16 June, Keolis Sverige began
operating the Hisingen bus network.
Inlinewiththerequestofthelocaltransport
authorityofthislargeislandjustnorth
ofdowntownGothenburg,the142-strongﬂeet
ofbusesisentirelyenvironmentallyfriendly:
25runonbiodiesel,88onbiogasand29are
electric-biodieselhybrids.Intheyearbetween
winningthecontractandlaunchingtheservice,
Keolisalsorecruitedsome400employees,
setupanewdepot,builtafuellingstationand
washhouseandestablishedticketoffices.The
contract,worth40millioneurosannuallyforits
eight-yearduration,isthesixthforKeolisSverige
intheGothenburgregion.Thismakesusthe
leadingtransportoperatorinthearea(managing
80%oftraffic)andthesecondinthecountry.

Las Vegas
Network takeover
On7July,KeolisTransitAmerica(KTA)
droveitsfirstbusalongtheLasVegasStrip.
The five-year contract, awarded in February, involves
operating Lot B of the city’s bus network, which
serves the densely populated Hotel and Casino
Corridor. KTA took advantage of the five months
between winning the contract and officially
beginning operations to assess the skills of mechanics
and drivers, recruit additional personnel and organise
the operational launch of the network. Several
months down the line, the verdict is unanimous:
the local transport authority, Regional Transportation
Commission of Southern Nevada (RTC), and the
network’s existing employee base have heralded
the professionalism of KTA’s team and its ability to
ensure a seamless, efficient transition. Ridership is
also up: in October, passenger traffic on the famous
Strip rose 4% to reach a historic record of 1.37 million.
USA
LasVegas
11
WORLDWIDE 2013
Accessibility
With the slogan "Twents, just a different
carrier" widely spread through local
media, Keolis announced that its Dutch
subsidiary, Syntus, had officially taken
over running Twents on 8 December.
Thiscontract,signedin2011forninetrains
and135busescoveringtheTwenteregioninthe
eastoftheNetherlands,includedanimportant
focusonaccessibility:itinvolvedsignificant
investmentinadjustmentstobuses,trainsand
stopstomakeiteasierforpeoplewithreduced
mobilitytoaccessandusethenetwork.
Tocommunicatethesechangestothepopulation
andgenerateinterest,additionalsloganslike
“Justaccessible”and“Justahelpinghand”were
partofthemultimediacampaignforthelaunch.
THENETHERLANDS
Twente
Twente

Metz
Bergen
12
Bus Rapid
Transit (BRT)
In October, the citizens of Metz were
able to travel on their Bus Rapid Transit
system, Mettis, for the ﬁrst time.
With two lines totalising 18 kilometres,
37 stations and 27 vehicles, each with a
capacity of 150 passengers, this innovative
service structures the city’s new network,
“Le Met”, managed by Keolis via a semi-public
company. The system is environmentally
friendly thanks to its hybrid propulsion
system, which results in fuel economies
of 15 to 20%. The Mettis has also put
design at the forefront, with its bright
and inspirational plum, green, blue
and dark yellow décor. With this new service
in Metz, Keolis has increased its presence on
the BRT market. In July 2013, its expertise
in this area allowed it to renew its operating
contract for the Nîmes network, Tango,
for 10 years. Launched in September 2012,
Nîmes’ BRT is a great success. The Group
has committed to continue modernising
the southern French city’s network to attract
15.3 million passengers annually by 2022.
Tram
extension
Theﬁrststageoftheextension
ofBybanen,theBergenlightrail
network,cameintooperation
on21June.The extension
involves 3.6 kilometres of extra
track, six new trams, 23 drivers and
15,000 extra service hours per year.
The network, which previously
included 15 stations and spanned
10 kilometres, now serves the city’s
biggest shopping centre, Lagunen.
By June 2016, Bybanen will be
extended by a further 7 kilometres
to reach Bergen’s airport, another
initiative that is sure to bring smiles
tothefacesofits31,000dailyusers.
NORWAY
FRANCE
Metz
Bergen

WORLDWIDE 2013
13
Hyderabad
INDE
Early operator
involvement
As the operational partner chosen in 2012
by Indian construction and engineering
firm Larsen & Toubro (L&T) Metro Rail
to accompany it during the conception phase
then to operate Hyderabad’s future automatic
metro, Keolis played an integral role in the
network’s early development throughout 2013.
The pillars of the viaduct that will carry
the rails are already built, and a full-scale
model that reveals the interior of the trains
was presented to the public in October.
Work on the future depot was almost complete
by the end of the year. Keolis also started
recruiting its future team on the ground.
Top management, as well as key human
resources, finance, marketing, sales and
health and safety positions had been filled
in December, with most of Keolis Hyderabad’s
team recruited locally. By the end of 2014,
the subsidiary will count more than
500 employees, in anticipation of launching
the operation in 2015.
Hyderabad

KEOLIS
Line
extension
The extension of metro line B
has brought a forgotten area
of the city back to life. Extending
the Lyon metro by 1.8 kilometres
to Oullins station has transformed
this industrial wasteland into
a centre combining metro, bus
station and parking for cars and
bicycles, with an information point
and a main line SNCF railway station.
This technical feat necessitated
nearly four years of construction
and the removal of 100,000 cubic
metres of earth in order to build
a new tunnel under the Rhône River.
Passengers have been quick to adopt
this new service: a month after its
opening in December, the line B
extension was already carrying
nearly 20,000 passengers daily,
in line with Keolis’ expectations.
FRANCE
Lyon
Lyon
14

WORLDWIDE 2013
15
WORLDWIDE 2013
15
February
KTA wins a new para-transit
contract in the United States.
On 18 February, Keolis took
over the transport network
for people with reduced
mobility in Fresno, California.
With its 55 vehicles,
90 employees and more
than 200,000 journeys
made each year, it is one
of the most important systems
in the state. The three-year
contract will generaterevenues
of$16.9 million.
June
"Meet the Managers" goes
to Canada. The management
of Keolis Canada organised
an event to gain insight into
user experience in three major
stations in Quebec and
Montreal. The aim of the
initiative, which attracted
300 customers, was not only
to allow coach users to share
their insights, complaints and
ideas with the company’s
managers, but also to allow
the latter to share the
day-to-day experience of the
coach drivers. This operation,
largely inspired by a practice
initiated by Virginia Railway
Express in the USA, is also
getting very popular in
France. Several networks
throughout the country
organised “Meet the
managers” events in 2013.
June
Caen’s Twisto network
launches the first "Full NFC”
ticketing system in France.
A smartphone application
now allows passengers to buy
tickets and validate them
directly on the bus using their
telephone. The industrial
development of near field
communications (NFC)
technology now allows Keolis
to add another option to its
array of ticketing solutions.
The Strasbourg network has
also switched over, with its
U’GO application.
July
Keolis operates France’s
largest fleet of hybrid buses,
with nearly 140 vehicles
in Dijon, Bordeaux and Lyon.
We are also recognised for our
expertise in this area thanks
to our Danish and Swedish
subsidiaries. In Denmark,
City-Trafik took delivery of
14 new Euro 6 buses operating
out of its depot in Hinnerup.
In Sweden, where the majority
of buses in Stockholm and the
Gothenburg region are hybrid,
Keolis intends to make 100%
of the fleet fossil-fuel free
by the end of 2014.
September
Gold Coast’s light rail
network on schedule
for 2014. In spite of severe
weather and heat delays,
the Gold Coast light rail
network is on schedule
to commence operations
in mid-2014. Bombardier
delivered the first trams in
September and testing began
a couple of months later.
Fresno
Canada
Caen
France
2013IN DATES

KEOLISKEOLIS
2013
IN DATES
December
Keolis Deutschland
celebrated the inauguration
of the Ostwestfalen-Lippe
(OWL) diesel train network.
Under the 12-year contract,
Keolis will operate this
network, which serves the
region of Bielefeld in the
West of Germany. In addition
to the existing network,
Keolis took on two new
lines, recruiting 30 new
employees and adding
14 new trains to the fleet.
The 21 trains will travel 2.2
million kilometres per year.
September
Unprecedented service
quality for coaches in the
west of France. The Lila
Premier inter-urban express
coach service, which serves
several towns around
the city of Nantes, offers
a quality of service never
seen before in France.
This includes real-time
passenger information,
free 4G wireless Internet
and low floors for people
with reduced mobility.
Melbourne
October
Keolis and Eurostar target
the East Coast Main Line.
The two operators worked
together to submit their
tender to operate this rail
line linking London with
Scotland’s major cities.
Combining Keolis’
experience in franchise
operation and international
tenders with Eurostar’s
expertise in customer service
and product innovation
multiplies their chances
of winning the contract
for this flagship British rail
system. A decision is
expected in October 2014.
November
Melbourne’s E-class tram
hits the tracks. After a long
and challenging test period,
the new Yarra Trams vehicles
made their first commercial
journeys at the end of 2013.
These new Bombardier
trams, the largest ever seen
in Melbourne with capacity
for 210 passengers, are also
”low-floor” to allow access
for people with reduced
mobility.
Nantes
Germany
16
Eurostar

With the launch of KeoLife,
the reorganisation of international
activities and the creation of two new
departments, 2013 was a watershed year
for the Group. This section gives an
insight into the drivers that are helping
Keolis focus on the future.
Looking to
thefuture
London 17
WORLDWIDE 2013
17

Members of the
Group’s Executive Committee
From left to right:
Bernard Tabary CEO International
Olga Damiron Human Resources Director
Arnaud Van Troeyen Executive Vice President, Strategy and Development
Jean-Pierre Farandou Executive Chairman
Michel Lamboley Group CEO (up)
Laurent Kocher Executive Director, Marketing, Innovation and Services (down)
Jacques Damas Executive Director, Rail and Operations
Frédéric Baverez CEO France and CEO EFFIA
A governance
to build the future
18
KEOLIS

Members of the
Supervisory Board
Patrick CÔTÉ
Asset Management Director,
CDP Capital France
MathiasEMMERICH
Director Finance,
Purchasing and IT,
SNCF
Jean-Yves LEBLANC
Independent administrator,
former President of
Bombardier Transport
Éric LACHANCE
RegionalDirectorEurope
Managementandvalorisation
ofinfrastructure'sinvestment,
CDPCapitalFrance
Joël LEBRETON,
Chairman of the Supervisory Board
Laurent TREVISANI
Director
of Strategy,
SNCF
NormandPROVOST
Vice-President,
Caisse de dépôt et
placement du Québec
PhilippeMAYSTADT
Independentadministrator,
HonoraryPresidentofthe
EuropeanInvestmentBank
“Keolis’ two shareholders, one from
industry (SNCF) and the other from ﬁnance
(CDPQ) are perfectly complementary
and united in their support of a long-term
plan for the Group. This balance and desire
to look ahead form one of the foundations
of Keolis’ governance, with a rationalised
Supervisory Board keen to bring together
the right conditions for the plan’s successful
deployment. To do this, the Board adopted
a roadmap in early 2013 setting out a ﬁve-year
strategic plan for Keolis. The plan is already
starting to deliver on its promises, if we take
the examples of the prestigious win in Boston
and the constitution of the new Executive
Committee, which is particularly well-equipped
to face the future.˝
19
WORLDWIDE 2013
19

What were the main events that
deﬁned 2013 for Keolis?
Jean-Pierre FARANDOU,
Executive Chairman
10essential questions
about Keolis
The year proved to be a key stage in our transformation as
we prepare Keolis for a new phase of growth.
We set an ambitious target of achieving €7 billion of annual
revenue by 2017, which would be a 40% increase compared
with 2013. We have strengthened the Group’s corporate struc-
ture by creating two new departments that will be essential
for our development both in France and abroad. These are the
Rail and Operations Department, which will help us attain our
goals in Mass Transit, and the Marketing, Innovation and
Services Department, which will speed up the work we are
doing on new forms of mobility and the “smart city”.
In parallel, we made progress on our project to decentralise
the Group at the international level by creating four regional
platforms: North America, United Kingdom, Continental
Europe and Australia/New Zealand. These platforms will help
us integrate local skills, consolidate the presence of our sub-
sidiaries in these target regions, and step up our pace of
development.
We also launched KeoLife, a major corporate initiative which
is focused on our core mission of achieving customer satisfac-
tion. This includes passengers, of course, but also the Public
Transport Authorities with whom we strive to establish and
maintain strong partnerships.
An interview with the Executive Chairman
Jean-Pierre Farandou and members
of the Executive Committee.
20
KEOLIS

What were the business highlights for Keolis in 2013?
What is the outlook for Keolis
in 2014?
We had many commercial
successes in 2013. In France,
Keolis maintained its reputa-
tion as an efficient and reli-
able operator by retaining
99% of its urban contract
portfolio. This demonstrates
our capacity to support local
authorities and help them
transform their transport net-
works. I would also mention
the launch of two new net-
works in France, a light rail
system in Tours and a rapid
transit bus system in Metz.
2013wasalsoaneventfulyear
with regard to technological
innovations,suchasthelaunch
of the NFC* systems in Caen
andStrasbourg.InRennes,we
reached an agreement with
the universities to stagger the
starting times of classes to
avoidpeakperiodsonthenet-
work. This innovative idea is a
real-lifeillustrationofourpart-
nershipapproachtothecom-
munitiesweoperatein.EFFIA
also won a number of con-
tracts in 2013, once again
showinghowimportantpark-
ing is to our multimodal offer.
EFFIA is now number 2 for
parking in France and man-
ages approximately 118,000
car park spaces.
Turning to international mar-
kets,Iamproudofsomemag-
nificent wins that we have
chalked up and which anchor
usmoresecurelyinourpriority
regions. In North America, we
are now operating the Las
Vegas bus network. We also
have been chosen to manage
commuter rail services in
Boston, the largest-ever dele-
gatedtransportmanagement
contract in the United States.
Elsewhere,thecityofStockholm
renewed its confidence in us
to operate its bus network. In
emerging markets, Keolis is
now represented by ad hoc
teams. In India, the Group will
soon have an excellent show-
casethankstotheworkbeing
doneontheHyderabadmetro.
In the Arabian Gulf, we are
present through our repre-
sentativeinAbuDhabi.Andin
China, we are preparing to
operatethefutureinterchange
hub at Wuhan Tianhe Airport
in 2015. We have also formed
a partnership with Shanghai
ShentongMetroGroup,which
should speed up our expan-
sionnotonlywithinChinaitself
but throughout Asia.
* NFC: Near Field Communication.
Currently, we are awaiting the outcome of several major ten-
ders,includingtherenewaloftheBordeauxnetworkandthe
four British franchises, for which we have been shortlisted.
The Group will also be particularly focused on three other proj-
ects:thelaunchoftheGoldCoasttramwayinAustraliainJune;
our takeover of the Boston rail network in July; and the trials of
the Hyderabad metro. That metro is scheduled to be launched
in 2015.
The public transport market is becoming fiercely competitive so
we must continue more than ever to optimise our costs and
processesinordertoimproveourserviceoffertocustomers.This
is the whole purpose of KeoLife, which we expect to help us
achievethehigheststandardsthroughouttheworld,particularly
with respect to safety and the battle against fare evasion. I have,
infact,chosenthesetwothemesastheGroup’skeyprioritiesfor
work, action and improvement in 2014. KeoLife also includes a
specific component relating to Corporate Social Responsibility,
in which we undertake to step up our dialogue with external
stakeholders – cities, state representatives, businesses, civic
groups,passengerassociations,etc.–sothatwecanbettercon-
tribute to the life of the communities where we operate.
In 2014, the Group will be working hard to launch Hyderabad’s
automatic metro system, with the first section due to open on
21 March 2015.
21
WORLDWIDE 2013

Looking back, 2013 was a
pivotal year during which
Keolismobiliseditseffortsto
prepare for the future.
In spite of all the economic
turbulence we demonstrated
our solidity. Our revenues
stoodat€5.1billion,anincrease
of 2.2% compared with the
previous year. This is a good
result even though there was
a slight erosion in our profit-
ability due to negative impact
of exchange rates and the
renewal of certain contracts
entailinggreaterfinancialcon-
straint. Nonetheless, the
Group’s financial situation
remains healthy and the level
of our debt is contained.
Most importantly, we have
continued to move forward,
givingourselvesthemeansto
pursue our growth. We have
set an ambitious target by
aimingtoincreaserevenuesto
€7 billion in 2017. Today, we
possess both the means and
the strengths to achieve our
ambitions. These include the
trust and support of our
shareholders, SNCF and
CDPQ*, and adequate finan-
cialresources,thankstoasuc-
cessfully completed loan
renegotiationof€800million.
This will enable us to consider
external growth operations
with confidence. Our teams
havebeenstructuredtomeet
the challenges ahead of us,
and we have relocated all our
areas of expertise on a single
site, our new headquarters in
central Paris.
Our commercial successes in
2013 obviously will be
reflected in our results. The
Group is readying itself to be
much more aggressive, par-
ticularly in strengthen-
ing its positions in the
railsectorincertaintarget
markets, such as in the
United Kingdom, where we
have been invited to bid in
competition with the world’s
besttransportoperators.This
just goes to show what a
strong reputation Keolis has
built in international markets
over the past ten years. I am
pleased that we have done
this without sacrificing our
identity or the values that
have always guided us, par-
ticularly with regard to finan-
cial prudence.
More than ever, our mission is
to guarantee the Public
Transport Authorities careful
How is Keolis performing in this difficult global
economic environment?
Michel LAMBOLEY, Group Chief Executive Officer
22
Keolis has the financial
resources necessary
to feel comfortable
about the future.
Keolis has brought together all of its areas of expertise
in new headquarters located in the 9th arrondissement of Paris.
€800 M
cash available:
managementoftheresources
entrusted to us in the frame-
work of our public service
delegation contracts. We
remain focused on being a
trusted partner of the world’s
biggest and best transporta-
tion systems.
* Caisse de dépôt et placement
du Québec.
10 essential questions
about Keolis
KEOLIS

The challenge that we face in France is meeting the
expectations of the Public Transport Authorities in terms of
providing high-performing solutions while also adapting to
their ﬁnancial constraints and needs to use public funds
efficiently. The business model for public transport in France is
underpressure.Althoughtrafficcontinuestogrow,theshareof
costsassumedbythepassengerisconstantlyfalling.Only31.7%
of operating costs today are covered by commercial revenues.
In this context, alongside an inevitable need for cost-cutting,
Keolis is focusing its efforts on building revenue by providing
services that will help drive increases in passenger traffic. This
isapowerfulargumentforlocalgovernments.OurFrenchurban
networks reported an overall rise in revenues of 6.4% in 2013.
Thisisaquiteremarkableresultgiventheeconomicclimate,and
was achieved by designing attractive networks, implementing
“We are striving to meet
the mobility needs of Public
Transport Authorities by showing
ourselves to be attentive,
transparent and creative.”
plans to win and retain customers, and providing reliable real-
time information to passengers. Combating fare evasion is on
top of our priority list for 2014. We are addressing it by thinking
in terms of the whole mobility chain and the complementary
interaction of the different modes of transport.
We are striving to meet the mobility needs of Public Transport
Authorities by showing ourselves to be attentive, transparent
and creative. Our development to date has mostly taken place
in the French provinces, but we are very interested in the
scheduled opening up of the market in the Paris region. Our
widelyacknowledgedexpertiseinoperatingdriverlessautomatic
metrosgivesusgenuinelegitimacywithregardtoprojectssuch
astheGrandParisExpress,anextensiverapidtransportnetwork
planned for the Paris region. Construction of the network is
expected to start in 2014. The ﬁerce competition in this project
should give rise to innovative solutions to meet the region’s
growing transportation needs and expectations.
The Greater Paris project will open up the Paris region
to competition.
What is Keolis’ strategy in France?
Frédéric BAVEREZ, Chief Executive Officer France,
and Chief Executive Officer EFFIA
23
WORLDWIDE 2013

KEOLIS
24
What will Keolis’ international strategy be in 2014?
Bernard TABARY, CEO International
2014 should be a good year for international growth. Our
first challenge will be to deliver on the promises to which
we are contractually committed following major tenders
recently won by the Group, including Gold Coast, Boston
and Hyderabad.
We are about to inaugurate the new Gold Coast light rail, the
first to be launched in Australia in two decades. There has
been a colossal amount of preparation work on this project,
including 60,000 route and construction drawings and nearly
100 people hired and given training in several of our European
networks. In Boston, a network we won at the very start of
2014, we have had barely six months to prepare to operate
1,000 kilometres of rail track and 13 suburban lines. In
Hyderabad, India, we are preparing to launch the three lines
of the automatic driverless metro, the first stretch of which
will open in March 2015. This year alone we will be hiring and
training about 500 people for the network.
Last year we organised the company into four regional
platforms, and this new structure is strengthening operational
performance while also providing momentum for business
development. We are keeping an active watch on emerging
markets, where there is a strong appetite for public transport
and we intend to compete aggressively in markets where the
business conditions are in line with our development criteria.
Keolis has some key advantages when it comes to competing
internationally. First and foremost, our flexibility enables us to
adapt to local cultures, existing modes of transport, different
types of contract, and constraints and choices determined by
local transport authorities. Next comes our insistence on
providingasuccessfulpassengerexperience,which,evenmore
thanourtechnicalperformance,constitutesthetruebarometer
of our success. We’ve established strong partnerships with
local transit authorities who are our best ambassadors and
biggest supporters when it comes to new bids. And last but
notleast,thereisourcommitmenttoouremployees.Weknow
that in our industry, the customer experience is strongly based
on interactions with frontline staff, and so we are continually
focused on training and motivating our employees.
of track and 13 suburban
train lines will
be operated in Boston
from July 2014
More than
600 miles
about Keolis

Weneedtobepragmaticandeffective.Inanuneveneconomic
context, ﬁnancing the operation of a transport network is a
daily challenge for many governments. It is up to us to offer
them the best value for money. The Group is committed to this
objective.Wepromotehigh-performingtechnicalandoperational
solutions, including reengineering networks and developing
intermodality. We do this by introducing attractive commercial
offers and organising ﬂuid interchanges between different
modes. We also speed up the development of global solutions
through consortia and partnerships with companies offering
innovative ideas for ticketing systems, smartphone applications
and other digital innovations. As far as developments in the
transportoperatorbusiness,weneedtostayaheadofthemarket
andbemoreproactiveinourdealingswithlocalauthorities.This
includes offering them new funding models, such as public-
privatepartnerships,andnewservices,suchasassetoptimisation.
Althoughwearegenerallynottheownersofrollingstock,tracks
and transport infrastructure, our role as a responsible operator
means we must constantly explore and propose the best
solutions for optimising the management of these assets on a
long-term basis.
Why is Mass Transit a strategic
sector for Keolis?
Jacques DAMAS, Executive Director
Rail and Operations
How can Keolis continue to expand
in a sector experiencing more and
more constraints?
Arnaud VAN TROEYEN, Executive Vice President,
Strategy and Development
The combination of demo-
graphic pressure, growing
urbanisation and a strong
needforpopulationmobility
calls for high-capacity trans-
port systems capable of car-
rying millions of passengers
every day via trains, metros
and tramways. Not many
operators have the scale to
manage complex networks
the way Keolis can. Public
Transport Authorities recog-
niseandappreciateourexperi-
ence, the diversity of our
portfolio and our ability to tap
into the expertise of our col-
leagues at SNCF. In Boston,
Hyderabad, Lyon and the UK,
these authorities value our
capacitytomanagecomplex-
ity for clients even as we are
delivering simplicity for pas-
sengers. They trust Keolis to
safely transport millions of
people. Obviously, we will be
bringing new infrastructure
andnewequipment,including
trains, metros and trams, into
service. But we must also
leverage existing capacity as
efficiently as possible in order
tomakethebestuseofpublic
funds. This requires going
fasterandfurtherinthedevel-
opmentofindustrialmethods
for production efficiency, in
optimising the interface
between various modes of
transport (buses, cars, self-
service bicycles, etc.), and in
deploying information tech-
nologies for the benefit of
customers.
The extensive experience I
bring to Keolis from SNCF in
the rail sector and in opera-
tions will strengthen Keolis’
Mass Transit development
internationally by building on
our existing fundamental
strengths,theprincipleamong
these being our unrelenting
focus on safety.
25
WORLDWIDE 2013

A revolution is occurring in
public transport. The wide-
spreaduseoftheInternetand
smartphones, the advent of
social media, and the free
availability of information are
transforming our customers’
transportation experience. In
thisevolvinglandscape,Keolis
has one considerable advan-
tage–ourabilitytoadapt.Our
Marketing team has explored
these issues for many years.
Through our Keoscopie
research programme, for
example, we have focused on
understanding passenger
behaviour and then using this
knowledge as a starting point
to explore new solutions in
major networks in France and
around the world. With our
subsidiary Canal TP, we are
developing innovative infor-
mation systems, such as jour-
neyplanningapplicationsand
multimodal information that
now enable us to be posi-
tioned in the “door-to-door”
segment.Ournextchallenges
include Open Data, which will
furtherstimulatethecreativity
How are digital technologies changing
our approach to mobility?
Laurent KOCHER, Executive Director for Marketing, Innovation and Services
of our developers seeking
innovationandimprovedper-
formance, and the collabora-
tive economy, which is based
on the principle of sharing in
transport management. We
will be monitoring both of
these trends closely so that
we can be a driving force in
the mobility of tomorrow.
How can you make Keolis an attractive employer brand?
Olga DAMIRON, Human Resources Director
Attracting talent is vital if we are to deliver on our strategy.
This is an ongoing challenge for a company like Keolis, which
isinconstantmotion.Todaywearetryingtomeetthreeprimary
objectives: respond to the international development of our
business by recruiting multilingual and multicultural people;
rejuvenate our talent pool; and target people with very speciﬁc
proﬁles, particularly in the areas of rail and engineering. With
this in mind, we have renewed our communication efforts to
target young graduates. We are doing this through a business
game integrated into the curriculum of many engineering
schools where we recruit. The Group also operates a graduate
training programme which continues to grow and mature. In
addition to offering training in bus and coach operations, we’ve
recentlyaddedprogrammesinmaintenanceandrailoperations.
Keolis also continues to make use of the French International
VolunteerProgrammetoaddaninternationaldimensiontoour
hiring processes. To optimise our recruitment procedures, we
maintainaresumelibraryandofferourmanagersaccesstothe
SNCF Group’s intranet job exchange. This not only enables us
topooltalentandresourcesbutalsoincreasesemployees’career
opportunities. Alongside these initiatives, we provide a wide
catalogueoftrainingprogrammeswhichareessentialtoramping
upouremployees’skillsandguaranteeingthetransferofknow-
how to an international level.
about Keolis
26
KEOLIS

Keolis has made the UK one of its
major targets for 2014. The UK is a
large open-competition market,
where all of the world’s leading rail
operators are seeking to secure a stake.
Currently, some of the UK’s most important
rail franchises are up for grabs.
“We have been active in the UK for 15 years,” says
Bruno Auger, Rail Director at Keolis. “It’s a highly strategic
market for our Group and we have very high ambitions
there.” These ambitions may well be realised in 2014, when
four major franchises will be awarded. They include the
Thameslink and Crossrail franchises, which provide train
services across the Greater London area. Also in the mix is
Docklands Light Rail (DLR), an automated elevated metro
serving the Docklands area of East London, and the East
Coast Main Line, one of the UK’s principal regional rail ser-
vices between London and Scotland.
Shortlisted alongside the world’s leading rail operators, Keolis
has submitted bids for these franchises in partnership with
other prominent companies. On the
Crossrail and Thameslink bids, Keolis
is partnered with Go-Ahead, a lead-
ing British transport operator. On DLR,
our partner is Amey – an engineering
company specialising in public transport
infrastructure. On the East Coast Main Line bid,
Keolis has established a unique partnership with
Eurostar, combining the Group’s rail expertise and its vast
experience with major international tenders with Eurostar’s
reputation for customer service and product innovation.
The East Coast Main Line itself represents annual revenue
of roughly €1 billion, which is equal to Keolis’ current annual
revenue for the UK.
“Winning one of these four contracts would really see us
turning a corner in developing our revenues and taking control
of our future,” says Bruno Auger. “By becoming the majority
operator of a British franchise, Keolis would greatly raise its
proﬁle in the UK rail market, which is regarded around the
world as a benchmark for competition and growth.”
A number of major strategic projects launched
in 2013 will advance in 2014, as Keolis strengthens its market
positions across the world and builds for the future.
Here we spotlight four of these key initiatives:
4key
objectives
FORTHEFUTURE
United
KINGDOM
Keolis now generates
a turnover of €1 bn
in the UK.
WORLDWIDE 2013
27
A priority
for development
2727

Knowledge
Management champions
are spearheading the
Group’s efforts worldwide.
35
employees will have
access to the system.
2,400
Keolis is expanding interna-
tionally at a rapid pace. So it
is more important than ever
for subsidiaries around the
world to share experience
andbestpracticesefficiently.
A Knowledge Management
system was developed in
2012 with the initial aim of
gatheringcasestudiestosup-
port international tenders.
However, it quickly became
obvious that this approach
could benefit not just the
preparation of tenders, but
4 key objectives
for the future
Knowledge
MANAGEMENT
also ongoing operations.
Every network, from
Melbourne to Quebec, has
unique characteristics. Keolis
teams have acquired a broad
range of know-how that can
be leveraged by colleagues in
other parts of the world.
Nearly two years after the
introduction of Knowledge
Management, and in order to
increasetheseexchanges,the
Group is now testing dedi-
cated software. Using the
KeoShareonlinecollaborative
platform will make it possible
to easily share best practices
Keolis teams have
acquired a broad
range of know-how.
Spreading excellence
have already been
integrated into the
system.
350
case studies
and processes of all kinds
throughout the Group – from
how to reorganise a bus net-
work or plan light rail asset
management to how to opti-
mise fair hiring practices. Full
rollout is scheduled before
the end of 2014.
“Keolis’offeraroundtheworld
is becoming increasingly
strong,” points out Laurence
Fourcade,HeadofKnowledge
Management at Keolis. “This
gives Public Transport
Authoritiesallthemorereason
to entrust their network oper-
ations to us, as a fully interna-
tionalgroup.Thisplatformwill
make it easier to access infor-
mation from throughout the
organisation, not just as it fil-
tersdownfromheadquarters.
Our experts will be able to
share technical knowledge
much more readily.”
The advantages are numer-
ous, from saving time and
money to allowing opera-
tional staff to acquire infor-
mation from people with
relevant experience in other
countries and adapt it to their
local context. The long-term
benefits will be an improved
transport offer for Public
Transport Authorities and the
best possible service quality
forpassengers,whereverthey
are in the world.
KEOLIS
28

of public transport
passengers worldwide
think that paperless
tickets will make their
journey easier*.
75%
In a decade, the digital
revolution has profoundly
impacted passengers’ travel
patterns. Through a series
of innovations in its public
transport offer, Keolis has
carried out many initiatives
not merely to keep pace
with change, but rather to
anticipate it. The Marketing,
Innovation and Services
Department was created in
2013, giving concrete form
to this strategic priority. One
of its areas of responsibility
is Digital.
“Today, not only do travellers
have a multitude of modes of
transport for their journeys
(bicycle, car, bus, metro, etc.),
but new technologies also
allow them to access the
information needed to com-
bine them and so create a
customer-made product cor-
responding exactly to their
needs,” notes Najoua Ben
Jemaa,GroupDigitalDirector.
Four trends have profoundly
impacted passenger: real-
time information by smart-
phone or tablet, a huge
increase in the number of
sourcesofinformationthanks
to social media and crowd-
Digital
sourcing, the spread of col-
laborative consumption, and
the advent of the “Digital
City” thanks to Open Data
and Big Data.
“These trends guide us natu-
rally to create new tools and
servicesforconnectedmobil-
ity,” adds Najoua. Keolis has
already developed a palette
of multimedia tools that sim-
plify passengers’ access to
informationontheirtransport
network: travellers can pre-
pare their journeys by con-
sulting network maps,
timetables incorporating dis-
ruptions, multimodal route
searches and real-time traffic
information. That is made
possible largely thanks to
Navitia technology, devel-
opedbyCanalTP,Keolis’sub-
sidiary specialised in digital
solutions. Keolis is also a pio-
neer in innovative exper-
iments for ticketing solutions
in France, e.g. contactless
ticketing, tickets by smart-
phoneandonlinedistribution.
The Group wants its new
Digital Department to speed
up the development of digital
services and to go further by
encouraging innovation and
the sharing of good practices
initiated by and with subsid-
iaries. That is how the new
solutions it offers will be
increasingly in line with the
mobility of tomorrow.
people in Europe
could use
car-sharing
by 2015.
5.5 million
The new paradigm
of passenger
transport
Real-time traffic information
on smartphone offers
great services to passengers.
* Research carried out by
Accenture from September 2012
to January 2013, survey of users
in 9 European, North and Latin
American, and Asian cities.
of passengers follow
their operator
on Facebook,
and 42% on Twitter*.
63%
WORLDWIDE 2013
29

Faced with growing pres-
sure on Public Transport
Authority budgets, Keolis
remains a leader in continu-
ally improving the quality of
service it provides while
reducing its costs. How? By
ﬁnding innovative ways of
collaborating with local
authorities to optimise
operations while focusing
on value for money.
These are clear ways in
which Keolis’ subsidiaries
can offer better value for
money and reduce pressure
on margins. The KeoLife cor-
porate programme initiated
in 2013 supports Group-wide
ValueFORMONEY
through asset
management.
without increasing
costs.
Keolis extended
the life span of the Lyon
metro from
The use of Neolis in
Stockholm will help boost
ridership from
35 years
to 53 years
90 million to
110 million
coordination to improve the
sharing of good practices in
revenue risk management
and to deliver synergies in
procurement and lean
management.
Keolis’expertiseinassetman-
agement is increasingly
attractiveforPublicTransport
Authorities seeking to opti-
mise their networks and gen-
erate value. For example,
Keolis used its experience in
asset management to extend
the lifecycle of the ageing
metrosysteminLyonfrom35
yearsto53years(until2030).
Similarly, it extended the
tram network’s lifecycle in
Melbourne. With Neolis, a
unique approach to restruc-
turing public transport net-
works, Keolis is able to
demonstrate to Public Trans-
portAuthoritieshowtheycan
improve services and boost
ridership at the same time as
reducingcostsbyimplement-
ing optimised transport sys-
tems. A full Neolis study was
part of the tender for the new
contract for the Stockholm
bus network, awarded in
November 2013.
Even when contracts give
Keolislesscontroloveropera-
tions, its know-how with
respect to optimisation still
generates benefits. In Bel-
gium, where Keolis operates
busnetworksthrougharound
40 subsidiaries as a subcon-
tractor,theGroupcannotcon-
trol costs by adapting service
levels. Even so, its Belgian
holdingcompanies–Eurobus
Holding and Keolis Vlaan-
deren – have worked hard
over the past four years to
reduce the cost of operations
withoutaffectingbottom-line
growth,chieﬂybyimplement-
ing lean management pro-
cesses and taking advantage
of best practices throughout
the Group.
Keolis offers a continual
improvement in the quality of
service while striving to con-
stantlyloweritscosts.Inshort,
it seeks to provide the best
possible value for money.
75% of the costs of running a bus network
stem from labour, energy and maintenance costs.
Improved
andgreaterservices
4 key objectives
for the future
KEOLIS
30

From Australia to the USA,
from Sweden to France, every day
Keolis uses its public transport expertise
to serve millions of passengers.
Gold Coast
Keolis helps
engineer the new
light rail
Las Vegas
Keolis: an expert
in transition
Lyon
A laboratory
for innovation
Dijon
Customers
at the heart of
the network
Stockholm
Keolis optimises
the bus network
Keolis’
world
WORLDWIDE 2013
31

The Gold Coast light rail system in Queensland, Australia,
is due to begin commercial operations mid-2014. Not only is Keolis
a member of the joint venture that will be operating the network
for 15 years, it played a key role in many upstream design
and engineering decisions.
Gold Coast
KEOLIS HELPS ENGINEER
THE NEW LIGHT RAIL
Gold Coast
AUSTRALIA
KEOLIS
32

sentexpertsfromFrancetoQueenslandtoensurethatthe
most relevant solutions were proposed. There are many
examples of contributions from Keolis: as the network was
beingdesigned,theGroup’sexperienceofintegratingtram
systemsintheFrenchcitiesofToursandBordeauxproved
invaluable when it came to dealing with such elements as
pedestrian crossings and road passages. Regarding the
rolling stock, Keolis drew on its experience to recommend
longer, rather than shorter, trams in view of the configura-
tion of the network, in order to optimise each journey and
reduce costs. To maximise safety, the depot was designed
withoutoverheadwiring,avoidingtheriskofelectrocution,
and tracks were laid in such a way that trains did not need
to be reversed, so reducing the risk of accidents.
SUPPORT IN THE COMMUNITY
During the preparation phase, Keolis has built up a close
relationship with the State of Queensland by working
closelywiththecustomernotonlyontechnicalengineering
issues, but also on fostering enthusiasm for the project
among the local community. In Australia, public transport
is less popular than in other parts of the world. Because of
thedisruptioncausedbysuchaproject,withroadclosures
and other inconvenience inevitably accompanying the
constructionworks,itwascrucialtogetthecommunityon
side from the outset. This included residents and business
owners, but the added complication of a transient tourist
population made the project even more challenging. Hand
in hand with TransLink, Keolis held public consultation
meetings,openedavisitorcentreandrangrassrootsinitia-
tives involving local schools and businesses. Not only did
this help the community assume ownership of the new
networkthroughouttheconstructionphase,italsolaidthe
groundworkforall-importantsafetyeducation,astheGold
Coast community of drivers and pedestrians learns to
adapt to sharing the roads with the tram.
Gold Coast, a city in Queensland, Australia, some 70 kilo-
metres south of Brisbane, is a fast-growing community
and thriving tourist hub whose public transport needs
have evolved considerably. The State of Queensland
wanted to install a rapid transit system to serve it. After a
feasibilitystudytheyoptedtouselightrailratherthanbuses,
becauseofhighercapacityandlowerenvironmentalimpact.
Acompetitivetenderwaslaunchedforaconsortiumtojoin
with the State Government in a Public-Private Partnership
in 2009, and in May 2011, GoldLinQ was announced as the
winner.KeolisAustraliaisamemberofthisconsortiumviaa
jointventurecalledKDRGoldCoast,speciallyformedforthis
franchise with Downer, its partner on Yarra Trams in
Melbourne. KDR Gold Coast will operate and maintain the
network for a 15-year period. Other members of GoldLinQ,
responsible for engineering, construction and supplying
rolling stock, are McConnell Dowell Constructors and
Bombardier Transportation. All the consortium partners
were regularly invited by the Public Transport Authority,
TransLink,tocontributetheirknow-howtothedevelopment
oftheproject.NumerousfeaturesoftheGoldCoastlightrail
network bear the hallmark of specific input contributed by
Keolisspecialists.Theseexpertsvalidatedeachstageofthe
design of the future system covering the choice of rolling
stock, station implantation, depot plans, and issues relating
to safety and maintenance.
THE MOST RELEVANT SOLUTIONS
Byputtingitsfaithinits“Thinklikeapassenger”philosophy,
Keolis ensured that its input into the development of the
project would focus on satisfying the city’s genuine long-
term needs. The KDR Gold Coast joint venture brought to
thetablenotonlytheGroup’svastinternationalexperience,
but also know-how specific to the Australian market gar-
neredfromitsoperationsinMelbourne.Anumberofexpe-
rienced engineers were hired locally, but the Group also
Keolis’ experience in Tours and Bordeaux
was useful when planning the layout
of the Gold Coast track.
KDR Gold Coast will operate
and maintain the network
for a 15-year period.
WORLDWIDE 2013
33

JOINT
Interview
KEOLIS
34
How important is the role of the transport
operator in the design and construction phases?
M. L.: From the outset, we wanted the franchise to be
operator-led. The essential thing for us was ensuring that
this new infrastructure is effectively integrated into the
existing network.
V.K.:Bybeinginvolvedearlyonsothatwecouldprovide
input for both design and construction, we helped ensure
that the functionality needed in the system was consid-
ered.Buildingarelationshipwiththecommunityandwork-
ing through the service provision enabled us to be part of
the light rail before we had even started to operate. Gold
Coast was a perfect fit for Keolis; we could bring our skills
as an operator to ensure the engineering design really
reflectedpassengers’needs–akeytraitforthePPPmodel.
How has Keolis used its expertise to advise
the Gold Coast community?
V.K.:Bybringingbestpracticesfromaroundtheworld,we
contributed some key elements in the design and build.
Keolis designed a solution to make sure future extensions
couldbeimplementedinthemostefficientway,thussaving
money. Two of the areas where we brought our interna-
tionalexperienceweresignallingatcrossoversandpedes-
trian safety. The French systems in Tours and Bordeaux
were useful models. Our international influence was also
substantial in the drivers’ training we have proposed.
Vivienne King, Managing
Director of KDR Gold Coast,
and Matt Longland, Deputy
Director-General of
Queensland Department of
Transport and Main Roads
M. L.: We are particularly interested in Keolis’ interna-
tional experience regarding integration of the network,
i.e. ensuring that the bus network links seamlessly with
the light rail. We have also talked with its team in
Melbourne, because of its experience of running a light
rail operation in an Australian context.
How important is community involvement and
education? How have you worked together
on these?
M. L.: This will be Queensland’s first light-rail network
for about fifty years. It has been an opportunity for the
Keolis and GoldLinQ teams to test some of the response
processes and communications. We have a really effec-
tive campaign at grass roots level, with schools and
businesses.
V. K.: The safety message needs to be consistent and
ongoing, and we’ve worked very closely with
GoldLinQ and TransLink on that. We have laid the foun-
dations for a communication that is consistent and
community-based.

Expertise
LAUNCHING
A TRAM SYSTEM
-2 TO 4 YEARS -2 YEARS -1 TO 2 YEARS -1 TO 2 YEARS
-1 YEAR-1 YEAR-6 MONTHS
-6 MONTHS -6 MONTHS
LAUNCH DAY
Planning routes
of future lines
Start
of road work
Selection
of rolling stock
Choice of network
brand and sound identity
and its signalling system
Network teams recruited
and trained
Maintenance
and operations
depot opens
Public information campaign
raising awareness about
new traffic conditions
Track and infrastructure
work completed
Tests with
ﬁrst trains
Network inauguration, open
to general public
Preparations
for network launch:
human and technical resource
management, information
to general public
Network operation:
from the day of its inauguration,
the operator is responsible
for its smooth operation
Bid submission:
analysis of
passenger ﬂows
and local features
Supporting the Public
Transport Authority ahead
of launch: advising on all aspects
of the project to optimise future
network operations
Full-scale ghost running
of the entire system
in real-life conditions
-3 MONTHS
DELIVERY
WORLDWIDE 2013
35

THE GOLD COAST TRAM
ON TRACK
01 / In 2011, the first 3D models of the new
tram system were revealed to Gold Coast
inhabitants.
03 / Designed by Bombardier, the first
trams were delivered during 2013.
02/ The line will call at the city’s most beautiful
beaches, and the trams are fitted with racks
for surf boards.
04 / In 2014, the first test runs got pedestrians
and drivers used to seeing trams on the
streets.
01 03
02
04
KEOLIS
36

Launched in August 2013,
Tour’s first tram line fulfils
the wish of the city council
for the creation of a high-
capacity and non-polluting
North-South corridor to
complement the existing
bus network. The launch of
the project was planned well
in advance by Keolis Conseil et
Projets (KCP). As early as 2010,
KCP provided its expertise to the
project owner Sitcat, the
municipality’s Public Transport
Authority, in order to optimise
the future system’s operations
and maintenance. In 2011, during
the bidding process to retain
its public service delegation,
Keolis presented the city council
with its proposals for a consistent
bus/tram network offering best
service per kilometre and a
customer-focused marketing
policy. From that point on,
Keolis continued to step up
its preparations, training its
operational teams and authoring
the light rail-specific driving,
maintenance and safety
procedures. This groundwork
ensured smooth and trouble-free
service start-up.
In late 2011, Keolis won
the contract to operate
the Metz network, taking
over an ongoing project
for a BRT system already
initiated by its predecessor.
To give the best possible
advice to the Public Transport
Authority, Keolis Conseil et
Projets (KCP) teams reviewed
the working assumptions
and quickly flagged a number
of issues, including the need
to improve accessibility and
the approach to the platform.
Improved safety was an
important focus area. For
example, alternate traffic flow
was set up on certain sections
that KCP experts deemed
to be too narrow. While the
Metz BRT system does not
have to meet the same safety
standards as a guided transport
system, Keolis nevertheless
made a point of making this
network come very close to
complying with the same
requirements as for a tramway.
In 2013, India’s Larsen &
Toubro (L&T) Metro Rail
selected Keolis as its partner
during the conception
phase of Hyderabad’s future
automatic metro system,
and to then operate and
maintain the network for
a five-year period. It is a giant
undertaking, with three lines
covering 71 kilometres in this
city with a population of
7 million currently served only
by ageing buses. Keolis has
risen to the challenge, advising
its partner during all phases
of the design and conception
process. Ahead of the launch
of the network’s first phase
in March 2015, Keolis has hired
local management and
will begin the driver and
maintenance staff recruitment
process in coming months,
eventually training a staff
of 1,000 people by 2015
and 2,000 by 2016.
Tours
(France)
Metz
(France)
Hyderabad
(India)
ADVISING
FROM THE OUTSET
here and there...
WORLDWIDE 2013
37

In July 2013, Keolis Transit America (KTA) began
operating the southern section of the Las Vegas bus
network. The company is committed to a strategy of
building its business in major US cities; the ﬁrst task was
to prove its ability to ensure a smooth transition. Mission
accomplished in the gambling capital of the world!
Las Vegas
KEOLIS: AN EXPERT
IN TRANSITION
Las Vegas
USA
38
KEOLIS

awarded, there were barely five months to recruit the 540
employeesthatwererequired,includingdriversandmainte-
nance personnel. Nearly 400 of those employed by the
previous operator were re-engaged by KTA. The company
wasastransparentaspossible,gainingthetrustofmanywho
hadbeenworriedabouttheirjobs,whilehelpingtoestablish
a good relationship with local unions. Since taking over as
operator, KTA has gone out of its way to ensure maximum
employee satisfaction, and a new labour agreement is cur-
rently being negotiated.
BREAKING RECORDS
Aftersixmonthsofoperations,KTAcanbejustifiablyproud
of its success in taking over the network. It intends to
continue implementing improvements over the five-year
contractperiod,whichispotentiallyextendableforasecond
five-year term. Using tools like its international “Think like a
passenger” strategy and focusing on improved vehicle
maintenance and scheduling, KTA has already made
substantialupgradestotheservice.InSeptember2013,just
two months after taking over operations, KTA contributed
to surpassing the previous record for monthly passenger
numbers on the Strip, reaching 1,315,019. This record was
againbrokeninOctober,whenpassengernumbersclimbed
to 1,372,766. By December 2013, complaints were down
significantly,vehiclereliabilityhadimproved,accidentshad
decreased, and punctuality rates had risen, providing clear
proof that KTA can deliver on its promises, ensuring a
smooth transition and consistently improving the services
it provides.
Keolis Transit America (KTA) was awarded the contract
bytheRegionalTransportationCommissionofSouthern
Nevada (RTC) in Las Vegas in February 2013 to operate
the southern half of the city’s bus network. The Public
Transport Authority had decided to split the city of Las
Vegas in two parts, with two different operators in the resi-
dential North and the tourist-dominated South. The area
operated by KTA includes “The Strip”, a world-famous
entertainment corridor. The previous contractor had man-
aged the Las Vegas bus network for more than 20 years,
and the Public Transport Authority had never changed
operators before. So Keolis’ experience taking over net-
works proved to be very useful. Even before the contract
wasawarded,KTAwashardatworktoensurethatitsoffer
was the most competitive. A local management team was
recruitedinadvance,andaspecialistteamfromFrancewas
called in, not only to help prepare the tender but also to
focus on an action plan for the short transition period.
A SMOOTH CHANGEOVER
The Public Transport Authority awarded the contract to
Keolis because it wanted to see a change in the level of ser-
vice provided. The key task faced by KTA in bidding for the
contract was balancing a challenging list of improvements
that were clearly needed, including better scheduling, opti-
misation of the bus fleet and a solid maintenance pro-
gramme, while achieving the most attractive price possible.
Demonstrating an ability to work closely with the transport
authoritywasnolessimportant.Oncethecontracthadbeen
Conductors and mechanics are hired
to provide quality service along
the famous Las Vegas Strip.
The Las Vegas
bus depot.
WORLDWIDE 2013
39

JOINT
Interview
What added value does Keolis bring
to operating the Las Vegas network?
T. Q.: WealwaysthinkofLasVegasasaworld-classcity,
and Keolis has vast experience of operating all around
the world! Southern Nevada has a lot to gain from the
company’s knowledge, experience and understanding
ofMassTransitsystems.IalsothinkthatKeolisispushing
us to think outside the box.
K. A.: Ourmaintenanceprogrammeisparticularlystrong,
while in areas like service planning and marketing we
included a whole chapter of innovations in our proposal,
including the use of technology like Wi-Fi in buses and
kiosksthatdisplayreal-timeinformationonwhenthenext
bus will arrive.
What are the biggest challenges in operating
a transit system in Las Vegas?
T. Q.: We carry about 40,000 passengers a day just
along the Strip, so not only do our vehicles have to work
a lot, they have to work very hard!
K. A.: Vehicle maintenance is the key challenge. The
system operates 24 hours a day, 7 days a week, so main-
taining the vehicles presents a challenge. What’s more,
trafﬁccongestionisprettymuchcontinuous:thereareno
rush hours but no quiet periods either.
How would you describe the partnership
between RTC and KTA?
T. Q.: Therehasbeenexcellentcommunicationbetween
ourpeopleandKeolispersonnel.Theyhavereactedvery
promptly in dealing with issues we have. But it’s a chal-
lenging system, and it will need to be constantly evalu-
ated and will require periodic readjustment.
Several months into the contract, what concrete
results have been achieved?
K. A.: RTC expected 96% on-time performance on a
ten-minute standard, and we achieved this almost from
the outset. Our next target is a 90% performance on a
ﬁve-minute standard. We are currently averaging just a
point or two below this level, but we are taking a variety
of actions to work on this. Another area in which we
haveimprovedalreadyissafety.Whenwetookover,the
accident frequency rate was 2.25 per 100,000 miles. By
December, we were below our goal of 1.5, and it has
continued to improve.
TinaQuigley,GeneralManager
oftheRegionalTransportation
CommissionofSouthern
Nevada(RTC)and
KevinAdams,Managing
DirectorofKeolisLasVegas
KEOLIS
40

Expertise
THE 9 STEPS
TO A SUCCESSFUL HANDOVER
the local environment and
the needs of all the categories
of the local population
“missing” skill sets, in particular
in technical network-speciﬁc areas
constantly with
the Public Transport Authority
and other stakeholders
technical needs: equipment,
maintenance, etc.
on Keolis’ proven
expertise to create innovative
services
with the schedule to be ready
to launch the new network
on the big day without service
disruption
and then train current teams,
and impart meaning
to the project
the network thoroughly
but also gradually, so as not
to upset the routines of loyal
customers
Analyse
Recruit
Communicate
Assess
CapitaliseComply
Audit
Reorganise
and win over passengers
(via targeted information,
assistance, communications
collateral, etc.)
Persuade
WORLDWIDE 2013
41

With the Las Vegas Strip bus network, Keolis operates a line in a city known throughout
the world for its luxurious hotels, giant casinos, and opulent decor.
HITTING THE STRIP
ON A BUS
KEOLIS
42

In June 2012, Keolis was
selected to manage the
Amiens public transport
network on its promise
of an attractive renovation
package to be completed
by 2013. To get the network
rapidly back on track, Keolis
embarked on a lightning
“100-day” campaign.
Its goal was to take full
control over the network
and get the Group’s
management tools up
and running quickly
(operating software, journey
time calculations, working
hours, payroll, etc.).
Within six months, the new
management team had
successfully turned the
business around, achieving
increased passenger
numbers through better
service quality.
Amiens
(France)
How can you make
significant improvements to
a transport network and
offer passengers more
services while winning over
support for the changes
from network employees?
This challenge was taken
on by Keolis in Orleans,
where the plan to extend
bus services from 8 p.m.
to midnight required
a major reorganisation of
work schedules and teams.
Following information
sessions at which various
experts from head office
explained the project
to Orleans branch staff,
the discussions held
within the focus group
led to a solution that
was acceptable to all.
Orléans
(France)
When Keolis' subsidiary
in the Netherlands, Syntus,
took over the Twents
operation on 8 December
2013, a service including
nine trains and 135 buses
in the Twente region, it was
able to ensure the immediate
delivery of a quality service
despite certain challenges.
In the Netherlands, such
a transition involves the
transfer of all operational
staff as well as certain
administrative functions
from the incumbent
operator. Keolis succeeded
in seamlessly integrating
the former into the new
service, and ensuring that
relations with the latter went
as smoothly as possible.
New vehicles and ticketing
systems made the transition
all the more challenging,
as staff had to learn to adapt
to these. Nevertheless, the
changeover is considered
a resounding success by all
involved.
Twente
(The Netherlands)
In Hisingen, a large island
north of Gothenburg, Keolis
Sverige began operating
the 142-strong bus fleet
in June 2013. All the vehicles
included in the new contract
run on alternative energy
sources: 25 run on biodiesel,
88 on biogas and 29 are
electric-biodiesel hybrids.
This represented a significant
challenge for drivers, who
had to learn to operate
the new vehicles, which
have distinct differences
from more traditional buses.
Keolis helped its staff,
recruited for the new
contract, to adapt to this
new working environment,
and is proud that despite
the challenge represented,
passengers have not noticed
any declines in the level of
service. The Public Transport
Authority has said the startup
of the operation was one
of the best it had ever
experienced.
Hisingen
(Sweden)
NETWORK
TAKEOVER
here and there...
WORLDWIDE 2013
43

KEOLIS
44
With four metro lines, ﬁve tram lines, two funiculars and more
than a hundred bus and trolleybus lines, Lyon has the largest
and most complete public transport network in France after Paris,
and it is the largest urban transport network in Europe delegated
to a private operator. As the operator of this vast network,
Keolis has been involved in every change it has experienced,
and uses it as a real world laboratory for innovating.
Lyon
A LABORATORY
FOR INNOVATION
LyonFRANCE
KEOLIS

WORLDWIDE 2013
45
Transport Authority
has been able to count
on Keolis. After carrying
out studies on hybrid vehi-
cles using thermal and electric
power, Keolis concluded that the technology was still too
recent to provide reliable feedback, in particular with
regard to the ageing of energy storage systems. Keolis
Lyon therefore decided to test three models of hybrid
buses for a year. The aim of the unprecedented trial is to
select the model that performs best and can meet the
needs of the network. Keolis also has signed a three-party
agreement with Alstom and Sytral to optimise the recov-
ery of energy released by metro and tram braking, what is
called regenerative braking.
Playingsuchaprominentroleintheselectionprocessisjust
one of the tasks that Sytral has contracted to Keolis. The
company also operates and maintains the transport infra-
structure, which has assets valued at €4.2 billion. By opti-
misingthechoiceofrollingstock,Keolisisguaranteeingthe
Public Transport Authority not only safe and reliable ser-
vice, but also a longer life cycle for its assets. In these days
of increasingly circumscribed ﬁnancial resources, this is of
vital importance for any local authority.
A CULTURE OF SHARING
AsaresultoftheseinnovationswithintheLyonnetworkand
the excellent relations that have been established with the
PublicTransportAuthority,KeolisLyonhasbecomeaworld
benchmark in public transport. In its role as a laboratory of
ideas, it regularly welcomes visitors who are eager to draw
inspiration from its innovations for their own transport pro-
jects. In 2013, roughly 180 delegations visited Lyon. These
included local authorities that have chosen Keolis following
tenders, representatives of emerging countries under the
auspicesoftheCODATU(CooperationfortheDevelopment
and Improvement of Urban Transport), and other Keolis’
subsidiaries eager to acquire good practices. Clearly, there
are many reasons to call France’s second metropolis the
world capital of multimodal transport.
Each day, the Lyon public transport network records
around 1.6 million journeys, making it the most heavily
usednetworkinFranceafterParis.Overthepast20 years,
the Public Transport Authority (Sytral) and Keolis have
continuously enhanced the network, whether by incorpo-
rating innovative technologies, adapting to new passenger
habits or keeping pace with urban expansion. As a result,
Lyonisabenchmarkcityforinterconnectedandsustainable
public transport.
In 2013, Keolis and Sytral inaugurated an extension to line B
of the metro, enabling it to serve the Oullins station, which
is close to a abandoned industrial site that has been revital-
ised.Constructionontheextensionlastedseveralyearsand
included digging a huge tunnel under the Rhône River.
Ultimately,theextensionhasgreatlyimprovedthejourneys
of 20,000 daily users. The new facility is an attractive hub,
both for city dwellers and businesses. It links the metro to
an SNCF rail station and a coach station, and incorporates
both a bike park and a park & ride facility for cars.
Meanwhile, the extension in 2014 of tram line T1, which uses
the new Raymond Barre bridge, allows the inhabitants of
Lyon to take advantage of an infrastructure reserved for
“green” modes of transport and pedestrians.
THE FORERUNNER OF ELECTRIC SOLUTIONS
Combining environmental and transport issues has been
one of the main drivers of innovation in the Lyon transport
network. Today, it is one of the most advanced as far as the
use of electric modes is concerned, accounting for about
72% of journeys. To achieve this record level, the Public
Lyon’s tram network
has almost 100 stops.
Hybrid buses are tested
in real-life operating conditions.
45

KEOLIS
46
How does the constant quest for innovative
public transport solutions ﬁt in with the history
and values of Sytral?
B. R.: Sytral has been involved in developing innovations
for many years. Lyon was one of the first cities to
introduce wide-gauge driverless metros without
platform screen doors, which was a major advance at
the time. Since then, we have constantly developed
new techniques and technologies in areas as varied as
onboard information, including information intended
for people with disabilities, trials with hybrid buses, the
interior layout of metro carriages and ticketing.
Today, we have one of the world’s best performing
networks. Our objective is to ensure that it remains so.
That’s the undertaking that Keolis has given us, in return
for which we will supply all the funding needed to roll
out the new products and systems that it develops.
There cannot be efficient management of urban
transport in a city such as Lyon without very close
cooperation between the operator and ourselves. The
relationship we have established is a true partnership.
In what ways does Sytral challenge Keolis
in its quest for continuous innovation?
P. J.: Sytral is a demanding customer that drives us
toward excellence. Because of its high expectations, we
have progressively put together a network of experts
made up of colleagues specialising in engineering and
in light rail.
Working under the banner of Keolis Conseil et Projets,
they now support all the Group’s subsidiaries. Our long-
standing presence alongside Sytral has enabled us to
deliver our knowledge on large-scale projects like driv-
erless automated metros, or issues that affect all modes
of public transport such as safety.
To raise our standards still further, we have put in place
internal control processes that allow us to apply the
same control standards to buses that we normally
reserve for our metro and tramway operations.
BernardRivalta,
ChairmanofSytral,
andPascalJacquesson,
ChiefExecutive
ofKeolisLyon
JOINT
Interview

Expertise
HYBRIDS: DIFFERENT TECHNOLOGIES
IN TEST MODE
What is a hybrid?
A combination of a combustion engine and an electric motor,
with energy recovery during braking. This combination reduces
greenhouse gas emissions, fuel consumption, and pollutants.
2 TECHNICAL SOLUTIONS 2 ENERGY
STORAGE
TECHNOLOGIES
3 FUNCTIONING
METHODS
3 RECHARGE
METHODS
Combustion engine
Generator
Battery
Battery
Differential
Electric motor/
generator in event
of electrical braking
energy recovery
Plugin
Stop & Start
(the motor stops and
automatically restarts
when braking)
Battery
(Li-ion)
Supercapacitor
(or ultracapacitor)
Stop&Go
(themotorstopsand
automaticallyrestarts
withtheclutch)
Arrive & Go
(the combustion
engine gives way to
the electric motor
when decelerating)
SERIES HYBRID ENGINE
PARALLEL HYBRID ENGINE
Combustion engine
Differential
Gearbox
Electric motor/
generator in event
of electrical braking
energy recovery
Deceleration/
braking
Engine running
Clutch
Energy recovery
when braking
Mechanical
drive
Electrical mechanical drive Electricity circuit
WORLDWIDE 2013
47

KEOLIS
48
KEOLIS
48
A SHOWCASE
OF INTERMODALITY
01 / The Lyon network has a large number
of interconnection points. 90% of trips
require no more than two changes.
04 / 120 bus lines run in Lyon and
its neighbouring suburbs.
03 / 5 tram lines connect
up the metropolitan
area’s main hubs.
01
02
03
04
05
02/ Lyon’s 4 metro lines cover 31.5 km and cross
the city’s nine districts.
05/ The network signage was redesigned
in 2012 for improved passenger
information.

WORLDWIDE 2013
49
WORLDWIDE 2013
49
The launch of the new Bergen
tram in 2010 looked to be
a real challenge from the start:
the Public Transport Authority
was asking the future operator
to set up new infrastructure
and rolling stock, recruit every
single staff member and train
drivers, all in record time. Selected
for its exemplary track record
in light rail in Lyon and for its
expertise particularly with regard
to safety, Keolis rose to the
challenge. Its Norwegian subsidiary
Fjord1 Partner trained and certified
the future drivers in Le Mans
and rapidly integrated best
practices developed throughout
the Group’s various networks.
Following up to this success, in
2013 Keolis inaugurated a new
extension of the Bergen network
for which 23 new drivers were
recruited.
Since 2013, every single bus
on the streets of the Greater
Lille area has run on natural gas
– a total of 430 vehicles!
Some of the buses in the fleet run
on biomethane, a carbon neutral
natural gas produced by fermenting
waste. In sustainable development,
the Lille network has always
played a pioneering role and
today delivers 100% of journeys
in “green mode”. Lille was also
where the world’s first ever
automatic metro came into
service in 1983. As a result
of the city’s highly ambitious
intermodal transport policy, its
network is one of the very few
to feature the full gamut of
transport options: metro, tramway,
bus, carpooling and car sharing
as well as a self-service bike scheme
and long-term bicycle rental.
Keolis’ efforts to investigate
local issues and fulfil
the requirements of the Public
Transport Authority made a big
impact on Larsen & Toubro (L&T)
Metro Rail, but the operator’s
references in metros and
its capacity to adapt to new
technology also undoubtedly
helped it win the bid to run the
future automatic metro
in Hyderabad. The network,
due to start operating in 2015,
will make use of the most
innovative technologies, enabling
uninterrupted monitoring
of commercial speed, traffic safety,
compliance with signalling,
timetable and route management
and real-time passenger
information.
Bergen
(Norway)
Lille
(France)
Hyderabad
(India)
SHARING THE
KNOW-HOW
here and there...

With ridership up 23% and a passenger satisfaction rate
above 90%, Greater Dijon’s new tram and bus networks have
won the support of local residents just a year after coming
into operation. This success has been achieved thanks
to transport services that put the interest of the passenger
at the centre of everything.
Dijon
CUSTOMERSATTHEHEART
OFTHENETWORK
Dijon
FRANCE
KEOLIS
50
KEOLIS
50

160,000 customers is collected and stored anony-
mously. Today it provides an unprecedented database
to understand passenger needs in order to design
tailor-made services.
This approach is proactive, open and considerate to
customers. It also reflects a cultural change currently
underway within the Group. Dijon can now proudly
boast the motto already being used by Keolis in
Australia and Sweden: “Think like a passenger!”
Dijon, a city 300 kilometres southeast of Paris, has
joined with 23 neighbouring towns to form a metro-
politan area known as Greater Dijon. In 2010, the local
authorities launched an ambitious reorganisation of their
public transport system. They wanted a network that
was better structured, more attractive and better con-
nected to other modes of transport. They also wanted it
to support the city’s sustainable development and create
a greater sense of community. The project entailed more
than the construction of a tram. It was also intended to
reconfigure the city centre by converting several streets
into pedestrian zones and encourage greater use of
bicycles and park & ride facilities.
Eager to find solutions that would enable Greater Dijon
to achieve these ambitions, Keolis undertook a thorough
review of the services it was already providing. The
objective was to ensure passengers efficient and com-
fortable transit. The resulting new network combines
efficiency with improved local coverage. It is structured
around rapid and frequent buses on a high-level service
combined with additional lines serving secondary routes.
Almost all residents of Greater Dijon now have a bus stop
within 500 metres of their front doors.
PROMOTING MULTIMODAL TRAVEL
To encourage sustainable multimodal travels, the new
network provides several modes of transport and offers
a range of services to ensure a smooth end-to-end
journey. Promoting bicycle use is a major objective. The
metropolitan area now offers bicycle lanes, bike-sharing
stations and bikes on long-term rental. Riders can leave
their personal or rented cycles in total safety under
covered shelters equipped with CCTV cameras before
taking the bus or tram. A single ticketing system for all
modes of transport has also been introduced.
A NEW APPROACH
TO CUSTOMER RELATIONS
Digital technologies also strengthen the dialogue
between Keolis Dijon and its customers. For example, a
website and 15 e-services (for route calculation, real-
time information, etc.) invite passengers to contribute
to the development of services. This can be done either
on the website (divia.fr) or through social media.
When a new contactless travel card was launched,
Keolis asked both regular and occasional passengers to
create their online accounts. The data from more than
The new bus network
combines efficiency
and excellent
geographical coverage.
Keoscopie studies have
revealed that 55% of
customers admit that they
sometimes travel without
paying their fare. In Dijon,
Keolis has opted not to
make the occasional fare
evader feel guilty, but
instead to use the
incident as a customer
relations tool. How?
A system called Trok’it
gives fare evaders a
second chance. Their fines
are cancelled if they sign
up for a two-month travel
pass. This innovative
approach is showing
promising results, and,
as a bonus, it is changing
the perception of ticket
inspectors for the better.
A second chance for
fare evaders
Since 2012, two tram
lines run along
the city’s main thoroughfares.
WORLDWIDE 2013
51

Laurent Verschelde,
Director
of Keolis Dijon
Stéphane Goichon,
Director of the Tramway Project
Team and Director of Technical
Services for Greater Dijon
Noémie Ghersallah,
Director of Mobility for
Greater Dijon
Setting up the new network
required a long consultation
period. During this time,
Keolis supported Greater Dijon
in explaining to residents how
the network would be structured.
We also introduced a website
that we had previously tested in
Bordeaux called “Parlons Zen”*.
Very innovative at the time, this
website was dedicated to presenting
the future network and explaining
the reasoning behind it. It was very
popular with the people of Dijon
and notched up 77,000 hits and
2,000 personalised information
packs were ordered online.
* Let's talk Zen.
Greater Dijon’s public transport
system had been operating at
record levels of ridership for a long
time, considerably higher than the
average found in French cities of
comparable size. This result was
achieved thanks to a highly efficient
transport network. Even so, in spite
of a successful reorganisation in
2004, our bus network could no
longer cope with the ever-rising
demand. The need for a tram was
obvious, as our aim was both to
increase the capacity of our public
transport and to offer a range
of alternatives to car-dominated
transportation. When we launched
the two tram lines in 2012, it was
the perfect opportunity to reshape
our city and open up certain
disadvantaged districts. These
arguments naturally resonated
with our citizens.
We took care not to construct
a two-speed network that would
favour populations served by
the tram to the detriment of
everyone else. So in parallel with
the construction of the tram, we
asked Keolis to significantly increase
the level of service provided by
the Dijon public transport system,
mainly by overhauling the bus lines.
This gave us a timetable with
frequencies, and starting and
finishing times, comparable to those
of the tram. At the same time, Keolis
brought 102 hybrid buses into service.
These state-of-the-art vehicles soon
proved popular, particularly because
they have reduced traffic noise in the
city centre. And with air conditioning,
wide glazed windows and smooth
braking, they are nearly as
comfortable as the tram.
JOINT
Interview
KEOLIS
52
How did you convince the people of Dijon
of the need to completely redesign
their transport network?

TO HELP THE NETWORK
DEVELOP
WHEN RUNNING
ON LAUNCH
Expertise
PASSENGERS AT THE HEART
OF THE NETWORK
Public
consultation
Rapid reaction
team to handle
any malfunctions
3 months to 1 month
before launch:
presence on the
ground, directions,
free try-outs, etc.
+
Passenger
ﬂow
analysis
Monitoring
trends in
mobility
Co-construction
of services
An event
connecting
passengers to
the launch
Online
customer/network
information
services
Online
community
services
Analysis
of customer
satisfaction
Information
campaign on network
organisation
WORLDWIDE 2013
53

ON THE
DIJON LINE
01 / The depot is well-known for its environmental
performance; this is where buses and trams
start their day.
04 / Line T1 runs from the university campus
to the city centre – a big advantage for the
city’s large student population.
03 / Railway station: the two tram lines come
together near this interchange hub.
02
01 03
02/ Godrans station provides direct access
to the pedestrianised old town.
04
KEOLIS
54

Keolis strongly promotes
transport services to
the local population.
Every customer-facing
part of the company is
mobilised: sales offices, ticket
machines, the online store,
social networks, mobile
apps... To cap it all, the
innovative “TBC Interactive”
website brings together a
community of users,
collecting their ideas and
opinions on the range of
transport solutions on offer
and new services to improve
the network. Keolis Bordeaux
also has CRM* software
to improve the qualification
of its customer databases
– an exciting innovation
which the subsidiary is one
of the first in the Group to
test. Its aim is to industrialise
the management of large
customer lists in order
to significantly increase
commercial efficiency and
campaign management.
* Customer Relationship
Management.
Lila Premier BRT coach
service, running since
September 2013 between
Nantes and Grandchamp-
des-Fontaines, was
designed for daily
commuters travelling into
the Nantes area. This new
generation of interurban
line has become much more
reliable and comfortable,
offering more direct routes,
more frequent service, low
floors for better accessibility,
on-board displays and
announcements, and – a first
in French public transport –
free 4G Wi-Fi access.
Smartphone users have the
added benefit of being able
to source real-time
information on times of the
next coaches at their stop.
A far cry from the image
of a traditional regional coach
service. The results speak
for themselves, with a 55%
rise in passenger numbers
compared to 2012.
The name chosen by Keolis’
Brittany subsidiary for its
new corporate project,
“100% customer” says it all.
The idea is to get every
member of the team working
towards passenger
satisfaction. A workshop
attended by 60 team
members focused on the
“moments of truth” in the
customer relationship. They
put themselves in passengers’
shoes and looked for the right
way to react to a variety of
events that create tension:
passengers with no spare
change, missing their bus
ortravellingwithoutaticket…
Acustomercontactcentre
wasalsoestablished.Interms
ofpassengerinformation,the
Rennessystemisverycutting-
edge,featuringtwoTwitter
accountsthatprovidethe
abilityforliveservicefeedback,
servicedisruptionreports
anddialoguewithpassengers
inrealtime.Apioneerin
OpenData,theRennescity
authoritieshavealsoreleased
selecteddataintothepublic
domain,thusenablingthe
developmentofnewapps
relatedtotransport,including
real-timeserviceschedules.
Opening lines of
communications with
passengers is the idea
behind the “Meet the
Managers” approach
instigated by Yarra Trams,
Keolis’ Australian subsidiary
which runs the Melbourne
tram network. Working
from this principle, the teams
regularly set up stands
at different points along
the network to encourage
passengers to come and
share their opinions, both
good and bad, about the
service. This permanent
attention has produced
results in customer
satisfaction surveys: in
December 2013, 73.6%
of passengers said they
were satisfied with their
trams, and in particular with
their contact with drivers.
Melbourne
(Australia)
Bordeaux
(France)
Lila Premier
(France)
Rennes
(France)
PUTTING
THE CLIENT FIRST
here and there...
WORLDWIDE 2013
55

Stockholm’s Public Transport Authority reaffirmed
its confidence in Keolis by awarding it the new contract
for the city’s bus system. Although it was the incumbent
operator, the Group had to fight against fierce competition.
Key to its success was Neolis, a dedicated tool for designing
transport networks.
Stockholm
KEOLIS OPTIMISES
THE BUS NETWORK
SWEDEN
Stockholm
56
KEOLIS

Here, it was fully deployed for the first time in an interna-
tional context. Before submitting its bid, Keolis con-
ducted a thorough current service performance analysis,
through its home-made tools (Iquad* and Poca**). Keolis
also created focus groups in Stockholm and Lidingö,
interviewing some 2,000 people about their public trans-
port needs as well as patterns of travel between home
and work, school and recreation, and factored in demo-
graphic information such as GDP growth forecasts and
projected changes in population centres.
Consistent with the “Think like a passenger” philosophy,
the passenger remained at the heart of this survey.
Keolis Sverige offered the City of Stockholm a solution
that took account of the changing urban landscape and
expectations for transport needs of the community
projected through the eight-year span of the contract,
plus its potential four-year extension period. Over this
eight year timeframe, annual passenger numbers are
forecast to rise from the current level of 90 million to
110 million. The network proposed by Keolis Sverige will
be more efficient, achieving increased ridership in spite
of reductions in the number of kilometres driven, the
number of vehicles and the hours of service.
A TOPICAL ISSUE
Since winning the E-22 contract, Keolis has worked
closely with the Public Transport Authority, consulting
with the local government and the public to create the
best possible bus network for the city. Transport policy
is currently an important issue in Stockholm, ahead of
elections to be held in September 2014. The new con-
tract is scheduled to begin on 18 August 2014, with 180
new buses (all powered by biofuel, 52 of which are
hybrid) to be brought into service. Implementation of
the fully redesigned network will take place in
mid-2015.
*Quality Service Indicator.
**Potential Customer Availability.
Keolis is Sweden’s second-largest bus operator. Its local
subsidiary, Keolis Sverige, was the incumbent on the
principal bus network for Stockholm and the neighbour-
ing island of Lidingö. On the face of it, that meant that
the company was well-placed when the Public Transport
Authority, Storstockholms Lokaltrafik (SL), organised a
call for tenders prior to a renewal of the contract, called
E22. But Keolis Sverige decided not to simply rest on its
laurels. Tendering for the contract took place in a fiercely
competitive context. The company realised from the
outset that to retain the Public Transport Authority’s con-
fidence it needed to demonstrate its capacity for rede-
signing the network and for taking full advantage of the
expertise it had built up from operating urban transport
networks of all kinds around the world.
Public transport in Sweden is highly developed and widely
used by the population who expects a high level of ser-
vice, and network operating contracts have become
highly sophisticated. Because of increasing budgetary
pressure on local authorities, it has become more and
more common for contracts to incorporate a transfer of
operating risk onto the operator, with, in this case, 50% of
compensation based on validated passengers. This meant
it would be crucial to make public transport more efficient
and attractive in order to maximise patronage numbers,
and the Keolis teams had a trump card that enabled them
to propose a highly effective new design structure to SL.
AN APPROACH BASED ON THE POPULATION’S
EXPECTATIONS AND BEHAVIOURS
The “secret ingredient” was Neolis, a process developed
by Keolis and successfully used in France to design or
redesign transport networks as in Bordeaux or in Lyon.
Sweden is widely known
for being ahead of the
field with respect to
environmental issues,
and the Stockholm bus
contract is no exception.
Stringent conditions are
attached to the reliance
on fossil fuels over the
eight-year period of the
contract. All buses are
expected to operate on
renewable fuels by 2017.
As well as introducing the
first hybrid buses in
Stockholm in 2014 as part
of the renewal of the fleet,
Keolis is partnering with
the City and Volvo to
implement eight plug-in
hybrid vehicles in 2015.
100% renewable fuels by 2017
Keolis’ service offer takes into
consideration the changing urban
landscape and rising passenger
expectations.
WORLDWIDE 2013
57

JOINT
Interview
KEOLIS
58
What advantages does Keolis offer as operator
of the Stockholm bus network?
M. A.: We deliver a high quality of service in Stockholm
and we enjoy a close relationship with the Public
Transport Authority. We started early with our prepara-
tions, and did a pre-study based on Neolis. This approach
aims to identify new mobility needs and adapt the trans-
port network to deliver a unique passenger experience.
This enabled us to come up with relevant suggestions on
how we could work together with SL to design a more
optimal transport network for Stockholm. It gave us a
strong competitive advantage.
A.L.: I believe that Keolis sees with different eyes.
We are redesigning a system that has existed for years,
so we need to bring a fresh perspective. Sometimes you
have to take a step back and think carefully to come up
with the right concept. My hope is that Keolis will deliver
a more effective system that will make it possible for
more citizens to use public transport, with higher
satisfaction.
Why was it important to redesign
the bus network?
M.A.: The last major network redesign was in 1986, and
since then, the city has evolved a lot. We have worked with
the PTA and the City of Stockholm. It was a very construc-
MagnusÅkerhielm,
CEOofKeolisSverige,and
AndersLindström,Managing
DirectorofStorstockholms
Lokaltrafik(SL)
tive discussion, as it is the ﬁrst time lots of suggestions
have been made for the new network. We are doing
everything we can to make sure the right decisions are
made.
A.L.: In some areas today we have less population, and
in some we have more, so we have had to adapt. I hope
that this new thinking will enable us to answer the citi-
zens’ expectations and increase the use of public
transport.
How would you describe
your partnership with Keolis?
A. L.: Win-win. To have win-win, you need trust, and I
have faith in Keolis. The company understands that we
need a partner who knows that the taxpayer’s money
has to be carefully used. I want Keolis to be a very pro-
active partner, who will take responsibility and thor-
oughly understand the system. I think that if we have
that relationship, we can go forward a long way and
meet great challenges.

Expertise
NEOLIS: AN EXCLUSIVE TOOL
TO OPTIMISE NETWORKS,
IN ALL ECONOMIC CONDITIONS
AN OPTIMISED NETWORK,
DESIGNED USING ANALYTICAL SOLUTIONS
AND SURVEYS ON TRAVEL PATTERNS
Secondary lines
with services tailored
to suit potential, linking
the other parts of the
region into the network
Smoother intermodal travel
Networks adapted to suit
the lifestyles of its passengers
with attention given to needs
of different groups, bringing
the region together
Simple,
understandable,
and attractive main
lines, serving dense
areas and urban
amenities
Bespoke analytical
tools to gain a better
understanding
of the region
POCA
measure
potential
footfall
LOCAL
RESEARCH
assesslifestyles
andpatterns
IQUAD
calculate the amount
of transport services
WORLDWIDE 2013
59

KEOLIS IN STOCKHOLM
VÄLKOMMEN !
2000: Keolis
started
operating
in Sweden
14 years ago.
79% of satisﬁed
passengers
in 2014.
1 ,900 Keolis
buses run in
Sweden.
9.3% of Keolis’
turnover
is generated
in Sweden.
KEOLIS
60

Blois
(France)
Vichy
(France)
Nîmes
(France)
A simpler, more easily understood
service offer, more buses
operating on more direct routes,
leading to greater frequency
and shorter journey times.
These features were enough to
convince the Greater Blois council
(Agglopolys) to award Keolis the
management of its urban network,
following a tender launched in 2012.
The operator’s proposal included
such extras as an on-demand
service for less densely populated
areas and the introduction of
bicycle hire. To reach this outcome,
Keolis drew extensively on the
findings of its Keoscopie surveys,
fine-tuned with local research.
The new network began operating
last September and has recorded
a 5% rise in passenger numbers
in the fourth quarter of 2013.
The urban transport network in
Vichy was completely reorganised
in 2010: new lines, new livery
and new patterns for passengers
to adopt. This makeover was
inspired by Keolis based on its firm
belief that the city required a main
trunk line running through it.
This reorganisation paid off, with
passenger numbers on the network
rising by 20%. Following on from
this, the city council Vichy Val
d’Allier decided to step up its
efforts, particularly in the area
of eco-friendly measures, by
introducing mini- and midi-buses
on all lines, which were easier on
both the environment and the eye.
Some larger buses are still used
for school services but return
to the depot after rush hour.
This responsible initiative is rarely
seen elsewhere in France!
In 2013, Keolis was renewed
as operator in Nîmes for a
10-year duration. The municipality
issued the Group with a very
specific remit: reduce the
network's mileage to increase
its profitability. After auditing
the system, Keolis advised ending
service for some underutilised
areas, while signing a contract
with the local authority
committing to an ambitious
fare box. The outcome is that
the fare box target has already
been surpassed and Nîmes’ costs
significantly reduced, without
affecting the quality of service
perceived by passengers.
NETWORK
OPTIMISATION
here and there...
WORLDWIDE 2013
61

Keolis Group Worldwide 2013

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Keolis Group Worldwide 2013