Keolis Group Annual Report presents Keolis 2014 highlights (new contracts, renewals, locations map) and interviews of Executive Chairman Jean-Pierre Farandou and Chairman of the Supervisory Board Joël Lebreton. Our annual report presents five Keolis expertises around the world: mass transit, economic performance, customer satisfaction, intermodality and CSR.

1. C
TAKING YOU
FURTHER
2014 A N N UA L R E P O R T
K E O L I S G R O U P

2. 04:
2014 IN FACTS AND FIGURES
06:
“KEOLIS HAS BECOME AN
INTEGRATED INTERNATIONAL
GROUP” – INTERVIEW WITH
JEAN-PIERRE FARANDOU
09:
“ALL THE GROUP’S ACTIVITIES
CONTRIBUTE TO ITS
SUCCESS” – INTERVIEW WITH
JOËL LEBRETON
10:
“OUR GOAL: BECOME
A LEADER IN CONNECTED
MOBILITY”
11 – 18:
FROM LONDON TO
HYDERABAD, METROS,
TRAMS AND TRAINS MEET THE
CHALLENGE OF MASS TRANSIT
19 – 26:
ACROSS THE WORLD, OUR
TEAMS ARE REINVENTING
THE BUSINESS MODEL FOR
NETWORKS
27 – 34:
IN ALL FOUR CORNERS OF
THE GLOBE, WE PRIORITISE
CUSTOMER EXPERIENCE
35 – 42:
FROM BUSES TO BIKES,
A “TOUR DE FRANCE” OF
INTERMODAL TRANSPORT
MAKING NETWORKS FLUID
43 – 50:
SUSTAINABLE
DEVELOPMENT FOR TODAY
AND TOMORROW
51 – 61:
GOVERNANCE
AND INDICATORS
06
42 47
18 28
17
48
TAKE HYDERABAD’S ELEVATED
METRO WITH PRATEEK
FOLLOW THE WORKDAY
OF TOURS MEDIATOR ZAKARIAA
VISIT CHARLOTTA’S BORDEAUX
THE INTERMODAL WAY
SEE SELENA COMBAT
DISCRIMINATION IN BOSTON
DISCOVER OUR
WEBDOCUMENTARY
ON
www.keolis.com

3. TAKING YOU
FURTHER
KeolisGroupisaleadingpublictransport
operatorinEuropeandacrosstheworld.
Presentin15countries,Keolisoperates
andmaintainstransportnetworks
anddevelopstailor-mademobilitysolutions
adaptedtospecificlocalneeds
andchangingcommutingpatterns.
CAR PARKS
#2 in France
300 car parks
138,000 spaces under management
OUR POSITIONS IN THE MARKET
AUTOMATED METRO
Pioneer and world leader
5 networks
240 km of lines of which 70 km are under construction
925 million passengers per year
LIGHT RAIL
World leader
16 networks
660 km of lines
660 million passengers per year
RAILWAY
Presence in European and North
American markets
12 networks
5,754 km of track
630 million passengers per year
REGIONAL TRANSPORT
Major operator in France and
internationally
75 French departments covered
Market presence includes Belgium, Canada and Australia
URBAN
Market leader in France
and one of the main private bus operators in Europe,
the United States and Australia
Operating major French networks, including Bordeaux,
Lille, Lyon, Rennes, Strasbourg...
25,300 vehicles worldwide

4. 2014
IN FIGURES
Our figures certainly measure the year’s performance, but they also
reflect our achievements and our ambition for the future:
being a leader in public transport, both in France and around the world.
3billionpassengers
carried in 15 countries.
10mobility services covering
the entire transport chain:
bus and coaches, automated metros, trams, rail,
bikes, parking, transport of passengers
with reduced mobility, car-sharing, carpooling
and sea and river shuttles.
60,000employees,
including 34,200 in France and 25,800
abroad. In 2014 6,900 people were recruited,
including 3,200 outside France.
5areas of activity worldwide:
Australia/New Zealand, Continental Europe,
France, North America and the United Kingdom.
Complementing these platforms
are the “new territories”: India, China
and the Middle East.
4

5. TURNOVER BALANCED BETWEEN
FRANCE AND INTERNATIONAL BUSINESS
PROFITABILITY SEES CONTINUAL GROWTH
€5.6 billionin Group turnover(1)
, up 9.3% from 2013
(1) At constant standards. Figures include activities of joint ventures in which Keolis is a minority partner,
which are no longer consolidated in Group accounts because of new IFRS accounting standards.
€323
millionin EBITDA(1)
, a 15.4%
increase from 2013.
1.5xthe ratio
of net debt/EBITDA
at end-2014.
FRANCE 50% INTERNATIONAL 50%
ContinentalEurope
19%
Australia/
NewZealand 6%
UnitedKingdom
20%
NorthAmerica
5%
Urban
27%
Regionaltransport
14%
EFFIA
3%
Greater Paris
6%
5

6. NEW DEALS IN CALVADOS,
CHERBOURG AND NEVERS
In 2014, Keolis renewed three major
contracts in France. Keolis will continue to
run the interurban Bus Verts in Calvados,
with 27 commercial routes and 38 school
buses. In Cherbourg it will operate the
Zéphir urban network, introducing two Bus
Rapid Transit lines. In Nevers, the urban
network has been entirely redesigned in
order to reinvigorate the area.
KEOLIS STRENGTHENS ITS POSITION
IN MASS TRANSIT
Keolis pulled off its bid for two major contracts in the United Kingdom in
2014, strengthening its position in Mass Transit. The first, from September
14th
, involves operating the Thameslink, Southern and Great Northern,
the most used rail routes in Britain, for seven years. The routes serve London
and several large cities both north and south of the British capital.
The franchise, operated by Govia (65% Go-Ahead/35% Keolis) covers 22%
of UK train journeys and 273 million passenger journeys a year. The second
brings Keolis, in a 70/30 partnership with Amey, a seven-year deal to operate
the Docklands Light Railway, an automated metro line in London, from
December 2014. The line carried 101 million passengers in 2013.
A STRATEGIC POSITIONING
IN THE MIDDLE EAST
In January 2014 Keolis opened an office
in Abu Dhabi (United Arab Emirates).
The Group aims to respond to tenders
for urban transport in the region thanks
to strategic partnerships with local
companies.
A JOINT VENTURE AS
A GATEWAY TO THE ASIAN
MARKET
Keolis and Shentong Metro Group,
the Shanghai metro operator, signed an
agreement to create a joint venture
following a three-year period of forging
closer strategic ties between the two
companies. Shanghai Keolis Public
Transport, which is 51% owned by
Shentong and 49% by Keolis, will allow the
two partners to bring together their
complementary expertise in order to
respond to various transport tenders in the
region. Keolis is the leading operator of
tramway and automated metro systems in
the world, and Shentong Metro Group
manages a total of 550 km of metro lines,
double that of the Paris metro.
BORDEAUX RENEWS
CONTRACT WITH KEOLIS
Bordeaux Métropole (formerly La Cub),
has chosen Keolis as the operator of its Tbc
network. The new contract, which runs
for eight years, predicts that traffic will rise
by 34% and the number of kilometres
covered will be increased by 7%, in particular
with the extension of existing tramlines.
Besançon
PONTARLIER
LILLE
CAEN
LISIEUX
Rouen
STRASBOURG
OBERNAI
METZ
POMPEY SARREBOURG
CHÂLONS-EN-
CHAMPAGNE
ORLÉANS
DIJON
LYON
Clermont-
Ferrand
RENNES
Nantes
Poitiers
BORDEAUX
Toulouse
MARMANDE
Marseille
Montpellier
MILLAU
ALENÇON
ARRAS
Evreux
COLMAR
ÉPINAL
NANCY SUB
TOUL
CHAUMONT
Charleville-Mézières
VESOUL
Belfort
LONS-LE-SAUNIER
NEVERS
Mâcon
RIOM
OYONNAX
Valence
GrenobleSt-Etienne
CHÂTEAUROUX
Chartres
TOURS
Saint-Pierre-
des-Corps
BLOIS
Vendôme
QUIMPER
ANGERS
LE MANS
LAVAL
Niort
La Rochelle
Angoulême
Limoges
AGEN
PAU
AUCH
TARBES
FOIX
Avignon
Perpignan
NÎMES
ABBEVILLE
AMIENS
Péronne
SOISSONS
CHAUNY
CREIL
SENLISCHANTILLY
CHERBOURG
ELBEUF
DREUX
HONFLEURBAYEUX
FÉCAMP
LENS
Roubaix
Douai MAUBEUGE
Valenciennes
NARBONNE
CHÂTELLERAULT
SAINTES
Cannes
AIX-EN-PROVENCE
BREST MORLAIX
ST-MALO
LORIENT
MONTARGIS
ALÈS NYONS
MONTÉLIMAR
MONTBÉLIARD
VICHY
MONTLUÇON
Vienne
Bezanne
Reims
CHÂTEAU-
THIERRY
Thionville
VITRÉ
Villeneuve-d’Ascq
Aulnoye-Aymeries
Louvigny
Bellegarde-
sur-Valserine
Antibes
Nice
Dax
ARC 1950
Cassis
AURAY
ÎLE D’YEU
Vitrolles
KEOLIS BUYS AUTOCARS
STRIEBIG IN ALSACE
At the end of 2014 Keolis bought Autocars
Striebig. The family-owned coach operator
is a major player in interurban transport in
Alsace, employing 300 people and running
250 vehicles. The move is confirmation of
the Group’s intention to develop its business
in this region, which is particularly dynamic
in terms of public transport.
2014 IN FACTS
SMART APP FROM KEOLIS
WINS FANS AT EUROPEAN
MOBILITY FAIR
In June 2014 Keolis exhibited its new
digital solution, the Mobility Companion,
at the much-visited European Mobility
Fair in Paris. Hundreds of visitors, including
Frédéric Cuvillier, the then French
Secretary of State for Transport, tested
the application on smartphones, tablets and
smartwatches with enthusiasm.
EXTENDING TRAMWAY
LINE 1 IN LYON
On February 19th
2014 Keolis brought
the new segment of tramline T1 into service,
linking the two growing districts
of Confluence and Gerland over 2.1
kilometres. The line uses the new
Raymond Barre bridge, reserved for
non-polluting traffic. Four new stations
were built, connecting the tramway
to the metro.
EFFIA STATIONNEMENT
CONTINUES TO EXPAND
The car park subsidiary of Keolis won four
significant contracts in 2014: managing
the 1,200 spaces in the underground car
park at Paris Gare du Nord station for
SNCF Gares & Connexions; extending
and managing the 2,250 spaces at
Marineland in Antibes; equipping and
managing the 990 spaces at Nice’s
Pasteur 2 Hospital; and renovating and
managing all the car parks in Suresnes,
just outside Paris.
SEVERAL CAMPAIGNS
AGAINST FARE EVASION
During 2014, Keolis put one of its strategic
aims for the year into practice with the
launch of several campaigns in France against
fare evasion. Keolis Amiens rolled out an
awareness campaign that was widely
reported in local media. Keolis Tours
mobilised large numbers of staff for a high
impact operation in which around one
hundred fines were logged in an hour.
The Keolis Lille teams employed awareness
campaigns and penalties. Keolis Lyon cut its
fare-evasion rate by 1.3% to 9.8% thanks to
their campaign called “Fare evasion is
everyone's concern”.
SUCCESSFUL LAUNCH
FOR BOSTON
SUBURBAN TRAINS
Keolis Commuter Services
(KCS) began operating the
Boston suburban rail network
on July 1st
, 2014, following an
unprecedented effort by
the Group’s teams based there.
After being chosen by the
Massachusetts transport
authority, MassDOT, in January
2014, teams prepared for taking
over the running of this network,
which comprises 13 lines,
1,000 km of track and
134 stations and is used by
127,000 passengers every day.
The contract, which runs for
eight years, is the largest in
North America delegated
to a private sector operator.
CHINA
ABU DHABI FRANCE
FRANCE
FRANCE
FIRST LIGHT RAIL CONTRACT
IN NORTH AMERICA
A public-private partnership (PPP) contract
signed between the Grandlinq consortium
and the Region of Waterloo in May 2014
will allow Keolis to become the operator of a
planned light rail system in the province of
Ontario, Canada. Keolis is involved in the
conception and design of the project, which
will cover 19 km and serve 16 stations as of
2017. This is the Group’s first light rail
contract in North America.
CANADA
GOLD COAST LIGHT RAIL OPENS
G:link, the new light rail for the Gold Coast
in Australia, was inaugurated on July 20th
2014
by the Government of Queensland after three
years in the making. On its first day of
operation the line had carried over 40,000
people by midday. It covers 13 km with
16 stops, linking the main tourist, economic
and educational centres of the conurbation.
AUSTRALIA
FRANCE
FRANCE
SUCCESSFUL SUBSTITUTION
BUSES IN PARIS
Keolis was chosen to provide bus substitution
services during work on the RER C suburban
express line in Paris over the summer.
The line was entirely closed between
Gare d’Austerlitz and Invalides from July 15th
to August 23rd
2014. Keolis buses
provided 4,500 return journeys and
carried 300,000 passengers.
FRANCEUSA
FRANCE
INDIA
PORTUGAL
CHINA
Porto
Hyderabad
Shanghai
Wuhan
LUXEMBOURG
BELGIUM
THE NETHERLANDS GERMANY
DENMARK
NORWAY
SWEDEN
Zwolle
Enschede
Zutphen
Oldenzaal
Rahden
Münster
Aalborg
Skibby
Odense
Hinnerup
Slagelse
Copenhagen
Helsinge
Jönköping
Göteborg
Nyköping
Odensbacken
Dalarna
Sundsvall
Stockholm
Finspång
Bergen
Dortmund
DüsseldorfVenlo
Lemgo
Bielefeld
KasselApeldoorn
Keolis Vlaanderen
Eurobus Holding
Soest
Hamm
UNITED STATES
South Lake Tahoe
Martinez
Fresno
Las Vegas
Monrovia
Anaheim
Collier County Fort Lauderdale
Washington
BostonSan Francisco
Lancaster
Van Nuys
Tylstrup
Edinburgh
Newcastle
York
Hull
Birmingham
Canterbury
Dover
Brighton
Southampton
Blackpool
Liverpool
Glasgow
Abu Dhabi
UNITED ARAB EMIRATES
Gold Coast
Melbourne
Perth
AUSTRALIA
Adelaide
Brisbane
Pompano
London
Sheffield
Bedford Cambridge
Manchester
UNITED KINGDOM
Nottingham
Waterloo
Rimouski
Trois-Rivières
Quebec
Rivière-du-Loup
DrummondvilleMontreal
CANADA
Gaspé
Longueuil
FRANCE
With contract wins or renewals, launches and its business expansion, 2014 was particularly rewarding
for the Keolis Group, allowing it to fully pursue its development strategy.
City
Management
of over 300 spaces
Metro Metro
under construction
Bus Rapid
Transit
Tramway
in operation
Planned
tramway
CITY
Urban network
Rail service
in the Netherlands
Rail service
in Germany
Govia rail
network (UK)
FirstLink rail
network (UK)
Operations outside
the platforms
Bus / shuttle /
interurban and
school coaches / PRM
Taxi Train
90urban networks
75departments covered
by interurban networks
FRANCE
UNITED KINGDOM
NEW JOINT VENTURE AND
SUBSIDIARY FOR KEOLIS
In September 2014 Keolis officially created
a joint venture with Nettbuss Danmark
(70% Keolis, 30% Nettbuss), called
Keolis Danmark. The move brings Keolis
the number two slot in Denmark,
with 1,500 employees and 450 buses.
A few months earlier, Fjord1, joint operator
of the transport network in Bergen,
sold its business to Keolis, creating a new
Norwegian subsidiary, Keolis Norge.
DENMARK AND NORWAY
A NEW DEAL AND
A SUCCESSFUL LAUNCH
Keolis Sverige began operating the
bus network in the Dalarna region on July 1st
2014. Dalatrafik, the public transport
authority, transferred management
of its fleet of 90 vehicles to Keolis Sverige
after a very short preparation period.
Keolis’ Swedish subsidiary also successfully
took over running the E22 bus
in Stockholm on August 18th
2014.
SWEDEN

7. NEW DEALS IN CALVADOS,
CHERBOURG AND NEVERS
In 2014, Keolis renewed three major
contracts in France. Keolis will continue to
run the interurban Bus Verts in Calvados,
with 27 commercial routes and 38 school
buses. In Cherbourg it will operate the
Zéphir urban network, introducing two Bus
Rapid Transit lines. In Nevers, the urban
network has been entirely redesigned in
order to reinvigorate the area.
KEOLIS STRENGTHENS ITS POSITION
IN MASS TRANSIT
Keolis pulled off its bid for two major contracts in the United Kingdom in
2014, strengthening its position in Mass Transit. The first, from September
14th
, involves operating the Thameslink, Southern and Great Northern,
the most used rail routes in Britain, for seven years. The routes serve London
and several large cities both north and south of the British capital.
The franchise, operated by Govia (65% Go-Ahead/35% Keolis) covers 22%
of UK train journeys and 273 million passenger journeys a year. The second
brings Keolis, in a 70/30 partnership with Amey, a seven-year deal to operate
the Docklands Light Railway, an automated metro line in London, from
December 2014. The line carried 101 million passengers in 2013.
A STRATEGIC POSITIONING
IN THE MIDDLE EAST
In January 2014 Keolis opened an office
in Abu Dhabi (United Arab Emirates).
The Group aims to respond to tenders
for urban transport in the region thanks
to strategic partnerships with local
companies.
A JOINT VENTURE AS
A GATEWAY TO THE ASIAN
MARKET
Keolis and Shentong Metro Group,
the Shanghai metro operator, signed an
agreement to create a joint venture
following a three-year period of forging
closer strategic ties between the two
companies. Shanghai Keolis Public
Transport, which is 51% owned by
Shentong and 49% by Keolis, will allow the
two partners to bring together their
complementary expertise in order to
respond to various transport tenders in the
region. Keolis is the leading operator of
tramway and automated metro systems in
the world, and Shentong Metro Group
manages a total of 550 km of metro lines,
double that of the Paris metro.
BORDEAUX RENEWS
CONTRACT WITH KEOLIS
Bordeaux Métropole (formerly La Cub),
has chosen Keolis as the operator of its Tbc
network. The new contract, which runs
for eight years, predicts that traffic will rise
by 34% and the number of kilometres
covered will be increased by 7%, in particular
with the extension of existing tramlines.
Besançon
PONTARLIER
LILLE
CAEN
LISIEUX
Rouen
STRASBOURG
OBERNAI
METZ
POMPEY SARREBOURG
CHÂLONS-EN-
CHAMPAGNE
ORLÉANS
DIJON
LYON
Clermont-
Ferrand
RENNES
Nantes
Poitiers
BORDEAUX
Toulouse
MARMANDE
Marseille
Montpellier
MILLAU
ALENÇON
ARRAS
Evreux
COLMAR
ÉPINAL
NANCY SUB
TOUL
CHAUMONT
Charleville-Mézières
VESOUL
Belfort
LONS-LE-SAUNIER
NEVERS
Mâcon
RIOM
OYONNAX
Valence
GrenobleSt-Etienne
CHÂTEAUROUX
Chartres
TOURS
Saint-Pierre-
des-Corps
BLOIS
Vendôme
QUIMPER
ANGERS
LE MANS
LAVAL
Niort
La Rochelle
Angoulême
Limoges
AGEN
PAU
AUCH
TARBES
FOIX
Avignon
Perpignan
NÎMES
ABBEVILLE
AMIENS
Péronne
SOISSONS
CHAUNY
CREIL
SENLISCHANTILLY
CHERBOURG
ELBEUF
DREUX
HONFLEURBAYEUX
FÉCAMP
LENS
Roubaix
Douai MAUBEUGE
Valenciennes
NARBONNE
CHÂTELLERAULT
SAINTES
Cannes
AIX-EN-PROVENCE
BREST MORLAIX
ST-MALO
LORIENT
MONTARGIS
ALÈS NYONS
MONTÉLIMAR
MONTBÉLIARD
VICHY
MONTLUÇON
Vienne
Bezanne
Reims
CHÂTEAU-
THIERRY
Thionville
VITRÉ
Villeneuve-d’Ascq
Aulnoye-Aymeries
Louvigny
Bellegarde-
sur-Valserine
Antibes
Nice
Dax
ARC 1950
Cassis
AURAY
ÎLE D’YEU
Vitrolles
KEOLIS BUYS AUTOCARS
STRIEBIG IN ALSACE
At the end of 2014 Keolis bought Autocars
Striebig. The family-owned coach operator
is a major player in interurban transport in
Alsace, employing 300 people and running
250 vehicles. The move is confirmation of
the Group’s intention to develop its business
in this region, which is particularly dynamic
in terms of public transport.
2014 IN FACTS
SMART APP FROM KEOLIS
WINS FANS AT EUROPEAN
MOBILITY FAIR
In June 2014 Keolis exhibited its new
digital solution, the Mobility Companion,
at the much-visited European Mobility
Fair in Paris. Hundreds of visitors, including
Frédéric Cuvillier, the then French
Secretary of State for Transport, tested
the application on smartphones, tablets and
smartwatches with enthusiasm.
EXTENDING TRAMWAY
LINE 1 IN LYON
On February 19th
2014 Keolis brought
the new segment of tramline T1 into service,
linking the two growing districts
of Confluence and Gerland over 2.1
kilometres. The line uses the new
Raymond Barre bridge, reserved for
non-polluting traffic. Four new stations
were built, connecting the tramway
to the metro.
EFFIA STATIONNEMENT
CONTINUES TO EXPAND
The car park subsidiary of Keolis won four
significant contracts in 2014: managing
the 1,200 spaces in the underground car
park at Paris Gare du Nord station for
SNCF Gares & Connexions; extending
and managing the 2,250 spaces at
Marineland in Antibes; equipping and
managing the 990 spaces at Nice’s
Pasteur 2 Hospital; and renovating and
managing all the car parks in Suresnes,
just outside Paris.
SEVERAL CAMPAIGNS
AGAINST FARE EVASION
During 2014, Keolis put one of its strategic
aims for the year into practice with the
launch of several campaigns in France against
fare evasion. Keolis Amiens rolled out an
awareness campaign that was widely
reported in local media. Keolis Tours
mobilised large numbers of staff for a high
impact operation in which around one
hundred fines were logged in an hour.
The Keolis Lille teams employed awareness
campaigns and penalties. Keolis Lyon cut its
fare-evasion rate by 1.3% to 9.8% thanks to
their campaign called “Fare evasion is
everyone's concern”.
SUCCESSFUL LAUNCH
FOR BOSTON
SUBURBAN TRAINS
Keolis Commuter Services
(KCS) began operating the
Boston suburban rail network
on July 1st
, 2014, following an
unprecedented effort by
the Group’s teams based there.
After being chosen by the
Massachusetts transport
authority, MassDOT, in January
2014, teams prepared for taking
over the running of this network,
which comprises 13 lines,
1,000 km of track and
134 stations and is used by
127,000 passengers every day.
The contract, which runs for
eight years, is the largest in
North America delegated
to a private sector operator.
CHINA
ABU DHABI FRANCE
FRANCE
FRANCE
FIRST LIGHT RAIL CONTRACT
IN NORTH AMERICA
A public-private partnership (PPP) contract
signed between the Grandlinq consortium
and the Region of Waterloo in May 2014
will allow Keolis to become the operator of a
planned light rail system in the province of
Ontario, Canada. Keolis is involved in the
conception and design of the project, which
will cover 19 km and serve 16 stations as of
2017. This is the Group’s first light rail
contract in North America.
CANADA
GOLD COAST LIGHT RAIL OPENS
G:link, the new light rail for the Gold Coast
in Australia, was inaugurated on July 20th
2014
by the Government of Queensland after three
years in the making. On its first day of
operation the line had carried over 40,000
people by midday. It covers 13 km with
16 stops, linking the main tourist, economic
and educational centres of the conurbation.
AUSTRALIA
FRANCE
FRANCE
SUCCESSFUL SUBSTITUTION
BUSES IN PARIS
Keolis was chosen to provide bus substitution
services during work on the RER C suburban
express line in Paris over the summer.
The line was entirely closed between
Gare d’Austerlitz and Invalides from July 15th
to August 23rd
2014. Keolis buses
provided 4,500 return journeys and
carried 300,000 passengers.
FRANCEUSA
FRANCE
INDIA
PORTUGAL
CHINA
Porto
Hyderabad
Shanghai
Wuhan
LUXEMBOURG
BELGIUM
THE NETHERLANDS GERMANY
DENMARK
NORWAY
SWEDEN
Zwolle
Enschede
Zutphen
Oldenzaal
Rahden
Münster
Aalborg
Skibby
Odense
Hinnerup
Slagelse
Copenhagen
Helsinge
Jönköping
Göteborg
Nyköping
Odensbacken
Dalarna
Sundsvall
Stockholm
Finspång
Bergen
Dortmund
DüsseldorfVenlo
Lemgo
Bielefeld
KasselApeldoorn
Keolis Vlaanderen
Eurobus Holding
Soest
Hamm
UNITED STATES
South Lake Tahoe
Martinez
Fresno
Las Vegas
Monrovia
Anaheim
Collier County Fort Lauderdale
Washington
BostonSan Francisco
Lancaster
Van Nuys
Tylstrup
Edinburgh
Newcastle
York
Hull
Birmingham
Canterbury
Dover
Brighton
Southampton
Blackpool
Liverpool
Glasgow
Abu Dhabi
UNITED ARAB EMIRATES
Gold Coast
Melbourne
Perth
AUSTRALIA
Adelaide
Brisbane
Pompano
London
Sheffield
Bedford Cambridge
Manchester
UNITED KINGDOM
Nottingham
Waterloo
Rimouski
Trois-Rivières
Quebec
Rivière-du-Loup
DrummondvilleMontreal
CANADA
Gaspé
Longueuil
FRANCE
With contract wins or renewals, launches and its business expansion, 2014 was particularly rewarding
for the Keolis Group, allowing it to fully pursue its development strategy.
City
Management
of over 300 spaces
Metro Metro
under construction
Bus Rapid
Transit
Tramway
in operation
Planned
tramway
CITY
Urban network
Rail service
in the Netherlands
Rail service
in Germany
Govia rail
network (UK)
FirstLink rail
network (UK)
Operations outside
the platforms
Bus / shuttle /
interurban and
school coaches / PRM
Taxi Train
90urban networks
75departments covered
by interurban networks
FRANCE
UNITED KINGDOM
NEW JOINT VENTURE AND
SUBSIDIARY FOR KEOLIS
In September 2014 Keolis officially created
a joint venture with Nettbuss Danmark
(70% Keolis, 30% Nettbuss), called
Keolis Danmark. The move brings Keolis
the number two slot in Denmark,
with 1,500 employees and 450 buses.
A few months earlier, Fjord1, joint operator
of the transport network in Bergen,
sold its business to Keolis, creating a new
Norwegian subsidiary, Keolis Norge.
DENMARK AND NORWAY
A NEW DEAL AND
A SUCCESSFUL LAUNCH
Keolis Sverige began operating the
bus network in the Dalarna region on July 1st
2014. Dalatrafik, the public transport
authority, transferred management
of its fleet of 90 vehicles to Keolis Sverige
after a very short preparation period.
Keolis’ Swedish subsidiary also successfully
took over running the E22 bus
in Stockholm on August 18th
2014.
SWEDEN

8. €5.6billion
in turnover in 2014,
+ 9.3 % from 2013.
55%
The share of Group turnover in 2015
that is expected to come from
international business.
FROM TRANSPORT
TO MOBILITY
Keolis’ aim is to offer passengers
multimodal mobility solutions
that are simple, efficient
and fluid.
FOR MORE INFORMATION SEE PAGE 35
UNIQUE ADDED VALUE
IN THE MARKET
Keolis constantly seeks to
improve its understanding of the
needs of passengers and car park
users, to better serve local
authorities.
FOR MORE INFORMATION SEE PAGE 19
6

9. 7
“KEOLIS HAS BECOME
AN INTEGRATED
INTERNATIONAL
GROUP”
Boosted by its successes in 2014, Keolis is on target to meet the ambitious
growth objectives set out in its corporate initiative, KeoLife.
Jean-Pierre Farandou, the Group’s Executive Chairman, explains.
“OUR INTERNATIONAL
OPERATIONS ARE GROWING
STRONGLY AND ARE NOW
EQUIVALENT TO OUR BUSINESS
IN FRANCE.”
WHAT WERE THE MOST
SIGNIFICANT EVENTS FOR
THE GROUP IN 2014?
In 2014 Keolis pursued
its expansion strategy,
capitalising fully on the new
organisation put in place
in 2013, in particular
the decentralisation to major
regional platforms. Most
notably on the international
front, we won two major
contracts in the UK. One
involves operating the largest
British rail network,
Thameslink, Southern and
Great Northern; the other is
the Docklands Light Railway,
the automated metro in the
Docklands area of London,
a win that consolidates our
worldwide leadership in this
market. Keolis was also
chosen to handle the
operation of the future light
rail in Waterloo, near Toronto
in Canada, under a 30-year
public-private partnership.
We have also laid the
foundations for our
development in Asia with
the creation of a joint venture
with the Shanghai metro
company. This will allow us
to tender for tramway and
metro contracts in China
and South-East Asia. Finally,
2014 was marked by
successful, high-profile
launches such as the Gold
Coast light rail in Australia
and commuter trains in
Boston. In France, I am very
proud that Keolis’ contract
was renewed for operating the
Bordeaux network, the largest
tram network in France, and
for Bus Verts, the bus and
coach network in Calvados.
Finally, in the car park sector,
our subsidiary EFFIA won
numerous contracts, including
two particularly significant
ones: Marineland in Antibes
and Gare du Nord in Paris.
HOW DO THESE SUCCESSES
CONTRIBUTE TO KEOLIS’
STRATEGY?
Firstly, they contribute to
our development.
This development is
obviously based on winning
new contracts, but also on
maintaining existing
contracts and on the success
of our launches.
Our achievements in 2014
strengthen our desire to
accelerate our growth outside
France, and confirm the
relevance of our strategic
decision to diversify into car
park management via the
acquisition of EFFIA in 2010.
We have held the number
two position in France in this
market for several years.
THE GROUP STATES PUBLICLY
THAT ITS AMBITION IS TO SHOW
VERY STRONG GROWTH. WAS
2014 IN LINE WITH THIS GOAL?
Yes, a decisive step was taken.
Our turnover(1)
rose by over
9.3% compared with 2013,
to 5.6 billion euros. This
strong growth puts us on
target for the strategic
objective of 7 billion euros
set for 2017. I am also very
pleased with our strong
progress outside France, which
allows Keolis to become a
truly integrated, international
group with a balance between
business in France
and beyond our borders.

10. 8
KEOLIFE, THE CORPORATE
INITIATIVE LAUNCHED IN
EARLY 2014, IS CENTRED
AROUND VERY PRACTICAL
CONTINUAL IMPROVEMENT
PROCESSES LED BY THE
SUBSIDIARIES. WHAT WERE
THE INITIAL RESULTS
OF THEIR IMPLEMENTATION
IN 2014?
A winning company is one
that excels in its line of
business. That is what
KeoLife is all about:
structuring continual
progress in all aspects of
a transport operator’s
business, including safety
and security, employee
commitment, operational
management, maintenance,
customer satisfaction,
addressing fare evasion, and
social and environmental
responsibility. KeoLife is
a programme designed to be
implemented “in the field”.
And this was the case in
2014: our 300 subsidiaries
have made it their own and
are continuing to roll it
out in 2015, in particular
thanks to KeoShare, a new
online collaborative
platform structured around
major themes. So the
KeoLife “rocket” has taken
off. Boston is a great
example, organising its
action plan for the first 100
days in line with the
workstreams of the project.
The same goes for the Gold
Coast during preparations
for starting operations there.
Company headquarters also
has a contribution to make,
for example in social
responsibility: we regularly
bring together stakeholders
such as passenger
associations, experts, and
government representatives,
to better take into account
their expectations in terms
of sustainable mobility.
A YEAR AGO YOU INITIATED
A MAJOR CONSULTATION TO
PROVIDE THE KEOLIS GROUP
WITH COMMON VALUES. WHAT
IS THE STATUS TODAY?
After a year of work,
involving over 2,000
colleagues, we have rallied
around three federating
values that will be rolled
out during 2015 across
the entire Group:
“We Imagine, We Care,
We Commit”. These three
simple, genuine values
are designed to unite
us and reflect who we are:
an innovative partner
for our clients, a group that
is uncompromising on
safety and that respects
its employees and clients,
and a responsible company
that keeps its promises
and continually seeks
improvements.
WHAT CHALLENGES MUST THE
GROUP OVERCOME IN 2015?
2015 will be a year of
acceleration during which
we will need to win new
tenders in all the zones
where we are present.
This year will also
be focused on winning
and retaining passengers,
thanks to the roll-out
of solutions devised in 2014:
the Mobility Companion,
a route-finding and
itinerary-search application;
KeoBill, a ticketing solution,
which is fully owned
by Keolis; or CRM
(Customer Relationship
Management) tools. These
innovations will allow us
to guarantee the best service
on a daily basis in all our
operations across the globe
and to deliver the quality
of service expected
by passengers and public
transport authorities.
“2015 WILL BE A YEAR OF
ACCELERATION FOR OUR
DEVELOPMENT AND FOR WINNING
AND RETAINING PASSENGERS.”
(1) At constant standards.

11. 9
HOW DOES KEOLIS’
SUPERVISORY BOARD
EVALUATE THE COMPANY’S
PERFORMANCE IN 2014?
There is no doubt that the
2014 results are outstanding
and in line with the Strategic
Plan we adopted in 2012.
It is also worth noting that
all Keolis’ activities, without
exception, are growing
and therefore contribute to
the collective success
of the Group.
IN CONCRETE TERMS, WHAT IS
THE SUPERVISORY BOARD’S
MISSION AND WHO ARE ITS
MEMBERS?
The Board is the guardian
of good governance at Keolis.
It is made up of independent
Board Members and
representatives of Keolis’ two
shareholders(1)
: SNCF (the
French national rail
company), an industrial group
whose main business is
mobility, and Caisse de dépôt
et placement du Québec
(CDPQ, a Canadian pension
fund), a long-term investor
with a strong international
dimension. The balance and
cultural mix of Board
Members, who have held top
management roles in major
companies, guarantees
decision-making in the
interest of the Group.
The Board, which pays close
attention to Keolis’ affairs,
met in plenary session six
times in 2014. In addition,
four specialist committees also
met regularly: Audit
and Ethics; Remuneration
and Human Resources;
Investments and Strategy; and
Risks and Safety. The Board
and the Group’s Executive
Committee work together
in a climate of mutual trust,
cooperation and transparency.
SPEAKING OF SAFETY,
THIS SUBJECT WAS ONE OF
YOUR PRIORITIES IN 2014.
WHY WAS THIS?
Safety has always been our
number one priority, and the
fact that we are expanding
our rail activities,
in particular, led us to place
a special focus on the subject
this year. Substantive work
was undertaken by the
specialist committee together
with the Executive
Committee, and the results
are already conclusive,
particularly in terms
of the subsidiaries’ safety
certification, a direction that
we will continue to pursue
in 2015.
WHAT ROLE DOES THE BOARD
PLAY IN TERMS OF THE GROUP’S
DEVELOPMENT AND STRATEGIC
CHOICES?
The Board defines strategic
directions and monitors
their implementation.
In this context, in 2014 we
fully supported Keolis’
development approach,
while being vigilant to risk
management. In addition,
we ensured that this
development derived both
from winning tenders and
from external growth
transactions. Consequently,
three acquisitions were
undertaken: in Denmark,
in Alsace (France) and
more recently in Australia,
significantly strengthening
our existing bases.
The Board, and above
all the shareholders,
remain attentive to any
new opportunity that could
create value.
“THE BOARD FULLY SUPPORTS
THE DEVELOPMENT STRATEGY
DEFINED BY THE EXECUTIVE
COMMITTEE IN ALL ITS DIMENSIONS.”
“ALL THE GROUP’S
ACTIVITIES CONTRIBUTE
TO ITS SUCCESS”
The Supervisory Board, which guarantees good governance at Keolis, welcomes the
company’s strong results for 2014, in line with the roadmap adopted by the Executive Committee.
Joël Lebreton, Chairman of the Supervisory Board, discusses the details.
(1) See p. 53 for the full list of
Supervisory Board Members.

12. 10
London, United Kingdom.
UNDERSTANDING
PASSENGERS’ CHANGING
NEEDS
For Keolis, connected
mobility is the culmination
of research and analysis
carried out since 2007 by
the Group’s Keoscopie
Observatory. Year after
year, these reports have
brought to light a growing
diversity of behaviours that
is shaking up existing
patterns, for instance: buses
are not empty during school
holidays; shopping centres
are just as busy as city-
centre shops; many
passengers combine several
modes of transport, but not
necessarily in the same way
every day. In addition,
passengers now want to
personalise their journey
in relation to a host of
different criteria,
not simply in terms of
time taken or number
of transfers.
USING DIGITAL TECHNOLOGY
TO MAKE TRANSPORT
SIMPLE AND EASY
To meet these expectations,
Keolis has defined two
strategic approaches. The
first involves digitalising
mobility through the
development of passenger
applications such as the
Mobility Companion;
allowing passengers to
personalise routes, renew
travel cards and pay online.
Digital technologies also
facilitate the growth of
environmentally friendly
modes of transport, like
bike-sharing, car-sharing
and carpooling. They also
mean that everything can be
centralised – a single
application or point of
contact allows passengers to
manage their entire journey,
whatever modes of transport
they use.
BIG DATA, OPEN DATA
The second approach
concerns data management,
with efforts concentrated on
two fronts. The first, “Big
Data”, makes better use of
data from Keolis networks,
thus improving operational
performance. The second,
“Open Data”, makes data
available to local developers
and involves them in the
creation of innovative
applications.
Thanks to their local
knowledge, developers
can help Keolis to better
respond to the specific
expectations of each
city and its inhabitants.
S
ocietal
transformations
that are profoundly
changing our way
of life – new ways of
working, an aging population,
the rise of digital technologies
and issues of sustainable
development – are also
directly impacting public
transport usage and services.
“To address these changes we
have set ourselves a major
goal, that of becoming a leader
in intelligent and connected
mobility,” said Laurent Kocher,
Keolis’ Executive Director for
Marketing, Innovation
and Services. “The idea is to
transform a journey from
something that passengers
‘endure’ into something that
they choose and also to
facilitate access to transport
offers, ticketing solutions and
mobility options.”
“OUR GOAL: BECOME
A LEADER IN CONNECTED
MOBILITY”

13. 11
MASS TRANSIT
FROM LONDON
TO HYDERABAD,
METROS, TRAMS
AND TRAINS MEET
THE CHALLENGE
OF MASS TRANSIT
Keolis, a world leader in tramways and automated metros, and a major
player in local rail networks, brings together three fundamental qualities
for the transport of the future: expertise in network operation and main-
tenance, a multimodal dimension and digital integration. These qualities
allow the Group to position itself in the largest global metropolises and to
manage very high capacity transport systems.

14. 12
G
reater London,
with an extensive
urbanised area
and a population
of over 12 million,
is one of the largest
metropolitan areas in Europe
together with Paris and
Moscow. It is also one of the
most dynamic, with
demographic growth double
that seen in the Greater Paris
region in recent years. Because
of its size and geographical
area, the British capital has
invested in high capacity
public transport facilities.
This explains the prominence
given to rail systems, such as
the DLR (Docklands Light
Railway), for which Keolis
won the operating contract
in July 2014.
A TOTAL OF 330,000 DAILY
JOURNEYS
This driverless overhead
metro runs for 38 km and
was opened in 1987. It serves
east and south-east London
via the Docklands area,
London’s second financial
centre after the City,
located on the banks of
the River Thames. The DLR
is one of the essential
components of the network
managed by Transport for
London (TfL), and key
to its strategy for meeting
the metropolis’ Mass
Transit needs. This can
be seen in the 13% rise
in passenger journeys
between 2013 and 2014:
the DLR’s 149 trains carried
over 105 million passengers
in 2014 and clocked up
330,000 journeys per day
on weekdays. KeolisAmey
Docklands, a joint venture
between Keolis and Amey
(an infrastructure support
service provider),
began operating the line
in December 2014.
CAPITALISING ON 30 YEARS
OF AUTOMATED METRO
EXPERIENCE
Several factors were decisive
in TfL’s decision to select
Keolis as operator for the
DLR. In addition to the
Group’s approach of
differentiating its offer
and its policy of client
satisfaction (“Thinking like
a passenger”), Keolis is also
the global number one in
running automated metro
systems. Its long experience
in this area – Keolis began
running the first automated
metro in Lille in 1983 –
facilitates the transfer of
best practice, safety policies
and proven management
methods to the DLR.
For example, the network
has a centralised system
for the management of all
its activities, which enables
it to optimise data reporting
and analysis and improve
overall performance.
In the first few months
of operation by KeolisAmey
Docklands, DLR customer
satisfaction reached
90%, the best score for
nearly 30 years and a sign
of a successful transition.
CARRYING 105MILLION
PASSENGERS ON THE
DOCKLANDS LIGHT RAILWAY
CONTACT WITH
CUSTOMERS
A team of “ambassadors” goes out
regularly to promote the DLR to the
local community.
DON’T MISS THIS STOP
Canary Wharf station, located on
the Isle of Dogs, serves the
eponymous district, London’s second
financial centre after the City.
London, United Kingdom.

15. 13
TRAVELOGUE
MASS TRANSIT
A KEY PLAYER
IN THE GREATER PARIS
TRANSPORT NETWORK
As Keolis is already present in
Île-de-France, the Group is
actively involved in the public
debate on the “Greater Paris”
transport plan. In particular,
Keolis is putting forward a bus
plan to improve regional
interconnections and respond
to rising demand for mobility
in the outer Paris suburban
ring. Longer term, Keolis aims
to tender for contracts with
public transport authority
STIF to run new automatic
metro lines.
CHOSEN TO RUN UK’S
BIGGEST RAIL NETWORK
In May 2014 Govia, a joint
venture between Britain’s
Go-Ahead and Keolis, was
chosen to operate the largest
rail franchise in the United
Kingdom. The seven-year
contract involves operating
the Thameslink, Southern
and Great Northern (TSGN)
routes, which carry 22% of
the country’s rail journeys,
the equivalent of 273 million
passenger journeys per year.
This achievement
strengthens Keolis’ position
in Mass Transit.
London, United Kingdom.

16. 14
MASS TRANSIT KEY FIGURES
105MILLION PASSENGERS
per year.
40KILOMETRES OF TRACK.
THE DOCKLANDS
LIGHT RAILWAY
80KM/HOUR
MAXIMUM SPEED.
45STATIONS.
275CUSTOMER SERVICE
OFFICERS
on board metro trains.
149TRAINS
in operation.
90%CUSTOMER SATISFACTION.
70%KEOLIS’ SHARE
of KeolisAmey Docklands.

17. 15
A JOINT VENTURE
WITH A LOCAL PARTNER
“We can work with the
authorities in two ways,”
explained Marcellin Darrou,
Director of Keolis China-
South-East Asia. “On the
one hand, by bringing them
our experience in
productivity, managing
operating costs and safety,
under conditions of long-
term contractual
transparency. On the other
hand, there is no intermodal
transport in China. Our
SEEKING A ROLE IN CHINA’S
POPULATION-STRETCHED
MEGACITIES
expertise in this area would
allow us to optimise the
networks, which are now
adding lines without any real
overall organisation.”
To facilitate moving further
into this market – in 2011
Keolis signed an initial
contract in Wuhan to
operate a multimodal airport
hub – the Group sought the
support of a complementary
Chinese partner. In June
2014, a joint venture was set
up with Shentong Metro
Group, the Shanghai metro
company, which, like Keolis,
seeks to develop its activity
in China and South-East
Asia. The joint venture
is to operate an automatic
metro line in Shanghai
starting in 2017.
Contacts have also been
initiated in other major
Asian metropolises. In
addition, Keolis signed an
agreement in November 2014
outlining its participation
in running the planned
express commuter train
network in Greater Wuhan.
TRANSPORT OF
THE FUTURE
In cities with over five million
inhabitants – there are 23 of these
in China – the metro is developing
very rapidly in response to an
ever-increasing demand for mobility.
C
hina is currently
facing huge
demand for public
transport. Its
demographics,
with a projected increase in
the urban population of
400 million between 2008
and 2030, has resulted in
the development of mega-
cities served by commuter
train networks with high
traffic flows. In addition,
road saturation and
atmospheric pollution
make improvements
in running transport
networks a necessity.
As part of its international
development, Keolis is
pursuing a long-term
presence in this promising
market, which is
potentially the biggest
in the world, and which
had been closed to foreign
operators until recently.
MASS TRANSIT
Shanghai, China.
60%of the Chinese population will
be city dwellers in 2020,
compared to 50% in 2012.
17of the 50 largest cities in the world
will be in China by 2030.
2,000The number of km of new
tramlines due to come into
operation by 2020.

18. 16
MASS TRANSIT AN EMPLOYEE'S VIEW
PRATEEK, 26, TRAIN
CREW CONTROLLER
IN HYDERABAD,
INDIA
“I COME FROM A LONG LINE
OF CONDUCTORS, A FAMILY
TRADITION, YOU MIGHT SAY!
KEOLIS HIRED ME AS TRAIN
CREW CONTROLLER FOR
HYDERABAD’S NEW METRO
TRANSIT SYSTEM. MY LINE,
LINE 3, WILL RUN EIGHT
KILOMETRES, LINKING
NAGOLE TO METTUGUDA.”

19. 17
HYDERABAD INDIA
“Hyderabad Metro Rail Limited is the city’s
first metro. Totally automated, this elevated,
ultra-modern transit system will offer a
70-kilometre network, equipped to
transport 1.5 million passengers daily.”
“The metro is really going to change people’s
lives here. They will gain precious travel time
and avoid the frustrations and
unpredictability of road traffic. A new start
for me, it is also a new start for the residents
of Hyderabad!”
www.keolis.com
DISCOVER THE STORY
OF PRATEEK,
TRAIN CREW CONTROLLER
IN HYDERABAD.

20. 18
MEETING
DEVELOPMENT
CHALLENGES IN
EAST LONDON
“We unanimously chose
KeolisAmey Docklands
(KAD) in 2014 as part of the
operating contract renewal
for the Docklands Light
Railway (DLR), our
automated metro line. KAD’s
offer proved better on all
criteria than those of other
operators. The transition
went seamlessly and
performance levels were
maintained right from the
start of the new contract in
December. Furthermore,
we expect that Keolis will be
a long-term partner in
meeting the challenge of
developing East London and
improving all services on the
network.”
MIKE BROWN,
MANAGING DIRECTOR,
LONDON UNDERGROUND
AND LONDON RAIL
MASS TRANSIT A CLIENT'S VIEW
London, United Kingdom.

21. 19
FINANCIAL PERFORMANCE
ACROSS
THE WORLD,
OUR TEAMS ARE
REINVENTING THE
BUSINESS MODEL
FOR NETWORKS
The transport business model has to adapt to the vagaries of the economic
climate. Keolis works with public transport authorities to optimise service
quality on networks while taking into account budgetary constraints. To
do this, the Group employs several levers, including restructuring ticket
prices, combating fare evasion, optimising the offering – for example with
“Neolis” – or reducing the cost of investments through grouped purchasing
and mutualised solutions, for example.

22. 20
Keolis does this by bringing
the benefits of its “Neolis”
tool, (see p.23) which aims to
increase the attractiveness of
a network by taking
passengers’ real mobility needs
T
he current economic
environment and
local authorities’
budgetary
constraints have
a direct impact on public
transport operators. “In
France, as in the rest of the
world, transport networks
must continue to provide the
same level of service on a
reduced budget,” said Bernard
Tabary, International CEO at
Keolis. The sector is also
experiencing a slow erosion of
its business model. “Although
public transport patronage in
France was multiplied by 1.5
from 1992 to 2012, the share
of operating costs covered by
ticket sales fell from 55% to
32%,” said Frédéric Baverez,
France CEO at Keolis. “The
service has been improved
and costs have increased.
However, ticket prices have
not even kept up with
inflation, contrary to other
public services.” This context
leads Keolis to offer local
authorities solutions that
capitalise on several levers to
improve their networks’
financial performance.
EXPLORING EVERY AVENUE TO
MAXIMISE REVENUE
Keolis is working with local
authorities on one of these
levers: increasing both
patronage and ticket sales.
OPTIMISING NETWORKS’
FINANCIAL
PERFORMANCE
Dijon, France.

23. 21
TRAVELOGUE
as a starting point. Major
efforts are also underway in
fighting fare evasion (see p.44)
as well as other marketing
initiatives. As part of this
effort, in 2014 many networks
targeted specific customer
segments like new students,
senior citizens, tourists,
or employees from large
companies.
CONTROLLING OPERATING
COSTS AND INVESTMENTS
The second driver for
optimising a transport
network’s financial
performance concerns costs.
In the area of operating costs,
several networks made savings
in 2014 thanks to timetable
adjustments, by replacing
buses with on-demand
transport or through improved
management of capacities,
with no adverse effect on
passenger satisfaction levels.
On the Quebec-Montreal line,
for example, the change to
compulsory reservation for
travel is currently being rolled
out. The aim is to reduce the
number of coaches circulating,
with a tariff structure
favouring occupancy rates.
Keolis helps public transport
authorities to optimise their
investment policy using
several methods. These may
include reducing the price of
equipment through grouped
purchasing with other local
authorities, prolonging the
service life of facilities, or
adapting the size of vehicles.
Access is also available to
shared solutions developed by
the Group, providing savings
in areas such as ticketing,
passenger information and
digital services.
FINANCIAL PERFORMANCE
PASSENGER
INFORMATION
Luciol, the passenger information
system developed by Keolis, is now
used in around 20 transport
networks in France.
GROUPED
PURCHASING
Keolis brought Brest Métropole and
Greater Dijon together to buy their
trams jointly.
Stockholm, Sweden.
OPTIMISING
THE MELBOURNE
MANAGEMENT
STRUCTURE
Keolis Downer, which operates
Yarra Trams in Melbourne, the
world’s largest tram network,
has begun a management
reorganisation to improve
efficiency on an individual and
a collective level. The
Leadership Framework’s main
aims are to clarify each
employee’s role and to facilitate
communication between
managers and teams. An
example for the whole Group,
this project is destined to be
rolled out in other networks.
CONVINCING TOURISTS
TO USE CAEN BUSES
AND TRAMS
Keolis Caen ran a marketing
initiative on the Twisto
network from June 1st
to
mid-September 2014. The aim
was to attract visiting
customers, particularly
numerous last summer thanks
to events such as the 70th
anniversary of the Normandy
landings. Tourists were offered
a transport pack at a
preferential rate. The initiative
was a great success and is due
to be repeated annually.

24. 22
FINANCIAL PERFORMANCE KEY FIGURES
148CITIES WORLDWIDE
with a metro system at end of 2013,
carrying a total of 150 million
passengers a day.
€1.15AVERAGE TICKET PRICE
in France, one fifth
of the price in London.
THE TRANSPORT
BUSINESS MODEL
45%PERCENTAGE
of urban transport budget in France financed
by the “Versement Transport”
(a payroll tax paid by companies).
–6.2%FALL IN AVERAGE PRICE
of a yearly travel card in France
between 2003 and 2013.
10.7 billionNUMBER OF PUBLIC
TRANSPORT JOURNEYS
in the United States in 2013.
32%SHARE OF COSTS
covered by ticket revenue in France
(paid by passengers) compared to 39%
in 2000 and 55% in 1992.
1OUT OF 2
Proportion of people using public
transport regularly
(at least once a month) in France.
–4.7%FALL IN PRICE
of public transport tickets in France (the only
commercial public service to see lower
prices in the past 10 years).

25. 23
THINKING OUTSIDE THE BOX
The process frequently
calls for thinking outside
the box. One example is
the management of rush
hour services in Rennes:
Keolis worked with the
metropolitan authority and
the university to change the
start time for classes for half
the students by a quarter
of an hour, thereby avoiding
the need to put on extra
metros. In Bordeaux,
an experiment was begun
in 2014 with the Urban
SAVING COSTS,
OPTIMISING SERVICE
QUALITY
15minutes
The adjustment to university
lecture start times that meant
Rennes metro traffic became
less congested at rush hour.
27%Proportion of Bordeaux passengers
who board the tram at Hôtel-de-
Ville and get off only two stops later.
10 minutes
The time after which passengers
waiting at a station believe
they have waited longer than
their true waiting time.
Development Agency to
promote pedestrian routes
in itinerary searches. This
meant overcrowding could
be avoided on city-centre
tramlines (passengers using
this mode of transport for
only one or two stops had
previously accounted for
20% of all journeys).
CONTROLLING COSTS WITHOUT
CUTTING QUALITY
Adapting the offer without
penalising passengers also
involves studying precisely
the traffic potential of routes
and customer renewal rates
at each period of the day
and of the year. The aim
is not necessarily to cut
out the least-used journeys,
but to propose a consistent
range of services adapted
to each potential demand.
Maintaining this consistency
on a given route helps
reduce business risks and
avoids the creation of
“weak links” that could
lead to the loss of regular
customers.
TAXI!
In Quimper, taxis are chartered to
replace buses after 10 pm, as the
latter are scarcely used.
G
iven the
pressure on
local authority
budgets,
transport
operators need to look for
new solutions. This is the
rationale behind an initiative
from Keolis called “Neolis”.
“The aim is to adapt
transport offerings by
reducing local authority
contributions, while still
maintaining the essence
of our DNA: the satisfaction
of the general public at all
times and in an equitable
way across the entire
territory,” said Eric
Chareyron, Market Research,
Lifestyles & Mobility
Director. “We start by
assessing the existing
offer and proposing a new
design, for radically but
smoothly transforming
the network.”
FINANCIAL PERFORMANCE
Rennes, France.

26. 24
FINANCIAL PERFORMANCE
“NEOLIS” WAS LAUNCHED
IN FRANCE AND IS NOW
BEING ROLLED OUT
INTERNATIONALLY.
IN STOCKHOLM, IT WAS
DECISIVE IN WINNING AN
URBAN BUS MANAGEMENT
CONTRACT. WITH “NEOLIS”,
KEOLIS HAS DEVELOPED
A TOOL THAT MEETS
PASSENGER EXPECTATIONS.
IT OFFERS SOLUTIONS TO
HELP INCREASE PATRONAGE
OVER THE COMING EIGHT
YEARS WHILE REDUCING
THE NUMBER OF VEHICLES
AND THE DISTANCE
COVERED.

27. 25
FINANCIAL PERFORMANCE IN FRANCE AND EUROPE
Fare evasion undermines network revenues,
and Keolis teams are on the field on a daily
basis to combat it. Troc’It is an initiative that
encourages fare evaders to buy a two-
month travel card instead of being fined.
It helps promote customer loyalty and
generates additional revenue.
Keobill was introduced in early 2015 in Blois
after a test by a panel of 800 passengers.
Azalys, the town’s bus network, is the first
in France to adopt the contactless ticketing
system developed by Keolis, which brings
greater simplicity for passengers. This
shared solution should soon be deployed
in other French cities.

28. 26
REORGANISING THE
ORLÉANS NETWORK
FOR GREATER
ADDED VALUE
“Since 2012, our work with
Keolis has helped us optimise
our transport network. For
example, we have completely
reorganised bus routes to
make them more
complementary with the
second tramway line. In the
space of a year, this new
arrangement has led to an
increase in passenger
numbers from 26 million to
30 million. In 2014 we also
set up a joint programme to
fight fare evasion, supported
by an advertising campaign
and intensified ticket
controls. These initiatives
have significantly optimised
the efficiency of our
network.”
CHARLES-ÉRIC
LEMAIGNEN, PRESIDENT
OF THE ORLÉANS-VAL
DE LOIRE URBAN
COMMUNITY (FRANCE)
FINANCIAL PERFORMANCE A CLIENT’S VIEW
Orléans, France.

29. 27
CUSTOMER SATISFACTION
IN ALL FOUR
CORNERS OF
THE GLOBE,
WE PRIORITISE
CUSTOMER
EXPERIENCE
Listening to passengers, understanding them, fulfilling their needs and pro-
viding them with the best quality of service are the ultimate goals of the
Group’s philosophy, “Thinking like a passenger”. This forms the basis of all
Keolis’ initiatives. Each customer is seen as an individual, and the company’s
aim is to make public transport increasingly attractive.

30. 28
STRIVING TO FULFIL
PASSENGER EXPECTATIONS
MORE EFFECTIVELY
A
s it expands its
presence in the
American
market, Keolis
is putting
customer satisfaction at the
heart of its strategy. Keolis
North America is employing
the Group’s philosophy,
“Thinking like a passenger”,
on Boston commuter trains,
on the Virginia Railway
Express network in
Washington, on Las Vegas
buses and on its networks
in California and Florida.
“We put ourselves in the
customer’s position when
we work out solutions,” said
Leslie Aun, Communications
Director for the North
American platform.
“This approach, based
on constantly improving
customer experience,
is unique in the American
market and truly
differentiates us from
our competitors.”
GETTING A HANDLE
ON SATISFACTION
The core principle of
anticipating passenger
expectations is applied
to all aspects of a journey –
comfort, cleanliness,
regularity, safety – and to
everything that can facilitate
or add to this. In Boston,
for example, customers can
access a mobile application
for planning their itinerary,
a Twitter account and a
dedicated call centre. In
Washington, and on several
bus networks, Wi Fi access
allows passengers to use their
journey time to work, read
or play games online. In all
countries where Keolis is
present, “Thinking like
a passenger” draws upon
an in-depth process
of understanding passenger
behaviour and expectations.
The process uses several
tools and a variety of studies:
“Keoscopie” surveys;
meetings with customers;
using claims to upgrade the
service; and accompanying
passengers on their journeys
so as to better understand
their needs. This philosophy
is sometimes put to the test,
as during last winter, when
unusually heavy, lengthy
Boston, United States.

31. 29
CUSTOMER SATISFACTION
FACELIFT FOR DIJON
NETWORK ATTRACTS
MORE PASSENGERS
Since Keolis reorganised the
bus network in Dijon and
light rail was introduced in
2012, use of the network has
increased by 32%. The rise
can be explained by a
collective effort to respond
to passengers’ needs:
matching timetables to those
at the university campus,
improving safety, and
optimising the information
system. In 2014 the overall
satisfaction level was 92.8%
compared to 85.2% in 2012.
MAKING SERVICE
QUALITY A PRIORITY
YEAR AFTER YEAR
Keolis Deutschland is fully
onboard in the Group’s policy
of making quality of service
and customer satisfaction key
priorities, even during service
disruptions. Over the past five
years, the German subsidiary
has achieved very positive
ratings for its management of
the Maas-Rhein-Lippe and
Hellweg networks.
CONNECTION
Virginia Railway Express was the first
American transport network to offer
passengers Wi Fi access.
ALL HANDS ON DECK!
This past winter our teams in Boston
responded with an extraordinary
mobilisation to unprecedented
snowfalls that disrupted traffic.
snowstorms and very low
temperatures hit Boston and
disrupted the city’s transport
infrastructure. “This crisis
situation allowed us to put
our principles into practice,
and we were all on board,”
Leslie said. “We have learnt
valuable lessons which will
help us improve and
guarantee an optimal service
the next time any similar
event happens.”
TAKING CUSTOMER
DIVERSITY ON BOARD
The purpose of this very
detailed observation
of customers is to
accommodate passenger
diversity – travel card
holders, recent immigrants
who do not yet speak the
language fluently, tourists,
senior citizens, students,
people with a physical or
cognitive disability – as well
as the diversity of their
mobility requirements over
space and time. In this way,
Keolis and the transport
authorities can develop
mobility offers adapted for
all, using various levers such
as frequency, itineraries,
timetables, modes of
transport or fares.
This understanding also
provides a basis for
continuous actions to
improve everything that
contributes to customer
satisfaction. Constant efforts
are made in running the
service, particularly
regarding reliability and
regularity, comfort and
cleanliness, but also ease
of access and use, with
information, signalling
and ticketing.
Washington DC, United States.
TRAVELOGUE

32. 30
CUSTOMER SATISFACTION KEY FIGURES
KEOLIS’ CUSTOMER
SATISFACTION
INDICATORS
1st
PRIZE AS BEST URBAN PUBLIC
TRANSPORT OPERATOR
for Syntus, Keolis’ subsidiary in the Netherlands.
96.5%OF BUSES
on the Las Vegas network
run on time.
8OUT OF 10 CUSTOMERS SATISFIED
with service from Lila Premier Coach Rapid Transit
(Loire-Atlantique) one year after launch.
96%OF NOTTINGHAM TRAMS
PASSENGERS
satisfied with the service provided.
21BUS ROUTES
in the Bordeaux network meet
French NF Service standard.
96%OF CUSTOMERS POLLED
would recommend Divia (Dijon) buses
and trams to friends and family.
99%
OF CUSTOMERS SATISFIED
with trams in Bergen (Norway).
MILLION PASSENGERS
carried on the Gold Coast light rail less
than two months after launch.

33. 31
quickly or slowly, weather
conditions, the need to
be seated or a disability.
The Mobility Companion
also facilitates itinerary
management. For example,
passengers can upload it
to their mobiles, file it in
“favourites”, programme
alerts so as not to miss a
bus or be warned when
their bus is approaching
the desired stop. It also
informs passengers of nearby
points of interest during a
journey, such as hospitals,
administrative offices or
DIGITAL APP MAKES
MONTARGIS TRANSPORT
EASIER TO USE
shops. If a service is
disrupted, notifications
can be sent in real time
with suggestions for
alternative routes.
INTUITIVE, INNOVATIVE
FUNCTIONS TO COME
From June 2015 new
functionalities will be
added, such as purchasing
tickets or renewing season
tickets online. “We tested
the Mobility Companion
for several months, and
got a very good reception
from customers,” said
Najoua Ben Jemaa, Digital
Communications Director
at Keolis. “Its simplicity
of use and its innovations
compared with existing tools
were appreciated.” Following
this successful experiment,
the application was launched
in Montargis in February
2015 and in Lille in April.
Canal TP, the Keolis
business unit that developed
the itinerary search tool
for the application, has
begun marketing it to local
authorities, including areas
where Keolis is not present.
I
n an increasingly
connected world, digital
communications play
a key role in facilitating
public transport use
and increasing passenger
satisfaction. With this goal
in mind, Keolis developed
the Mobility Companion
in 2014. The mobile
application was built based
on input from passengers
on the Amelys network
in Montargis, south of
Paris, and can be adapted
to networks of all sizes.
PERSONALISED
ITINERARY SEARCHES
The application, which is
free on Apple and Android
smartphones and Pebble
smartwatches, has an
itinerary search function
covering all modes of
transport, even walking.
Searches can be personalised
with criteria such as walking
PREMIUM SERVICE
The criteria for personalising
the itinerary search include whether
the person wears high-heeled shoes.
CUSTOMER SATISFACTION
Montargis, France.
27million people have a smartphone
in France, or 50 % of citizens
aged 11 and over.
65%Proportion of smartphone owners
who use their phone during their
daily journeys.
5Number of towns in France besides
Montargis and Lille that will use
the Mobility Companion in 2015:
Lorient, Chauny-Tergnier, Bordeaux,
Brest and Orléans.

34. 32
CUSTOMER SATISFACTION AN EMPLOYEE'S VIEW
ZAKARIAA,
39, MEDIATOR IN
TOURS, FRANCE
“FINDING YOUR WAY ON THE
PUBLIC TRANSIT SYSTEM MAY
SEEM EASY, BUT SOME
PASSENGERS HAVE NO
SENSE OF DIRECTION.
OTHERS HAVE TROUBLE
READING, AND OTHERS
HAVE A PHOBIA OF
ANYTHING TECH-RELATED.
IN MY ROLE AS MEDIATOR,
I COME TO THE RESCUE,
GUIDE THEM IN THEIR QUEST
FOR INFORMATION, AND
HELP THEM TAKE FULL
ADVANTAGE OF OUR
TRANSIT NETWORK.”

35. 33
TOURS FRANCE
“Tours’ Fil Bleu network consists of 27 bus lines and, since
September 2013, a North-South tram line.
The company really values the mediator’s role in improving
service quality and passenger safety.”
“The network’s mediation service has an
unwritten pact with the population.
We believe that public transit is not just
a matter of moving passengers from
point A to point B. It’s also about assisting
them in their everyday lives and making
sure they experience a pleasant,
trouble-free moment in our care.”
www.keolis.com
DISCOVER THE STORY
OF ZAKARIAA, MEDIATOR
IN TOURS.

36. 34
ADAPTING
TRANSPORT
SOLUTIONS FOR A
DIVERSITY OF USES
“To cater for passengers with
very different profiles and
uses of public transport, we
launched Eazyweb with
Keolis in 2014. It is a simple,
ergonomic site that allows
passengers to find all the
information they need and
that is relevant to their
journey. It also offers a
system of network alerts in
case of snowfall, for example.
Keolis also set up a free bus
shuttle called ‘Ma Citadine’,
for getting around Arras. It
has been extremely popular
with local people, with no
fewer than 210,000 journeys
completed in 2014. We have
consequently decided to
extend the shuttle’s route to
serve La Citadelle and certain
Park-and-Ride sites on
the edge of the town.”
PHILIPPE RAPENEAU,
PRESIDENT
OF THE ARRAS URBAN
COMMUNITY (FRANCE)
CUSTOMER SATISFACTION A CLIENT'S VIEW
Arras, France.

37. 35
INTERMODAL TRANSPORT
FROM BUSES
TO BIKES, A “TOUR
DE FRANCE”
OF INTERMODAL
TRANSPORT
MAKING NETWORKS
MORE FLUID
Thanks to decades of cumulative experience in the management of
integrated networks, Keolis has perfected its understanding of the four
fundamental aspects of intermodal transport: infrastructure, ease of
changes, passenger information and harmonisation of timetables between
the various transport modes. With a presence across the entire mobility
chain, including car parking, Keolis Group rationalises existing networks
and conceives those of tomorrow, with the aim of promoting simplicity in
urban travel and the attractiveness of collective or shared transport.

38. 36
G
reater Lille’s
public transport
authority –
Métropole
Européenne de
Lille (MEL) – strives to provide
the conurbation’s 85
municipalities with a coherent,
coordinated and fluid transport
system. The Transpole
network, which has been
operated by Keolis Lille for over
15 years, has a fully intermodal
offer. The metropolitan area’s
1.1 million inhabitants have
access to metro, tramway,
buses, bicycles, carpooling and
car-sharing services, as well as
10 Park-and-Ride facilities with
7,000 parking spaces. “The
Lille network is structured to
provide seamless intermodal
transport, allowing passengers
to adapt their itinerary
according to their needs, or
the day’s weather forecast,”
said Gilles Fargier, Managing
Director of Keolis Lille. “Today
our subsidiary faces new
challenges. In response to
sustainable development
requirements in town
planning, MEL’s goal is to
double the market share of
public transport from 10%
in 2010 to 20% by 2020, and
multiply the share for bicycles
fivefold, from 2% to 10%.”
BROADENING THE OFFER AND
INCREASING CAPACITY
Over the years, MEL and
Keolis Lille have diversified
public transport services with
the introduction of new forms
of mobility. These include bike-
sharing, carpooling and
car-sharing, as well as secure
parking spaces for bicycles.
New multimodal hubs have
also been created. In parallel,
a major effort is underway to
increase public transport
capacity: from 2011 to 2013 the
distance covered by buses rose
by 30%; by the end of 2016 the
most-used metro line will have
doubled its capacity, with
52-metre carriages replacing
the current 26-metre carriages;
and at the end of 2016, the
renovation of the tramsets will
increase passenger capacity
by 15%.
INNOVATION IN SERVICES AND
INFORMATION
To make day-to-day use of
intermodal transport easier,
Keolis Lille launched the
Transpole application in early
2014. The app integrates all
possible multimodal solutions
in the calculation of an
itinerary, and is a handy tool
for passengers, providing them
with information relevant to
their route. Another
innovation in customer service
was the creation in September
2014 of a dedicated information
and command centre
functioning 364 days a year,
from 5.15 am to 1 am. This
centre can detect a service
disruption, offer operators
alternative solutions and
deliver real time information to
passengers via a variety of
channels, including Internet,
social networks and passenger
announcements.
PROVIDING SEAMLESS,
SIMPLIFIED DAILY JOURNEYS
AROUND GREATER LILLE
ACCESSIBILITY
100% of all Lille’s metros, trams and
urban buses are accessible for people
with reduced mobility.
MUST-SEE
Lille-Flandres railway station is the
busiest transport hub in the
metropolis, with metros, tramways,
buses, bike-sharing stands,
connections with regional trains
and a sales office.
Lille, France.

39. 37
TRAVELOGUE
STRONGER LINKS
BETWEEN NANTES’
URBAN AND
PERI-URBAN AREAS
Just one year after Lila
Premier’s Coach Rapid Transit
service began operating in the
Nantes region in September
2013, patronage had risen by
80%. This strong
performance was achieved
thanks to: an overhaul of the
itinerary; a reorganisation of
the service; the creation of a
connection with the Nantes
tramway; the installation of
Park-and-Rides along the
route; and the introduction of
new services such as flat
screens, low floors and
real-time information on
board the coaches.
WORKING TOGETHER
TO IMPROVE THE
MELBOURNE NETWORK
In 2014 Yarra Trams, the Keolis
subsidiary operating the
Melbourne tramway, and Public
Transport Victoria, the State's
public transport authority,
continued to build their
partnership. Yarra Trams took
part in a series of workshops
and meetings with other
operators in the Melbourne
multimodal network to address
optimising customer service,
modernising equipment and
reviewing timetables, frequency
and ticketing.
INTERMODAL TRANSPORT
Lille, France.

40. 38
INTERMODAL TRANSPORT KEY FIGURES
170MILLION JOURNEYS
per year.
87MUNICIPALITIES
served in an area
of 1.1 million inhabitants.
LILLE'S TRANSPOLE
NETWORK
400,000HOLDERS
of the “Pass Pass” travel card.
24TRAMS,
22 km of lines, 36 stations.
2,200MEMBERS
of carpooling programmes.
428NATURAL GAS-FUELLED BUSES
on 96 routes.
2,200BICYCLES
in self-service rental, 233 stations,
3,500 long-term lease cycles.
10PARK-AND-RIDE FACILITIES
with 7,000 parking spaces.

41. 39
2nd
Lyon’s TCL network is the largest
in France after Paris.
1.7million journeys per day
made on the TCL network.
25Park-and-Ride facilities with
7,380 spaces in Greater Lyon.
A MULTIMODAL NETWORK
ACROSS THE WHOLE AREA
The recognition is on
a par with Sytral’s high
performance standards.
“Passengers can move with
ease across the entire area
of the conurbation, with a
minimum of changes,” said
Jean-Yves Pascal, Projects,
Marketing and Intermodal
Director at Keolis Lyon.
“Every year Sytral invests
more than 150 million euros
in expanding the network.”
Over the years Keolis has
supported this development
ACCOMPANYING THE
FAST-GROWING LYON
METROPOLIS
by increasing network
interconnections in
the metropolis and by using
new modes of transport
– metro, then tram – that
complement the existing
bus network, which was
itself profoundly reorganised
in 2011. Since then, network
expansion continues
in parallel with the
conurbation’s development.
In late 2013, metro Line B
was extended across the
River Rhône towards
the southwest of the
metropolitan area. Thanks
to the 1.8 km extension,
inhabitants of this sector
can get to Part-Dieu
mainline railway station in
15 minutes. Three tramlines
were extended from mid-2013
to early 2014, including the
T1, which links the growing
Confluence and Gerland
districts. The latest project
is to connect the new
Grand Stade des Lumières,
one of the stadiums for
Euro 2016 (UEFA European
Football Championship), to
tram, bus and coach routes
by December 2015.
L
yon’s public transport
system (TCL),
spanning metro, tram,
bus and cable car
routes, is traditionally
the showcase for Keolis’
expertise in intermodal
transport. Now the model
has also won international
recognition, as shown by
the 200 delegations (of
which 100 come from abroad)
received in 2014 by Sytral,
the transport authority,
and Keolis Lyon, which has
operated the network for
over 30 years. Keolis teams
regularly host study tours
for colleagues from other
networks in the Group
and for representatives
from transport authorities
such as Abu Dhabi's, who
recently came for training
and to study the organisation
of the network.
INTERMODAL TRANSPORT
HUB
La Soie is the emblematic
multimodal hub for the Lyon
Metropolis, with bus, metro and
tram routes, an airport rail link,
Park-and-Ride and a sales office.
Lyon, France.

42. 40
INTERMODAL TRANSPORT A PASSENGER'S VIEW

43. 41
BORDEAUX FRANCE
CHARLOTTA,
37, USER OF
THE BORDEAUX
NETWORK
“BEFORE MOVING HERE
WITH MY FAMILY, I GOT TO
KNOW BORDEAUX AS
A STUDENT IN 2004 AND
2005. THE CITY HAS
CHANGED CONSIDERABLY!
THE PUBLIC TRANSPORT
NETWORK (ESPECIALLY THE
TRAMWAY) HAS IMPROVED
AND EXPANDED, CLEARLY
HELPING TRANSFORM
THE CITY.”
“The transport system makes getting
around town easy, whether by tram, bus or
bicycle, and combining the different
modes is a breeze. I believe Bordeaux’s
superior quality of life and user-friendly
transport system rate highly among the
factors that draw young couples like us to
settle down here.”
www.keolis.com
DISCOVER THE STORY
OF CHARLOTTA,
CUSTOMER IN BORDEAUX.

44. 42
INTERMODAL TRANSPORT A CLIENT'S VIEW
PROVIDING
SERVICES ADAPTED
TO THE NEEDS OF
BORDEAUX CITIZENS
“We have been working with
Keolis to develop the
Bordeaux network since
2009. It carried 123 million
passengers last year and has
become the largest tramway
network in France. We have
placed our trust in Keolis for
the next eight years as we
know that this operator, with
its expertise in managing
intermodal transport, can
deliver services adapted to
passenger needs.
The introduction of Batcub,
a hybrid river shuttle,
and the reorganisation of the
bus network are perfect
examples of this.”
CHRISTOPHE DUPRAT,
VICE-PRESIDENT FOR
TRANSPORT, BORDEAUX
MÉTROPOLE (FRANCE)
Bordeaux, France.

45. 43
CORPORATE SOCIAL RESPONSIBILITY
SUSTAINABLE
DEVELOPMENT
FOR TODAY AND
TOMORROW,
ACROSS ALL OUR
NETWORKS
Keolis is committed to taking on board the specific concerns of each
local authority. Its aim is to achieve balanced development of territories
by favouring environmentally friendly transport and alternative energy
sources, while at the same time promoting diversity, equality, security and
safety for all.

46. 44
ENSURING PASSENGER
AND EMPLOYEE SAFETY
AND SECURITY EVERY DAY
Lyon, France.
T
he safety of
passengers and
employees is a
priority for Keolis.
With this in mind,
the Group’s Safety Department
has implemented a system
of safety management based
on continual improvement.
“In 2013 each subsidiary
carried out a diagnosis of its
organisation, practices and
capabilities, and in 2014 they
each rolled out their action
and improvement plans,”
said Thierry Guinard, Group
Safety Director. This
approach also uses feedback
from accidents in 2013 and
2014, allowing concrete
measures to be put in place,
for instance on health issues
and fatigue management for
drivers, and on passenger
safety with awareness
campaigns in interurban
coaches.
FIGHTING FARE EVASION ALSO
CONTRIBUTES TO SECURITY
Actions that help reduce the
sense of insecurity generated
in specific situations can also
increase passenger safety. “As

47. 45
TRAVELOGUE
CORPORATE SOCIAL RESPONSIBILITY
SHARING EXPERTISE
WITH THE ABU DHABI
TRANSPORT
DEPARTMENT
In November 2014, Keolis
provided a three-week training
programme in Lyon and
Düsseldorf to six
representatives of the Abu
Dhabi Department of
Transport (DoT). They learned
how to structure an intermodal
network, and were able to
increase their knowledge of
operations and maintenance.
This success strengthens the
relationship of trust between
Keolis and the Department
of Transport.
INFORMING AND
CONSULTING
STAKEHOLDERS
For the fourth consecutive
year, Keolis brought together
30 French stakeholders –
representatives of passenger
and environmental associations,
public authorities, companies
and experts – to discuss various
projects. The central theme in
2014 was energy. The event
gave members of the Keolis
Executive Committee a chance
to hear a full range of opinions
from these French experts and
to convey information about
the company’s expertise and
knowledge.
SAFETY FIRST
Since 2014 all managers have been
asked to begin every meeting with
a five-minute session on safety.
REDUCE FARE
EVASION
Keolis has set up a global action
plan to combat fare evasion
on its networks.
Brest, France.
French urban networks. In
2014, for example, most of the
networks rolled out actions
that had originally been
initiated locally, such as
ticket control by plain-clothes
officials, which was started in
Lyon, or the “Troc’It”
initiative launched in Dijon,
which allows fare evaders to
avoid paying a fine if they buy
a two-month travel card.
SAFEGUARDING EMPLOYEES’
HEALTH AND SAFETY
It is essential for Keolis
to provide conditions for
employees that safeguard
their health and physical
integrity.
The Group has undertaken
a process of continual
improvements in this
area. As well as circulating
safety standards and
sharing tools for the
prevention of workplace
accidents, nearly
200 managers benefited
from health and safety
training in 2014.
In 2015, this training
will be extended
to operational teams.
a private operator, Keolis has
no intention of replacing the
police force, however our
teams contribute on a daily
basis to making journeys
more reassuring by combating
fare evasion, a major area of
concern for public transport
authorities and law-abiding
passengers,” said Jean-Claude
Borel-Garin, Group Security
Director. Keolis is able to
respond to this concern via
the presence of authorised
officers and a policy of
innovation piloted by the
Safety Managers in its major
30
“A tram weighs as much as
30 rhinos. Look, listen and be alert
around trams.” That was the slogan
of the campaign launched in Brest
and aimed at promoting safety by
warning pedestrians to be cautious
when around trams.

48. 46
CORPORATE SOCIAL RESPONSIBILITY KEY FIGURES
KEOLIS’
CORPORATE SOCIAL
RESPONSIBILITY
200MANAGERS
trained in business ethics
(Konformité programme).
772,700TONNES OF CO2 EMISSIONS IN 2014
(for 3 billion journeys).
10 PRINCIPLES
OFTHEUNITEDNATIONSGLOBALCOMPACT
observed for the 10th
consecutive year.
100%OF LILLE’S URBAN BUSES
fuelled by gas.
73KEOLIS SITES
obtained ISO 14001 environmental
management certification.
254HYBRID BUSES
across the Group.
#1KEOLIS WAS THE FIRST PUBLIC
TRANSPORT GROUP
to be awarded the Equality label by the French
National Commission for Gender Equality.
100%
OF SUBSIDIARIES INVOLVED
in the Group’s environmental policies.

49. 47
230,000Number of kWh saved each year
thanks to the system of recovering
braking energy in the Rennes metro.
90%Proportion of journeys on
the Dijon network by electric
traction vehicles.
10Number of subsidiaries that were
certified ISO 14001 in 2014, part of
the Group’s environmental policy.
BIOBUS
Keolis Sverige, the Group’s
subsidiary in Sweden, will have
converted all its buses to biogas,
ethanol or biodiesel by 2017.
operations in Denmark
and Lyon. The installation
of energy recovery systems
in the Rennes and Lyon
metro networks and the Tours
tramway are other examples
of this commitment.
MULTIPLE INITIATIVES
TOWARDS ENERGY TRANSITION
EFFIA introduced a plan
that allowed the subsidiary
to reduce energy
consumption in its car
parks by 30% to 70%.
In Dijon, Lille and Brest,
MANAGING EACH
SUBSIDIARY’S
ENVIRONMENTAL IMPACT
Keolis is partnering
with public transport
authorities to build
High Environmental
Quality depots and
maintenance centres,
meaning the buildings
produce more energy
than they consume.
Major efforts are also
being made in training
and improving awareness
among employees,
for example ecodriving
programmes for drivers,
using Keolis’ simulators.
PUSHING AHEAD ON
THE ISO 14001 CERTIFICATION
The Group’s environmental
policy is based on continual
improvement and takes
its lead from feedback
transmitted by its subsidiaries.
It also uses the internationally
recognised ISO 14001 standard.
In 2014, 10 subsidiaries
received their first ISO 14001
certification, a recognition of
the Group’s environmental
approach. At the end of the
year, 73 Keolis sites were
certified, up 35% from 2013.
K
eolis makes every
effort to minimise
its environmental
footprint. This
commitment forms
the core of the company’s
KeoLife programme and is
centred on three major
priorities: energy transition;
waste control; and the
reduction of water
consumption. The principle
has been applied in a large
number of initiatives
undertaken by Keolis’
subsidiaries. For example, the
Group encourages the use of
alternative forms of energy
such as biogas and biofuels.
It also works with public
transport authorities to
introduce hybrid vehicles
(BRT in Metz, 102 buses
in Dijon and 30 buses in
Bordeaux) and test electric
vehicles, for example in its
CORPORATE SOCIAL RESPONSIBILITY
Hisingen, Sweden.

50. 48
CORPORATE SOCIAL RESPONSIBILITY AN EMPLOYEE'S VIEW
SELENA,
MANAGER OF EQUAL
EMPLOYMENT
OPPORTUNITY AND
TITLE VI COMPLIANCE
IN BOSTON
“KEOLIS COMMUTER
SERVICES HAS DEVELOPED A
DEDICATED DEPARTMENT TO
COMBAT DISCRIMINATION
IN BOSTON… AND HIRED ME
IN NOVEMBER 2014. I HAVE
BEGUN AN EXCITING
ADVENTURE HERE!”

51. 49
BOSTON UNITED STATES
“Every day, more
than 127, 000
passengers
commute via Keolis’
14 train lines, which
form a network
of over 1,000
kilometres.”
DISCOVER THE STORY
OF SELENA, MANAGER OF
EQUAL EMPLOYMENT
OPPORTUNITY AND TITLE VI
COMPLIANCE IN BOSTON.
www.keolis.com

52. 50
CORPORATE SOCIAL RESPONSIBILITY A CLIENT'S VIEW
MAKING
ACCESSIBILITY
A PRIORITY
“The population of the
Twente region in the
Netherlands is aging. So
when the contract was
renewed, we wanted to
prioritise the accessibility of
our vehicles, both for senior
citizens and for people with
reduced mobility. Thanks to
Syntus, Keolis’ Dutch
subsidiary, we have improved
lighting for access doors and
information for passengers.
We have also set up a system
that allows disabled people to
board buses more easily.
Thanks to its international
experience, the Keolis Group
was able to propose excellent
solutions to make the
accessibility of our vehicles
a priority.”
JAN BRON, MEMBER
OF THE “REGIO
TWENTE” COUNCIL
(THE NETHERLANDS)
Twente, Netherlands.

53. 51
GOVERNANCE AND INDICATORS
GOVERNANCE
AND INDICATORS
Ever since 2004, in compliance with the United Nations Global Compact,
wehavemonitoredaseriesofindicatorsrelatedtobusiness,humanresources
and sustainable development. These indicators echo our performance under
the aegis of the Executive Committee and the Supervisory Board.

54. 52
GOVERNANCE
At Keolis, corporate governance is provided by the Executive Committee, a management and
internal decision-making authority that examines the Group’s strategic orientation, and by the
Supervisory Board, which represents both shareholders, SNCF (70%) and CDPQ (30%).
1. Olga Damiron Group Human Resources Director
2. Laurent Kocher Executive Director, Marketing,
Innovation and Services
3. Jean-Pierre Farandou Executive Chairman
4. Bernard Tabary CEO, International
5. Frédéric Baverez CEO, France and CEO, EFFIA
6. Michel Lamboley Group CEO
7. Jacques Damas Executive Director, Rail and Operations
8. Arnaud Van Troeyen Executive Vice-President,
Strategy and Development
MEMBERS
OF THE GROUP'S
EXECUTIVE
COMMITTEE
1
4
6 7 8
2
5
3

55. 53
MEMBERS OF THE
SUPERVISORY BOARD
GOVERNANCE AND INDICATORS
Joël Lebreton
Chairman of
the Supervisory Board
Normand Provost
Advisor to the President and former
Vice-President, Caisse de Dépôt
et Placement du Québec
Mathias Emmerich
Deputy CEO, Performance,
SNCF Mobilités
Éric Lachance
Regional Director,
Europe (Infrastructures),
CDP Capital France
Jean-Yves Leblanc
Independent Board Director,
former CEO of
Bombardier Transport
Philippe Maystadt
Independent Board Director,
Honorary President of the European
Investment Bank
Patrick Côté
Director of Asset Management –
Private Equity (Infrastructures),
CDP Capital France
Laurent Trevisani
Director of Group Strategy, SNCF,
and Managing Director,
SNCF Participations

56. 54
REVENUE
MILLIONS OF EUROS
RECURRING EBITDA
MILLIONS OF EUROS
2014
277.8
323.1
2013
249.3
280.0
4,138.2 5,091.3
2013
4,459.1 5,564.5
2014
CONSOLIDATED FIGURES MANAGEMENT FIGURES
(UNAUDITED)(1)
PROFIT ATTRIBUTABLE
TO EQUITY SHAREHOLDERS
MILLIONS OF EUROS
GROUP INDICATORS
2013 23.02014 26.0

57. 55
(1)Keolis believes that the key figures established without applying IFRS 10 and 11 standards are pertinent indicators of the Group’s
operational and financial performance. They should be considered as complementary information that cannot be substituted for any other
measure of operational and financial performance of a strictly accounting nature, as presented in the consolidated financial results and their
annexes and notes or quoted in the financial report.
“If 2013 was a year of transition
and consolidation, then 2014
was characterised by a return to
a strong rate of growth (+9,3% at
constant standards). This can be
explained by good performance
in our base of existing contracts,
but also by the addition of new
contracts won by the Group,
in particular outside France.
The Keolis Group’s profitability
also rose in 2014 (+15.4%
at constant standards) to reach
323 million euros.
Although our significant growth
required investment, this
certainly did no harm to the
Group’s financial situation,
which remains solid and allowed
us to report a very low debt-to-
equity ratio of 1.5, much less
than the maximum of 3.5 laid
out in bank documents.
The 2014 financial year has
therefore fulfilled the strategy of
profitable growth adopted in
the previous financial year.”
MICHEL LAMBOLEY
GROUP CEO
2013
966.3 966.1
TOTAL EQUITY
MILLIONS OF EUROS
2014
994.4 994.1
GOVERNANCE AND INDICATORS
REVENUE INCREASE
X 2.5OVER 10 YEARS

58. 56
INDICATORS
BY BUSINESS ACTIVITY
SHAREHOLDER BREAKDOWN
2012
Caisse de dépôt et
placement du Québec
30%
SNCF
Participations
70%
2013
Caisse de dépôt et
placement du Québec
30%
SNCF
Participations
70%
2014
Caisse de dépôt et
placement du Québec
30%
SNCF
Participations
70%
OTHER IN FRANCE + EFFIA
FRANCE URBAN
INTERNATIONAL
REVENUE BREAKDOWN
PERCENTAGE
2012
47
33
16
4
2014
50
27
14
9
2013
31
14
9
46
FRÉDÉRIC BAVEREZ
CEO, FRANCE AND CEO, EFFIA
“The major event in France this
year was certainly the renewal of
the Bordeaux contract, which is
the Group’s showcase of
a multimodal system. And this is
not the only success, even though
tenders were fairly scarce during
2014, a year of local elections.
For example, the urban transport
contract in Cherbourg was
renewed, as was the Bus Verts
contract in Calvados. In tandem
with this, Keolis grew its presence
in the interurban market with the
acquisition of Autocars Striebig in
Alsace, which enables us to
strengthen our position in
a dynamic region. Finally, EFFIA
was successful in winning several
contracts in 2014 and held its
number two ranking in the French
car park market with 138,000
spaces under management.”
FRANCE REGIONAL

59. 57
COUNTRIES IN WHICH THE GROUP IS PRESENT
2014 2013 2012
Australia, Belgium, Canada, China,
Denmark, France, Germany, India,
Luxembourg, Netherlands, Norway, Portugal,
Sweden, United Kingdom, United States
Australia, Belgium, Canada, Denmark, France,
Germany, India, Netherlands, Norway,
Portugal, Sweden, United Kingdom,
United States
Australia, Belgium, Canada, China,
Denmark, France, Germany, India,
Luxembourg, Netherlands, Norway, Portugal,
Sweden, United Kingdom, United States
BERNARD TABARY
CEO, INTERNATIONAL
“Winning two major contracts in the
UK, extending our presence in
Continental Europe, launching
transport networks in Boston and
Gold Coast, mobilising teams in
Hyderabad, winning the light rail
contract for Waterloo – 2014 was
a particularly full year for Keolis’
international activities, and for the
first time in the Group’s history these
represent 50% of turnover. What is
behind our success across the globe?
We rely on the solid experience
acquired by working with our French
and international clients,
in particular in intermodal transport.
We forge partnerships based on trust
with public transport authorities and
we always put ourselves in the
passenger’s place when we take over
running a network.”
TRADITIONAL AND DRIVERLESS
METRO NETWORKS
KILOMETRES
2014
2013
2012
5,754
5,754
4,900
RAILWAYS
KILOMETRES
GOVERNANCE AND INDICATORS
2014
2013
2012
240(1)
89
87
(1) Of which 70 kilometres are under construction.

60. 58
HUMAN
RESOURCES INDICATORS
“Keolis has just passed the
symbolic level of 60,000
employees, of whom 43 % work
in one of our subsidiaries outside
France. As a sign of our Group’s
vitality, in 2014, we recruited
nearly 7,000 people, including
3,200 abroad. Our growth and
development will necessitate a
steady rate of recruitment
between now and 2017, by which
time Keolis is expected to
employ 80,000 people. Our
employees are spread across the
world, but whether they are in
Hyderabad, Brest, Boston or
Melbourne, they now share the
same values: ‘We Imagine,
We Care, We Commit’.”
OLGA DAMIRON
GROUP HUMAN
RESOURCES DIRECTOR
2013
20.96
2012
20.98
2014
20.48
NUMBER OF EMPLOYEES
UNITS
2013
54,383
2012
52,582
2014
60,013
PROPORTION OF EMPLOYEES
TRAINED IN FRANCE
PERCENTAGE
2013
74
2012
56
2014
76
PROPORTION OF WOMEN
IN THE GROUP WORKFORCE
PERCENTAGE

61. 59
HOURS OF TRAINING IN FRANCE
UNITS
2013
654,769
2012
633,406
2014
681,775
NUMBER OF DISABLED
PEOPLE IN THE WORKFORCE
IN FRANCE
UNITS
2013
1,333
2012
1,299
2014
1,428
PROPORTION OF PEOPLE
WITH DISABILITIES IN THE
WORKFORCE IN FRANCE
PERCENTAGE
2013
3.97
2012
3.93
2014
4.10
PROPORTION OF FEMALE
EXECUTIVES RECRUITED WITH
LONG-TERM CONTRACTS IN FRANCE
PERCENTAGE
2013
42
2012
38
2014
43
GOVERNANCE AND INDICATORS

62. 60
ENVIRONMENTAL
INDICATORS
“It was 15 years ago that Keolis
introduced its Label Vert (Green
Label) as an internal reference.
This operational approach was
already a strong environmental
commitment from the Group.
Since then, rising demands from
public transport authorities,
increased sensitivity on the part
of the public, stricter regulation
and our international growth
have led Keolis to strengthen
its targets for environmental
protection. In practical terms,
that has involved setting up an
environmental management
system based on the ISO 14001
standard. Major initiatives have
been taken in partnership with
the public transport authorities,
in particular on reducing energy
consumption, greenhouse gas
emissions and water
consumption, and also waste
management initiatives.”
JACQUES DAMAS
EXECUTIVE DIRECTOR,
RAIL AND OPERATIONS
3,400TONNES
AMOUNT OF HAZARDOUS
WASTE PRODUCED
616,900CUBICMETRES
TOTAL WATER CONSUMPTION
AT KEOLIS SITES
73UNITS
NUMBER OF ISO 14001-
CERTIFIED SITES

63. 61
2014
WAS THE
10TH
YEAR
OF KEOLIS’ COMMITMENT
TO HONOUR THE 10 PRINCIPLES
OF THE GLOBAL COMPACT
249,300TOE (TONNES OF OIL EQUIVALENT)
ENERGY CONSUMPTION
FOR COMMERCIAL TRACTION AND AT SITES
772,700TONNES
QUANTITY OF CO2
LINKED TO COMMERCIAL TRACTION AND SITES
GOVERNANCE AND INDICATORS

64. Communications Department
20, rue Le Peletier
75 320 Paris Cedex 9 – France
Telephone: +33 (0)1 71 32 90 00
communication@keolis.com
Keolis wishes to thank the employees and passengers who took part in producing this Annual Report
for their contribution and gathering of information.
Keolis – Director of publication: Arnaud Van Troeyen –
Managing editors: Florence Forzy and Catherine Miret – Editor: Nicolas Delaleu.
Creation, editing and production: – Illustration: Creamcrackers –
Translation: Susan Landau – Photo credits: Keolis DR, Arras Tourism Board, A. Barrière/CAPA Pictures,
J. Blanchard, Paul Bradbury/Caiaimages/Photononstop, C. Charpentier, (contextes) for Spécifique,
P. Gifford/CAPA Pictures, Robert Harding/Bios/Photononstop, L. Mayeux, J. Raleigh,
M. Riché, Shentong Group, Yves Talensac/Photononstop, N. Tucat/CAPA Pictures,
H. Vadlamani/CAPA Pictures, GettyImages.
Cover photo: Bordeaux.
READ THE WEB VERSION
OF THE ANNUAL REPORT AND
ALL OUR PUBLICATIONS ON
www.keolis.com

65. WE IMAGINE
WE CARE
WE COMMIT