Summary
4		 Editorial
6		 Key figures and highlights of 2019			
7		 Legal status and capital		8		 Human resources
14		 Governance, compliance and risk management
18		 Digitization: A common improvement strategy forclient and employee experience22 		

ATN’s active role in the development
		 of French Polynesia

32 		Flight activity

38

Environmental report					

40Traffic and business results				

44

Financial report								

60Outlook 2020

62

CSR indicators								

			

2

2

A NNUA L R©
EPtim-mckenna.com
O RT . 2 01 9

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33

© Moana Louis

Editorial
Dear readers, in order to make it easier for you to read all of our company indicators this year, wehave chosen to group them together in a single publication:• Results of our activity• Our financial data
• Our extra-financial performance and in particular CSR, which had until now been in the formof a separate biennial publication (with no change in regard to the compliance to the GRI G4
referential, situated on page 62 of this document).
Following the publication of the first two sustainable development reports of 2016 and 2018
which contributed to vulgarizing CSR in Polynesia, social responsibility policy of desired goals
and those undertaken by our company can be read this year as a background to this consolidated
report, thanks to indicators and key figures
related to the 4 focus areas and 10 progresscommitments that define it (ISO 26 000 standard):
FOCUS AREA 1:
Maintain responsible operations of our flights#1: Guarantee flight safety by complying with CORSIA environmental regulations#2: Maintain sustainable relations with our stakeholders
FOCUS AREA 2:
Reduce our environmental footprint#3: Reduce our emissions and participate in the fight against climate change#4: Mitigate the impact of our activity on the ground#5: Contribute to the preservation and biodiversity of Tahiti as a tourist destination

In 2019 there was no shortage of structuring events for the years to come; we intend todemonstrate at the end of this unprecedented crisis that we have been experiencing since March
2020 that our choices have been relevant to ensuring the sustainability of Air Tahiti Nui.
With the progressive integration of our entire Boeing fleet, this transitional year has definitively
marked a turning point in the modernization of our airline’s equipment. It also saw the unfoldingof the new Air Tahiti Nui product. This quality product is a subtle blend of Polynesian warmth andauthenticity mixed with the delicacy and charm inspired by our islands.
Throughout the year, a number of awards also supported our choices and our service orientations
prioritizing excellence, quality and safety. Among them, was the title of “Best Airline in the South
Pacific” for the second year running, and a ranking as “Five Star Major Airline” in the prestigious
APEX Official Airline Ratings.
It was with great pride that we wholeheartedly rose to the challenge when we accepted our aircraft
manufacturer’s request to make our Tahitian Dreamliner the star of the International Paris Air andSpace Show at Le Bourget in June. The international media exposure has undoubtedly supported
our company’s reputation and our new fleet across different markets; a reputation which was also
confirmed through active regional campaigns and the optimization of our presence on the web.
The work carried out by teams over the year also focused on the digitization of processes andtools, continuing to improve both client and employee experience whilst ensuring the security of
infrastructures.
Safety, at the heart of our business, was also reinforced through the strengthening of the risk
management strategy within our organization. The initiative was rewarded for these efforts,
notably in June, on the occasion of the 7th renewal of IOSA certification with a compliance rateof nearly 98% obtained.

FOCUS AREA 3:
Be a responsible employer#6: Share a common vision and maintain trust-based relations#7: Ensure health, safety and well-being at work
#8: Develop skills and support employee personal development

Without present visibility concerning the restarting of our flights and our schedule of activity forthe months to come, our staff all remain mobilized and are maintaining a consented collective
effort to safeguard our wonderful company. This is where the strength and the very essence of
Air Tahiti Nui lie: its united humanity in the face of adversity.
We sincerely hope that you will soon have the pleasure of (re)discovering our uniqueness.

FOCUS AREA 4:
Accompany the development of French Polynesia#9: Integrate sustainable development into our activity and business culture#10: Support and promote social and economic development projects in the country
Air Tahiti Nui is one of the first Polynesian companies to have voluntarily reported its societal
commitment to its stakeholders, with the intention of inciting more local businesses to commit tothis virtuous cycle. As a local airline, it is a historical partner in the country’s development; a rolethat it continues to uphold with conviction through, amongst other things, medical evacuations
and transfers within the territory.
Its CSR policy, which has become a reference in Polynesia, was consolidated in 2019 thanks tothe support given to a number of local events and the ongoing internal functioning of various
committees that provide cross-functional support for the approach related to ethics, health andthe environment (CSR Collective and Carbon Committee). ATN’s pragmatic and sustainable
environmental approach even took on an international dimension during the course of the yearwith the new CORSIA regulations.

4

Nevertheless, these fundamentals take on a different dimension in the light of the exceptional
context in which we are finalizing this annual report.

A NNUA L R EP O RT . 2 01 9

In the meantime, I hope you enjoy reading this report.
We look forward to welcoming you on our lines soon,

Michel MONVOISIN
Chairman of the Board of Directors and Chief Executive Officer, Air Tahiti Nui

To tatou manureva / www.airtahitinui.com

5Key figures &highlights
176

MILLION XPF
NET INCOME(APPROX. 1.5 MILLION EUROS).

17TH JAN

Reception of the second B787-9
in the new Boeing fleet,the Tupaia (F-ONUI)

B.

14TH FE

Launch of the new application
Air Tahiti Nui Entertainment
travel755

EMPLOYEESON 31ST DECEMBER 2019
(OF WHICH 383 FLIGHT CREW)-3.2% FROM 2018

PASSENGERS
TRANSPORTED-7.9% FROM 2018

OCCUPANCY
RATE-2% FROM 2018

2.1

BILLION XPF
OF OPERATINGCASH FLOW(APPROX. 18 MILLION EUROS)

MAY

Reception ceremony of the
3rd B787-9, the Bora Bora
(F-OVAA) in Seattle

OCI
3.87%

NE

12TH JU(APPROX. 268 MILLION EUROS)

154 086
CLUB TIAREMEMBERS

17TH &18
JUNE

The Tahitian Dreamliner, star of
Le Bourget for the 53rd Salon
International de l’Aéronautiqueet de l’Espace

FRENCHPOLYNESIA
84.82%

16 317
FLIGHT HOURS

MEMBERSOF THE BOARD
As a local mixed economy company, Air Tahiti Nui has aboard of directors composed of 15 members, distributedon 31st December 2019 as follows:G.

10TH AU

PUBLIC ADMINISTRATORS REPRESENTING FRENCHPOLYNESIA, APPOINTED BY THE COUNCIL OF MINISTERS- Mr. Edouard FRITCH, President of the Government ofFrench Polynesia, in charge of territorial equality and international relations;

PT.
TH
24 SE

FOR 1 480 COMMERCIAL FLIGHTS

6OTHERS
2.70%
TAHITI TOURISME 1.58%
WAN HOLDINGPARTICIPATION 0.57%

Launch of the Customer
Relationship Management tool
“Hoani” implemented end of2018

Arrival of the fourth and final
B787-9 of the new fleet, theTetiaroa (F-OTOA)BILLION XPF
IN SALES REVENUE

SEGC
3.03%
AIR TAHITI
3.43%

Farewell ceremony for the airline’s Airbus with the departureof the Rangiroa (F-OSEA) andthe Mangareva (F-OJGF), thelast A340-300 to leave the Air
Tahiti Nui fleet.

A NNUA L R EP O RT . 2 01 9

- Mr. Teva ROHFRITSCH, Vice-president, Minister for
Economy and Finance, in charge of major investment
projects and Blue Economy;

To tatou manureva / www.airtahitinui.com- Mrs. Nicole BOUTEAU, Minister of Tourism and Labor, incharge of institutional relations;- Mr. Jean-Christophe BOUISSOU, Minister for Housing,
Development and Urbanization, in charge of inter-islandtransport;- Mr. Michel BUILLARD, Representative of the Assembly ofFrench Polynesia;- Mr. Antonio PEREZ, Representative of the Assembly ofFrench Polynesia;

SHARES IN CAPITALON 31/12/2019

TH+7.5% FROM 2018

31.9

In September 2001, Air Tahiti Nui’s legal status evolved
from Public Limited Company to Local Mixed Economy
Company (SAEML) in order to meet statutory rules when
French Polynesia became the majority equity holder in thecompany.

Discovery flight THT787 CDG-CDG
aboard the Fakarava (F-OMUA)

TH

72%

DISTRIBUTION
OF CAPITAL

Since 22nd November 2011, capital amounts to 1 622 956
875 XPF and is distributed as follows on 31st December
2019:

R.
TH
26 MA

20

434 280

Legal status & capital- Mr. Daniel PALACZ, Administrator of SAEML Air Tahiti Nui;
- Mr. Michel MONVOISIN, Chairman of the Board of Directors
and Air Tahiti Nui CEO;- Mr. Rodrigue CHAN, Air Tahiti Nui Staff Representative.

PRIVATE ADMINISTRATORS REPRESENTING
THE PRIVATE SECTOR- Mr. Vincent LAW, 1st Vice President of ATN Board of
Directors, Representative of la Société d’Etudes et deGestion Commerciale;- Mr. Jean-Pierre FOURCADE, Representative of la Financière
Hôtelière Polynésienne ;- Mr. Bruno WAN, Manager of Civil Society Wan Holding
Participation;- Mr. Matahiarii BROTHERS, President of SAS Océanienne
de Capital Investissement (OCI);- Mr. James ESTALL, Representative of Air Tahiti (replacing
Mr. Joël Allain since November 2019);- Mr. Richard BAILEY, Representative of Tahiti Beachcomber Plc.

STATUTORY AUDITOR
The statutory auditor for Air Tahiti Nui is SCP GOSSEPARION-CHANGUES-MENARD-ALBERT, represented by
Mr. Christophe PARION and the SARL (Limited Liability
Company) KPMG represented by Mr. Jean-Louis PELLOUX.

7

HumanResources
COMPANY ORGANIZATIONFRENCH POLYNESIAWORKFORCE DISTRIBUTIONBY OCCUPATIONAL CATEGORYEMPLOYEES/WORKERS
14.8%
GENERAL MANAGEMENT
Michel MONVOISIN
Chairman Chief
Executive Officer

Mathieu BECHONNET
Chief Operating Officer

EXECUTIVE VP COMMERCIAL, MARKETING & ALLIANCESSUPPORT MANAGEMENT

Christopher KORENKE

CABIN
CREW
45%

TECHNICIANSMANAGERS
20.7%

EXECUTIVES
9.5%

EXECUTIVE VP OPERATIONS
Raymond TOPIN - Accountable Manager

FLIGHT CREW
10%

SOURCE: Social Audit 2019 ATN

REGIONS
Director Americas
Nicholas PANZA

Director France Europe
Jean-Marc HASTINGS© Moana Louis and ATN-Benjamin Lai Ah Che & Larry Chongue

Director Asia
Atsushi CHINO
Director PacificDaniel Eggenberger(since November)Market Manager Brazil
Thomas REBERGUE

Market Manager Polynesia
Béatrice BERNUT

Director of Sales& Business Development
Lolita LUTH WONG-YEN

Director of Administration& Finance
Pierre CHAMPION

Director of Management
Systems
Gilles BERNEDE

Director of Revenue
Management, Pricing,
Interline & Scheduling
Raimana CHAMPS

Director of Human Resources& Legal Affairs
Julien FINCK

Director of Ground
Operations,
Stations & Freight
Céline CLAEYS

Director of Administration& Organization
Heifara MORIENNETechnical Director
Yannick MERMET

Director of Direct
Customer Services
Vaitea KOHLER
Director of Loyalty, Digital,
Product & Communication
Torea COLAS

Director of information
Systems
Laurent HUSSON

Director of Commercial
Tools & Processes
Mihimana DAVIDWORKFORCE DISTRIBUTION
IN EXTERNAL STATIONS

SYD
1.5%
CDG
29.2%

LAX
46.2%
Commercialcrew Manager
Éric DELCUVELLERIE

Director of
Air Operations
Stanley DESCAMPS

NRT
15.4%
AKL
7.7%
SOURCE : DHR ATN

755
EMPLOYEES

DISTRIBUTION OF
HUMAN RESOURCES
On 31st December 2019, the Company workforce consistedof 755 employees (compared to 780 on 31st December2018) divided into Tahiti ground personnel (312), flight crew
(383; of which 310 cabin crew and 73 technical crew), andagents of overseas offices and stations (60).

Distribution of Air Tahiti Nui workforce by gender
Workforce2017

Distribution 20172018

Distribution 20182019

Distribution 2019

Men

382

48.4 %

372

47.7 %

357

47.3 %

Women

408

51.6 %

408

52.3 %

398

52.7 %

Total

790

100 %

780

100 %

755

100 %

SOURCE: SOCIAL AUDITS ATN

ON 31ST DECEMBER 20198

A NNUA L R EP O RT . 2 01 9

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9INDICATORS FOR POLYNESIAEMPLOYMENT CONTRACTS:
© ATN

46

DEPARTURES

Parity(OF WHICH 5 RESIGNATIONS)With 52.7% of female employees, the number of women
working for Air Tahiti Nui has once again increased over
the year. In particular, there has been an increase in
their representation on the executive committee and inmanagement (from 41% in 2018 to 47% in 2019) following
the reorganization of the sales department.

678

Diversity
Since December 2018, the company has also been
contracting the services of a registered freelance disabledworker (THI), a collaboration that enables it to fulfil its
obligations regarding disabled employees.

REORGANIZATION
OF SALESIn response to the redefined competitive context
in 2018 with the arrival of two new air operators
in Polynesia, the sales, marketing and alliances
department was reorganized on 1st July with the aim ofproviding the necessary means and resources to build
on our strengths and in particular, assert our qualities
and Polynesian identity to reinforce our market
position.
Three new departments were created. The Sales
and Business Development department leads,
accompanies and contributes to the development andimplementation of action plans in the regions, withwhom it works closely, in order to maximize revenue
with the best possible cost-effectiveness.
The Commercial Tools & Processes department ensuresthat Air Tahiti Nui and its frontline employees havethe best tools, processes, procedures and policies
available to them to generate budgeted revenue andserve clients in a consistent manner across all points ofcontact throughout the world and on ATN.com.
The overall management of our direct sales outlets
in Polynesia was attached to the Direct Customer
Services department with a strong functional link tothe airport branches, the sales branch in Papeete andthe call centres worldwide, as well as the customer
services department.
The former marketing and communication department
was renamed the Loyalty, Digital, Product andCommunication department. It widened its scope toinclude customer loyalty management and the groundand flight product which coordinates the work of
product committees across the board.

EMPLOYEES ON PERMANENTCONTRACTS

EVOLUTION OF
WORKFORCE
2019 saw a decrease in workforce with 46 departures for 26 hired during the year company-wide(of which 9 were permanent contracts) in operations, sales and support functions.
17 temporary contract employees joined Air Tahiti Nui to reinforce sales teams and cabin crew
during the high season only. The majority of employees recruited on fixed-term contracts were
hired to continue the company’s projects (digitization, CRM development, etc.)

NUMBER OF STAFF HIRED IN 2019
BY OCCUPATIONAL CATEGORY(PERMANENT & TEMPORARY CONTRACTS)

EMPLOYEES/WORKERSTECHNICIANS
0%MANAGERS24%

TOTAL
PAYROLL
Total payroll amounts to 7.263 billion XPF (of which 1.7 billion in employer’s contributions) and an additional profit
sharing of 14 million XPF.

PROFESSIONAL
TRAINING

17

The HR Department continued training programs during
2019. 738 personnel were trained in administrative matters(professional efficiency and well-being, IT and administration, sales/ customer service, languages, management andhealth and safety), particularly in gestures and postures atwork and harassment prevention (see CSR focus, pages 12& 13) for a budget of 21 million XPF (compared to 23 MXPF
in 2018, representing a decrease of 10%).
89 million XPF was also allocated to regulatory training ofcrews due to the Boeing transition which will be completed
at the beginning of 2020.

156

In addition, IT Resources were devoted, in June, to thelaunch of the new online company training tool (see p.21).
The development of the HRIS (human resources management information system) also made it possible, in addition to the dematerialization of leave requests and annual
evaluation interviews, to reference all training programs,
manage deadlines and for employees to be able to monitor
their progress online (registration for new programs via theHRIS).

EMPLOYEES ON TEMPORARYCONTRACTS

EMPLOYEES PROMOTED

ABSENTEEISM:
CABIN
CREW
32%

33

WORKPLACE ACCIDENTS(20 OF WHICH RESULTED IN MEDICAL LEAVE)FLIGHT
CREW
0%EXECUTIVES
44%

1 105

110

MILLION XPF
DEVOTED TO TRAININGDAYS OF MATERNITY LEAVE

Finally, the former RMPPA Dpt. was renamed
Revenue Management, Pricing, Interline & Schedulingdepartment.

10

A NNUA L R EP O RT . 2 01 9

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11Bulle d’Air
CSR FOCUS AREA 3
Commitment #6
Since 2016, in order to work alongside
the deployment of the CSR approachand regulate how it is governed, theCSR has been leading an ethics committee chaired by the company CEO
and comprising of eight permanent
members.
ATN’s values which were collectively defined by the executive committee, constitute the referential framework for
Air Tahiti Nui’s ethical approach, which was completed in2017 with the drafting of a managers’ charter signed by
70 senior managers.
In 2019 the committee strived towards strengthening thecompany’s ethical culture and formalized a global charter (due to be distributed in 2020) to serve as a guideto reflection and ethical arbitration as well as a support
material for raising awareness among company stakeholders. Furthermore, an awareness campaign for aroundthirty financial directorate employees was also held toguard against the risk of “Fake President Fraud” and a
new session of harassment prevention training was held
during the year for 59 executive managers. This training
will continue throughout 2020.

EVOLUTION OF WORKPLACE
ACCIDENTS RESULTING IN
MEDICAL LEAVE [G4-LA6]
2018 :

162019 :

20

The human resources department is
implementing an action plan which aims
to limit the risk level of workplace accidents for employees.
In 2019 the number of musculoskeletal disorders among
cabin crew rose compared to 2018, mainly due to thechange in work environment (new Boeing cabin). A specific ‘gestures and postures’ training session involving 83
cabin crew was held again and rolled out more widely toaddress the issue.
To support the relocation of staff to the new company
head office, the HR department also organized exercises
and fire evacuation drills as well as refresher courses for
guide and queuing training.
In line with its ongoing commitment to the ‘company actively engaged in employee health’ charter supported by
the public health department, Air Tahiti Nui has continued
initiatives undertaken in 2015 to promote healthy eating
and regular exercise among staff.

4.6 MILLION XPF
2019 : 4.6 MILLION XPF
2018 :

12

The health committee, comprising of around ten volunteers, is responsible for leading this initiative and has
also set up this year:• a support program with a dietician for overweight
employees;• conferences, sports days and challenges, in addition
to the activities promoted by the company’s eightsports sections.

Participative innovation at Air Tahiti Nui
With such a diverse range of skills, inclinations and profiles
at its fingertips, the company has also decided to form an
idea management facility with the aim of collecting andimplementing ideas, seen as suggestions for company
improvement. As key ambassadors for our company, who
better to suggest improvements than our own employees.
Initially launched during 2018 with simple ‘idea notes’, theconcept was consolidated and relaunched early Augustin the form of a participative innovation challenge. The
ideas put forward for the challenge must contribute to
the strategic focus areas of the company, which are thefollowing:• Focusing our efforts on customer satisfaction;• Lowering our operating costs;• Optimizing our resources;• Developing efficiency.
The internal Idea Committee studies the ideas suggested
before arbitration by the executive committee. The Idea
Committee’s five representatives change with every new
campaign, thus promoting a virtuous circle of valuing
goodwill and diverse qualities within the company.
The first challenge of the year registered 32 participations
and four of the five top ideas voted for by the employees
were validated and awarded by the executive committee.
They focused on developing the sale of TN articles,
proposing a new ancillary service, creating newpartnerships for the benefit of our clients and reducing
the number of paper magazines aboard our aircraft.

© ATN(JOINTLY FINANCED WITH THE WORKS COUNCIL)

As a service company, Air Tahiti Nuidevotes a considerable annual budget
to training its personnel: 0.91% of
the workforce in Polynesia in 2019,
excluding Boeing participation (-0.06
pts compared to 2018) [G4-10].

Commitment #7

Since the move into the new head office, which grouped
together 77% of ground staff, the company has provided
relaxation and refreshment areas on every floor, and notably a multi-purpose room designed for group lessons
in dance, yoga, gentle exercise, etc., during lunch breaks.

AMOUNT ALLOCATEDTO SPORTS AND NUTRITION
AWARENESS ACTIVITIESCommitment #8

The air-conditioned company restaurant, witha seating capacity of 150 located on the groundfloor of the Tua Rata building, opened its doors
at the end of March. After a call for tenders, thechosen service provider had to adapt to precise
specifications, responding in particular to CSR
criteria focusing on raising awareness of ahealthy and balanced diet.
“Bulle d’Air” (in English, the Air Bubble) offers
two à la carte meal options (breakfast andlunch) as well as a self-service salad bar and a
few entirely vegetarian dishes, all made fromlocal, seasonal produce.
In line with the company’s responsible
employer initiative, waste sorting is standardpractice in the restaurant. The service provider
also allows the building’s employees to bring
their own container for take-away snacks anddrinks. And to mitigate the use of disposable
tableware, the restaurant lends out its own fora deposit of 500 XPF.
To avoid food waste, unsold items are alsooffered at a reduced price to employees every
day before closing.

A NNUA L R EP O RT . 2 01 9

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13

Evolution of ATN management system performance from 2017 to 2019
(DGAC/SEAC)

Governance,compliance andrisk management
The organization’s continuous improvement process covers all of the company’s operational and legislative compliance risks. Since September 2017, a compliance and risks committee has internallygrouped together the 3 pillars of Air Tahiti Nui’s risk management which are the Management Systems
Directorate, Internal Control and Information Systems Security. The decision to amalgamate them wasdue to their common interests, in particular: risk control in different domains (MSD: security of flights;
ICS: financial security; ISS: security of information systems) and the potential consequences if theserisks go uncontrolled (air crash, operational accidents, financial losses, impact on company image andreputation, legal impact, etc.). Reinforcing internal risk management culture has been a major challenge
over the past year.

The management system is a structured organization for managing security, uniting sectors
including inflight and ground operations, maintenance, flight safety, security operations andApproved Training Organisation (ATO).

142019 Rating

Evolution

B

A

Safety culture

E

A

Risk analysis

CB

SGS steering

E

A

Implementation of corrective measures

D

A

Continuous improvement and change management

B

A

Interface management

B

A

Documentation

C

A

Training and communication

C

D

Taux de conformité(nombreuxécarts suite folàCompliance
rate (numerous
discrepancies
l’intégration
des Boeing,
nouveaux
lowingthe Boeing
integration,
newprocessprocesses[ETOPS …],maîtrise[Standard(ETOPS*)
controlof desSOPSOP(Standard
OperatingOperating Procedures])
Procedures)

D

A

Capacity to obtain compliance• Compliance monitoring: which must guarantee compliance with the applicable regulatory requirements inaddition to any other further requirements.
The supervisory authorities (Directorate General of Civil
Aviation (DGAC) State Civil Aviation Service (SEAC) andthe Civil Aviation Safety Authority (OSAC) ensure throughaudits that Air Tahiti Nui complies with EASA (European
Aviation Safety Agency) regulations.

A NNUA L R EP O RT . 2 01 9

Criteria* Extended-range Twin-engine Operational Performance

CSR FOCUS AREA 1
Commitment #1
In October 2016, the plenary assembly of the International
Civil Aviation Organization (ICAO) confirmed the global
objective for carbon neutral growth from 2020 and inorder to do so, the introduction of a global measure tocompensate for C02 emissions above 2020 levels. This
scheme is named CORSIA (Carbon Offsetting and Reduction Scheme for International Aviation).

MANAGEMENT SYSTEMS DIRECTORATE (MSD)

Reporting to the responsible manager of the company,
the MSD has four divisions:• Security: intended to establish the company’s security
programs in all countries served by the airline in accordance with the applicable regulations and directives, andto carry out security training for all personnel;• Emergency Response Plan (ERP): whose mission is toestablish an emergency plan in case of a company air disaster, allowing for a centralized, controlled and coordinated response to emergencies;•Safety: aimed at identifying and analyzing the risks related to all areas of operations and implement appropriate
corrective and preventive measures;2017 Rating

One of the issues of the year for Air Tahiti Nui was to comply with the requirements of this new regulation which
fully implicates airline industry operators (whose CO2
emissions represent 2.4% of global emissions) in the fightagainst global warming.
The airline’s Emissions Monitoring Plan (EMP) was approved by the DGAC during the year. In accordance with thisprogram, the company has committed to monitoring andreporting its annual emissions for the financial years 2019and 2020. Based on these declarations, it may be subject
to the obligation to offset its emissions (by purchasing
credits generated by “low carbon” environmental projects).

Since 1st January 2019, all ICAO aircraft operator members
emitting over 10 000 tons of CO2 on their international
flights must collect their CO2 emissions data and reportthem to the relevant authority.
From 2021, operators concerned will be required to offset
a part of the CO2 emissions by purchasing and cancellingemission units.

To tatou manureva / www.airtahitinui.com

15

INTERNAL CONTROLSYSTEM (ICS)Internal control is as much aimed at continual
improvement as the quality of company organization through the optimization of operational
processes.

INFORMATION SYSTEMS SECURITY (ISS)

Attached to the Directorate General, this department’s mainfunctions are the following:• To develop the internal control system, promote and monitor its implementation;• To ensure the efficiency of the risk management and internal control systems by performing audits.

Internal audits allow for an assessment of the level of risks
incurred, and check for compliance with procedures, as wellas the efficacy and appropriateness of the systems in place.
The internal auditor also verifies that company operations
and internal procedures comply with legal and regulatory
requirements in force and with professional standards andpractices. It measures the adequacy as well as the effectiveness of risk assessment and management procedures andprovides recommendations to improve, strengthen, secureand organize departments according to the risks to which
they are exposed.

Since 2016, an internal control committee has ensured theconsistency and efficiency of the company’s internal control,
the correct organization and completion of the permanentcontrol of activities as well as the effectiveness of monitoring and risk control systems. The internal control committee
meets regularly to review the audit reports, approve recommendations and ensure their implementation.

The recommendations provided in the reports, along withdeadlines and level of risk, are validated when the control
committee meets and become enforceable thereafter. The
audited directorates are responsible for their implementation. These elements are registered by the internal audit department who periodically monitors and sends reminders to
the departments concerned.

IT and communication systems are vital for thesmooth running of Air Tahiti Nui’s daily operations. The company uses hundreds of applications on a day-to-day basis, and the information
they contain is increasingly under threat.
Cybercrime risk
As a responsible business, Air Tahiti Nui must protect thepersonal data of its clients, whether it includes credit card
numbers or individual-related data. Strategical value data
must also be protected. This informational heritage, which is,
to a certain extent, the company’s memory and anticipatory
capacity, also needs to be safeguarded against any alteration
or misappropriation by cybercriminals.

The risk of non-compliance and security breach
Airline authorities strongly recommend that airlines shouldtake measures to secure all information systems. The arrival of new generation aircraft which are hyper-connected totheir information systems has reinforced these requirements.
Furthermore, the application of the General Data Protection
Regulation (GDPR) and new guidelines such as the NIS directive (Network and Information System Security) have also
imposed new provisions that Air Tahiti Nui must comply with.
In order to confront these risks and control them, four years
ago the company initiated an approach to secure its information system through an action plan consisting of four interrelated focus areas: IS security governance, IS security audits,project security and raising employee awareness.

The risk of an IT system defect crucial to thecontinuity of operations
Information technology has become essential to the successof our activities and we are dependent on its proper functioning. A malfunction could lead to a flight delay and dissatisfied clients. The continuity of information systems operations
must be ensured.

OBJECTIVES AND KEY ISS ACHIEVEMENTS OVER THE YEAR2019 Objectives

FOCUS 1

FOCUS 3

GOVERNANCE
OF IS SECURITY

INFORMATIONSECURITY IN
PROJECTS

FOCUS 2
INFORMATIONSYSTEM SECURITY
AUDIT

16

2019 Objectives

Key achievements of 2019

• Update information system security
policy (ISSP) and risk mapping• Set up permanent controls related to
specific security measures•Develop a map of airmiles fraud risk and implement
countermeasures•Implementation of security checklists and a weekly
monitoring table•Continue efforts for compliance with General Data
Protection Regulation (GDPR)• Audit airtahitinui.com web site
• Audit mobile application• Full audit of web site by a business specialized in
intrusion testing•Implement in-depth security testing throughout thedevelopment phase of the mobile application

A NNUA L R EP O RT . 2 01 9

FOCUS 4
RAISE EMPLOYEE
AWARENESS• Integrate recommendations into all
security-sensitive projects• Change methods of development andstart production of applications tointegrate security• Create new awareness-raisingmaterials• Raise awareness about good practicefor password creation• Continue face-to- face outreach forawareness

To tatou manureva / www.airtahitinui.com

Key achievements of 2019

• Implication of the ISSM in all projects identified ashaving security-sensitive issues• Drafting of risk analyses and definition ofcountermeasures• Separation of development and production
environments and usage of containerization
technologies• Creation of an awareness-raising e-learning
program in French and English composed of 7
modules; mandatory training should be completed
before June 30th, 2020
•Awareness session regarding fake president scams,
in particular for all Financial Directorate employees• E-learning module in English about the “Fake CEO”
issue for overseas stations• Training in secure programming practice for all
developers

17Furthermore, it enables agents to benefit from a uniquedata base which is shared between all regions: In
Polynesia since June, Los Angeles in mid-September andin the French market since the beginning of November;
deployment in New Zealand and Japan will take place atthe beginning of 2020.
Alongside the implementation of Salesforce, a nested
Marketing Cloud platform was developed in order tocentrally manage marketing campaigns and offer aJourney Builder.

Thanks to the ability to synchronize all the data indexed in
the Hoani CRM, the correct message will be automaticallyaddressed at the right time via the correct channel ofcommunication (social media, email, text, newsletter,push notification thanks to a mobile app…) enabling
clearer communication with our clients and in 2020
to offer them an increasingly customized experiencethroughout their journey.

Air Tahiti Nui Entertainment, the companion app created by PanasonicDigitization:

a common improvement strategy for clientand employee experience

In order to offer the best of technology and an even more
immersive experience aboard the Tahitian Dreamliner,
the very first ATN companion app named “Air Tahiti Nui
Entertainment” has been created by Panasonic.
Available since the end of January 2019 in both English
and French on Apple Store and Google Play, it allows
passengers to create their own program of entertainment before departure via a personal space by entering
the flight number.
With a view to improving the in-flight entertainment experience of our passengers, the interface was designed to
be used like a remote control to manage the screen andaccess flight information during the entire journey. Bothpractical and intuitive, when it was launched there wasmuch talk about it in the specialized press.

A better way to improve the quality of life for employees and optimize client experience is through acommon strategy. The company chose this method for its strategic approach between 2014 and 2019,
to formalize an information system action plan and develop a certain number of collaborative tools,
internal processes, new platforms and software in order to optimize working methods and, in short, toimprove both the external and internal user experience.

CLIENT EXPERIENCE,OUR TOP PRIORITY
It is already well documented that digitization
has a positive effect on the client. However,
above and beyond the development of connectivity, the key aspects of the client’s decision lie
in speed of service, ease of access to information, trust in the brand and in the people theymeet along the way, as well as another major
element which is transparency.

18

Air Tahiti Nui mobile app
This future mobile app (developed for Apple IOS andAndroid), created this year by a multidisciplinary working
group for all Air Tahiti Nui customers is an essential asset
for airlines to attract customers. Once it goes online during
the course of 2020, it will become a real travel assistant for
our French and English-speaking clients enabling them tocustomize their experience with Air Tahiti Nui.
In addition to the key functions which have become
standard in the airline sector (ticket reservation, andadditional services, online check-in, etc.), it will also offer
our passengers quick and simple access to information as
well as their Tiare loyalty account and air miles.
The mobile app will also have a notifications systemallowing travelers and their families to receive clear
information about our flights and services in real time.

Customer Relationship Management (CRM)
At the heart of the close interaction between client andemployee experience which is equally favorable forboth, the CRM solution based on Salesforce technology(a market-leading publisher) implemented at the end of
2018 and launched during the year, has made it possible toimprove the management of professional client relations
and interactions (with tour operators, travel agents etc.)
and end clients (travelers and individual clients).
The solution named “Hoani” by the Air Tahiti Nui teams(Clientele in Tahitian) is automatically updated with all
the vital information for the preparation and fulfillment ofour clients’ travel arrangements, and encourages smooth,efficient and personal interactions in accordance witheach passenger profile. Thus, thanks to a 360°all roundvision of client requirements and information, this systemallows us to provide a top quality, fast experience tailoredto each client on an individual basis.

A NNUA L R EP O RT . 2 01 9

To tatou manureva / www.airtahitinui.com

19© Aturona HuckQUALITY EMPLOYEEEXPERIENCE: A STRONG
BASE FOR SUCCESSFULCUSTOMER EXPERIENCE
All these new-generation strategies and technological tools will be in vain if company employees
have not also been placed at the heart of discussions and considerations before their implementation. The customer experience will be coherent
and successful if the needs of professional users,
in particular those who are implementing thestrategies on the ground, are taken into consideration. This is Air Tahiti Nui’s role: to provide its
employees with a high-performance work environment with the aim of unifying and gathering
a multitude of software and applications using aminimum of tools to produce a more efficient management of information.

Digitization of internal processes
Air Tahiti Nui has thus this year pursued its
program to digitize internal processes inorder to simplify and improve the flow of
its teams at work. In this way the management of commercial gestures or expense
accounts has notably been digitized.
This has resulted in productivity gains andhas made information more accessible
and simpler to use for its agents, whether
they are situated in head office or regional
areas.

20

Securing infrastructures

Collaborative tools
In 2019 the IDS finished a project to modernize and harmonize tools for collaborative work and messaging for Air
Tahiti Nui agents. Thanks to new software solutions Exchange cloud and Microsoft 365 available in the cloud, theusers at head office and from all other regions will fromnow on benefit from better performing digital tools, whichfacilitates the sharing of information, communication andcollaboration from a distance, from a fixed workplace orfor those travelling.

Following the move of the company toits new head office, the IDS completed
several projects with the aim of securing
its new technical infrastructure.
Thus, the creation of a terrestrial wireless network enabled secure links between the Tua Rata building and thetechnical teams in place at the airport in order to manage
the departures and arrivals as well as maintenance of aircraft.
In addition to this, a secondary IT room has been installedin the town center to guarantee functional continuity ofequipment in the event of the main IT room being unavailable.

Limeflight: digitization of catering
management
The management and implementation ofmaterials and consumables in our aircraft
cabins contribute directly to the qualityof the service offered to our customers.
This is why, in partnership with a software
company, Air Tahiti Nui has designed anddeveloped a digital solution destined to
improve the setting up and distributionof loading plans according to the requirements of each flight.
A mobile app has also been created forflight attendants so they can quickly locate articles that have been loaded on
board.
Information exchange between ourselves and our catering colleagues has also been digitized to facilitate andincrease reliability of the preparation of meal trays at ourvarious ports of call.

A NNUA L R EP O RT . 2 01 9

Tamau
During the month of June, the company began producing
its new e-learning tool which made it possible to reference the provision and monitoring of professional training within the company and also to manage deadlines.
More interactive, intuitive and versatile to use than the

To tatou manureva / www.airtahitinui.com

previously available tools, above all it offers the opportunity for all our mobile staff to distance learn easily.
This platform called “Tamau” (“to learn” in Tahitian), in
conjunction with the HRIS presents several advantages
for co-workers and in-house trainers but also for managers ensuring the monitoring of training and results (monitoring of training by team and publishing of precise
monitoring tables by co-workers for managers), whichallows interaction with trainers and other platform users
making the platform accessible offline and on mobile devices.
Cornerstone or (CSOD), the cloud solutions provider forlearning and talent managing was chosen to configure
and install the software

21

CSR FOCUS AREA 4

Commitment #9© Shutterstock

A key societal role

ATN’S active rolein developmentof French Polynesia

Air Tahiti Nui was the second largest employer in Polynesia in 2019 and has been a historical partner inthe country’s development since its creation. Spearheading its principal economy, the airline with the
Tiare flower distinguished itself this year despite a new competitive context that has totally reshaped
the face of the transport network to the Islands of Tahiti.
With 20 years of experience of service to Polynesians, Air Tahiti Nui was able to take advantage ofits change of fleet to redesign the contours of a product and service of excellence that constitutes its
international reputation. The integral renewal of its aircraft is also a perfect illustration of the role thatthe company plays in sustainable development.
Customer satisfaction remains at the forefront of Air Tahiti Nui’s concerns, demonstrated not only
through an international award-winning onboard service, but also a multitude of new services; making
it possible to offer a global and immersive experience from departure to arrival, consistent with thevalues and ethos of Air Tahiti Nui.

ACTIVE ROLE IN LOCALDEVELOPMENT
As a leader in tourist and freight transport to Polynesia, Air Tahiti Nui actively participates in local
economic activity and has contributed over theyear to the following in particular:- 755 direct jobs, 92% of which are based in Tahiti and 78%
of senior executives are locals —Executive/Management
Committees [G4-EC6] (from 75% in 2018), in addition to
the capital for salaries and social charges paid to Social
Security;- Training for local youth with internships for 92 students(compared to 75 in 2018);- The promotion of Polynesian talents with the “Ambassadors” program;

In partnership with numerous heavily involved local organisations, Air Tahiti Nui and its staff have actively contributed
to various initiatives promoting CSR and/or supporting
charitable projects for vulnerable individuals.
Company flagship initiatives in 2019 include:- Occupational integration initiatives (Job academy) and/or school dropout prevention (sponsor of the “TEKNIK”
competition for sixty students from Aorai high school who
invented and presented prototypes for eco-responsible
transport) in partnership with the Face Polynesia3
association;- Events to inspire and share good CSR and sustainable
development practices (Tahiti Women’s Forum, “Polynesian Forum for Mobility”, TEDx Papeete, “The Food andinnovation Village”);- Collective solidarity initiatives with the distribution ofmeals to homeless people in Papeete with the Order ofMalta Polynesia, mobilization for “Pink October”, collectionof clothes and free freight for the association A tauturu
ia na i Paris supporting sick Polynesians in France, etc.).
Air Tahiti Nui also renewed its partnership in the districtsof Papeete et Punaauia with “Util’bus”, a charity offeringtransport as a means of social inclusion for associations
and inhabitants of deprived neighborhoods.

ATN, a pioneer for transporting oxygen
kits and incubators aboard the Dreamliners
As a Polynesian airline assigned the task ofundertaking medical evacuations for sick
Polynesians since its creation, (90% of thecountry’s MEDEVAC flights are performedby the Tiare airline), Air Tahiti Nui had toacquire new authorizations following therenewal of its fleet. The transport of newborns in incubators and passengers on
stretchers requiring specific oxygenation
became possible aboard Air Tahiti Nui’s
Tahitian Dreamliners since September
2019 and is a world-first for the American
aircraft manufacturer.

9

INITIATIVES PROMOTING CSR(COMPARED WITH 6 IN 2018)

CSR FOCUS AREA 4

Commitment #10- The promotion of Polynesian culture and landscapes
through support provided to international audio-visual
productions, which enabled the production of 12 documentaries and 2 TV and film dramas;- The promotion of the destination with Tahiti Tourisme
playing an active and historic role of Tahiti Tourisme (trade
fairs such as IFTM Top Resa, ITB Berlin, ParauParau Tahiti…);- Local economy with 21% of expenditure on local suppliers
and service providers (compared to 23% in 2018); an involvement that is also reflected in the significant contribution
to the country’s dividends and taxes;- Financial support of 16.8 million XPF towards socialand charitable initiatives (eg: La Ligue Contre Le Cancer[Cancer Support], SOS Suicide, Telethon, la Saga Tahiti),compared to 18.7 million in 2018.

,

At the end of the year, in continuity with its
endeavour of transparency and accountability towards its stakeholders, the company
published its second sustainable development
report, providing an overview of Air Tahiti Nui’scontribution to the Fenua and its environment
over the financial years 2017-18.

* ParauParau Tahiti is the 1st international tourism fair for the islands of Tahiti. It has replaced numerous workshops and Travel Marts organised by Tahiti Tourisme eachyear, in order to bring together tour operators from high potential international markets and local tourism professionals in Tahiti on one occasion for the year 2019. This
event is the opportunity for a wider range of local partners to facilitate meeting with international professionals.

22

A NNUA L R EP O RT . 2 01 9

To tatou manureva / www.airtahitinui.com

23

154
086
MEMBERS

Loyalty program
The Club Tiare loyalty program plays an essential role in the
Polynesian economic fabric by helping to enrich the local arts
scene through support for cultural and musical productions.
This involvement has also made it possible to reward
members for their loyalty and to offer them greater opportunities to earn and use their airmiles. In order to do so, theClub Tiare has regularly developed new partnerships overthe past several years.

+7.5% COMPARED TO 2018

In 2019, 244 million miles were exchanged for services proposed by the company such as tickets, upgrades, excess baggage , etc, tickets to events and shows (Laura Laune, Very
Bad Potes ; concerts—Jack Johnson, Kassav ; Master class—Norbert Tarayre ; plays and festivals…) and in vouchers forour partners (Millésime, Beauty Success, Jeff de Bruges, Vahinerii Tea House, Fauchon, Tahiti Nui Helicopters).
On 31st December, 2019, Club Tiare had a total of 154 086
members, representing an increase of 7.5% compared to
2018.

© Presidency of French Polynesia

ACTIVE ROLE IN THE DEVELOPMENT
OF POLYNESIAN TOURISM

The Tahitian Dreamliner

Air Tahiti Nui remains the major transporter of tourists to French Polynesia and maintained its promotional endeavors in 2019 by investing once again close to 1 billion XPF (8.38 million euros) across theentire promotional program supporting the growth of Polynesian tourism.
Other than the roll out of new branding across all bases and markets, the completion of our fleet renewal, with its new
products and above all, its new Premium Class, was celebrated all over the world, thus promoting Air Tahiti Nui and also
The Islands of Tahiti.
Throughout the year, company marketing and communication efforts were supported by an inspirational promotional
policy to allow a great many visitors to come and discover or rediscover our islands.

Promotional policy & presence in markets

Since October 2018, following the completion of thetransition, the airline has provided passengers with areal evolution in onboard comfort and experience, with asuperior level of product and service quality, in line with
global industry standards and consistent across the entire
regular network.

THE NEW THREE-CLASS PRODUCT ABOARD
THE TAHITIAN DREAMLINER COMPRISES:• a Business-class product,
POERAVA Business,

Polynesia starts with Air Tahiti Nui…
TAHITI – LOS ANGELES - PARIS - TOKYO – AUCKLANDTAHITI – LOS ANGELES - PARIS - TOKYO – AUCKLAND

L’âme des grands
voyageurs

L’âme des grands
voyageurs

When its fleet of Airbus A340-300 was replaced byBoeing Dreamliner 787-9, Air Tahiti Nui chose theoccasion to introduce a three-class cabin configuration
with a state-of-the-art onboard entertainment system,
including Wi-Fi access.

Air Tahiti Nui’s new Moana Premium cabin.

with a horizontal sleeper-seat, convertible into a 180°
bed (full flat) length 198 cm, in a 6 forward-facing (2-2-2)
configuration over 5 rows providing a 100% couple offer
adapted to our tourist clientele;• a Premium Economy product,
MOANA Premium,tailored to provide an intermediary option between
Business and Economy with a total of 32 seats in a 7
forward-facing (2-3-2) configuration;• an Economy class product,
MOANA Economy,
with a total of 232 seats over two cabins in a 9 forwardfacing (3-3-3) configuration.
Each seat is equipped with a high definition touchscreen(30 to 40 cm diagonally according to class) offering
a wide range of audio-visual content: choice of films,
documentaries, TV programs, music and games, etc.

Le dépaysement commence avec nous / www.airtahitinui.com

24

Le dépaysement commence avec nous / www.airtahitinui.com

A NNUA L R EP O RT . 2 01 9

To tatou manureva / www.airtahitinui.com

25

Papeete :ceremonies to celebrate the company aircraft
Strengthened by the attachment of its population to
To tatou Manureva (The people’s airline in Tahitian),
Air Tahiti Nui wanted to involve the people of Polynesia
in the welcome of its new fleet by organising a blessing
ceremony to mark the arrival of each new aircraft. The
ceremonies were relayed to the population throughthe local and international press, in the presence of theaircraft’s honorary patrons.
Therefore, following the example of the Fakarava arrival
ceremony, the Tupaia, the second B787-9, was welcomed
on 17th January 2019 by country officials, local media andpart of the airline’s staff.
On 20 th May 2019, a presidential delegation led byPresident Edouard Fritch and Air Tahiti Nui’s generalmanagement traveled to the Boeing Delivery Center in
Everett, Washington State, to receive delivery of the third
Tahitian Dreamliner 787-9, named Bora Bora, Air Tahiti
Nui’s first company-owned aircraft. This was also the nameof the very first aircraft of the company, whose operations
began on 20th November 1998. Its welcoming ceremony
was postponed until 24 th July since the Bora Bora had

been chosen as a demonstration model by the American
aircraft manufacturer for the 53 rd International Paris Air
Show in Le Bourget (see below).
On 14th August the blessing ceremony was finally held for
the Tetiaroa, the fourth and final B787-9 of the new fleet
to arrive in Tahiti on 10th August 2019.
In the same vein, Air Tahiti Nui organised commemorative
festivities paying tribute to the A340s which had seen
the birth of nearly a generation of Polynesians since thecompany’s inception.
It was with great emotion that two farewell ceremonies
took place on Tuesday 24 th September to say goodbye
to the Rangiroa and Mangareva, the last of the company
Airbuses, before they were ferried to Marana in Arizona
to be handed over to their next owner. Some 150 Air
Tahiti Nui employees posed that morning underneath the
Mangareva for a final family photo. Mid-afternoon, officials,
administrators, shareholders and “twentysomethings” of
the company said their farewells to the Rangiroa.

France :Three major events secure Air Tahiti Nui’s reputation
The F-OVAA, first companyowned aircraft and 3rd in the newfleet, was chosen by Boeing toperform demonstration flights of
its Dreamliner model 787-9 at the53rd International Paris Air Show(SIAE) in Le Bourget, making it theAmerican aircraft manufacturer’s
centrepiece during the event.
Two demonstration flights took
place on 17th and 18th June 2019,in front of thousands of spectators and television viewers
worldwide. The Polynesian tattoo
livery caught the eye of numerous international media, aircraft
enthusiasts, photographers andother influencers who relayed theflight of the Tahitian Dreamliner
over the web.
As the only in-service commercial aircraft to be presented byBoeing, the Bora Bora was thefocus of a great deal of attention:
its presentation at the Le Bourget
Air show 2019 generated scores ofdigital media spin-offs throughout
the world, thus contributing tofurther securing Air Tahiti Nui’s
reputation as an ambassador for
Polynesia.

© ATN-Andres Tofalo© Presidency of French Polynesia

On January 17th, 2019, the arrival of the Tupaia was celebrated on the tarmac of Tahiti Faa’a airport in
the presence of Mrs. Lana Tetuanui, Senator for French Polynesia and Mr. Jacques Wong, renowned
outrigger canoe and paddle maker, both honorary patrons of the aircraft. Mrs. Tehani Maueau, Presidentof the association Ia vai ma noa Bora Bora, was chosen to be the patron of the Bora Bora and Mr. Gaston
Tong Sang, Mayor of the municipality it is named after. Tumi Brando is patron of the Tetiaroa, as atribute to her grandfather, Marlon Brando, and Mr. Philip Schyle, Mayor of Arue, the municipality thatthe atoll is administratively attached to. Mrs. Edna Tepava, a leading figure in local tourism and the first
Polynesian Miss France in 1974 and Mr. Tehotu Lévy, nephew of Mr. Nelson Lévy, founding father of
Air Tahiti Nui, are the patrons of the Fakarava, the first Boeing of the new fleet delivered in October
2018.
26

A NNUA L R EP O RT . 2 01 9

NEW UNIFORMS
Air Tahiti Nui wanted to incorporate new colours and patterns into its
new fleet, in the immersive spirit surrounding their whole new brandand product. It was at the International Paris Air Show that the company
publicly presented its new staff uniforms.

© ATN-Andres Tofalo

To tatou manureva / www.airtahitinui.com

For the design of the new outfits, Air Tahiti Nui called on two Polynesian
designers. Steeve Liu, known for the brand “Steeve L”, is the creator of
the new shirts and blouses, and Moerani Margrin, known for the label“Moya B”, created the new Purotu (slim-fitting Polynesian dress) and
Mamaruau (loose-fitting Polynesian dress) for Air Tahiti Nui’s female
flight attendants and sales staff.

27

Asia:
A difficult context requiring concerted efforts from all stakeholders© Frederic Joly

Together with all the Polynesian stakeholders (transporters, hotel keepers, guest house hosts, tourist office etc.) the
country led a dialogue and an action plan to boost the Asian market (mainly Japan).
Air Tahiti Nui, for its part, adapted its flight schedules and fares to Japan for the winter season 2018-2019 in order tooffer its Asian clients attractive rates and package deals in an effort to attract more clientele.
Despite this, these efforts have not yet paid off due to a limited hotel number issue in Tahiti and the islands, and thepurchasing behavior of Japanese customers who are inclined to book very late whereas other markets which are larger
in volume, tend to do so earlier.
Polynesia also faces strong competition from other more affordable, easier to sell destinations.

On Tuesday 26th March 2019, a Paris CDG-CDG loop overflying France was organised for the company’s partners,
distributors, suppliers, and a number of French and European media aboard the Fakarava (F-OMUA).
Over 250 guests, including Miss France and Cerise Calixte(the French voice of Moana), were able to discover the newfeatures and the comfort of the cabins in an unforgettable
3-hour tour of France. The immersive experience aboard© SIPA PRESS-Benjamin Decoin

our Tahitian Dreamliner enchanted the passengers and enabled Air Tahiti Nui to assert its ambitions and objectives
on an international level, due to a great deal of media coverage following the discovery flight : various media titles
such as AeroWeb, Flight Report, Le Quotidien du Tourisme,
Tour Hebdo, Voyages D’Affaires, Outremers360°—were
among the many aeronautical or tourism industry specialists who wrote beautiful articles about us in their publications.

The preparation trip for 30 participants in the Miss France
election 2020 was once again organised in Tahiti thisyear; in 2015 Vaimiti Teiefitu had already brought the 31
candidates for the title of Miss France 2016 to our islands
in preparation for the competition. Once more Air Tahiti
Nui had the honour of being the official transporter of thecandidates.
Upon arrival in French Polynesia on 17th November the
beauty queens had to follow a busy schedule, with multiple film and photo shoots organised around the theme of
ecology and sustainable development, in particular one
for the prime-time slot on the national TV channel TF1 on
14th December for the election of Miss France. The regional beauty queens stayed in Tahiti and Moorea until 26th
November alongside Vaimalama Chaves, the Polynesian
beauty elected Miss France 2019 who declared she was“(...) very proud to introduce them to Polynesia.”

United States:
Long-standing cultural partnerships
On the American market, a new General Sales Agent(GSA) was appointed to represent the company in Mexico.
With a population of 125 million and a gross domestic
product of 1.3 billion dollars, Mexico is the most populated Spanish-speaking country in the world. Tahiti has an
excellent reputation there and Tahitian dance (Ori Tahiti)
is very popular; several Mexican dance groups in particularparticipate in events in French Polynesia. Air Tahiti Nui
was incited to further develop this market in collaboration with Aviareps by the fact that knowledge of Tahiti
has grown there over the years and the reputation of ourislands makes them an attractive holiday destination.
Hollywood and the film industry both continued their lovestory with Air Tahiti Nui: for the 15th year running, Air Tahiti
Nui had the pleasure and recognition of being a major
backer and exclusive airline sponsor of the “COLCOA[City of Lights, City of Angels] French Film Festival”, anannual French film festival held in Hollywood. Hostingover 20 000 Francophiles, cinephiles and movie industry
professionals from Hollywood and France, COLCOA is

the most extensive yearlyFrench cultural event in
the United States, and thebiggest festival devoted
to French cinema andtelevision in the world.
Air Tahiti Nui has also
had the immense pleasureof supporting anothercultural promoter for
Polynesian culture, the“Heiva i San Diego” fornearly 20 years. This
3-day dance festival
takes place in August,attracting thousands ofspectators every year and the best dance groups insouthern California. It has become the leading Tahitian
dance festival in the United States, sponsored by
Air Tahiti Nui.

South America:
Working towards a better sales coverage
From now on, promotional and sales activities in South America are handled by our representatives in Los Angeles.
Despite the geographical distance, this system allows for a better coverage of these markets thanks to our Spanish andPortuguese-speaking employees and an experienced and structured back office.

Web optimization
Pacific—New Zealand and Australia:
Renewal and increased commitment
On 1st December, to mark its presence and the importanceof the Pacific region, Air Tahiti Nui set up its own sales
structure with its own sales staff for the first time since
the airline has been operating flights to New Zealand, as
sales and marketing activities of its Pacific branch had
been previously conducted by a third party (General Sales
Agent). New positions were opened, and the company
outsourced all calls to a call center.
In line with the same objective of serving our New Zealand customers in a more efficient manner, more accessible and convivial new premises now welcome them in
Auckland city center.
These refurbished premises were accompanied by aquicker and more efficient new digital policy for theregion. This resulted in a change of public relations
agency for both the New Zealand and Australian markets
at the beginning of the year, and in the wake of this,the creative agency was also replaced, coinciding well28

with the deployment of new company branding. Thesetransformations were carried out with remarkableefficiency, regarding both the level of quality of service
and its implementation, as well as the management ofcosts.
Promotional activities showcasing Polynesia were also
opportunities to shine the spotlight on our company due
to frequent requests for partnerships; for example, in New
Zealand, Air Tahiti Nui partnered with the Documentary
film festival Doc Edge. As official sponsor of Nicolas
Brown’s film “The Serengeti Rules”, concerning thefragility of the planet and its biodiversity which reflects
many of the values and virtues equally shared by Air
Tahiti Nui, the company invited its Gold and Silver Club
Tiare members to the festival and held a prize draw for
entrance tickets on social networks.

A NNUA L R EP O RT . 2 01 9

Improvements to the company’s websites continued during the year tooffer the airline’s customers new features, such as access to the most
attractive rates at a given moment in just a few clicks, or online payment
options with the implementation of sales support tools.
Split payments
Launched on 5th June, firstly on the French website designated as the pilot platform forthe operation, the new split payment solution allows customers to opt to pay in 3 or 4
instalments when they book online for a total fare of less than 4000 euros, including
travel insurance.
Thanks to this solution proposed in partnership with Franfinance, for every ticketbought online departing from mainland France (including all other points of departurefrom France with a TN code), the client can benefit from a 60 or 90-day payment planwith the first instalment on the day of purchase.
French or Polynesian credit cards, Visa and MasterCard are accepted, with the optionof paying for close relatives with the same card.

To tatou manureva / www.airtahitinui.com

29

Shared payment
Subsequent to the deployment of the “Time to think” and “Hold my booking”
options in 2018, our clientele was offered a new payment option during thecourse of the year: it enables customers to split the payment of a reservation over a number of payment cards (Visa, MasterCard, AMEX) or via several
payers.
In a very simple way, the customer initiating the order adds a list of email
addresses to his/her reservation and assigns an amount to each of them. Eachparticipant receives an email with the details of the order and the amount to be
paid. All payments must be received within a specified time so that the system
can order the tickets to be issued; otherwise the reservation is cancelled.
In operation since November, the solution has the advantage, in addition to
greater flexibility, (through group or multi-card payments,) of removing thecap on payments.

CSR FOCUS AREA 1
Commitment #2 [G4-PR5]
Air Tahiti Nui pays particular attention to client
satisfaction, their feedback and suggestions for
improvement.
In order to maintain a relationship built on trust, andin the interests of transparency and centralizationof data for greater efficiency, the company has
centralized claims management through software
named “Mahana” since 2017.

This platform provides a substantial gain inproductivity for the teams in charge of customer
relations, but also, and above all, better visibility forclients concerning the handling of their claims.
In 2019, the annual average of feedback recorded
dropped by -7.7%, with 2510 claims received and7 cases of passenger litigation (compared to 2720
claims and 5 cases of passenger litigation in 2018); aclear improvement also linked to the renewal of the
fleet.

Customer satisfaction policy
As part of its continuous improvement plan, Air Tahiti Nui has been carrying out an on-going program of surveys aboard
all flights since 2012 in order to measure customer satisfaction and better meet their expectations.
Over the first six months of the year, surveys were carried out on the two fleets (Airbus and Boeing) and the questionnaires
were distributed indiscriminately between aircraft type.
1277 passengers were surveyed over the period between January and June 2019
Appreciationof crew

0verallappreciation ofcabin

Overallappreciation ofcheck-in

Overallappreciationof food & beverages

Overall appreciationof inflightentertainment

98%

94%

88%

88%

86%

SCORE
(half-yearly averageover the period
01/01/19 to 30/06/19)

From July to September 2019, the global surveys were discontinued in order to concentrate on customer feedback
regarding the new Moana Premium class, so as to gauge passenger satisfaction and confirm that the product provided
corresponded to their expectations.
Between 1st July and 31st July 2019, 1081 passengers travelling in Moana Premium class were surveyed (43% Polynesian,
36% European, 18% American and 30% other nationalities), mainly on the LAX-CDG route.
Other than an overall satisfaction rate of 98%:
• 92% of passengers surveyed recommend this class,• 93% are globally satisfied with its comfort,• 93% are satisfied with the seats,• 83% declare they are satisfied with the meals.
Over the last quarter of 2019, these surveys continued in the three Business, Premium and Eco cabins. 1 766 passengers
were surveyed between 1st October and 31st December, 2019, exclusively on the fleet of B787-9. The results show clear
improvements, notably in the cabins and above all, the entertainment system.

30

Contributing to the reputation and notoriety of air carriers for travelers across the world, awards showcase airlines in various fields.
The internationally acclaimed partnerships established during the year and the resulting media coverage together with thenumerous awards received have collectively supported the work of Air Tahiti Nui’s teams.
Appreciated for its authenticity, warmth of its welcome, excellence of inflight service and efforts made in digitization andcustomer service, Air Tahiti Nui received many distinctions in 2019. These include:

Client satisfactiont

The appreciation of the cabin (+1%) and the entertainment system (+7%) increased notably compared with the same period
in 2018, due to the introduction of the new Boeing aircraft during the year.

Appreciationof crew

0verallappreciationof cabin

Overallappreciation ofcheck-in

Overallappreciationof food & beverages

Overall appreciationof inflightentertainment

SCORE(quarterly averageover the period
01/10/19 to 31/12/19)

99%

97%

93%

93%

91%

Vs 2018(quarterly averageover the period
01/10/18 to 31/12/18)

98%

94%

91%

90%

78%

Variation 18/19

Awards in 2019

The title of “Five Star Major Airline” in the APEX Official Airline Ratings
2020, in the September issue, for the quality of service provided by
the airline, which retains its place of leading airline to French Polynesia
and the South Pacific;
The "APEX 2020 Regional Passenger Choice Award”, in November,
for the most comfortable seats in the South Pacific region;
The nomination in early December by the readers of Global Traveler
for "Best Airline in the South Pacific”, for the second year running.

Gastronomy
Two medals (silver for the “Best Champagne in Businessclass and bronze for the “Best Rosé in Business class”), on
the occasion of the prestigious “Cellars in the Sky 2019”ceremony, rewarding the quality of Air Tahiti Nui’s on-board
wine cellar among a selection of over 250 bottles served
to passengers of 35 international airlines;
As well as prestigious rankings for its wines and champagnes (second place in “Top Champagnes International Business Class , third place in “Top five White Wines
International Business Class” and fifth position in the “TopInternational Business-Class Wines on the Wing”), during
the “Wines on the Wing Contest 2019” of Global Traveler.
In addition, and for the first time, one of our caterers, TFK
Corporation, in Narita—was awarded the 3rd prize in the
Asia zone during the “11th Annual QSAI Excellence Awards”.
The Quality and Safety Alliance for Inflight services (QSAI)
is an alliance of major passenger carriers of the world,
who work with their caterers to promote excellence inthe quality, safety and value of the food offered on board.
Air Tahiti Nui has been a member of this alliance since
May 2014.

Economy

+1%

+3%

+2%

+3%

+13%
A NNUA L R EP O RT . 2 01 9

Finally, the company also received the “Award for the financial transaction of the year 2019 for the Asia-Pacificregion “during the Airline Economics ceremony 2019, heldin Hong Kong on 5th November, for its unprecedented inter-To tatou manureva / www.airtahitinui.com

national financial package involving the Société Générale
and the AFIC (Aircraft Finance Insurance Consortium) enabling the two direct-purchases of Boeing aircraft to benefit
from tax-free financing.

31

Flight
activity

AIR TAHITI NUI / SNCF - TGV

AIR TAHITI NUI / AMERICAN AIRLINES

Seoul

BeijingShanghaï

Hong Kong
BangkokFukuoka

Los Angeles

NagoyaOsaka

Oklahoma City

AustinAtlanta

Toronto

ZurichMilan

Lyon
Valence

BostonBordeaux
Nimes
Montpellier

New York
Philadelphia
Washington

Strasbourg

St Pierredes corps

AvignonAix-en provence

Marseille

Rome

MadridCharlotte

Dallas Nouvelle-Orléans

HoustonOrlando
Miami

ManilleSaigonSingapour

Tahiti et ses îlesCairns
Sao Paolo

NouméaBrisbane

Rapa Nui

SydneyPerthMelbourne

Santiago

AucklandQueenstown

Christchurch
Destinations ATN (en propre ou partage de code) / TN Cities (operated by TN or in codeshare)
Destinations desservies par nos partenaires interline (échantillons) / Destinations serve by our interline partners (samples)
Vols opérés par ATN

Air Tahiti Nui is positioned as the main airline serving
French Polynesia with daily flights to the destination. The
company operates over four continents, offering flightsfrom Papeete to Los Angeles, Tokyo, Auckland and Paris(via Los Angeles).

Since November Air Tahiti Nui has been operating within
ETOPS 225 (first ETOPS 225 flight 28th November 2019 on
the LAX-PPT section).
This approbation makes Air Tahiti Nui the 4th B787 operator (out of 57) to be approved for an ETOPS operation
above 180 minutes, along with LATAM, Air New Zealandand Japan Airlines.

Lorraine

Le Mans

MexicoThe IOSA certification (IATA Operational Safety Audit) isthe audit program developed by the IATA (International
Air Transport Administration), based on standards covering regulations such as ICAO (International Civil Aviation
Organization), FAA (Federal Aviation Association), EASA(European Aviation Safety Agency), etc.

ETOPS 225

El Paso

St louis

San Antonio

THE NETWORKIn June the company renewed its certificate for the seventh time with a compliance rate of nearly 98% (900
evaluated items with a discrepancy of 19, namely 2.1%
nonconformity).

DenverLas Vegas
AlbuquerquePhoenix

San Diego Tucson

IOSA

The IOSA certification is mandatory for all international
air carriers who are members of IATA and is valid for two
years from the audit start date. Only a few approved bodies worldwide can conduct the audit.

FresnoTaipei

The different authorizations include the Boeing 787-9 andlist all specific operational approvals in relation to thisnew type of aircraft.

32

San Jose

NantesFrancfort

Champagne Ardenne

Poitiers

Sacramento
Salt Lake CitySan Francisco

Tokyo

AngersSt laudMontréal

Portland

SapporoTo operate as a French international air carrier, Air Tahiti
Nui holds:- an air carrier license, December 2006 (Decree 1389 CM);- an air carrier certificate (CTA) n°FR.AOC.OO83, 15th October 2018;- a certificate of approval from the Continuing Airworthiness Management Organization FR.MG.0061 31st March2020;- a certificate of approval of maintenance part 145 for the
maintenance of aircraft FR 145.0423, 4th October 2018.

Paris

RennesSeattleBruxelles

Lille

Vancouver

ChicagoCERTIFICATES
AND LICENSES

Amsterdam

Londres

Vols ATN en partage de code avec nos partenaires ou opérés par nos partenaires interline /TN flights in codeshare with our partners or operated by our interline partners

43

Air Tahiti Nui offers routes to a total of 62 cities thanks to
its code-share partners:• LATAM Airlines in South America depart to Easter Island and Santiago, Chile.

• SNCF trains with the TGV Air program in France andEurope departing daily from CDG to: Aix-en-Provence,
Angers, Avignon, Bordeaux, Le Mans, Lille, Lyon, Marseille,
Metz, Montpellier, Nantes, Nîmes, Poitiers, Reims, Rennes,
Strasbourg, Tours, Valence and Brussels.
• American Airlines in North America departing daily
from Los Angeles to: Albuquerque (codeshare 2019), Atlanta, Austin (code-share 2019), Boston, Charlotte, Chicago, Dallas, Denver, El Paso (codeshare 2019), Fresno,
Houston, Las Vegas, Miami, New York, Orlando, Philadelphia, Phoenix, Portland, Sacramento (code-share 2019),
St. Louis, Salt Lake City, San Antonio (code-share 2019),
San Diego, San Francisco, San Jose, Seattle, Tucson(code-share 2019), Vancouver and Washington.
• Qantas and Air Calin complete the Air Tahiti Nui offer in
the South Pacific to Sydney, Melbourne, Brisbane, Perthand Nouméa.
• Japan Airlines and Korean Air depart to Osaka, Fukuoka,
Nagoya and Sapporo in Japan and Hong Kong (JL) andSeoul (KE) in Asia.

The codeshare with American Airlines was extended on
the 27th June 2019 adding eight new destinations to the
US.

INTERLINE
AGREEMENTS

At the same time, Air Tahiti Nui applies its company codeon the Air New Zealand flights to increase the frequencyof service between Tahiti and Auckland bringing the number to five return flights a week on this route and with
Air France between Los Angeles and Paris to extend theParis-Tahiti service to one return flight per week.

WITH OTHER TRANSPORTERS

A NNUA L R EP O RT . 2 01 9

The following partners apply their company codes onflights operated by Air Tahiti Nui:
• American Airlines: PPT-LAX / PPT-AKL and LAX-CDG• Qantas: PPT-AKL / PPT-LAX• Air New-Zealand: PPT-AKL / PPT-LAX• Air Calin: PPT-AKL / PPT-LAX• Japan Airlines: PPT-NRT

To tatou manureva / www.airtahitinui.com• Korean Air: PPT-NRT• Air France: PPT-LAX• LATAM Airlines: PPT-AKL

In addition, as part of the airline’s development within its
markets, 43 interline agreements have been made withother transporters to date, in order to offer clients a wider
choice of destinations.

33

PUNCTUALITY© Boeing

In 2019 ATN’s punctuality improved with 88.46% of flights leaving on time or within 15 mins of scheduled
time (+2.4% compared with 2018).

16 317
FLIGHT HOURS

PPT, CDG et LAX stopovers experienced an increasein performance with punctuality increasing to 80.86%(78.79% in 2018), 88.74% (78.71% in 2018) and 71.83%(64.44% in 2018) respectively. LAX airport mainly
encounters delays due to immigration procedures which
are not in line with new airport infrastructures.
Punctuality in Auckland decreased slightly in 2019 witha score of 87.59% (89.61% in 2018), due to an increasein numbers of passengers using the airport creatingcongestion throughout the operational chain.
Departures in Narita fell to 86.27% (from 93.58% in2018); with 50% of delays were due to inclement
weather conditions which affected the region
throughout the year.

END OF THE A340-B787-9 TRANSITION

FOR 1 480 COMMERCIAL FLIGHTSFLIGHT SCHEDULE

The year was marked by the exit of the A340 fleet (exit of the aircraft, stock of spare parts and tools,
and refitting of the warehouse for a unique fleet) and the progressive introduction of the exclusive
Dreamliner B787-9 fleet.

Frequency of service per route2018
Papeete - Paris via LAX
Papeete - Los Angeles
Papeete - Japon
Papeete - Auckland

Low Season
2 to 5 flights/wk
5 to 6 flights/wk
2 to 3 flights/wk
3 flights/wk

2019High Season
Low Season
5 to 7 flights/wk 2 to 5 flights/week
5 to 7 flights/wk
4 to 8 flights/wk
2 flights/wk
2 flights/wk
3 flights/wk
3 flights/wk

High Season
5 to 7 flights/wk
4 to 6 flights/wk
2 flights/wk
2 to 3 flights/wk

The year was marked by the exit of the A340 fleet (exitof the aircraft, stock of spare parts and tools, and refittingof the warehouse for a unique fleet) and the progressive
introduction of the exclusive Dreamliner B787-9 fleet.

Mangareva (F-OJGF), the Rangiroa (F-OSEA) and theMoorea (F-OSUN) were owned by Air Tahiti Nui, theBora Bora (F-OJTN) rented to AerCap and the Nuku
Hiva (F-OLOV) rented on lease with a purchase option.
The last Airbus left the airline on 25th September 2019.

Initially, the company fleet consisted of 5 Airbus A340300. Each aircraft was named after Polynesian islands: theFrom Airbus to Boeing:
Annual number of flights per route
Papeete - Paris via LAX
Papeete - Los Angeles
Papeete - Japon
Papeete - Auckland
TOTAL

2017
500
585
233
313
1 631

2018
476
594
217
307
1 594

Variation 17-18
-5%
+2%
-7%
-2%
-2%

2019
486
492
207
295
1 480

Mangareva
F-OJGF

Bora Bora
F-OJTN

Rangiroa
F-OSEA

MooreaF-OSUN

Nuku Hiva
F-OLOVRECEIVED

2001

2002

2003

2003

2005

EXIT

2019 Sept.

2018 Nov.

2019 Sept.

2019 June2019 Feb.

Variation 18-19
+2%
-17%
-5%
-4%
-7%

Frequency of weekly services by code-share partner*
Air New Zealand (NZ)
Air France (AF)
Qantas (QF)
Korean Air (KE)Air Calin (SB)LATAM Airlines (LA)Japan Airlines (JL)PPT – AKL – PPTLAX – CDG – LAX
AKL – SYD/MEL/BNE – AKL
NRT – ICN – NRT
AKL – NOU - AKL
PPT – NOU - PPT
SLC-IPC-PPT-IPC-SCL
NRT-HKG
NRT-ITM
HND-ITM
NRT-NGOHND-FUK
HND-CTS

X2 per week
X1 per weekdaily
X2 per week
X2 per week
X1 per week
X1 per week
daily

Fakarava
F-OMUA

TupaiaF-ONUI

Bora Bora
F-OVAA

Tetiaroa
F-OTOA2018 Oct.

2019 Jan.

2019 June2019 Aug.

* Except American Airlines and SNCF who operate daily links

34
34

A NNUA L R EP O RT . 2 01 9

To tatou manureva / www.airtahitinui.com
To tatou manureva / www.airtahitinui.com

3535© TNH-Grégoire Le Bacon

TAHITI NUI HELICOPTERS
SUBSIDIARY
Tahiti Nui Helicopters, the first affiliate company of the
Tiare airline, is an SAS owned 50% by Air Tahiti Nui and
50% by HBG, a French-Swiss helicopter transport group,
one of the leading companies in France and within the top
5 in the European market.
The company operates using three aircraft: 2 Airbus Helicopters H135 (EC135T2) and 1 Airbus Helicopter H125
(AS350 B2). Two helicopters are based in Tahiti and also
serve Moorea; the third is stationed in Bora Bora.
The affiliate company began to operate commercially in
July 2018, and has 4 main purposes:• On-demand passenger transport, a no-wait direct transportation of clients from international flights or connecting
international private jet flights, and in the last few years a
growing number of;• Sightseeing (in and around Tahiti, Moorea, and the
Leeward Islands);• Helicopter operations (pylon equipment etc.) and mountain rescue;• Medical evacuation or medical emergencies from theislands.

The last Airbus left the company on 25th September 2019. © Matthew Wolff

Since it first started, Tahiti Nui Helicopters has carried out
945 flight hours:“ The great warriors head forward in the ca noe ”

TNH DIVISION/BREAKDOWN OF FLIGHT HOURS BETWEEN
20/07/2018 AND 31/12/2019

AERIAL WORK
60 FH
The renewal of the Air Tahiti Nui fleet began in October
2018 marked with the reception of the first of 4 Boeing
Dreamliner 787-9s in the new fleet (2 leased from ALC andtwo purchased outright) and was finalised in August 2019with the arrival of the last Tahitian Dreamliner.

TRANSFERS
217 FHOne of the principal issues of the Airbus to Boeing transition
was crew training, and air operations management, which
has to reconcile regulatory constraints and operational
requirements.
In accordance with the initial finishing target at the startof transition, it should all be completed by the end of
February 2020.

Partnership agreement with the CPS
In 2019 a partnership was formed with the CPS (French
Polynesian social welfare system) for the provision of company crew and helicopters to ensure medical emergency
evacuations under the best possible conditions. So far, they
had been carried out on an on-demand basis. Following
consultations with various helicopter operators, there will
be a designated THN aircraft based in Tahiti on a permanent basis starting in 2020 for these specific flights during
daytime (from 6:30am to 6:30pm).
The agreement has been signed for a six-year period.

For the technical teams, the main work has consisted inassimilating new navigation tracking and maintenancesoftware (AMOS) and an increase in their level ofskills for the new aircraft (different methodology anddocumentation).

36

SIGHTSEEING
BORA BORA
406 FHSIGHTSEEINGTAHITI
AND MOOREA
132 FHA NNUA L R EP O RT . 2 01 9

To tatou manureva / www.airtahitinui.com

FLIGHT HOURS

Tahiti “Treasure hunt” in 2020

MEDEVAC
130 FHAs in the case of the previous fleet, the new aircraft werenamed and registered in the order they arrived: Fakarava(F-OMUA : F(France)-O(Overseas)+[MUA] for “forward”),
Tupaia (F-ONUI for “great”), Bora Bora (F-OVAA for“canoe”) and Tetiaroa (F-OTOA for “the warrior”) intribute to the beauty of the Polynesian Islands and theirfirst explorers.

945

The TV production company Adventure Line visited in August to find suitable areas and camera angles for its show,
and the filming of an episode of “Treasure Hunt” was organized for the first two weeks of November in Polynesia.
The teams travelled aboard Air Tahiti Nui, the program’s
exclusive partner, and three helicopters were hired from
Tahiti Nui Helicopters.
The vast area included in the game will showcase a considerable part of the Society Islands so viewers can discover
the charm, culture, and all that each island has to offer.
In terms of viewing figures, “Treasure Hunt”, presented
by Cyril Féraud, attracts an average of 3 million viewers(mostly family viewing with an average audience aged
between 10 and 24 years), making it the best performing
program on the Wednesday 9pm slot, on France 3.
The program will be broadcast in spring 2020. Thispartnership will actively contribute to the visibility and promotion of our destination in mainland France, and statistics
from French travel agencies have confirmed that this typeof production boosts booking demand.

The website www.tahitinuihelicopters.com/en presents therange of panoramic flights including in particular, our showcase
10-minute discovery flights departing from Tahiti or Bora Bora.

37

Since our company operates exclusively long-haul flights, Air Tahiti Nui’s environmental
impact is for the majority, due to greenhouse gas emissions (95% linked to flights according
to the 2015 carbon assessment). The replacement of our entire fleet mid-2019 bore witness
to ATN’s firm commitment to reducing its carbon footprint. This major effort entailed othercomplementary measures which all count towards the overarching policy to reduce aviation
activity impact (the implementation of which is accompanied by a dedicated internal “carbon
committee”) and consists of four components.

CSR FOCUS AREA 2
Commitment #3

I - OPTIMIZING THE CARBON EFFICIENCY OF OUR FLIGHTS

Many initiatives have been developed to help
improve this reduction within activity on the
ground, to promote energy efficiency in buildings,
encourage employees to be more eco-friendly at
work and promote eco-mobility.
At the Tua Rata head office where 77% of groundstaff work, representing 63% of the company’s energy
consumption, a new central air-conditioning configuration
using a continuously operating refrigerated water system
was set up. It is the first energy consumption unit of its
kind in a tropical area and was designed to reduce energy
consumption within the building while optimizing staff
comfort particularly during periods of intense heat.
Renovation and insulation work has also been carried out oncompany premises especially in the technical department
and will proceed until 2020.

BUILDINGS IN TAHITI (IN KW)
2018 : 773 739

The eWAS system allows to prevent meteorological flight risks.

2019 : 946 242(NAMELY AN INCREASE OF +22% COMPAREDWITH 2018)

GREENHOUSE GAS EMISSIONS(TONNES - CO2) [G4-EN15]

2018 : 368 392

2019 : 305 020

In 2019, there was a notable reduction of -17.20% of green
house gas emissions compared with 2018, namely an
accumulated reduction of 80,980 tonnes of CO2 since2015, the year of reference for the carbon assessment,
thanks to the combination of aircraft type and flightschedules, equivalent to 110 Papeete-LAX-CDG returns or
530 Papeete-Los Angeles.
At the same time, Air Tahiti Nui incorporates and applies
operational procedures aiming for daily fuel consumption
optimization (such as adjusting routes and fuel loads,
flight tracking and good piloting practice, maximized
maintenance operations, etc…).
The flight operations directorate design office supervises
the fuel consumption of our flights and CO2 emissions

38

In order to include our passengers in thisenvironmentally friendly approach andparticularly in terms of reducing waste, Air
Tahiti Nui is gradually incorporating new
solutions to reduce on-board plastic or to
replace it with more sustainable alternatives.
Following on from wheat straw cutlery and eco-responsible
comfort kits, in 2019 the company introduced new “heatresistant cups” made from recycled plastic (sturdier thancardboard) that passengers can keep for the duration of
the journey if they wish.
The new Air Tahiti Nui “child kit” is also designed along
similar lines, comprising of a smart metal case and an
educational leaflet about preserving marine biodiversity
created in partnership with the Te Mana O Te Moana
association.

ENERGY CONSUMPTION IN THE 4© ATN

After a transitional phase with the two fleets(replacement of the new Boeing Dreamliner
787-9 from the beginning of 2018 and the exit of
the 5 Airbus A340-300 at the end of the year), Air
Tahiti Nui has been operating an exclusive fleet offour Tahitian Dreamliners, latest generation twinengine aircraft enabling significant noise pollution
reduction (below 85 decibels during take-off andlanding) and greenhouse gas emissions (the aimof 20% carbon efficiency was reached with thereplacement of the Boeing fleet).

II - INVOLVING TNEMPLOYEES THROUGH AN
INTERNAL ENVIRONMENTAL
APPROACH

III - RAISING PASSENGER
AWARENESS© ATN-Melissa Mellone

Environmental
reportCSR FOCUS AREA 2
Commitment #4

CSR FOCUS AREA 2
Commitment #5

using SkyBreathe® Fuel Efficiency software which thecompany has implemented since 2016. Using synthetic or
detailed dashboards (by route, airport, etc…) the company
fuel management system aims to optimize aircraft fuelconsumption in order to decide which adjustments
are necessary for better economic and environmental
performance.
The eWAS system (Enhanced Weather Awareness
System) was also implemented by Air Tahiti Nui at the
beginning of 2018 to prevent meteorological flight risks. By
offering pilots this software, the company can improve its
operations with a “concerted strategy for flight execution
regarding weather conditions”. This enhanced knowledgeof the meteorological situation means pilots and control
center operations agents (CCO) can optimize avoidanceroutes and improve flight energy efficiency as well as
offering safer flights to customers thanks to the anticipationof turbulence and a better all-round understanding ofsignificant phenomena which may be faced during flight.

A NNUA L R EP O RT . 2 01 9

Tying in with our change of head office plan implemented
in 2018, a mobility challenge was held in 2019 aimed at
encouraging staff to be more aware of good eco-mobility
practices. During European Mobility Week (EMW), sixty
voluntary workers committed to choosing alternative waysof traveling (car-pooling, cycling, walking, public transport)
to reduce their own impact on traveling to and from work
every day.
During European Week for Waste Reduction (EWWR) in
November, Air Tahiti Nui launched a project to reuse oldcompany uniforms aiming to provide support for innovative
initiatives with associations in Polynesia. This was a very
successful environmentally responsible initiative with over
18 projects submitted.
A “Zero waste” sensitization workshop together with Nana
Sac plastique aimed to make employees more aware of
selective recycling.
Throughout the year the company also organized andactively participated in circular economy initiatives such as
the donation of consumables and IT materials in favour of
FACE Polynésie et Te Torea.

To tatou manureva / www.airtahitinui.com

IV - OFFSETTINGOUR EMISSIONS
Since its first carbon report in 2015 which allowed
the company to measure its greenhouse gas
emissions, Air Tahiti Nui is continuing to apply
the ADEME recommendations to reduce theseemissions as far as possible as a prerequisite forcompensation.
The company has thus far been exempt from carbon tax
and from regulatory obligation to compensate for its CO2
emissions.In accordance with its environmental approachit also intends to contribute on a medium term voluntarybasis by supporting local carbon reduction projects, ideallyin Polynesia or in the Pacific area which is particularly
exposed to the effects of global warming. With this inmind, at the end of the year Air Tahiti Nui launched a firstmarket study which aims to give customers who are awareof this approach, the possibility of compensating for travelemissions via a compensation project platform.
Meanwhile the company continues to sponsor local
associations and initiatives who are fully committed topreserving the environment and biodiversity of Polynesia,
such as Te Mana O Te Moana, Mata Tohora, Nana sacplastique, Coral Gardeners, to the tune of 4.8 million XPF a
year (compared with 12.6 million XPF in 2018).

39

Traffic andbusiness results

434 280

PASSENGERS TRANSPORTED© Shutterstock

BY AIR TAHITI NUI IN 2019

TAHITI-BOUND TRAFFIC

48.2 %In 2019, the total number of incoming and outgoing passengers to Polynesia was 713,062, namely a variation of +6.8%
compared with 2018. It should be noted that seat availability
numbers increased by 8.1% having a full year effect with thepresence of French Bee and United Airlines.

OF INTERNATIONAL TRAFFIC
TRANSPORTED BY AIR TAHITI NUIAir Tahiti Nui transported 48.2% of international traffic in 2019, which is -9.7 points compared with 2018 due to the hugely
increased capacity of two new operators in Tahiti.

TOURIST TRAFFIC
In 2019, 236 642 tourists visited The Islandsof Tahiti, a 9.4% increase of 20 374 tourists
compared with 2018.
Air Tahiti Nui transported over 114 000 tourists (48.3%), allowing
the airline to continue its role as French Polynesia’s principal
tourism partner.
In 2019, The Islands of Tahiti saw a large increase of +9.4%

236 642TOURISTSVISITED THE ISLAND OF TAHITI IN 2019

RESULTS & EVOLUTION OF ATN
FARE-PAYING PASSENGERS BY ROUTE

Market share by airline
Tourist traffic

Fare-paying passengers by route
Average passenger load factor
Revenue (in million XPF)

AIR CALIN 3%
2018

2019

Variation n/n-1

77%

75.3%

-2.6%

30 39928 425-6%

Source : Revenue Management - Air Tahiti Nui Financial Department

In 2019 Air Tahiti Nui transported 434 280 passengers, 7% fewer than in 2018, with reduced capacity (4% less than in2018). From the second quarter of 2019, Air Tahiti Nui managed to regain its market shares on the Paris-Tahiti route,complemented by a good transatlantic sales performance supported by our partner American Airlines, whilst the Asianmarket continued to encounter problems accessing the list of hotels.
In 2019 the company generated passenger traffic revenue of 28.4 billion XPF.

HAWAIIAN AIRLINES 2.7%
AIR TAHITI 0.7%

LATAM AIRLINES 3.2%
AIR NEW ZEALAND 7.2%
AIR FRANCE
10.9%

AIR TAHITI NUI
48.3%

UNITED AIRLINES
11.6%
FRENCH BEE
12.4%
SOURCE : ISPF

CSR FOCUS AREA 2
Commitment #3

ENERGY EFFICIENCY

in tourist numbers compared to the previous year.

AVERAGE CONSUMPTION OF FUELPER PASSENGER/100KM
IN 2018 : 3.9 L
IN 2019 : 3.29 L (2.96 L FOR THE 787-9 AND 4.38 L FOR THE A340-300)

40

A NNUA L R EP O RT . 2 01 9

The North American, French and European markets performed well increasing by +15.8%, +22.5% and +3.5% respectively.
The number of cruise ship passengers also experienced strong growth of+3.7% in comparison to 2018, whilst the numberof land-based tourists showed an increase of +10.1%

To tatou manureva / www.airtahitinui.com

41

CHARTER ACTIVITY
FREIGHT REVENUE

8 922

Despite a difficult global context for airfreight
which had its worst results since 2012, due to a
reduction in demand teamed with an increase incapacity, Air Tahiti Nui fared very well over theyear.

TONNES OF FREIGHTTRANSPORTED
FOR 2.8 BILLION XPF IN REVENUE

2018

2019

Variation n/n-1

Variation %REVENUE (in million XPF)

2 960

2 882

-78

-2.6%

WEIGHT IN TONNES

9 697

8 922

-775

-8.6%

Source : Fret - Service du contrôle de gestion d’Air Tahiti Nui

The 2019 freight revenue over the whole Air Tahiti Nui network amounts to 2 882 million XPF for an overall tonnage of 8922 tonnes.

DISTRIBUTION OF TONNAGE
TRANSPORTED BY ORIGIN*

The French market is showing strong resilience in the faceof its competition with an increase of +3%;
The American market, however, is showing a reduction of-7% due to a significant decrease in travel to the UnitedStates;The Japanese market fell -25% in comparison to 2018 due
to a decrease in global export from Japan and an overcapacity to The United States.

(-39% COMPARED TO 2018)

NRT
9%

ACMI*

2018

2019

Variation n/n-1

11

0

-10%

Full charter

201

114

-43%

Total Nb flight hours

212

114

-46%

8

0

-100%

Full charter

361

225

-39%

Total revenue (million XPF)

369

225

-39%

ACMI

* ACMI (Aircraft Crew Maintenance and Insurance): Charter flights chartered on behalf of other airlines where the aircraft, crew, maintenance and insurance costs
are included in the whole charter tariff unlike full charter which also includes costs related to handling, catering, and fuel.

AKL
9%

Number of flight hours
LAX
37%

PPT
20%

250

Revenue (MXPF)
Full
ACMI

200

400

Full
ACMI

350
300
250

150

200

CDG
25%
* Origin of freight departure

42

MILLION XPF
OF REVENUE GENERATEDBY CHARTER FLIGHTS

Comparative table of charter activity in 2018 and 20192019 marks the first fully operational year for our new competition and the first full year of operations for our B787-9. The
reduction in flight schedules as well as a decrease in annual revenue had been budgeted for, thus allowing the company tofinish the year exceeding its revenue forecasts.
Nevertheless, the results still reveal an overall decrease of -2.6% in comparison to 2018.

The New Zealand base results show an increase of +5%
on traffic to Papeete but a fall in shipments to the UnitedStates due to new AKL-LAX direct flight competition by
United Airlines and American Airlines;

225

This activity generated 225 million XPF in revenue during
the year (compared to 369 million XPF in 2018, representing a decrease of -39%).
In 2019 it was only thanks to its loyal customers who returnyear on year that full charter flights took place.
There was no charter activity to China this year.
A contract with the French Polynesian Olympic Committee
was signed to provide the transport of athletes during the2020 Pacific Games

Comparative table of freight revenue & tonnage in 2018 and 2019

Export from Papeete shows an increase of +11% compared
to 2018 thanks to several shipments of fresh fish;

During the year 114 hours of flights were conducted on behalf of various shippers (representing adecrease of 46% compared to 2018).

A NNUA L R EP O RT . 2 01 9

100

150

50

100

0

0

50
2018

2019

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2018

2019

43

Financial
statements
Summary46

Assets balance sheet

48

Income statement50

Annex of accounts

57

Statutory auditors’ report on
the annual financial statements

44© Boeing

DISCLAIMER:
The English version of this report is a translation of the original in French for information purposes only.
In case of a discrepancy, the French original will prevail.

A NNUA L R EP O RT . 2 01 9

To tatou manureva / www.airtahitinui.com

45

Assetsbalance sheet
Gross assets balance sheet
In XPF

GROSS

Amort. &prov.

Net
31/12/2019

Net
31/12/2018

LICENSES, PATENTS AND SIMILAR RIGHTSUNCALLED SUBSCRIBED CAPITAL INTANGIBLE FIXED ASSETS
Start-up costs
Development costs
Licenses, patents and similar rights
580 320 314
Goodwill
Other intangible fixed assets
16 454 850
Advance payments on intangible fixed assets
TOTAL intangible fixed assets:

596 775 164

TANGIBLE FIXED ASSETS
Sites/lands
Buildings
1 651 599 072
Technical installations, industrial equipment & tools 4 899 150 811
Other tangible fixed assets
884 538 273
Fixed assets in progress
Advances and prepayments
966 500
TOTAL tangible fixed assets:

280 482 283

280 482 283

16 454 850

7 006 933

316 292 881

309 589 820

1 580 248 963
3 086 418 043
371 238 757
966 500

2 397 382 393

TOTAL Financial fixed assets:

2 650 550 849

FIXED ASSETS

10 683 580 669

1 533 886 457
4 557 224 335
358 035 506
160 451 513
6 949 938 898

5 038 872 263 13 559 536 709

24 402 000
2 059 692
1 457 525 903

540 500 000

2 110 050 849

1 483 987 595

3 218 364 676

7 465 215 993

15 353 114 124

1 622 956 875

Annual result
TOTAL Net position:

924 696 851
924 696 851

214 299 526
214 299 526

710 397 325
710 397 325

886 472 766
886 472 766

11 859 915
1 741 086 191
32 322 717 180

87 201 425
2 608 126

11 859 915
1 653 884 766
32 320 109 054

104 330 182
1 541 706 464
475 523 757

34 075 663 286

89 809 551

33 985 853 735

2 121 560 403

16 105 896 774
2 630 932 557

13 984 565 858
712 553 591

TOTAL liquid assets and other:

18 736 829 331

18 736 829 331

14 697 119 449

CURRENT ASSETS

53 737 189 468

53 433 080 391

17 705 152 618

176 294 669

41 107 206

304 109 077

176 294 669
64 597 064 806

3 522 473 753

61 074 591 053 33 099 373 948

A NNUA L R EP O RT . 2 01 9

1 622 956 875

1 622 956 875

1 700 973 600

1 700 973 600

162 295 688

162 295 688

9 209 752 578

8 921 270 842

175 790 862

288 481 736

12 871 769 603

12 695 978 741

INVESTMENT SUBSIDIES

143 830 642

REGULATED PROVISIONS

894 845 666
12 871 769 603

13 734 655 049

1 270 361 817

879 643 886

Provisions for charges

1 659 430 393

391 542 340

PROVISION FOR CONTINGENCIES AND CHARGES

2 929 792 210

1 271 186 226

29 761 573 427

1 981 593 453

59 688 311

381 717 611

29 821 261 738

2 363 311 064

340 292 049

516 056 558

Trade creditors and related accounts

2 461 250 436

2 958 973 896

Tax and social security liabilities

2 456 087 288

2 451 133 284

37 528 461

262 364 000

1 451 328 240

1 283 622 566

TOTAL Other liabilities:

6 406 194 425

6 956 093 746

DEFERRED REVENUE

8 673 545 231

8 200 046 835

45 241 293 443

18 035 508 203

31 735 797

58 024 470

61 074 591 053

33 099 373 948

FINANCIAL LIABILITIESLoans and liabilities from credit institutions
Miscellaneous financial loans and debts

16 105 896 774
2 630 932 557

GRAND TOTAL

of which paid

Issue, merger and contribution premiums

Provisions for contingencies
24 402 000
2 000 000
2 083 648 849

Net
31/12/2018

NET FINANCIAL POSITIONEQUITYLIQUID ASSETS AND OTHER
Liquid assets
Prepaid expenses

Unrealized foreign exchange lossesNet
31/12/2019

In XPF

Retained earnings
71 350 109
1 812 732 768
513 299 516

417 500 000
123 000 000

TOTAL receivables:

302 582 887

Legal reserve

417 500 000
147 402 000
2 000 000
2 083 648 849

RECEIVABLES
Advances and prepayments on orders
Trade receivables and related accounts
Other receivables
Uncalled subscribed capital

299 838 031

Social or individual capital

FINANCIAL FIXED ASSETS
Investment valued using the equity method
Other investments
Receivables related to investments
Other fixed equity
Loans
Other Financial fixed assets

INVENTORIES & WORK IN PROGRESS
Raw materials and supply
TOTAL inventories & work in progress:

46

7 436 254 656

Liabilities balance sheet

TOTAL financial liabilities:
ADVANCES AND DEPOSITS RECEIVED ON CURRENT ORDERSMISCELLANEOUS LIABILITIES

Liabilities on fixed assets and related accounts
Other liabilities

LIABILITIESCurrency translation adjustment- liabilities
GRAND TOTAL

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47

Incomestatement
Net
31/12/2019

Net
31/12/2018(2 256 962 888)

(1 854 528 808)

Financial income from investments

2 074 000

2 488 800

Other interest receivable and similar income

116 239 965

143 601 936

In XPFOPERATING RESULTFINANCIAL INCOME

Write-backs of provisions and transfer of expenditure
In XPF
Sale of products-services

POLYNÉSISE
31 939 830 301

Net revenue

ExportNet
31/12/2019

Net
31/12/2018

31 939 830 301

34 084 167 028

31 939 830 301

34 084 167 028

Exchange rate gains

4 497 803
1 080 864 268

1 480 620 527

1 199 178 233

1 631 209 066

Net income from sale of investment securities

FINANCIAL EXPENSES

Operations subsidies

66 434 614

Financial allowance for depreciation and provisions

50 000 000

150 000 000

Write-backs of provisions and transfers of expenditure495 205 818

721 740 536

Interest and related expenses

338 320 488

18 977 485

7 448 475

368 260 888

Exchange rate losses

931 399 562

1 199 131 870

32 508 919 208

35 174 168 452

1 319 720 050

1 368 109 355(120 541 817)

263 099 711

8 123 081 372

10 252 108 714(2 322 024)

(114 529 217)

(2 377 504 705)

(1 591 429 097)

Other purchases and external charges

13 496 812 705

11 599 300 606

TOTAL external charges:

21 617 572 053

21 736 880 103

Extraordinary income from management operations

1 450 551 490

970 675 653

Extraordinary income from capital transactions

33 555 143 610

448 533 956

68 311 860

106 846 014

Write-back of provisions and transfer of expenditure

1 943 399 434

3 319 057 308

Salaries and wages

5 504 150 218

5 421 671 158

36 949 094 534

4 738 266 917

Social costs

2 342 340 761

2 341 099 654

EXTRAORDINARY EXPENSES

TOTAL staff costs:

7 846 490 979

7 762 770 812

Extraordinary management operations expenses

487 704 434

285 449 873

33 201 909 056

693 741 420

125 654 305

638 623 118

33 815 267 795

1 617 814 411

3 133 826 739

3 120 452 506

14 063 269

23 078 539

Other products
OPERATING INCOME
EXTERNAL EXPENSES
Purchase of raw materials and other supplies
Inventory change [raw material and supply of provisions]

TAXES, DUTIES AND SIMILAR LEVIESFINANCIAL RESULTINCOME BEFORE TAXEXTRAORDINARY INCOME

STAFF COSTS

Extraordinary capital transaction expenses

OPERATIONAL PROVISIONS
Depreciation allowance for amortization on fixed assets

2 403 317 753

5 859 655 591

Extraordinary amortization and provision allowance

Provisions for fixed assets
Provisions for current assets

48

EXTRAORDINARY RESULT

61 467 952

199 358 211

Provisions for risks and expenses

1 825 769 060

255 572 437

TOTAL operating provisions:

4 290 554 765

6 314 586 239

Income tax payable

566 467 903

1 217 463 134

OTHER OPERATING COSTS

942 952 439

1 107 614 092

TOTAL REVENUE

70 657 191 975

41 543 644 435

OPERATING COSTS

34 765 882 096

37 028 697 260

TOTAL EXPENSES

70 481 401 113

41 255 162 699

OPERATING RESULT(2 256 962 888)

(1 854 528 808)

PROFIT OR LOSS

175 790 862

288 481 736

A NNUA L R EP O RT . 2 01 9

Profit-sharing

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49

Annexof accounts

Henceforth, maintenance related to engine servicing, APU, landing gear and airframes are recorded under risk provision
based on the maintenance contract signed by the company or on the basis of an estimate of maintenance costs that
Air Tahiti Nui will have to assume in these events.

I – GENERAL

S.A.E.M.L. AIR TAHITI NUI, is a local semi-public limited company, formed 31st October 1996. The head office is establishedin French Polynesia and the fiscal year began 1st January and ended 31st December.

For the financial year 2019, these provisions amount to 1,208 MXPF.

The purpose of the Company is the operation of a passenger and freight airline business and the provision of all services
directly or indirectly linked to its corporate purpose.

III - 4. Tax-exempted investment

II – PRESENTATION OF ANNUAL ACCOUNTS

Accounts presented for S.A.E.M.L. AIR TAHITI NUI were prepared in accordance with the provision of the chart of accounts
1999, made applicable in French Polynesia by the ruling n° 2011-13 APF of 5th May 2011.
The balance sheet as presented covers the period of 1st January to 31st December 2019, a period of 12 months. The previous
year also covered a period of 12 months.
The accounts were established by applying the following general principles:- Business continuity,- Cut-off procedures,- Prudence Concept,- Consistent methods.

IV – OUTLOOK AND CONTINUITY OF BUSINESS FOR 2020

The emergence and spread of the Corona virus at the start of 2020 affected economic and commercial activity worldwide. Decisions taken by different countries to limit or ban travel have had a significant impact on all international airtransport including Air Tahiti Nui.

Note on Foreign currency transactions:
Income and expenses denominated in foreign currency are recorded as their equivalent value in XPF on the operation
date. Debts, receivables and existing cash balances in foreign currency are converted at the exchange rate effective on 31st
December. Any differences are carried over to the profit and loss account for cash balance and recorded on the balance
sheet under “conversion differences” for debts and receivables. Unrealized losses are provided for.

The company thus decided to temporarily suspend all flights during April and to revise its flight schedules for 2020 witha view to returning to normal activity during the course of the first half of 2021. Certain measures were taken in order tolimit the impact of this crisis on the company’s liquidity and profitability.
-The suspension or cancelling of all expenditure, projects and investments that are non-essential for our security, safety
and operations;-The suspension of all non-essential recruitment for operations;-Freezing of salary rises and incentives;-Paid and unpaid leave to be taken to reduce the payroll;- The reduction or deferral of budgeted expenditures for 2020.

III – KEY EVENTS

Consequently, all share values were reviewed (intangible and tangible fixed assets, trade receivables, stock), with no impact
on accounts on 31st December 2019.

During 2019 the company received the 3 last Boeing aircraft replacing the Airbus fleet. The Boeing fleet was delivered
as follows:- F-ONUI on lease from ALC and put into service in February 2019
- F-OVAA purchased and put into service in June 2019
- F-OVAA purchased and put into service in August 2019

Finally the Assembly of French Polynesia voted, on 26th March 2020 in favour of a support program for the Polynesian
economy. As it is a majority stakeholder, the country decided to provide financial support to Air Tahiti Nui. On 30th March
2020, liquid assets amount to 15.900 billion XPF and ensures the continuity of company operations.

III - 1. Boeing Fleet

The two purchased Boeings were financed by company equity, bank loans and tax assistance for investment. The
accounting treatment consisted of recording them as durable assets at purchase price and immediately divested centfor cent to portage vehicles. The company granted a vendor credit to the portage vehicles for the acquisition of theaircraft which were then leased to the company. Thus the rental invoices issued by the portage vehicles are recorded
against the vendor credit.

Fleet composition
On 31st December 2019 the AIR TAHITI NUI fleet consisted of 4 aircraft:
Aircraft B787-9 MSN F-OMUA on lease (“FAKARAVA”);
Aircraft B787-9 MSN F-ONUI on lease (“TUPAIA”);
Aircraft B787-9 MSN F-OVAA tax exempt (“BORA BORA”);
Aircraft B787-9 MSN F-OTOA tax exempt (“TETIAROA”).

V – ACCOUNTING PRINCIPLES, RULES AND METHODS

III - 2. Airbus fleet

Following the contract signing with KPA Aviation in November 2018, the Airbus A340 were transferred as follows:- F-OLOV “Nuku Hiva” in February 2019,- F-OSUN “Moorea” in June 2019,- F-OSEA “Rangiroa” and F-OJGF “Mangareva” in September 2019.

Accounting methods applied

Proceeds for all the aircraft were registered at 1,173 MXPF.

V – 1.1. Intangible assets

Tax depreciation was fully written back to the sum of 980 MXPF, as well as the provision for the tax depreciation for a totalof 963 MXPF, the two having been recorded as extraordinary income.

The valuation method for intangible assets was based on historical cost. Gross intangible assets amount to 596.8 MXPF
and cover the following durable assets:

In accordance with current accounting and tax provisions, the principal methods used are as follows:

V – 1. Durable assets

For the year 2019, amortizations to the sum of 1,857 MXPF were recorded.

Intangible assets

III - 3. Maintenance provisions

SoftwareImage bank
Web platform
Assets under construction (primarily software)

Taking into consideration the different financing methods for the new fleet, it was considered that the componant-based
approach would not provide a true reflection of the financial situation regarding the maintenance obligations linked toaircraft airworthiness. Hence the entity decided to change the method of accounting them to multi-annual maintenance,thus leading to clearer financial information.
In the context of the fleet’s replacement, the processing in relation to maintenance was reviewed. A consistent approachacross the entire the fleet was selected.

50

On 27th December 2019, the company subscribed to a tax-exemption scheme with the SCP FINANCIERE BORA BORAPEARL BEACH as part of a renovation project for the BORA BORA PEARL BEACH hotel. The total amount for the wholeproject was 4.500 MXPF. As such the company made a capital contribution of 40.5 MXPF which allowed for a tax creditof 54 MXPF. This contribution which will be waived at the end of the operation, was subject to a 100% provision for
depreciation on the financial year. The full amount of this subscription was used for the financial year.

A NNUA L R EP O RT . 2 01 9

Gross total MXPF
355.2
132.6
92
16.4

Acquisitions for the year amount to 50.2 MXPF, corresponding to various software as well as the brand name and theimage bank.
Intangible assets were amortized at 280.5 MXPF, and software at 171.2 MXPF.

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51

V – 1.2.Tangible assets

Provision at the end of year closure of accounts is 214.3 MXPF and corresponds to the depreciation of Airbus spare partsand consumables and catering stock.

The valuation method for tangible assets was based on historical cost.
Gross tangible assets amount to 7,436.3 MXPF and are broken down as follows:

V – 3. Trade receivables
Tangible assets

Gross total MXPF

Technical installations, materials, ind. tools and constructions
Fixtures and fittings
Transport material
Office equipment
IT equipment
Furniture

6,550.7
499.5
12.5
56.2
198.2
118.1

Receivables are recorded at their nominal value and amount to 1,741.1 MXPF on 31st December 2019.
Receivables presenting a non-recovery risk at the end of the financial year are funded for 100% of their gross value inthe assessment. These doubtful accounts amount to 62.4MXPF on 31st December 2019 compared with 61.8 MXPF on 31st
December 2018.
An allowance and recovery of the funding for doubtful accounts were recorded respectively for the financial year at 26.3
MXPF and 0.8 MXPF.

V –4. Other receivables
This entry increased from 475.5 MXPF in December 2018 to 32,320.1 MXPF in December 2019.
The remaining receivables break down principally as follows:

Amortizations
The principal amortization rates applied are as follows

Rate

Industrial material
Buildings and fittings
Fixtures and fittings
Transport material
Office equipment
IT equipment

Duration

20 to 50 %(2 to 5 years)
2 % to 5 % (20 to 50 years)
10 to 33.33 %(3 to 10 years)
20 to 100 %(1 to 5 years)
10 to 50 %(2 to 10 years)
20 to 50 %(2 to 5 years)

Amortizations are applied according to the straight line method.

Vendor credit granted to SNC Diderot Financement 30 and SNC OTOA 31,540.4 MXPF
Tax receivables (Home territory and other countries)271.6 MXPF
232.7 MXPF
Accounts linked to Unused ﬂight tickets
Accrued income
115.2 MXPF
Other
160,2 MXPF

V – 5. Liquid assets
On 31st December 2019 the amount of liquid assets is 16,105.9 MXPF.
Foreign currency bank balances have been valued according to foreign currency exchange rates on 31st December 2019.

V – 6. Prepaid expenses
These amount to 2,630.9 MXPF at the end of the financial year, compared to 712.6 MXPF in December 2018.
Prepaid expenses are principally divided as follows:

Acquisitions:
The year’s acquisitions amount to 26,058.7 MXPF and principally concern the purchase of aircraft, rotables, tooling.

Rent ALC 2020
Maintenance charges
Insurance premiums

Sorties:
Sorties for the year are 56,149 MXPF and principally concern Airbus and Boeing sorties.

V – 1.3. Financial fixed assets

V – 7. Equity

Principally this concerns deposits and guarantees made in currency (USD, EUR, JPY, XPF, NZD, CAD).
These assets were evaluated during the closure of accounts on 31st December 2019.
They figure on the balance sheet assets for a total gross sum of 2,650.6 MXPF.

Subsidiary and interests

CapitalShare of Capital
held (%)
31/12/2019
		(MXPF)
Tahiti Nui Helicopters

246

50%

Capital stock composition
At the end of the financial year, capital stock is composed of 12,983,655 shares with a nominal value of 125 XPF.

Amount of equity on
au 31/12/2019(MXPF)

Final year result on		
au 31/12/2019		
(MXPF)-347-593

In view of the company’s situation at the end of December 2019, a recapitalization of the company is predicted in the next
few months and notably an increase in capital. At the end of this operation, the holding percentage should increase to68.2%. The end of December 2019 provision for re-financing the net negative situation was recorded in the Air Tahiti Nuiaccounts at 167.2 MXPF.
All receivables and current accounts were fully depreciated at reporting date.
Furthermore in the context of tax exemption operations (III-4), an input into the current account was observed in receivables linked to participations for a total of 40.5 MXPF and funded in its entirety as an exceptional result.

V – 2. Stocks
At the year end, stock valued as balance sheet assets for a gross total of 924.7 MXPF and break down principally as follows:
Airbus and Boeing consumables stock for 464.9 MXPF, valued at weighted-average cost;
Aircraft catering stock supplies for 316.1 MXPF, distributed across storage sites in Papeete and other stations and valued
at last cost price.

52

817 MXPF
844 MXPF
666 MXPF

A NNUA L R EP O RT . 2 01 9

Variations in equity
At the end of the financial year equity is 12,872 MXPF. The table below details the variations during the financial year of 2019:

In Thousands XPF

EquityAppropriation
Share
Tax
Financial
31/12/2018
N-1 by AGO
investments
depreciation
year
					
resultEquity31/12/19

Capital stock

1 622 957 					1 622 957

Issue premiums

1 700 974 					1 700 974

Legal reserve162 296 					162 296

Retained earnings

8 921 271

288 482 				Result288 482-288 482			

Investment subsidies

143 831 		

Tax depreciation

894 846 			

Total equity

13 734 655

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0

175 791-143 831 			

-143 831-894 846 		-894 846

175 791

9 209 753
175 791
00
12 871 770

53V – 8. Appropriation of profits
The legal reserve is 162.3 MXPF which represents 10% of the capital stock.
The general meeting, having approved the end of year accounts for 2018, retained the appropriation for 288.5 MXPF.

V – 9. Investment subsidies
Reported result for the year end 2019 is 143,830,642 XPF.
These subsidies have been fully amortized and no longer figure in the assessment, following the divestiture of the Airbus
aircraft.

V – 10. Provisions for liabilities and expenses
The total figure for provisions for liabilities and expenses appears in the liabilities side of the balance sheet and amounts
to 2,929.8 MXPF and breaks down as follows:. Provisions for litigations at 1,094.1 MXPF,. Provisions for foreign exchange risk at 176.3 MXPF,. Provisions for pension commitments 451 MXPF,. Provisions for maintenance 1,208.4 MXPF.

V – 10.1. Provision for litigation and foreign exchange risk
Provision for litigations amount to 1,094.1 MXPF and are a reflection of the exact sum of contested debt for litigations linked
to transportation and suppliers.
The evaluation of these liabilities and receivables in foreign currency was conducted according to the closing price.
The exchange rate differential was funded to the sum of 176.3 MXPF.

V – 12. Miscellaneous loans and financial debts
Miscellaneous loans and financial debts amount to 59.7 MXPF and principally concerns administrator fees and travel agency
deposits.

V – 13. Operating liabilities
Liabilities are carried over onto the balance sheet at their nominal value after taking into consideration all accruals that may
result from company contractual obligations and applicable fiscal and social legislation.
Suppliers liabilities amount to 2,461.3 MXPF on 31st December 2019 compared to 2,959 MXPF 31st December 2018.
Fiscal and social liabilities amount to 2,456.1 MXPF on 31st December and are broken down as follows:- Social liabilities to the amount of 1,481.1 MXPF are divided as follows:
Provision for paid leave

652 MXPF

Social contributions

329.3 MXPF

Provision for social costs on paid leave

245.7 MXPF

Other

254 MXPF- Tax liabilities to the sum of 975 MXPF are broken down as follows:
Collected passenger tax

886.3 MXPF

Other tax liabilities

88.7 MXPF

V – 10. 2. Provisions for retirement benefits
Since 2013 the company has applied the method recommended by The Association of Chartered Accountants (France),
defined in accordance with the standard IAS 19 (International Accounting Standard 19).
It was selected as the reference salary for calculating of an average year’s salary over the 12 final months.
The selected discounting rate is the Bloomenberg 15-year rate which is 0.85% at the end of December 2019.
Provision for Papeete employee retirement indemnities amounts to 416.4 MXPF at the end of the financial year 2019.

V – 14. Other liabilities
The entry “other liabilities” went from 1,283.6 MXPF on 31st December 2018 to 1,451.3 MXPF on 31st December 2019 and isdivided as follows:
Loyalty points value for “Frequent flyer”:
1,076 MXPF
Accruals:V – 10. 3. Provisions for maintenance

Other:

Maintenance provision (Engine, APU, landing gear and airframe) has risen to 1,208.5 MXPF, valued for the most part in
USD and converted according to exchange rates. The method applied is consistent for the whole of the fleet. Engine parts
and APU maintenance is based on maintenance contracts signed by the company. These costs take into consideration acontractual escalation and the number of hours and cycles estimated until the first inspection.
Provision for landing gear and airframes is valued from an estimate of cost of replacement.
Provisions for maintenance assigned to leasing contracts are recorded as prepaid expenses under liabilities. During maintenance work, reserve calls will be deducted from these prepaid expenses. Risk provision was recorded at the year end
corresponding to the balance of paid provisons which cannot be recovered at the end of the contract.

V – 11. Loans and debts with Credit institutions
On 31st December 2019 loans and debts from credit institutions amounted to 29,761.6 MXPF of which 51.4 MXPF is accrued
interest.

329.3 MXPF
46 MXPFThe company offers a “Club Tiare” loyalty program which enables those who subscribe to collect air miles when they fly
with Air Tahiti Nui or when they purchase their services via credit card company. Members can exchange these air miles
for travel or other company services.
Loyalty point value is calculated based one the basis of the stock of miles in circulation at the end of year closure of accounts.

V – 15. Deferred revenue
Deferred revenue of 8,200 MXPF on 31st December 2018 amounts to 8,673.5 MXPF on 31st December 2019.
At the end of the fiancial year, deferred revenue is itemized as follows:
MXPF

Statement of debt maturities from credit institutions (in XPF).
Denomination

Gross amount
31/12/19

At 1 year
maximum

At over 1 year andless than 5 years

Banque de Polynésie - 2015

104 374 997

69 583 334

34 791 663

Banque de Polynésie - 2019941 611 112

332 333 328

609 277 784

108 709 510

72 144 249

36 565 261

Société Générale - 2019

7 648 447 826

609 083 478

2 541 882 856

Pré-financement - 2019

5 750 880 657

AFD - 2015

54

At over 5 years

4 497 481 492
5 750 880 657

Banque de Tahiti - 2018

1 554 666 151

70 613 601

371 072 907

1 112 979 643

Société Générale - 2019

7 683 167 284

526 152 642

2 326 281 225

4 830 733 417

Pré-financement - 2019

5 786 025 936

1 679 910 631

Grand Total

29 577 883 473

1 679 910 631

5 786 025 936
5 919 871 696

21 978 101 145

A NNUA L R EP O RT . 2 01 9

Unused flight tickets

7,126.4

Fuel surcharge

1,390.3

Deferred revenue tax credit

113.5

Insurance surcharge

43.3

Note on unused tickets:
In accordance with the principle usually applied by Airlines, sales revenue is recorded when passengers actually travel,
and is based on the coupons received when they actually travel. When the ticket is issued the company records a deferredincome which is discounted upon travel, exchange or refund of tickets.
Coupons received upon travel and issued by a third party airline are invoiced to the latter according to IATA rules or specific agreements.
The value of unused flight tickets at the end of the financial year 2019 appear in the liability section of the balance sheet.
Taking into account that issued tickets are valid for a year, Air Tahiti Nui has made an exceptional accounting entry of
432.5 MXPF, which corresponds to the cancellation of all tickets issued and not used within 12 months.

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55

Statutory
auditors’ reporton the annual financial statements

V – 16. Auditor’s feesYear ending December 2019, auditor’s fees figure in the end of year income statement, ammounts to 14.3 MXPF.

V – 17. Workforce on 31st December 2019 (FTE – Full-time equivalent)
31/12/2017

31/12/2018

31/12/2019

68

70

67.8

Supervisors

148.8

144.1

147

Manual workers & employees

102.4

106.3

93

Commercial flight crew

310

305

307

Technical flight crew

78.5

77

73

Total French Polynesia

707.7

702.4

687.8

Employees based abroad

64.2

64.1

58.7

Total workforce

771.9

766.5

746.5

Executive managers

V – 18. Consolidated accounts
Consolidated annual accounts were drawn up for the Air Tahiti Nui group from the financial year 2019.

OpinionIn our capacity as statutory auditors entrusted to us by your annual general meeting, we conducted an audit on the annual
accounts of S.A.E.M.L. AIR TAHITI NUI relating to the past financial year ending the 31st December 2019, as attached tothis report. These accounts were examined by the board of directors on the 26th of May 2020 and based on the elements
available at the time during which the Covid-19 crisis was evolving.
We certify that the annual accounts are, in accordance with French accounting rules and principles applicable in French
Polynesia, a true and fair view of the financial position of the past fiscal year and also the company’s financial situation andassets at the end of the financial year.

Basis of audit opinion
Audit terms
We have undertaken our audit according to the professional standards applicable in France. We believe that the elements
we have collated are sufficient and appropriate to form an opinion.
Our responsibilities in accordance with these standards are indicated in the section “Auditor responsibilities relating toannual accounts audit” of this document.

Independence

V – 19. Information concerning receivables and liabilities with related parties

We have carried out our audit respecting the independence rulings which apply from the 1st January 2019 up until the dateof issue of our report, and we have not provided any services that are prohibited by the applicable professional standards.

Observation
Related Party: Tahiti Nui Helicopters
Receivables
Suppliers

Amount in XPF
24,832,439
476,015

Without qualifying our opinion, please refer to section IV of the annual accounts’ annex which reveal business continuity
prospects for 2020.

Assessment justification
By applying professional standards relative to assessment justification, we bring the following assessments to your attention
which, we in our professional capacity, believe to be the most significant for the company annual accounts audit.
Your company makes provisions for requirements in maintaining airworthy aircraft as described in sections "III – 3" and"V – 10.3" of the annex. Our review consisted, notably, in verifying the account processing adopted for the translation ofmaintenance obligations, to assess the statistics and hypotheses on which estimates are based, to ensure they are reasonable, to review calculations performed by the company and verify that sections "III – 3" and "V – 10.3" of the annual accountannex present appropriate information. These assessments were made within the context of annual account audits, taken
as a whole, established under the conditions referred to earlier, and the formation of our previously expressed opinion. We
do not express an opinion about individual items in these annual accounts.

Verification of management report and other documents addressed to stakeholders.
In accordance with French professional standards we have also conducted specific legally required verifications.
We have no comments to make concerning the fair presentation and consistency of the annual accounts, the information
provided in your board of directors’ management report and in documents addressed to stakeholders about the financial
state of annual accounts.
Management informed us that with regard to events that occurred and to elements known subsequently to the end of year
accounts linked to the Covid-19 crisis, they will communicate with the General meeting called to approve the accounts.

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57

Responsibilities of management and those charged with corporate governance in relation to
the annual accounts
It is the responsibility of Management to establish annual accounts that present a truthful view in accordance with therules and principles of French Accounting applicable in French Polynesia, and also to implement internal control thatit deems necessary to establish that the annual accounts contain no significant material misstatement, whether due tofraud or error.
When establishing annual accounts it is incumbent upon Management to evaluate the company’s capacity to continue
operations, and, if need be, present necessary information in the accounts relative to the continuation of operations
and to apply the accounting policy for business continuity, unless the company is expected to go into liquidation orcease trading.
The annual accounts were approved by your Board of Directors.

Responsibility of auditors relating to the audit of annual accounts
Our task is to establish a report on annual accounts. Our aim is to obtain reasonable assurance that the annual accounts
taken as a whole do not contain any material misstatement.
Reasonable assurance means an elevated level of assurance, without, however, the guarantee that an audit conductedin accordance with professional standards can consistently detect all material misstatement.
Misstatements can come from fraud or be a result of errors and are considered significant when it can be reasonably
expected that they could, individually or cumulatively, influence economic decisions made by reliance on such information.
By applying professional standards applicable in France, our mission to certify accounts does not consist in guaranteeing the viability or the quality of management of your company.
A more detailed description of our responsibilities as auditors linked to annual account audits can be found in the annex
to this document and is an integral part thereof.

Papeete,5th June 2020.

REPORT ANNEX
AUDITOR RESPONSIBILITIES IN DETAIL

Within the framework of an audit conducted in accordance with theprofessional standards applicable in France, the auditor shall exercise
professional judgement throughout.
In addition:• They identify risks that the annual accounts may contain material misstatements, whether the latter come from fraud or are a result of errors, they
define and put into practice audit procedures in the face of these risks, andgather together elements they feel are sufficient and appropriate on which
to base their opinion. The risk of not detecting a material misstatement due
to fraud is higher than the risk of not detecting a material misstatement due
to error because fraud may involve collusion, falsification, wilful omission,
misrepresentation or circumvention of internal control;• They take heed of relevant internal control for the audit to define the audit
procedures that are appropriate under the circumstances, and not with theaim of expressing an opinion regarding the efficiency of internal control;• They assess the appropriate character of the accounting methods selected
and the reasonable accounting estimates made by management, as well as
information provided about this in the annual accounts;

For the SCPGOSSE PARION CHANGUES MENARD ALBERT

For the SARL
KPMG

Christophe PARION
Statutory auditor

Jean-Louis PELLOUXStatutory auditor• They assess the appropriate nature of the management’s application of
the standard accounting policy and according to the information gathered,
the existence or absence of existence of any significant uncertainty linked
to events or circumstances that are susceptible of questioning the capacityof the company to continue its business. This assessment is backed up withelements collected up to the date of the report, always being aware that
subsequent circumstances or events could jeopardise ongoing operations.
If they reach the conclusion that there is a significant uncertainty, they draw
the reader’s attention to their report about the information provided in theannual accounts linked to this uncertainty or, if the information is not provided or relevant, they issue a certification with reservations or a refusal ofcertification;• They assess all the annual accounts as a whole and evaluate if the annual
accounts are a reflection of underlying operations and events in order topresent a fair picture.

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59

Outlook 2020

’I fano na, e fano ā,© Christopher Liau

Thanks to you, the adventure will continue.

At the start of 2020, the Covid-19 health crisis and its subsequent disastrous consequences on the worldwide economy,
particularly for the aviation and tourism sector, put an abrupt halt to activity that had already been buffeted by the arrivalof competition in 2019.
Fortunately, Air Tahiti Nui entered this crisis with good fundamentals (both liquid assets and capital) and above average
ratios for the industry. However, this brutal pandemic has affected each and every company, and however robust they may
be, even the strongest will need help from their government.
High levels of debt and the weakening of the market after the crisis will lead to a constant struggle in order to restore
sustainable margins.
All airlines will have to undergo extensive changes in order to cope with this major upheaval based on a steep fall in demand and health restrictions, involving greater rationalization of cost structures and even reductions in workforce, as manyleading airlines in the sector have already been obliged to do.
Air Tahiti Nui is no exception to the rule and although there was a concerted effort to reduce structural costs to make thecompany more competitive in 2019, these efforts must also be sustained next year.
Just like its fellow airlines, our own company will seek the necessary assistance to maintain it within a very degraded working environment.
Air Tahiti Nui’s economic importance in French Polynesia and its essential role in territorial continuity and support for tourism, the country’s primary industry, both reinforce its quality seal as a “strategic business”.

Indeed, it represents much more than just an asset for tourist development and will play an undeniably fundamental partin the slow and gradual rebuilding of an industry already extensively shaken by the present crisis.
2019 saw the successful completion of the fleet transition that had begun five years earlier. Our company thus became
owners of a new working tool enabling us to capitalize on the key success factors such as the excellence of its service andthe immersive experience provided by our brand.
The introduction of the Tahitian Dreamliners finally occurred in an environment vastly different to the one in 2015, requiring
the company to develop distinctive elements for the unveiling of its signature, assert its added value and thus stand out
from its competitors.
In line with this continuous improvement philosophy, in 2020 the operational product committee will be refocusing on
the methods formalized at the time of rebranding to strengthen Air Tahiti Nui service, giving rise to the development ofservice markers in particular.
As planned before the advent of the health crisis, the distribution, digitization and revenue components should also see
their initiatives intensified during the course of the year as part of the 2020 business plan.
Today the challenge for airlines remains to secure the necessary cash flow in order to withstand the crisis and bounce backwhen it comes to an end. They will also have to quickly reinvent themselves in order to respond to the specificities of apost-Covid market and regain their place in an international airspace in the midst of a reconstruction;

Air Tahiti Nui will be part of that journey.

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61

CSR Indicators
TABLE OF KEY INDICATORS AND GRI CORRESPONDENCES
The guiding principles and recommendations of the Global Reporting Initiative were taken into acccount in the drafting of this report.

2017

2018

2019

Variation
2018/2019

Ref. GRISOCIAL
Number of employees

unit

790

780

755

-3%

Recruitment

unit

54

48

26

-46%

Departures

unit

53

50

46

-8%

billion

7.44

7.25

7.26

0%

Amount allocated toprofessional training

million XPF

78

65

110

69%

Percentage of payroll
devoted to training personnel

percentage

0.99

0.97

0.91

-6%

G4-10

unit

12

16

20

25%

G4-LA6

percentage

51.6

52.3

52.8

1%

unit

2

2

1

-50%

Unit
in numberof legs

2 170

2 129

1 994

-6%

Number of flight hours *Block unit hours(block to block)19 10818 60717 314-7%

Direct CO2 emissions*equivalent
tonnes CO2

379 070368 655

305 020 **-17%

Kilowatt kW

706 810773 739946 242

22%

Amount of total payroll

Number of workplace accidents(resulting in medical leave )Parity(percentage of female employees all positions included) *Number of employees with a disability

G4-LA1ENVIRONMENT
Number of flights operated(regular commercial flights—
passengers and freight, charters,
technical flights, full cargo flights)*

Energy consumption(premises in PPT)

G4-EN15SOCIETAL
Sales revenue

billion XPF

35,4

34,1

31,9

-6%

Number of passengers transported

unit

484 722471 542434 280-8%

Number of tourists transported

unit

137 772

132 456

114 061-14%

Market share of tourist traffic

percentage

69.20%

61.20%

48.30%-21%

Tourist revenue generated(indirect impact fromAir Tahiti Nui activity)

billion XPF

35

39,6

na

na

tonnes

9 512

9 697

8 922

-8%

millions FPF

32.1

31.3

21.6

-31%

8%

Tonnage of goods
transported
Amount devoted to support of local
associations (charities andenvironmental assoc.)

G4-EC1

SKATEHOLDER FEEDBACK
Number of active Club Tiare members
Rate of customer satisfaction
Number of customers surveyedunit

129 786

143 291

154 086

percentage

96%

96%

na(1)

na

G4-PR5

unit

6 604

4 326

4 124

-5%

G4-PR5(1) Due to the introduction of the new Boeing aircraft during the course of the year, onboard surveys in 2019 were conducted in several waves: fromJanuary to June, they were carried out on the two fleets irrespective of aircraft type; from July to September, feedback was focused on the new Moana
Premium in order to assess customer satisfaction more precisely regarding this new company product; over the last quarter, the surveys continued on
an exclusively B787-9 fleet (see § Customer satisfaction policy on p.30 of this report).
* Certain data may have changed since the publication of the sustainable development report 2018 following the value adjustment and indicator update.
** According to CORSIA declaration and audit

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Tahiti-Faa’a Airport - Tua Rata Building - Faa’a
PO 1673 - 98713 Papeete - Tahiti - French Polynesia
Phone: (00 689) 40 47 67 87 - Fax: (00 689) 40 47 67 90
www.airtahitinui.com

64- Photos: © Grégoire Le Bacon for ATN, except specific mention. Translation: Clare Pasdelou.

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