© gregoirelebacon.com

Table of contents

T RA F F I C A N D B U S I N E S S
R E S U LT S

19

AT N , A S TA K E H O L D E R
I N T H E D E V E LO P M E N T
O F P O LY N E S I A ’ S T O U R I S M
I N D U S T RY

2710

F I N A N C I A L R E S U LT S

32

14

O U T LO O K F O R 2 0 1 6

35

KEY FIGURES &MILESTONES 201504

L E G A L S TAT U S A N D C A P I TA L

05

H U M A N R E S O U RC E S

06

O R G A N I Z AT I O N A N D C O M PA N Y
MANAGEMENTFLIGHT ACTIVITY

© J. Vivier - ATN

Chairman’sstatement
Over the past three years, Air Tahiti Nui has undertaken long-term work to regain balance
and improve its ﬁnancial accounts. Driven by a favourable economic situation in the oil
industry, our Company has seized the opportunity to successfully restore commercial momentum. We have recorded new
growth in both business activity and turnover by 3% and 8% respectively, which has allowed us to achieve a new record
net profit of 4.82 billion XPF.
2015 is therefore the symbol of this renewed ﬁnancial health, thus opening horizons for future development and reconqueringof the market, serving the needs of the country and its tourism industry.
These results allow us to strongly reassert the legitimacy of ATN, both in its existence, and as a primary development tool for
Polynesian tourism. “Providing long-lasting service for the Polynesian tourist industry” remains, more than ever, our motto.
This is the base that we have albeit sometimes slowly, but surely, followed for two years now, and the ﬁve pillars underpinning
our strategy can be broken down as follows:- ﬂeet;- routes;- alliances and partnerships;- sales operations;- organisation and company management.
In the following pages, you will discover the key ﬁgures of the past year, including the major projects and actions undertaken
across directorates within the framework of the outlined strategy.
Each of these initiatives is at the service of one or more of our ﬁve pillars. The directors were thus assigned individual objectives,
which they shared with their collaborators in order to comply with the global strategy. At the same time, we asked them, prior to
any action, decision or project to never lose sight of the fact that:- the company belongs to the common heritage of all Polynesians;- in order to fulﬁl its role in complete ﬁnancial autonomy and unwaveringly support the country in its tourism development strategy, the company must be commercially successful and generate proﬁt;- maintaining high standards of quality and safety is a non-negotiable condition of company operations.
Finally, conscious of the role we play in our connection to the outside world and other national territories due to the geographicalremoteness of French Polynesia, and unlike the vast majority of other aviation industry players, we returned a signiﬁcant shareof the beneﬁt from lower fuel prices to our fellow citizens. This led to the application of three successive reductions in fuelsurcharge, for a yearly sum total of over 1 billion XPF.
Our desire is to continue to offer our passengers the best possible service to South Pacific and international destinations,both on the ground and on board Air Tahiti Nui.
I would like to acknowledge the part played in our success by the main shareholder, French Polynesia, and all the members of
the Board of Directors; thanks to their involvement and their unwavering constant support for Company Management, both ingood times and harder times; and also to congratulate the representative bodies for the quality of labour relations with the personnel, and to stress, once again, the professionalism and commitment of each Air Tahiti Nui employee to To Tatou Manureva.
After a series of dark years from which valuable lessons should be retained, the renewed ﬁnancial health and the strength of ourunion allow us today to look to the future and its challenges with regained conﬁdence.
See you again soon on board our ﬂights, Mauru’uru.
Michel MONVOISIN
Chairman of the Board of Directors and CEO

03

Key figures& milestones 2015
473 186
PASSENGERS TRANSPORTED+3 % from 20144.82 BILLION XPF+139% NET INCOME(approx. 40.4 million EUR)

18 689FROM 2014

FLIGHT
HOURS(for 1616 flights)

35.9 BILLION XPF
REVENUE(approx. 301 million euros)

745 EMPLOYEES+8%REVENUEFROM 2014(including 392 flight crew)+3 % from 201410 168TONS OF FREIGHTTRANSPORTED+2.5 % from 201412.2 BILLION XPF+53%

EQUITY(approx. 102 million euros)

FROM 2014

26 MARCH 2015
29 APRIL 2015
SIGNATURE OF LEASES FOR TWO
B787-9 AND PURCHASE OF TWOOTHER BOEING DREAMLINERS

29 MARCH 2015
FIRST ATN FLIGHT IN CODE SHAREWITH AIR CALIN

04 A N N U A L R E P O RT 2 0 1 5

20% RATIO GROSSOPERATING PROFIT/TURNOVER(approx. 122 million euros)+8
POINTSFROM 2014

Legal status
and capital

2.68%
3.05%

3.43%

In September 2001, Air Tahiti Nui’s legal status evolved

3.87%

Company in order to meet statutory rules when French
Polynesia became the majority equity holder in the
Company. Since November 22nd 2011, CAPITAL amounts
to 1 622 956 875 XPF and is distributed as follows:

SEGC

Other

1. DISTRIBUTION OF CAPITAL
from Public Limited Company to Local Mixed Economy

1.58%
Tahiti Tourisme

0.57%
Wan Holding
participation

Air Tahiti

OCI

84.82%
French Polynesia

shares IN CaPITaL FrOM 31/12/2015

2. MEMBERS OF THE BOARD
As a local mixed economy company (LMEC), the company has a Board of Directors composed of 15 members, distributed
as follows on 31 December 2015:
PUBLIC ADMINISTRATORS representing French
Polynesia, appointed by the Cabinet

PRIVATE ADMINISTRATORS representing
the private sector> Mr Jean-Christophe BOUISSOU,
Minister of Tourism and International Air Transport,
for the Modernisation of Administration andPublic Service, Government Spokesman> Mr Joël ALLAIN,
Representative of Air Tahiti PLC> Mr Nuihau LAUREY,
Vice-President, Minister for Budget, Finance and Energies> Mr René TEMEHARO,
Representative of the Assembly of French Polynesia> Mr Teva ROHFRITSCH,
Minister for Economic Recovery, Blue Economy, Digital Policy,
and the Promotion of Investment, in charge of relations with
the APF and the CSRP (replacing Mr Marcel TUIHANI,
President of the Assembly since September 2015)> Mr Richard BAILEY,
Representative of Tahiti Beachcomber PLC> Mr Yves BUHAGIAR,
Representative of Financière Hôtelière Polynésienne> Mr James ESTALL,
Representative of Océanienne de Capital Investissement(OCI)> Mr Vincent LAW,
Representative la Société d’Etudes et de Gestion
Commerciale (SEGC)> Mrs Teura IRITI,
Representative of the Assembly of French Polynesia> Mr Robert WAN,
Representative of Civil Society Wan Holding Participation> Mrs Virginie BRUANT,
Representative of the Assembly of French Polynesia

3. STATUTORY AUDITOR> Mr Daniel PALACZ,> Mr Michel MONVOISIN,
Chairman of the Board of Directors
and Air Tahiti Nui CEO

The statutory auditor for Air Tahiti Nui is SCP GOSSEPARION-CHANGUES-MENARD-ALBERT, represented
by Mr Christophe PARION.

> Mr Gilles BERNEDE,
Air Tahiti Nui Staff Representative05

Human resources
1. COMPANY ORGANIZATION
general ManageMentcHairMan ceo
Michel MonvoiSin
coo & Senior aDMiniStrator
Mathieu BecHonnet
ManageMent SYSteMS
Directorgilles BerneDe

Managing Director
SaleS & Marketing
Mark HUtcHinSon

SaleS Director
Mark HUtcHinSon(acting director)
Marketing &coMMUnicationS
Director
torea colaS
cUStoMer ServiceS
Director
vaitea koHler

regional Director
aMericaSnicholas Panza
regional Director
eUroPeJean-Marc HaStingS
regional Director
Pacific
alan roMan
regional Director
aSia
atsushi cHino

financial Director(aDMiniStrative& financial
ManageMent)
christophe van niel

HUMan reSoUrceS
Director(anD Director of
legal affairS)
Julien finck

aDMiniStration
anD organization
Director
Heifara Morienne

it Director
laurent HUSSon

fligHt oPerationS
Directorkarl leMaire
coMMercial crew
Managereric DelcUvellerie
groUnD oPerationS
Director
céline claeYS
MaintenanceDirector
Yannick MerMet© L. Chongue - ATN

Director of revenUe
ManageMent,
PrograM anD
cHarter, Pricing& allianceS
christophe le gallregional Director

Managing Director
oPerationS
gérard MaUrin

The members of the Air Tahiti Nui Executive Committee in 2015. From left to right: Gilles BERNEDE, Torea COLAS, Vaitea KOHLER, Laurent HUSSON, Julien FINCK,
Eric DELCUVELLERIE, Christophe LE GALL, Mathieu BECHONNET, Yannick MERMET, Michel MONVOISIN, Céline CLAEYS, Christophe VAN NIEL, Heifara MORIENNE.

06 A N N U A L R E P O RT 2 0 1 5

2. DISTRIBUTION OF HUMAN RESOURCESOn December 31, 2015, the staff consisted of 745 employees (compared to 723 on December 31, 2015), divided into Tahiti
ground personnel (289), ﬂight crew (392 of which 318 commercial staff and 74 technical crew) and agents of overseas oﬃces
and stations (64).

frencH PolYneSia eMPloYee
DiStriBUtion BY occUPational
categorieS

11%

DiStriBUtion of tHe nUMBerof external StationSBY Percentage

7.8% 1.5%

47%

Technical crew

Commercial crew

15.6%

10 %

AKL

SYD

NRT

Executives

18 %
TAM

14 %

28.2%

46.9%

E/O

CDG

LAX

Source : social audit report 2015 ATN

3. EVOLUTION OF WORKFORCEThe year 2015 is marked by a change in the recruitment of permanent full time contracts (+ 19 persons), particularly in support and management positions, thus ﬁnalising the company internal reorganization initiated in 2014.
28 short-term contract staff also joined Air Tahiti Nui for the realization of major projects such as the overhaul of the Amadeus
booking system, or in response to an increase in charter activity, especially during the high season, for which seasonal cabincrew were hired. There is near gender parity within the company.

DIsTrIbuTION OF aIr TahITI NuI sTaFF by geNDer

2014

DiStriBUtion %
2014

2015

DiStriBUtion %
2015

Men

349

48.3%

361

48.5%

Women

374

51.7%

384

51.5%

total

723

100%

745

100%

workforce

Source : social audit report 2015 ATN

07

work contractS

aBSenteeiSM

27 departures

23 work-related accidents

47 recruited

1 245 days maternity leave

235 employees promoted
671 employees on permanent contracts (CDI)
10 employees (average) ﬁxed-term contracts (CDD)

5. GLOBAL PAYROLL
The payroll amounts to 6.920 billion XPF (i.e. + 7.8 % from 2014) including 2.072 billion
XPF in social contributions (employer contributions) or 7.96% more than the previous
year.

08 A N N U A L R E P O RT 2 0 1 5© gregoirelebacon.com

4. INDICATORS IN POLYNESIA

70.9 Million XPF
DEVOTED TO TRAINING
6. TRAINING & MANAGERIAL ACTIONSIn 2015, HR has continued its training plan with an increase

One memorable event of 2015 was the first seminar forin all its indicators and more than 415 trained interns.

company executives and managers.

54.1 million XPF has been attributed to regulatory

Following the Executive Committee Seminar in August

training of ﬂight crew following the promotion of Captains

2014, where the values of Air Tahiti Nui were formalized,

and the recruitment of two new pilots.

this ﬁrst seminar for ATN executives and managers was

16.8 million XPF has also gone into the training of groundheld in late 2015, uniting Management with the signing ofstaff.

a co-written, co-signed Manager's Charter.

)

Our mission:
To ensure sustainable air service that accompanies the development ofFrench Polynesia’s tourism industry, while maintaining proﬁtability and thehigh safety standards of our operations

Our values:> To Tatou Manureva(a referent business and vector for tourism in French Polynesia)> A customer oriented culture> Security is everyone’s business> A collective adventure)> A result oriented culture(common commitment and continuous improvement)> ExcellenceManagerial commitment:“As an exemplary and respectful Manager, I undertake my leadership role toensure the cohesion, professionalism and performance of my staff to fulﬁl
Air Tahiti Nui's purpose.”09Organization and company
management
As part of its on-going effort for internal reorganization initiated in 2014 with the implementation of the management systems
directorate, combining the monitoring of compliance, security and safety, the Company opened two key security positions.
An internal control unit and an information systems security oﬃcer’s position now meet today's quality and control requirements
as well as anticipating future objectives.

1. INTERNAL CONTROL OPERATIONSInternal control ensures the reliability of ﬁnancial informa-

Within the framework of missions with which they aretion, the correct execution and optimization of operations,entrusted, the main medium-term objectives are:the compliance to laws and regulations in force and more

> the establishment of an internal oversight committee

generally, the quality of organization and company mana-

whose major objectives are to ensure the coherence

gement.

and effectiveness of internal control of the Company, thecorrect organization and completeness of ongoing

Since the end of 2015 the internal audit unit’s main objectives have been:

controls of activities and the eﬃciency of monitoring andrisk control mechanisms;> to develop the internal control system, promote it and> the development of a two-year audit plan outlining

steer its implementation within the company, particularly

control missions to be carried out within the various

by outlining the organization of the internal control me-

departments and stations;chanism (a charter, the steering process and accounta-> the identiﬁcation and follow-up of external service

bility of the various actors), accompanying the culture ofproviders' recommendations, in particular those of theinternal control by raising awareness within the Directorate-General and managers, and also preparing internal

auditors;> the drafting of a risk map.

communications to initiate and instill the culture of inter-

Monitoringand provide the company with assurance regarding thelevel of control of its operations, offer advice about how
to improve them, and contribute to creating added value.
These fundamental principles are the foundation of the

The COSO Framework:
The fundamental components
of internal control as deﬁned
by the Committee Of Sponsoring
Organizations of the Treadway
Commission.

control
activitieS

riSk
aSSeSSMent

n
tio
ica
Un
MM
co

> to carry out independent and objective audit missions

inf
or
Ma
tio
n&

nal control;

control environMentinternal audit service, stated in a Charter standardized
by the profession.

2. INFORMATION SYSTEM SECURITY
Not just limited to computers, the information system

The ISSM’s mission is:security manager (ISSM) is considered more as a risk

> to deﬁne and enhance safety requirements according tomanager because risks for the company information
system (IS) can be located at different levels. The role ofthe ISSM as a support provider is to explain to users where
the risks of their expressed needs are and what should be
implemented to reduce them.

10 A N N U A L R E P O RT 2 0 1 5

professional needs;> to deﬁne and implement operational and technical solutions to ensure information systems security policy
requirements are respected;> the operational application of security solutions andincident response on a daily basis;

> the monitoring and auditing of the implementation of security measures;> ensuring compliance with laws and regulations related
to Information Technology.

> to raise awareness and provide permanent training
about security issues for the various stakeholders in the

After arriving in Air Tahiti Nui in April 2015, the ISSM un-

information system.

dertook a company risks analysis. This study enabled a

Since it also has an arbitrary role for information techno-

detailed action plan to be drawn up in order to reduce thelogy, the ISSM is separate from the information systems

most critical risks. Basic security principles will be imple-

directorate (ISD) so as to avoid any conﬂict of interest. Its

mented throughout 2016, with, in particular the launch of

three areas of work concern the availability of means, theira security awareness program and the deﬁnition of an

integrity, and conﬁdentiality.

organization to integrate security into IT projects.
As ATN is currently undergoing the redesign phase of its

There are a number of Security issues at stake:commercial information system with the Amadeus project,> ensuring the continuity of activities ;

accompanying measures for this strategic initiative will be> preventing ﬁnancial loss ;part of the priorities for 2016. Next year’s action plan will

> protecting and enhancing brand image ;reduce all unacceptable and signiﬁcant risks (followed by> improving information security and ensuring conﬁdentiality;

those with a high and critical impact as top priority).

3. ORGANIZATION AND QUALITY SYSTEM
The system organization and quality department (SOQ)
was recommended by the organizational audit in 2014 andestablished in February 2015, and then in April 2015 itlaunched the ORQA project (quality organization) as abasis for its roadmap. The project will take place over athree-year period and is structured around four main pillars,
which are:> the implementation of a transparent organizational system through the documentation of our business activity;> the promotion of an operational information governance;> the development of tools in line with our ambitions (modelled on the EDMS management tool);> the creation of a standard for internal quality assessmenta very precise level of parameters. Implementation began

once the basic mechanisms have been establishedin September with workshops to identify detailed opera-(systems, processes, document quality and an outline

tional speciﬁcations (identiﬁcation of company depart-of quality criteria for each pilot activity ...).

ments’ documentary uses) and technical speciﬁcations

All deliverables from the department concern the entire(environment conﬁgurations).

company and include all regions.

The eDMs TOOLThe ‘administrator’ training took place in November whilethe ‘end user’ training is planned for April and May 2016,

In line with these strategic orientations outlined in the

all regions included. The conﬁguration will be ﬁnalized at

ORQA project, Air Tahiti Nui decided to build an electronic

the same time, and the three deployment components

information and document management tool for the com-delivered within the same period (documentary common

pany (EDMS) named Mārama. In September 2015, follo-base; workﬂows; mail management). The documentary

wing the examination of 11 French and international bids,

transition will be initiated from April onwards primarily within

the contract was signed with ASI, integrating the Jalios

the sales departments, operations control center and thesolution, for 1 000 user licenses.

documentation oﬃce. It is estimated that it will take

The solution focuses on collaborative uses, provides anbetween 6 months to a year for the implementation andenvironment able to host an Intranet or an in-house com-

progressive adoption of EDMS usage to become common

pany social network, and it has the advantage of offering

practice.

11

4. COMPANY SOCIAL RESPONSIBILITY
As our company is aware of its responsibility as a major

gas emissions, staff involvement in the European Week forplayer in air transport to and from Polynesia, it has volun-

Waste Reduction (EWWR), the adherence to the ‘Com-

tarily committed itself to a policy of social responsibility

pany actively engaged in employee health' charter, andsince February 2015 by dedicating a CSR team, headed

ATN’s active participation in the creation of the ﬁrst Poly-by the directorate of administration and organization, tonesian Eco-responsible Business Club (EPER).

work on a range of issues.
Its mission is to design and implement a policy covering
environmental, social and societal issues at all company
levels and to coordinate all company staff and departmental efforts concerning sustainable development issues.

The assessMeNT OF
aIr TahITI NuI’s greeNhOusegas eMIssIONs
With the support of ADEME, Air Tahiti Nui launched its ﬁrst

We began reﬂecting on our practices in order to deﬁne ourassessment of greenhouse gas emissions (BEGES) to

commitments and medium-term strategy more clearly.

measure and more importantly, to work on leverage to re-2015 was also a year of action with amongst other events,

duce its carbon footprint. The company relied on the ex-

the launch of the 1st assessment of Company greenhouse

pertise of the consulting ﬁrm Carbone4 to conduct the
study and chose to follow the sectoral approach of the National Federation of Merchant Aviation (FNAM) carbon as-

BreakDown of co2 eMiSSionSBY MaJor PoSitionS

sector. This choice helped achieve the assessment withina record time of ﬁve months.

4.4%

7.6%

sessment in order to include the speciﬁcities of the aviation

1.29% Group
1.35% PPT
1.13% LAX
0.29% CDG
0.19% AKL
0.11% NRT

Other

Flights - Upstream

Since Air Tahiti Nui mainly operates long-haul ﬂights to/from
the Paciﬁc region, the greenhouse gas emissions fromﬂights account for over 95% of the overall balance of
440 000 tons of CO2. This study also identiﬁed emission
substations related to purchases of goods and services(catering, etc.), passenger travel and employees etc.
While considerable efforts are already being made, areas
for improvement were formalized to optimize fuelconsumption and reduce associated CO2 emissions

88%
Flights - Combustion

through a three-year reduction policy built around four mainlines of action:> Carbon eﬃciency related to ﬂights.
Reducing emissions from kerosene combustion
through various levers:

suMMary OF resuLTs FOr aTN CarbON assessMeNT
Source: ATN carbon assessment – Carbone4

gCO2/passenger. km

eVOLuTION OF CarbON
eFFICIeNCy OF FLIghTs- reducing the empty weight of aircraft (Operating
Empty Weight - (reduction of 1.2 tons per unit
means 8500tCO2 eq less);- optimizing and monitoring the carbon eﬃciency ofpiloting (up 2.5% Estimated fuel economy means

Arrival of B787
(70% of flight time)

088TCO2 9 eq);
- the renewal of the A340-300 ﬂeet by Dreamliner
B787-9 (estimated gain of 20% energy / carbon
eﬃciency);- other possibilities that will be studied: the use of
bio-fuels, the ability to choose a closest alternative
airport and / or the green approach project for
Tahiti Faa’a (some not within the ATN’s responsibility).

Source: ATN engineering oﬃce

12 A N N U A L R E P O RT 2 0 1 5

> Environmental Responsibility.
This line of progress incorporates a number of avenues
to motivate employees: setting a ﬁctitious price for CO2
in the decision-making process and an internal carbon
tax to fuel a budget for energy/climate issue related
actions (including an in-house “climate trophy” competition and a carbon committee to monitor the implementation and improvement of actions for reduction througha regulatory and technological watchdog).
> Assertive outreach to clients.
Through awareness campaigns (information about ﬂight
emissions and/or chartering of goods or “climate
friendly” menu suggestions based on local and seasonal

products...), it will be possible to meet new consumer
expectations that are increasingly sensitive to environmental protection.
> Offer compensation (medium-term).
ATN’s carbon footprint must serve as a model to encourage other Polynesian companies to follow its approachand support the development of French Polynesia
through environmental programs for the reduction / ormitigation of its carbon footprint, especially in our Paciﬁc
islands.

440 000 tons of CO2 equivalent emitted in 2014 (reduction target of 20% by 2020)+ 19 million XPF invested to support environmental and social associations through sponsorship+ 2 million XPF collected internally for employees of Air Vanuatu in the wake of cyclone Pam in March
November: ATN cofounded the Eco-responsible Polynesian Business Club with seven other companies
December: ATN signature of the charter for ‘Active businesses for employee health’

Our CONTrIbuTION TO
The eCONOMIC aND sOCIaLDeVeLOPMeNT OFFreNCh POLyNesIa

The company is also active on the social front, annually
supporting associations for those in need (Saga, SOS Village d'enfants, Te Niu o te Huma, Papeete Lions Club, LesAmis du Liban…), environmental causes (Te Mana o te

The Company is actively involved in the economic and so-

Moana, Tetiaroa Society, Mata Tohora, the CRIOBE, etc.),

cial development of Polynesia and generates value for its

and sports federations (surﬁng, football, judo, etc.). In April

stakeholders (shareholders, suppliers, employees, public

2015, following the passage of cyclone Pam, the Com-

services and communities). Beyond its intrinsic role as thepany and its employees managed to collect more thanmain air carrier to Tahiti, it is through a series of local initia-

2 million XPF in aid for Air Vanuatu employees.

tives for which it is a longstanding partner (the International
Oceania Documentary ﬁlm festival, the Hawaiki Nui Va’acanoe race, the Heiva i Tahiti cultural festival) that theCompany promotes Polynesia and its islands, people,
culture, etc.

At the end of December ATN signed a charter concerning
employee health named “Company actively engaged in
employee health”, a pilot initiative by the Ministry of Health,designed to unite local businesses around the issues ofhealth in the workplace.
As co-founder member of the Polynesian Eco-responsible
Business Club (EPER - established in November 2015),
Air Tahiti Nui also intends to promote the principles of sustainable development within its professional network andto actively contribute to the pooling of resources related tothis issue (company visits, feedback on experience, etc.).

13

© Danee Hazama

Flight activity

To operate as a French international air carrier Air

The IOSA audit standards relate to eight areas:

Tahiti Nui holds:> Organization and operational Management (ORG);- an air carrier license, December 2006 (Decree> Air operations (FLT);1389 CM);> Operational control / Dispatch (DSP);- an air carrier certificate (ATC) n°FR.AOC.OO83,> Engineering and Maintenance (MNT);

18 December 2014;> Cabin operations (CAB);- a certificate of approval from the Continuing> Ground Handling (GRH);

Airworthiness> Freight (CGO);Management

Organisation

FR.MG.0061, 24 December 2014;> Operational security (SEC).

- a certificate of approval of maintenance part 145
for the maintenance of aircraft FR 145 423,

In June 2015 the company proceeded with its 3rd

29 October 2010.

recertification. The introduction of ENHANCED-IOSA,
or E-IOSA (literally “the improved IOSA”), is a new IATA

Beyond this framework as a Member of IATA (Interna-

obligation introduced this year. It requires a number oftional Air Transport Association) Air Tahiti Nui is sub-changes, such as the training and appointment ofject to IOSA certification (IATA Operational Safety

IOSA internal company Auditors, sending a Confor-

Audit), a global industry standard, developed by IATA

mance Report to the IOSA audit Agency prior to each

(and a prerequisite for membership of the association),

renewal, etc. This process must be adopted before thewhose aim is to improve the management of airline

next certification renewal in 2017.

safety operations.

14 A N N U A L R E P O RT 2 0 1 5

1. AIR TAHITI NUI FLEETThe reconﬁguration of our Airbus A340-300 cabins under-

Poerava Business class provides a sleeper seat capabletaken in 2013 (modernization of cabin interior design withof tilting up to 160 degrees, offering optimal comfort: des-audio-video entertainment system), ended during the year,

igned with a 152 cm gap between each row, allowing forproviding our passengers with a real evolution in comfort

greater privacy.

and on board experience; a quality product and service

Each seat is equipped with a high deﬁnition touch screen

standardized across our regular network.

(12 inches, 30.5 cm wide) offering a variety of on-demandcontent on every ﬂight (16 ﬁlms, 40 documentaries, a wide

The Air Tahiti Nui ﬂeet currently consists of five Airbus

range of music, games and TV series).

A340-300 of the same technical standard1:
In Moana Economy class, the cabin has comfortable- The Mangareva F-OJGF, the Rangiroa F-OSEA,

seats (118 degrees inclination), and 45 cm seat, which isand the Moorea F-OSUN (property of Air Tahiti

the widest currently available on the Tahiti route. The gap

Nui)between each row is 81 cm.

- The Nuku Hiva F-OLOV (rented on lease with

Each seat is also equipped with a high deﬁnition touch

purchase option)screen (9 inches - 23 cm), with a full on-demand enter-- The Bora Bora F-OJTN (leased to AerCap)

tainment system.

All our aircraft are equipped with a two-class conﬁguration:
30 (1 aircraft) or 32 seats (4 aircraft) in business class and© fredjoly@free.fr

264 in economy class, with individual video.

1
The regular program operates with four of five aircraft. The five aircraft are
identical with the exception of seats and entertainment system, which havenot been changed on the 5th aircraft. This one is mainly dedicated to charter
flights and is kept in reserve in the event of maintenance on another aircraft.
It has not been redesigned.

The F-OJGF in SR Technics hangars in Zurich for its cabin retrofit.

15

2. THE NETWORKAir Tahiti Nui operates links between the South PacificPacific (towards Auckland, Sydney, Melbourne, Bris-and four continents. It is positioned as the main airline

bane, Nouméa); Air France (to Los Angeles andserving French Polynesia, with daily flights to this des-Paris); and Korean Air in Asia (to Seoul).

tination. It offers a direct return flight between Paris

Other code-share tracks are under study, particularly

and Los Angeles and also flies to Los Angeles, Tokyo,

North America and South America. Their effective im-

and Auckland, departing from Papeete.

plementation is dependent on government approvals
and will be submitted internally to the new company

Air Tahiti Nui offers services to a total of 46 cities

PSS Amadeus (Passenger Service System - passen-

thanks its code share partners - SNCF trains with theger management system), scheduled for November

TGV in France and Europe Air program (daily from2016 (in August 2015, the Altéa solution of the Euro-

CDG to Aix-en-Provence, Angers, Avignon, Bordeaux,pean provider was chosen and validated by the Board

Le Mans, Lille, Lyon, Marseille, Metz, Montpellier,of Directors to replace the current system, under

Nantes, Nîmes, Poitiers, Reims, Rennes, Strasbourg,

SABRE, to offer new products and services ahead of

Toulon, Tours, Valencia, and Brussels); American Air-

its competitor).

lines in USA (daily, from LAX to Atlanta, Boston, Chicago, Dallas, Denver, Fresno, Houston, Las Vegas,

Moreover, within the framework of Company develop-

Miami, New York, Orlando, Phoenix, St. Louis, Salt

ment in its markets, more than fifty interline agree-

Lake City, San Diego, San Francisco, San Jose, Wash-

ments have been concluded to date with other carriers

ington); Qantas, Air New Zealand and Air Calinin order to offer customers a broader choice of desti-(since 29th March 2015), in Australia and the Southnations.

16 A N N U A L R E P O RT 2 0 1 5

3. FLIGHT SCHEDULE

1 616 FLIGHTSIN 2015

18 689

FLIGHT HOURS

FrequeNCy OF serVICe by rOuTe

2013

2014

low SeaSon

2015
HigH SeaSon

Papeete - Paris via LAX

3/7 to 7/7 3/7 to 7/7

3/7 to 5/7

5 - 8 ﬂights/wk.

Papeete - Los Angeles

5/7 to 7/7 5/7 to 7/7

5/7

5 - 8 ﬂights/wk.

Papeete - Japan

2/7

2/7

2/7

2/7

Papeete - Auckland

2/7 to 3/7

3/7

3/7

3/7

aNNuaL NuMber OF FLIghTs Per rOuTe

2013

2014

var 2013/20142015

var 2014/2015

Papeete - Paris via LAX

460

468

+ 2%

492

+ 5%

Papeete - Los Angeles

574

631

+ 10%

605

- 4%

Papeete - Japan

206

208

+ 1%

207

- 0.5%

Papeete - Auckland

231

316

+ 37%

312

- 1%

total

1 471

1 623

+ 10%

1 616

- 0,5%

FrequeNCy OF weekLy serVICes
by CODE-SHARE ParTNer *Air New Zealand (NZ)

PPT - AKL - PPT

X2 per week

Air France (AF)LAX - CDG - LAX

X1 per week

Qantas (QF)

AKL - SYD/MEL/BNE - AKL

X4 per week

Korean Air (KE)NRT - ICN - NRT

X2 per week

Air Calin (SB)AKL - NOU - AKL

X2 per week

PPT - NOU - PPT

X1 per week

* Except American Airlines and SNCF who operate daily links

174. PUNCTUALITY
In 2015 ATN showed a decline in punctuality over its entire

The main chal-

network with 85% of flights leaving on time or within 15

lenge for NRT

minutes (- 6% compared to 2014).

consists of its

85%

capacity to adapt

OF FLIGHTS

Stopovers in LAX and CDG are operating at a respective

to a growing Chi-

81% and 70% in punctuality. LAX airport suffers primarily

nese clientele. Auck-from a lack of infrastructure suited to the high increase inland airport also saw its

traﬃc and for CDG the operating slot can no longer absorb

traﬃc increase substantiallythe delay in transit.

with the arrival of new companies in the terminal.

Flights from Narita and Auckland with respectively 97%

The punctuality of the PPT stopover remains relatively

and 91% punctuality show very encouraging performance.

stable.

DEPARTED ON TIME

5. RENEWAL OF A340 - 300 FLEETContract signing ceremony for thesale of two Boeing 787-9, on 30th
April 2015, at the l’InterContinental
hotel,Tahiti.

© Philippe Ailloud

From left to right :Mathieu BECHONNET,
Chief Operating Oﬃcerof Air Tahiti Nui ,Dinesh A. KESHAR,
Boeing Senior Vice President,
Sales Asia Pacific and India,
and Michel MONVOISIN,
Air Tahiti Nui CEO.

Earlier this year, the company Board of Directors made theproject management team consisting of representatives

decision to replace the Airbus A340-300 fleet byfrom all company sectors therefore embarked on the ﬁrst

Boeing 787-9. Thus, the contracts to lease two B787-9

phase of preparation, which was to determine the conﬁ-and purchase two other B787-9s were signed in March

guration of the future B787-9. It is necessary to deﬁne theand April 2015. Deliveries of the four new aircraft will taketype of cabin and seats that will be installed on board, theplace over the course of a year between October 2018

entertainment system, the various onboard equipment andand September 2019.

also choose the type of engines. All of these choices will
be ﬁnalized before the end of 2016, so as to launch

The B787-9 is a new generation twin-engine, 300-seater

production in time for the first delivery in October 2018.

aircraft, with a very long range, which will allow the com-

The year 2017 will be devoted to preparing for the opera-pany to develop its lines to Asia in particular. New techno-tion of these new aircraft, and personnel training will

logies onboard this aircraft will improve passenger comfort

begin in 2018.

and reduce fuel consumption, thus falling into line with the

In 2019, the A340-300 will leave the company after 20

CSR approach and the recommendations following theyears of service to Polynesians and tourists visiting Tahiti

Company greenhouse gas audit.

and her islands.

In order to prepare for the arrival of this new ﬂeet, theiaOra787 project was launched in May. The iaOra787

18 A N N U A L R E P O RT 2 0 1 5© gregoirelebacon.com

Traffic andbusiness results

1. TAHITI-BOUND TRAFFICTOTaL PasseNgers aLL LINesnUMBer of
PaSSengerS 2014

MarketSHareSnUMBer of
PaSSengerS 2015

MarketSHareS

increaSe/DecreaSe
PaSSenger nUMBerS

Air Tahiti Nui

374 71666.6%

381 483

66.9%+ 1.8%Air France

82 396

14.7%

80 88314.2%- 1.8%Air New Zealand

41 318

7.3%

44 7987.9%+ 8.4%

Hawaiian Airlines

26 635

4.7%

26 586

4.7%- 0.2%

Latam

18 341

3.3%

16 9132.9%- 7.8%Air Calin

16 036

2.9%

15 9262.8%- 0.7%

Air Tahiti

2 900

0.5%

3 233

0.6%

+ 11.5%

total regUlar

562 342100%

569 822100%+ 1.3%

Source: ADT

By 2015, the total number of passengers departing andbound for French Polynesia is 569 822, a variation of+ 1.33% compared to 2014.
Air Tahiti Nui transported nearly 67% of internationaltraffic in 2015, a relatively stable result compared to 2014.
Air France is the second largest carrier, with 14.2% shareof traﬃc, down 1.8% from 2014.
Air New Zealand has 7.9% of traﬃc, a growth of 8.4% from2014.

Nearly67%

OF
INTERNATIONAL
TRAFFIC TRANSPORTEDBY AIR TAHITI NUI(+ 1.8% compared to 2014)19

Market SHareS BY airline
aLL PasseNgers

2.8% 2.9%

4.7%

Air Calin

0.6%

Latam

Hawaiian Airlines

Air Tahiti

7.9%
Air New Zealand

66.9%

14.2%

Air Tahiti Nui

Air France

Source: Mercator

2. RESULTS AND EVOLUTION OF PASSENGER
TRAFFIC BY ROUTE

eVOLuTION OF The NuMber OF PasseNgers TraNsPOrTeD by rOuTe

2013

PaSSengerS
2014

2015

var 2014/2015

PAR via LAX

207 603215 610227 439+ 5%

LAX

124 109

144 337

140 182- 3%

AKL

50 42760 52163 074+ 4%

TYO

38 64339 33842 491

+ 8%

total

420 782459 806

473 186+ 3%

roUteS

Source: Traﬁc - Mercator

In 2015, 473 186 passengers were transported by Air
Tahiti Nui, an increase of 3% compared to 2014. Numberof seats available across the network has increased by 1%
for a volume of passenger- kilometers transported (PKT) a
growth of 3% in comparison to the previous year. Average
passenger load factor stood at 77%, an increase of 1.7

473 186
PASSENGERS

points. Total revenue of fare-paying passengers (including

IN 2015

the fuel surcharge) amounted to 30.4 billion XPF, an(+ 3% COMPARED TO 2014)

increase of 8% compared to the previous year, with anincrease of 4% of revenue per kilometre travelled (R/PKT).

20 A N N U A L R E P O RT 2 0 1 5© gregoirelebacon.com

Fare-PayINg PasseNger aCTIVITy - by rOuTe

roUteS

alf(average PaSSenger loaD factor)
2014
2015
var 2014/2015

2014

revenUe(in Million xPf)
2015
var 2014/2015

revenUe / Pkt (PaSSenger revenUe
Per kiloMetre tranSPorteD)
2014
2015
var 2014/2015

PAR via LAX

78%

79%

+ 0.8

13 588 14 798

+ 9%

8.0

8.3

+ 3%

LAX

78%

79%

+1

9 493

10 219

+ 8%

10.0

11.1

+ 11%

AKL

65%

69%

+ 3.6

2 079

2 264

+ 9%

8.4

8.8

+ 5%

TYO

64%

69%

+ 5.2

3 050

3 136

+ 3%

8.2

7.8

- 5%

total

75%

77%

+ 1.7

28 21030 417

+ 8%

8.6

9.0

+ 4%

Source : Traﬁc - Mercator - Revenue Management

DiStriBUtion of revenUe,
BY roUte

The results vary depending on the market, as follows:
The Paris route has increased by 5%, and with revenues

7.5%

increasing by + 9%, stimulated by strong demand from thetransatlantic groups.

AKL

The Los Angeles route shows a slight decrease on theAmerican market due to a fall in cruise passengers
following signiﬁcant growth in this traﬃc last year (however
revenue continues to increase by +8%, principally thanks

48.6%
PAR via LAX

10.3%
TYO

to the favourable effect of currency ﬂuctuation in the US
dollar).
The Auckland route maintains passenger activity (+ 4%)
and recorded a revenue increase (+ 9%) and in 2015 was
the 3rd busiest route for the 2nd consecutive year.
The Tokyo route saw an increase of 8% in passenger

33.6%

traﬃc (and revenue: + 3%) for equivalent seat availability to

LAX

the previous year, stimulated by the constantly growing
Chinese market.

Source: Traﬁc - Mercator - Revenue Management213. TOURIST TRAFFIC

toUriSt traffic
Market SHareSBY airline

TOurIsT TraFFIC bOuND FOr TahITI
aND her IsLaNDs

3% 2%

In 2015, nearly 184 000 tourists visited the destination
ported by Air Tahiti Nui (71%), followed by Air France (13%)

3.5%

and the other companies (Air New Zealand, LATAM,

Hawaiian Airlines

Tahiti and her Islands of which over two-thirds were trans-

Hawaiian Airlines, Air Calin, and Air Tahiti, for 16%).

Latam

Air Calin

Air Tahiti

7%
Air New Zeland

129 941

13%

TOURISTS
TRANSPORTEDAir France

71%

BY AIR TAHITI NUIIN 2015

Air Tahiti Nui
Source: ISPF

(71% OF MARKET SHARE)

2014
toUriStSPDM

toUriStS2015
PDM

n/n-1 %

variation MS*
2013/20142014/2015

Air Tahiti Nui

129 33472%

129 94171%

0.5%+ 2.0 pts

- 0.9 pt

Air France

22 68212.5%

23 76513%

4.8%- 1.1 pt

+ 0.4 pt

Air New Zealand

11 482

6.5%

12 3987%

8%- 0.5 pt

+ 0.4 pt

Latam

6 018

3%

5 975

3%

- 0.7%- 0.8 pt

- 0.1 pt

Hawaiian Airlines

5 798

3%

6 504

3.5%

12.2%

+ 0.7 pt

+ 0.3 pt

Air Calin

4 445

2.5%

4 277

2%

- 3.8%- 0.2 pt

- 0.1 pt

Air Tahiti

843

0.5%

970

0.5%

15.1%

- 0.1 pt

+ 0.1 pt

total

180 602100%

183 830

100%

1.8%

Source: ISPF. * MS: marketshares

22 A N N U A L R E P O RT 2 0 1 5

0.5%

EVOLUTION OF TOURISTS BY ORIGIN

coUntrY2014
air taHiti nUi
total allcoMPanieS

2015
air taHiti nUi
total allcoMPanieS

variation in 2014/2015
air taHiti nUi
total allcoMPanieS

North America

58 02871 54856 74272 315- 2.2%+ 1.1%

France21 85034 88722 69135 765+ 3.8%+ 2.5%

Italy

7 063

7 887

7 113

7 993

+ 0.7%+ 1.3%

United Kingdom

3 555

4 834

3 276

4 711

- 7.8%- 2.5%

Spain

1 936

2 782

1 863

2 608

- 3.8%- 6.3%

Germany

2 492

4 028

2 125

3 538

- 14.7%- 12.2%

Switzerland

1 545

2 911

1 578

2 845

+ 2.1%- 2.3%

Europe (other)

3 202

5 096

3 198

5 075

- 0.1%- 0.4%

Japan

12 18012 527

11 20011 447- 8.0%- 8.6%

Asia

4 684

5 761

7 410

9 035

+ 58.2%+ 56.8%Australia

6 507

9 315

6 496

9 167

- 0.2%- 1.6%

NZ

3 382

7 136

3 271

7 315

- 3.3%+ 2.5%

Pacific region

626

4 626

680

4 704

+ 8.6%+ 1.7%South America

1 101

5 547

1 111

5 628

+ 0.9%+ 1.5%

Central America

768

1 060

790

1 107

+ 2.9%+ 4.4%

Other countries

415

657

397

578

- 4.3%- 12.0%129 334

180 602

129 941

183 831+ 0.5%+ 1.8%

total

In 2015, visitor numbers to Tahiti and her islands

Europe (excluding France) was slightly behind, while

increased by 1.8%, with a significant increase in theFrance recorded a 2.5% growth.

© gregoirelebacon.com

Source: ISPF

Asia market (56.8%), due to the Chinese market
contribution, and a 2.8% decline for the European

Despite the decline of Japan (-8.6%) Asia increased

market (excluding France).

thanks to high Chinese (+ 70%) and Korean (+ 36.7%)
market performance.

A growth of 5.3% of traffic circuits while destination
traffic increased by 1%. Cruise passenger numbers
are down by 6.5% and the number of tourists inaccommodation on land has increased by only 4%.

In the Pacific zone, the Australian market saw adecrease of 1.6% and the New Zealand market anincrease of 2.5% with a significant decline in circuit
traffic (-55.3%) despite a 15.1% rise in destination
traffic.

The North American market remained stable (+ 1.1%)
with a slight decrease in the circuit traffic and cruise

Over the year, Air Tahiti Nui’s market share in tourist

ship passengers and an increase of 7.5% for tourists

transport remained stable, representing 71% of tourist

in accommodation on the island.

traffic.

23

© gregoirelebacon.com

4. FREIGHT RESULTS

FreIghT reVeNue aCCOrDINg TO OrIgIN*

2014

revenUe (Million xPf)
increaSe/
2015 var in 2014/2015 DecreaSe

Departing PPT

370

416

+ 46

+ 12.4%

Origin CDG

1 221

1 190

- 31

- 2.5%

Origin LAX

880

960

+ 80

+ 9.1%

Origin JAPAN

154

185

+ 31

+ 20.1%

Origin AKL

158

194

+ 36

+ 22.8%Charter contracts

11

7

-4

- 36.3%

total

2 794

2 952

+ 158

+ 5.6%

10 168TONS OF CARGOTRANSPORTED
FOR

2.9 BILLION REVENUE
Source: ATN Management control department* Origin of freight

Revenues of cargo on Air Tahiti Nui network in 2015
amounted to 2 952 million XPF, an increase of 5.6% from2014, for a total tonnage of 10 168 tons.
The year 2015 was marked by an increase in results
despite a sluggish global economic context. The ﬁrst half
was boosted by the long strike of Long Beach port in
Los Angeles, which signiﬁcantly increased the demand forairfreight at the expense of maritime freight (beneﬁtting
Auckland and Papeete particularly).
Thanks to our dynamic teams (both representatives andforwarders), well above forecasted tonnages were transported: an estimated tonnage of 9 637 tons in 2015
(forecast down from 2014 to deal with competition in postal items) for an overall result of 10 168 tons.
Our two largest markets, LAX and CDG are stable. On
the Los Angeles market, the “currency effect” had a positive impact especially at the beginning of the year, but was
unfavorably affected at year-end with a fall in export on the
LAX - CDG route. The decline in fuel prices was also to
our disadvantage allowing competing all-cargo carriers tooperate ﬂights departing from Los Angeles to Europe.

DiStriBUtion of freigHt revenUe,
BY roUte

6.3
%
6.6%
NRT

14.1%
PPT

0.2%
40.3%
Charter

CDG

32.5%
LAX

24 A N N U A L R E P O RT 2 0 1 5

AKL

TONNage TraNsPOrTeD by OrIgIN

2014

weigHt in tonS
increaSe/
2015 var in 2014/2015 DecreaSe

Origin PPT

1 501

1 810

+ 309

+ 20.6%

Origin CDG

1 933

1 862

- 71

- 3.6%

Origin LAX

5 016

4 617

- 399

- 7.9%

Origin JAPAN

897

1 038

+ 141

+ 15.7%

Origin AKL

539

823

+ 284

+ 52.7%

Charter contracts

27

18

-9

- 33.3%

total

9 913

10 168+ 255+ 2.5%

DiStriBUtion of tonnage
tranSPorteD BY origin

8.1%

Source: ATN Management control department

AKL

taking advantage of favourable conditions (a signiﬁcant rise

10.2%

in the export of tuna from Papeete*) and gaining new traﬃc

NRT

NRT-PPT-AKL markets have increased considerably,

0.2%
Charter

despite strong competition.
A new market was obtained In Auckland for the transport ofFisher & Paykel healthcare products with DHL to Chicago.
Our Japanese stopover has also beneﬁted from theeffects of the Long Beach port strike and has seen growthin the development of the Asian market to Papeete from
Bangkok and Seoul, for the transport of car parts inparticular. An interline traﬃc contract for aeronautical

17.8%
PPT

equipment with IAC Mercury Cargo2 was also signed
during the year.

45.4%

18.3%

LAX

CDG

*eVOLuTION OF Fresh FIsh eXPOrT IN TONNage aND reVeNue 2014 - 2015
million XPF

in kg

TONNage

reVeNue2

The IAC (Indirect Air Carrier) Mercury Cargo uses the services of Air Tahiti Nui to transport their goods destined for South America between Narita and Los Angeles.

25

5. CHARTER ACTIVITY

COMParaTIVe TabLe OF CharTer busINess IN 2014 & 2015

2014

2015

increaSe/
DecreaSe

ACMI

899

330

- 63%

Full Charter

271

506

+ 87%

total nUMBer of fligHtS

1 170

836

- 29%

ACMI

497

187

- 62%

Full Charter

420

761

+ 81%

total revenUe(Million xPf)

917

948

+ 3%

948

MILLION XPF
IN REVENUE
GENERATED BY
CHARTER FLIGHTSAir Tahiti Nui continues its non-scheduled ﬂight activity with
836 flight hours on behalf of various charterers. This side(+ 3% COMPARED TO 2014)activity generated 948 million XPF in revenue over theyear (compared to 917 million XPF in 2014, thus anincrease of 3%).
The increase in revenue with respect to the decrease inﬂight hours in 2015, is explained by a 63% fall in ACMI3
activity in favour of a 87% rise in Full charter ﬂights.

Nb OF FLIghT hOurs

reVeNue (M XPF)

© Shintaro Utsumi

3
ACMI = Aircraft Crew Maintenance & Insurance: Charter flights chartered on behalf of other airlines for which the aircraft, crew, maintenance and insurance costs
are included in the price of the charter; unlike full charter which also include costs
related to handling, catering and fuel...

26 A N N U A L R E P O RT 2 0 1 5

ATN, a stakeholder inthe development of
Polynesia’s tourism industry

1. PROMOTIONAL AND ADVERTISING POLICY
As a commercial and promotional challenge for the company, low-season development saw its marketing budget
almost double in 2015. Thus, 850 million XPF (an additional amount of almost US$4 million) were allocated to thedevelopment of the American, European, Asian and Paciﬁc(New Zealand and Australia) markets, linked to investment
in free transport for sponsorship and public relations operations (representing a budget valued at an estimated 400
million XPF) for an overall budget of US$12 million.
Efforts to promote low season travel have made use of
several types of campaigns adapted to markets according to their strategic priorities. They include:
cooperating with distribution networks using “Hidden Paradise” campaigns on the US market, or “Guest House”
promotions in mainland France, but also tactical offers
such as “short stay”, “early bird” and “stop over” or special
offers for families and honeymooners.
As the cornerstone of the global effort to promote thedestination, Air Tahiti Nui has positioned itself as the major
Polynesian tourism industry partner, both with local
collaborators, such as hotels and our tourist informationoﬃce, as well as distributing agents in speciﬁc markets(tour operators and travel agents).

besT aIrLINe OF The sOuTh PaCIFIC
IN 2015The Europe, New Zealand and Asia markets rose
sharply throughout the year. On the Japanese market, the“Tahiti Heart” campaign was particularly visible in May inthe capital of Tokyo. In Europe, as an integral part of theannual program of events, there were a number of targeted
promotional events for distributors (travel agencies & tour
operators) held throughout the year, giving rise to a boost
in sales in Polynesia and an increase in our market shareagainst competing destinations. Such events were support for the Vendée Va’a canoe race for the 3rd consecutive
year (contributing to the development of the sport in France
and enabling the best European rowers to participate in
the Hawaiki Nui Va’a race) and the Miss France beauty pageant partnership that enabled all the contestants as well
8 million TF1 TV viewers to experience the beauty of Polynesia and our islands. As a result, the “Air Tahiti Nui Challenge4” for travel agencies has gained a total of 800
members since its launch in 2014.
This marketing program is associated with an ambitious
sponsoring policy combining Company efforts with major
sporting occasions such as the Billabong Pro, la Ronde

27

Miss Tahiti : © SIPA / MISS FRANCE

Tahitienne, the Waterman Tahiti Tour, the Bora Bora Liquid
Festival or the XTerra Tahiti.
The results for 2015 in the US market are more varied. Nevertheless, the growing reputation of the Company and its
exemplary staff, in regard to both service and safety as
well as the quality of the ﬂight experience, enabled us to
win the award for “Best Airline of the South Pacific2015” for the second time in three years, placing Air Tahiti
Nui as the leader of air carriers serving French Polynesia
and the South Paciﬁc by the readers of Global Traveler Magazine who awarded the distinction.
http://www.airtahitinuichallenge.fr

4

aIr TahITI NuI gIVes wINgs TO Our
TaLeNT
Our Company Ambassadors from Tahiti have also been in
the limelight. A large signature image campaign was launched last June, headlining Hinarere Taputu (Miss Tahiti
2014 and ﬁrst runner-up of Miss France 2015), Michel
Bourez (professional surfer), Loïc Mevel (talented semi-marathon junior), local band Pepena and the celebrity chef
Teheiura. Meanwhile, promotional ﬁlms from the campaign
were broadcast on local media, websites and Facebook
pages in every one of our regions.
Three months of the year (July to October) were also devoted to a major exhibition named Tahiti Nui Explorers at
the Museum of Tahiti and her Islands, which was the cultural component of our Ambassadors program, dedicatedto ancient navigation. This event originated in the sharedambitions of the photographer Danee Hazama and thoseof partners, Air Tahiti Nui and GIE Tahiti Tourisme, whowere keen to develop this essential component of cultural
heritage. Danee Hazama is a passionate navigator and adventurer who took part in the Faafaite project, consistingin the construction of a double transoceanic outrigger
whose name means “to reconcile, and restore the link”
symbolizing the links between Polynesian people over timeand space.

28 A N N U A L R E P O RT 2 0 1 5Finally, 2015 was also the ﬁrst full year of operation for the
new web platform launched late 2014 across ﬁve regionalsites (Polynesia, France, USA, Japan and New Zealand) inthree languages, ﬁtted with a fully responsive version offering an enjoyable online experience regardless of the typeof device used.
As part of the new website launch, an innovative initiativein the airline and tourism industry in the shape of the first
crowd-funding platform “jirai-a-tahiti.com” was also launched at the beginning of the year to help travelers fulﬁl their
dream of a trip to Polynesia.
This simple, user-friendly process allows travellers to save
up a sum (for use within two years) provided by third parties through online gift cards to build up a personal “kitty”
towards a stay in Polynesia (ﬂights, accommodation andactivities...).
An Australian version of the website was also set up online
for the launch of the new platform. A Korean version followed later in the year, then the UK version in late 2015.
An updated version of the Web platform is expected in2016 with more new versions: Chinese, German, Spanish,
Italian and Brazilian, which are currently being activated.

www.jirai-a-tahiti.com, ATN’s participatory ﬁnancing platform

Teddy Riner / M.Pokora / Laure Manaudou : © M. Mellone - ATN

2. CUSTOMER LOYALTY PROGRAM> 230 companies aﬃliated to the Corporate service, invol-

Strengthened by these technological innovations, theving 2533 territorial employees.

Company continues to boost its loyalty program.

> 1262 students aﬃliated to the Fenua Student product.

The Club Tiare counted 6 410 new members this year:+ 6 124 for the basic Tahia program, + 233 for the Silver
program and + 53 for the Gold.
On 31 December 2015, the program counted 109 597
active members including:eVOLuTION OF NuMber OF MeMbers IN The LOyaLTy PrOgraM

2013

2014

2015

var in 2014/2015

Tahia

87 927102 012108 136+ 6%

Silver

1 085

929

1 162

+ 25%

Gold

262

246

299

+ 21.5%total

89 264103 187

109 597+ 6.2%

2014

206

var in 2014/2015+ 11.6%

2015

230

Over the year 2015 the Corporate product was consolidated with an increase of 11.6% in member companies
and 23.4% of corporate travellers registered.

Number ofaﬃliated
companies

Since 2014, the Club has strengthened its partnerships
with cultural, sporting and art organizations, allowing its
members to use their miles. Thus, in 2015, the promotionof the local market was intensiﬁed, enabling loyal customers to use their miles to attend events. 1.9 million miles
were used to purchase 578 theatre tickets, dinners

2 053+ 23.4%2 533

and entries to festivals and other concerts, for which
the Company was a partner (Garou, Nolwenn Leroy &M. Pokora…).

Number ofcorporate
members
eVOLuTION OF NuMber OF COrPOraTe
PrOgraM MeMbers

29© gregoirelebacon.com

30 A N N U A L R E P O RT 2 0 1 5

3. CUSTOMER SATISFACTION POLICY
As part of its continuing improvement plan, Air Tahiti Nui has carried out an ongoingprogram of on-board surveys on all flights since 2012 to measure customer
satisfaction and attain a higher standard of expectations.
For this purpose, 7 784 customers were surveyed over the year 2015.

)

For an overall 93% satisfaction rate, 96% of our clients claimed they would
recommend our company (2 points improvement compared to 2014).

Our priority:
customer satisfaction.

The strengths identified by our customers:

Score(annUalaverage)in 2015

aSSeSSMentof crew

overallaSSeSSMentof tHe caBin

overallaSSeSSMentof cHeck-in

overallaSSeSSMent fooD
anD BeverageS

overallaSSeSSMent of
tHe in-fligHt
entertainMent SYSteM

97%

90%

89.5%

85%

72.5%

If the assessments for the Food & Beverage and entertain-

a budget of 60 million XPF was allocated towards

ment on board (In-ﬂight Entertainment) have lower ave-2016 endeavours, particularly towards extending therages over the year, actions undertaken in 2015 helped

improvement of catering services on the CDG, AKL andobtain a clear increase on more recent evaluations.

PPT routes and to further develop new products, contributing to the overall upgrade of customer experience.

Consequently, the assessment of food on the Los
Angeles & Tokyo routes gained 15 points in the fourth

In the same vein, the Company has also joined the Quality

quarter of 2015 (up from 74% to 89% satisﬁed). This was& Safety Alliance Inflight Services (QSAI) program last year

similar for on board entertainment which gained

set up by the Canadian company MEDINA, to ensure the

9 points, from 70% to 79% overall satisfaction, following

safety and quality of in-ﬂight meals. In response to this ﬁrst

the increase in proposed content (music, movies, docu-

initiative, Air Tahiti Nui also created a position for a foodmentaries...). From December 2015, the graphical user

safety & quality manager in June.

interface has also been updated on board our aircraft.
The encouraging feedback from our customers has
motivated the Company to continue its improvements:

31

Financial results
1. ASSETS BALANCE SHEET

aSSetS in Million xPf

groSS

reServenet

net n-1variation

variation %Intangible ﬁxed assets

240

162

79

77

2

2%

Tangible ﬁxed assets

28 227

17 585

10 642

8 046

2 596

32%

Financial ﬁxed assets

2 950

2 950

2 684

266

10%

total fixeD aSSetS

31 41817 746

13 671

10 8082 863

26%

in Million €

263

149

115

91

24

Inventory

662

662

645

17

3%

Accounts receivable

2 296

132

2 164

1 655

508

31%

Other receivables

546

2

545

258

287

111%

14 572

3

14 56911 601

2 968

26%

864

730

134

18%
26%

Liquid assets
Prepaid expenses
total cUrrent aSSetS

864
18 941138

18 80314 8893 914

in Million €

159

1

158

125

33

Conversion losses

43

43

48

-5

- 10%
26%

granD total

50 40217 88432 51825 7466 772

in Million €

422

150

273

216

57

FIxED ASSETS
The main transactions of the financial year 2015 were:> The advance payment and installments following the order of two aircraft
BOEING type 787-9 for a total sum of 2 billion XPF;
> Several maintenance expenditure events (engine overhauls, 6 year visit,
C visit) for a total sum of 2.4 billion XPF;
> The renovation of cabins and IFE of the Nuku Hiva F-OLOV for 585 M
XPF;> The resumption of the provision for depreciation for three immobilized© ATN

aircraft for a total sum of 417 M XPF.

32 A N N U A L R E P O RT 2 0 1 5

2. NON-CURRENT LIABILITIES

liaBilitieS in Million xPf

2015

2014

variation

variation %Capital

1 623

1 623

0

0%

Issue premium

1 701

1 701

0

0%

Statutory reserve

162

162

0

0%

Retained earnings

2 728

1 319

1 409

107%

Result

4 825

2 020

2 804

139%

Investment subsidy

761

938

-178

- 19%

Statutory provisions

369

164

204

124%

SHareHolDer’S eqUitY

12 168

7 928

4 240

53%

in Million €

102

66

36

ProviSionS for contingencieS & loSS

1 311

1 035

276

11

9

2

Funding liabilities

3 292

2 622

669

26%

Other liabilities

6 491

5 735

756

13%

Deferred revenue

8 735

7 624

1 111

15%

total liaBilitieS

18 51815 981

2 536

16%

in Million €

155

134

21

Exchange rate differential liabilities

521

801

- 280

- 35%

granD total

32 51825 7466 772

26%

in Million €

273

216

57

in Million €27%

equITy & PrOVIsIONs
The main transactions of the ﬁnancial year 2015 are:> the appropriation of retained proﬁts for 2014 to the sum of 1 409 M XPF, the balance having been paidin dividends;> the net result for the year 2015 came to a total of 4 825 M XPF;
> the constitution of a provision for CPS (health service) recovery
concerning ﬁscal year 2015 for a total sum of 192 M XPF.

4.82 NET RESULTDebTs

BILLION XPF

The main transactions of the ﬁnancial year 2015 were:> two new bank loans for cabin renovation to the tune of 835 M XPF;
> the increase in tax debts due to corporation tax and additional contribution for a total of 753 M XPF;
> the increase in issued but unused tickets amounting to 550 M XPF in deferred income.

33

3. INCOME STATEMENT

incoMe StateMent in Million xPf

2015

2014

Revenue

35 88033 3372 543

8%Reversal of amortization & provisions

356

362

-6

- 2%

Other income

30

13

17

131%

36 26633 712

2 554

8%

304

283

21

Purchase of goods and other provisions

8 875

11 302- 2 427- 21%

Services and external subcontracting

11 922

10 587

1 335

13%

104

41

63

155%

Payroll

6 919

6 420

499

8%

Depreciation expenses

2 473

1 442

1 031

72%

Provisions for current assets

47

11

36

325%

Provisions for risks & expenses

448

696

- 248

- 36%

Other expenses

1 141

1 081

60

6%

total oPerating exPenSeS

31 93031 580

350

1%

268

265

3

Operating income

4 336

2 131

2 205

103%

Financial result

501

2 699

- 2 198- 81%

Exceptional income746- 2 806

3 552

127%

Tax

- 757

-4

- 753

- 18 825 %net incoMe

4 825

2 020

2 805

139%

in Million €

40

17

24

total oPerating incoMein Million €Duties and Taxs

in Million €variation

variation %Operating revenues totalled 36.3 billion XPF compared to

The exceptional result of 746 M XPF is mainly due to:33.7 billion XPF in 2014, an increase of 8% in line with the> a 362 M XPF gain related to tickets remaining unused

rise in activity and currency.

for over a year ;> a net write-back in provisions for aircraft depreciation for

Operating expenses are up slightly by 350 M XPF, partly

a total of 417 M XPF.

due to the following cumulative effects:> a reduction of 2.5 billion in fuel costs ;The company is required to> the impact of rising USD currency on other purchases

pay corporate income tax

and external expenditure ;for the ﬁnancial year 2015

> a new chart of accounts, combined with a full year on

and an additional contribu-

SEA & SUN aircraft returned to assets at the end of year

tion for the respective

2014 for endowments.

amounts of 413 M XPF and
344 M XPF.

The ﬁnancial income of 501 M XPF is mainly composedof currency gains.

OPERATING
INCOME
INCREASED BY

103%(OR 12% OF THE TURNOVER IN 2015)

34 A N N U A L R E P O RT 2 0 1 5

© ATN

Outlook for 2016

The year 2015 was marked by the launch of large-scale projects outlining the future of the company for the years to come in a
mindful and ambitious way.
After the decision phase leading to the launch of projects, comes the preparation phase and for some of them, their actual
accomplishment, as part of the deﬁned strategic guidelines set out two years ago initiating a Company transformation plan.
The renewal of the ﬂeet by Boeing Dreamliners and the migration of our reservation, registration and boarding system (Passenger
Service System) to Amadeus solutions with the launch of the new platform planned in November, are our two large-scale projects
providing a backdrop for all Company actions and decisions within the coming year.
In the light of the major changes at operations level, the technical crew will participate in the crucial choice of engine type forour future 787 aircraft and their cabin design (selection of important elements such as seats and inﬂight entertainment system).
June will mark the oﬃcial launch date for the joint management of the transition with Boeing.
On the business side, actions will focus on optimizing the existing network with a particular interest in cruise passengers
and the growth potential in low and mid season, especially through the development of less conventional products than just
Honeymooner offers, such as monostay and family products, as well as targeting the lesser-known Islands and family-run
guesthouses.
If low-season development remains the cornerstone of growth in our business, it goes hand in hand with maximizing
potential for expansion in secondary markets such as China or Korea, and the prospects for business development in emerging
markets thanks to the creation of alliances and partnerships in particular.
The construction of Air Tahiti Nui’s new head oﬃce is also part of the work initiated in 2015, marking the strategic developmentof the company as well as its organizational involvement in the continual improvement and optimum eﬃciency of operational
processes.
The transformation of our airline is underway; in the coming year we will endeavour to carry out these signiﬁcant businessprojects, in order to continue achieving such outstanding results and ensure a sustainable and proﬁtable future.

We look forward to seeing you in 2016!
To Tatou Manureva, the journey continues.

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