ANNUAL REPORT

2016

T

© B. Lai Ah Che – ATN

Chairman’sstatementhanks to the past three years of growth in activity andturnover, reaching an all-time record in 2015 of a 3%
and 8% increase respectively, Air Tahiti Nui celebrated

18 years of existence this year with serenity.

Concrete action to increase proﬁtability combined with anevolution towards a management culture in 2016 enabled
us to obtain a net result which was shared with employees
in the form of an incentive bonus; which was a real ﬁrst forto the pioneers of this adventure who have shaped their own

Air Tahiti Nui.

vision of the Company in day-to-day business, sharing theSummary

values of professionalism, high standards, and a love of good

The coming year will obviously be largely devoted to theworkmanship, to succeed in making To Tatou Manureva the

preparation of the entry into service of our future aircraft,internationally recognized airline that is today.

scheduled from October 2018, and the ﬁnalization of the
Air Tahiti Nui brand refresh project. Just like the site of our new

This year, the ﬁnal stage in the recruitment of the executive

corporate head oﬃce, it will reach completion with the arrival

management committee, with the arrival of our Operationsof our Boeing 787-9s, thus coinciding, as a sign of maturity,with our Company turning 20 years old.

KEY FIGURES AND MILESTONES 201604

Director and Sales & Marketing Director, strengthened our

LEGAL STATUS AND CAPITAL

05

conditions to initiate preparation work for the arrival of ourIn the meantime, before celebrating this symbolic anniversary

future aircraft. This step in the new ﬂeet conﬁguration is part ofwith you, I’ll leave you to discover the following pages where

HUMAN RESOURCES

06

a strategy to improve the end product for our customers, andyou will ﬁnd the key ﬁgures of the past year as well as the major

allows us to stay competitive by providing them with a uniquetransformations undertaken within the Company.

organisation and provided us with the means and favourable

experience.

QUALITY APPROACH OF
THE ORGANIZATION10

At the same time, the information systems master plan was

FLIGHT ACTIVITY

16

employee experiences in order to enhance them (optimization

We look forward to welcoming you aboard our ﬂights soon,of the website, a collaborative oﬃce setup, equipment to

Maūru’uru.

TRAFFIC AND BUSINESS RESULTS

22

promote mobility and so forth). In this way, the successful

ATN’S ACTIVE ROLE
IN THE DEVELOPMENT
OF POLYNESIAN TOURISM

28

FINANCIAL RESULTS 201632

OUTLOOK 201735

I would also like to take this opportunity to express my sincere
gratitude for trusting in our common future.

implemented, focusing on the digitalization of customer andmigration of our booking system, check-in and boarding
processes to Amadeus solutions will soon allow us to seize
the opportunities provided by the new platform and takecharge of sales and marketing initiatives to optimize our
network and trade eﬃciency.
The past year has also seen our Company’s CSR gain
powerful momentum, which means we are currently one of© gregoirelebacon.com

02 A N N U A L R E P O RT 2 0 1 6This coming of age is the fruit of our teamwork, and a tributethe most advanced businesses in this ﬁeld in Polynesia.

Michel MONVOISIN

In order to pursue proactive continual improvement, the internal

Chairman of the board of directors

control unit developed its ﬁrst audit assignments.

and CEO of Air Tahiti Nui

03

Key figures andmilestones
2016

Legal status and capital
BER 201ET6ISSUED ON THE NEW
9TH NOVETOM
TICK
VER: FIRSTCU
AMADEUSPSS.
COMPANY

1. DISTRIBUTION OF CAPITAL
In September 2001, Air Tahiti Nui’s legal status evolved from

BER 2016

LINES

DECEM F CODE SHARE WITH AMOERRTICHANAMAIERR ICA.
NOIN N
EXTENSIO
TINATIONS
5 NEW DES
OFFERING

public limited company to local mixed economy company
in order to meet statutory rules when French Polynesia

Since

TRANSPORTED

1 622 956 875 XPF and is distributed as follows:

november

22 nd

2011,

capitalamounts

to+1.45% from 201518 896FROM 2015

FLIGHT
HOURS

As a local mixed economy company (LMEC), the Company
has a board of directors composed of 15 members,

for 1623 flights

7.3 BILLION XPF(approx. 61.3 milllion euros)+6%
FROM 2015

9 005 TONS OF

3.87%
OCI

84.82%
Shares in capital from 31/12/2016> Mr Daniel PALACZ,
Administrator of LMEC Air Tahiti Nui

distributed as follows on 31 December 2016:> Mr Michel MONVOISIN,

PUBLIC ADMINISTRATORSREPRESENTING FRENCH POLyNESIA,APPOINTED By THE CABINET> Mr Gilles BERNEDE,> Mr Teva ROHFRITSCH,

Chairman of the board of directors and Air Tahiti Nui CEO

Air Tahiti Nui staff representative

PRIVATE ADMINISTRATORS REPRESENTING
THE PRIVATE SECTOR

Vice-president, minister for economic affairs, in charge of major investment

FREIGHT TRANSPORTED

projects and economic reformfor 2.8 billion XPF in revenue> Mr Jean-Christophe BOUISSOU,
Minister for housing, development and urbanisation, in charge of digitaltechnology, government spokesman

13 BILLION XPF+7%> Mr Nuihau LAUREY,IN EQUITY

Minister for ﬁnance and energy(approx. 109 million euros)> Mr Marcel TUIHANI,FROM 2015

President of the Assembly of French Polynesia (replacing Mrs Teura IRITI sinceJune 2016, representative of the Assembly of French Polynesia)

784 EMPLOYEES> Mrs Virginie BRUANT,(including 398 flight crew)+5.2% from 2015

Representative of the Assembly of French Polynesia> Mr René TEMEHARO,

21% RATIO GROSSOPERATING PROFIT/TURNOVER

76.8 MILLION XPF

3.43%

2. MEMBERS OF THE BOARD

OPERATING INCOME(approx. 38.5 million euros)

CASH FLOW

Wan Holding
participation

Other

French Polynesia

4.6 BILLION XPF

+6%

SEGC

Air Tahiti

became the majority equity holder in the Company.

480 085 PASSENGERS

1.58%
2.68%
0.57%
3.05%
Tahiti Tourisme

Representative of the Assembly of French Polynesia> Mr James ESTALL,
President of Océanienne de Capital Investissement (OCI)> Mr Joël ALLAIN,
Representative of Air Tahiti> Mr Vincent LAW,
1st Vice-president of ATN board of directors, representative ofla Société d’Etudes et de Gestion Commerciale (SEGC)> Mr Robert WAN,
Manager of civil society Wan Holding Participation> Mr Yves BUHAGIAR,
Representative of Financière Hôtelière Polynésienne> Mr Richard BAILEY,
Representative of Tahiti Beachcomber PLC

+1
POINT
FROM 2015

3. STATUTORY AUDITOR

DEVOTED TO PROFESSIONAL TRAINING+8.3% from 201504 A N N U A L R E P O RT 2 0 1 6The statutory auditor for Air Tahiti Nui is SCP GOSSE-PARION-CHANGUES-MENARD-ALBERT, represented by Mr Christophe PARION.

05

Human resources

2. DISTRIBUTION OF HUMAN RESOURCESOn December 31, 2016, the staff consisted of 784 employees (compared to 745 on December 31, 2015), divided into Tahiti
ground personnel (321), air crew (398 of which 318 cabin crew and 80 ﬂight crew) and agents of overseas oﬃces and stations (65).

1. COMPANY ORGANISATION CHART
general management

emploYee DistriBution
BY occupational categories
in frencH polYnesia

cHairman ceo
michel monvoisincoo & senior aDministrator
mathieu BecHonnet

11%

management sYstems
Directorgilles BerneDe

Flight crew

10%

emploYee DistriBution
in external stations

44%

8%

Cabin crew

AKL

15%

Executives
executive Director
sales & marKetingchristopher KorenKe(since november 2016)

sales Director
christopher KorenKe(acting)
marKeting &communications
Director
torea colas
customer services
Director
vaitea KoHler
Director of revenue
management,
program anD
cHarter, pricing& alliances
christophe le gallregional Director
regional Director
americasnicholas panza

NRT

executive Director
operations
raymond topin

financial Director(aDministrative& financial
management)
christophe van niel

Directorof Human
resources anD
legal affairs
Julien fincK

Director ofaDministration
anD organization
Heifara morienne

regional Director
europeJean-marc Hastings

it Director
laurent Husson

fligHt operations
Director
lionel carrierecommercial crew
managereric Delcuvellerie

19%
Technicians/Supervisors

grounD operations
anD freigHt Director
céline claeYs

regional Director
pacific
alan roman16%

maintenanceDirectorregional Directorasia
atsushi cHino

29%

46%

CDG

LAX

Workers/Employees
Source: ATN social audit report 2016

Yannick mermet

Distribution of Air tAhiti nui stAff by genDer© B. Lai Ah Che – ATN

worKforce

06 A N N U A L R E P O RT 2 0 1 6

2%
SYD

The members of Air Tahiti Nui Management
Committee in 2016. From left to right:
Gilles BERNEDE, Céline CLAEyS,
yannick MERMET, Lionel CARRIERE,
Christophe LE GALL, Torea COLAS,
Julien FINCK, Heifara MORIENNE,
Eric DELCUVELLERIE, Laurent HUSSON,
Michel MONVOISIN, Mathieu BECHONNET,
Vaitea KOHLER, Raymond TOPIN,
Christophe VAN NIEL.

2014

DistriBution
2014 in %2015

DistriBution
2015 in %2016

DistriBution
2016 in %

Men

349

48.3%

361

48.5%

379

48.3%

Women

374

51.7%

384

51.5%

405

51.7%

total

723

100%

745

100%

784

100%

Source: ATN social audits07

3. EVOLUTION OF
WORKFORCE

numBer of staff HireD in 2016
BY occupational categories(BotH temporarY& permanent contracts)

The year 2016 saw an increase in workforce with 63 external
staff recruited (+22 persons on permanent contracts) inoperations, sales and support functions.

10%

One point especially worthy of note is the arrival of four
Captains (internal promotions) and six First Oﬃcers (external

Flight crew

recruitments), to strengthen the ranks of technical manpower
particularly to respond to the regulatory obligations in force
since February (limitation of ﬂight time and crew rest - “Flight
Time Limitation”).

22%

5%
Executives

14%
Technicians/Supervisors

Cabin crew

Four positions were also created at the end of the year following
the opening of the Airport Ticket Oﬃce, the Air Tahiti Nui ticket
counter at the airport, in the immediate aftermath of the migration
to Amadeus.
27 ﬁxed-term contract employees joined Air Tahiti Nui,a majority of which were to reinforce teams following thechanges to the reservation system, and an additional
14 seasonal cabin crew were also hired to respond to theincrease in activity during the high season.
The Company comes very close to gender parity.

49%
Workers/Employees

76.8 MILLION

XPF

DEVOTED TO PROFESSIONAL TRAINING(+8.3% FROM 2015)

6. PROFESSIONAL TRAINING

emploYment contracts> 39 departures (of which 9 resignations)> 692 employees on permanent contracts> 41 employees on fixed-term contracts> 307 employees promoted

aBsenteeism> 28 work-related accidents> 1 280 days maternity leave> 10 265 days of sick leave (an averageof 14 calendar days per employee)

Throughout 2016 the Human Resources Department

Since the beginning of the year, the Human Resources

continued its training plan and saw an increase in

Department also centralized the overseeing of all

indicators, with 586 personnel (ground staff) trained inCompany ground staff regulatory training, which had

administrative matters (professional effectivenesspreviously been managed by the individual departments

and well-being, office skills/IT, sales/customer service,

themselves. For this part, 495 people were assisted inlanguages, management, health and safety) for a budget

maintaining their skills.

5. TOTAL PAYROLL

of 20.6 million XPF (compared to 16.6 XPF in 2015,

In 2016 payroll amounted to an exceptional 7.630 billion XPF including 2.224 billion XPF in social security contributions

Staff training as part of the reservations system migration(employer contributions). This variation increase is principally due to extraordinary bonus payments resulting fromfrom Sabre to Amadeus came to a total of nearly 800

profits in 2015 for an aggregate amount of 418 million XPF.

man/days. Business developer training sessions were,

Furthermore, a provision for employee incentive payments was accounted for in the financial year 2016 for a sum of

among others, scheduled in Bangkok, Nice and London,

135 million XPF, or 6% of net income.

beginning in February.

08 A N N U A L R E P O RT 2 0 1 6

representing an increase of 22.6%).

56.2 million XPF were also attributed to regulatory
training for aircrew (compared to 54.1 XPF in 2015,
representing an increase of 3.8%).

© gregoirelebacon.com

4. INDICATORS FOR POLYNESIA

09

Quality approachof the organization

The passenger may also receive offers for additional

block a reservation — thus guaranteeing the rate found via anservices or an invitation to the loyalty program, the tool

online search for a few days.

for maintaining communication between the Company andthe passenger throughout their trip, with automatic information

By offering new services to its passengers, Air Tahiti Nui

updates.

hopes to gain customer loyalty as well as market shares; both> online check-in through the self check-in service (bybeing necessary prerequisites for the development of newagreements and partnerships with a view to operating new

October 2017).
Among other important innovations, it will also be possible toroutes.

2. THE NEW AIR TAHITI NUI HEAD OFFICE
Air Tahiti Nui’s strategic development as well as its organizational involvement in continuing improvement and optimization of its
operational processes is reﬂected in a number of projects initiated last year. Among these, are the migration of the sales information
system to Amadeus solutions and the construction of the new head oﬃce, which are concrete evidence of the Company transformation
initiated to ensure a sustainable and proﬁtable future.
The internal control and corporate social responsibility systems which were set up during 2015 within the organization also maintaina qualitative approach within their ﬁelds of expertise, to ensure the reliability of the actions and systems Air Tahiti Nui has established,
and guarantee their sustainability.

1. CHANGE OF THE COMPANY PSS

The construction project of the future Air Tahiti Nui head oﬃce

by all the employees. 4 136 m2 of the 14 046 m2 total

in partnership with the Oﬃce of Post and Telecommunications

surface area will be dedicated to ATN, grouping together

was oﬃcially launched on November 16 2015. The inaugural

250 employees — which is more than 80% of the groundceremony to celebrate the laying of the foundation stone

staff in Polynesia who are spread over three sites in Tahitiof the new building marked a cornerstone in Company

at the present moment.

thdevelopment within a revitalized economic landscape, thus
enabling the launch of major long-term changes with renewed

The investment budget for the project represents a funding

conﬁdence.

envelope of 1.4 billion XPF, excluding interior space decoration.

With this building, ATN has chosen to commit to the long-term
development of tourism in the country by offering greater

The main work on the building foundations was carried out

A migrAtion in two phAses

visibility to customers and partners. This new head oﬃce will

during the year. It will continue during 2017 before the interior

was made (November 5th 1998), the issuance of the ﬁrst

be the showcase of the Company’s social commitment: it will

decoration begins in August. Delivery of the new headquarters

Amadeus ticket marked the oﬃcial launch of the Company’s

The ﬁrst part of the system migration consisted in providing

also fully embrace the eco-responsible philosophy sharedis scheduled for late August 2018.

new Passenger Service System (PSS).

customers a service equivalent to the one that already existed

Almost 18 years to the day after the ﬁrst Air Tahiti Nui reservation

under SABRE: online booking, the ability to check in luggage
In August 2015, European provider Amadeus’ Altéa solution

from door to door with a connecting ﬂight on a partner airline,

was chosen and validated by the board of directors to replaceetc.

the former system, under Sabre, in order to offer more innovative
products and services, compared to those of its competitor.

A number of so-called basic services have thus been

It was necessary to implement the most advanced computer

provided since the Amadeus cutover on November 9th 2016,

system to optimize the eﬃciency of operations in order tocorresponding to Day 1 of the migration.

philosophy at the heart of Air Tahiti Nui also aims to improvethe customer experience, making it a more pleasant andcomfortable one, thanks to a new range of advanced technicalsolutions. After 18 years of service, the implementation of
the new system has enabled the Company to review somefeatures and examine internal procedures from a different
angle; facilitating reconsideration and challenging focus for
Company operations in the years to come, making them more

The second phase of migration, Day 2, consists in implementing
new services.
It will begin in 2017 and will suc-© Agence d’Architecture Pascal BEAUDET Architecte d.p.l.g. + Eric REGAUD

accompany the renewal of the airline’s ﬂeet. This change ofcessively enable the following:> to inform the passenger inreal time by email or text, of
any major event occurring or
due on their ﬂight and anychanges to their journey (due insuitable for the new opportunities created, in particular byJune 2017 — notiﬁcations thatchanging the ﬂeet.

can be sent through theAmadeus Automated Customer

Since November 2016, the new platform enables easierContact system in case of

implementation of commercial developments, thus conforming

any issues: delays/ﬂight cancel-

to the requirements concerning improvements in quality andlations/schedule changes/boar-

customer service as set out by Air Tahiti Nui.

ding gate, etc.).

10 A N N U A L R E P O RT 2 0 1 6

11

26.7

3. COMPANY SOCIAL RESPONSIBILITYMILLION XPF
IN SUPPORTFOR CHARITIES

four Lines of ACtion to responDto the ChALLenges of sustAinAbLe
DeveLopment

Since 2015, Air Tahiti Nui has voluntarily engaged in a processof social responsibility. As an air carrier, the Company’s priority
is to ensure the health and safety of its passengers, whilst
maintaining the high standards of security of operations.

ATN’s approach is based on the ISO 26 000 standard, an
As an international ﬂagship for Tahiti, it continues its efforts

international benchmark for businesses in terms of social

towards internal transformation in order to sustain the

responsibility. The Company thereby confronted its professional

proﬁtability of its business and strengthen contribution to thepractices with the 7 central issues of the standard in order toeconomic and social development of the country.

prioritize areas for improvement, and thus deﬁned 4 pillars ofaction to guide the implementation of its CSR policy:

As we are also aware of the challenges of climate change,> Responsible operations

our Company’s ambition is to actively contribute to preserving> Reduction of environmental footprint

the environment in Polynesia; a territory that is particularly> Responsible employer

exposed to these effects.

> Vector for development(+40.5% from 2015)

review AnD outLook 2016-2017
Our staff has been actively involved in the three environmental,

TRACKING THE CARBON

social, and societal aspects of sustainable development, and

EFFECTIVENESS OF FLIGHTSAir Tahiti Nui’s departments and teams have contributed to andsupported a number of actions in 2016.

Using the recommendations resulting from its
first carbon assessment as a starting point, the> environmentengineering and design department of the Flight

In line with the achievement of its ﬁrst assessment of

Operations Division was equipped in July 2016

Company greenhouse gas emissions launched in 2015,

with the software SkyBreathe® Fuel Efficiency in

ATN pursued its environmental efforts by setting up aorder to evaluate the energy efficiency of its flights.

carbon committee to implement and follow its greenhouse

The program makes it possible to monitor fuelgas reduction policy.

consumption through synthetic or detailed
dashboards (by route, airport, aircraft type, etc.)

the 4 piLLArs of Air tAhiti nui’s Csr

In addition, a number of actions named ‘SERD’ (or Euro-and aims to promote better individual practices forpean Week for Waste Reduction — collecting toys andeach pilot by allowing them to replay their flight inbooks in collaboration with the associations Ohana and3D through the iPad application MyFuelCoachTM.

Te Autaea’ea no Mataiea, an exclusive sale of Green ID

ACCOMPANY
THE DEVELOPMENTOF FRENCH POLYNESIAENSURE THE RESPONSIBLE
OPERATION OF FLIGHTSIN FAVOUR OF OURPASSENGERS AND FREIGHT
FROM/TO POLYNESIA

reusable bags for fruit and vegetables, etc.) completed theGiven that air transport is responsible for 2% toinformation and awareness campaign for eco-gestures

3% of the CO2 emissions in the world and that fueltargeting one hundred employees based in Papeete.

consumption accounts for 30% to 40% of anairline’s budget, it is obviously crucial to findsolutions to optimize fuel consumption. The fuelmanagement approach is intended to optimize
the use of aircraft fuel to determine necessary
adjustments for better economic performance.

EthicalThe partnership contract signed with the company

CSR

OpenAirlines will allow Air Tahit Nui to optimize fuelconsumption by 2% to 5%, before the arrival ofgovernancethe Boeing 787-9s. In conjunction with the newfleet, the solution will allow the Company to benefit
from exceptional energy performances.
This step forward also supports the quality

PROMOTE QUALITYOF WORK LIFEFOR EMPLOYEES

12 A N N U A L R E P O RT 2 0 1 6

RESPECT THE ENVIRONMENTBY REDUCING THE IMPACTOF OUR ACTIVIVTY

approach targeted by ETOPS, which is a certification requiring detailed analysis of route fuelstatistics.

13

Cofounding Member of 3 corporate

eco-responsible and community support action plans.

networks in Polynesia

In September, ATN was able to contribute to the public

In parallel to the Polynesian eco-responsible businesses
club (‘EPER’) and the “Company actively engaged in
employee health” network, which were both foundedin 2015, ATN provided support during the year to the© M. Mellone – ATN

creation of a new group of local companies committed

conference project on CSR led by the ‘EPER’ club with thesupport of ‘CCISM’ (Chamber of Commerce) and the joint
management funding committee, to set up vocational
training for 13 local environmental safety/sustainable

to social causes through the Act against exclusion

development managers to carry out sustainablefoundation (‘FACE’).

development reports according to GRI (Global Reporting

These networks are the opportunity for their members to

Initiative) standards, thanks to a visiting AFNOR certiﬁed

share good practices and combine their efforts to develop

expert.

4. INTERNAL CONTROLThe role of the internal controller is to continually improve and

The internal audit and assignments completed in 2016

optimize the operational processes within the Company as well

The objective of internal audits is also to ensure the effective-

as the quality of its organization.

ness of risk management systems and internal control.
The audit makes it possible to:> social aspects

During the ﬁrst year of implementation, the role of the internal

Following the signature of the charter named Entreprisecontrol unit was to:active pour la santé de ses salariés (“Company actively> develop the internal inspection system, promote and monitor

engaged in employee health”) at the end of 2015, which

its implementation within the airline by, amongst otheris a pilot initiative of the Ministry of Health aimed atthings : establishing the system organization (charter, piloting

federating local businesses around health at work, ATN
conducted an internal survey on eating habits and theprocess, responsibility for the various actors), accompanying

lifestyle of its staff. Many demands were thus identiﬁed andinternal audit culture, and preparing internal communications

solutions were offered in the form of events organized

in order to raise employee awareness, then to initiate andthroughout the year: ATN Fun Day devoted to sport,

develop the culture within the Company;

participation in the ﬁrst Tournoi inter-entreprises actives,> social issues

etc.; others will be organized in 2017 by members of the

In its regular active support for the local population, ATN

health committee.

strengthened the Company’s commitment this year with26.7 million XPF (+40.5% compared to 2015) dedicatedmeasuring the level of actually incurred risks, while making
sure that procedures are respected and that measures inforce are effective and suitable;> check that Company operations as well as internal
procedures comply with legislative and regulatory provisions
in force, and the codes of conduct and standards ofprofessional practice;> measure the adequacy and the effectiveness of assessment
and risk management procedures, and to make recommen-> ensure independent and objective audit assignments which

dations for improvements, enhance, secure, and organize

provide our Company assurance on the level of control ofdepartments according to the risks to which they are

its operations, give advice about how to improve them, andexposed.

contribute to creating added value. These fundamentals are

The project to implement dietary services for our crews,

to charitable projects or support of local social andled by the healthy lifestyle and coaching commission ofenvironmental associations.

the Company works council also materialized in July

One project worthy of note at the end of the yearwith our catering in Los Angeles and Papeete. Thanks to

was when 260 young people from underprivileged

substantive work with a dietician and the cabin and ﬂight

neighbourhoods were given the opportunity to experience

An internal oversight committee set up during the year also

deck crews new ‘diet’ menus including the reduction of

their ﬁrst ﬂight. This was the second time that a charitableensures the consistency and eﬃciency of Company internal

grammages, separation of sauces, diversiﬁcation of

ﬂight of this kind had been organised. The ﬁrst Voyage ducontrol, correct organization and thoroughness of permanent

nutrients etc., are now offered to the crews on these two

Coeur took place in 2003, on the initiative of Air Tahiti Nui’scontrols of activities, and the effectiveness of monitoring androutes. Work will continue on the Paris, Narita andfounder Mr Nelson Lévy, with the arrival of two new Airbus,

Auckland routes in 2017.

in conjunction with celebrations marking ATN’s ﬁrst ﬁve
years of operation.

> carry out periodic inspections of operations processing,

the foundation of the internal audit unit, set out in a charter

Interconnected assignments operated within the directorates

standardized by the profession.

tend to correct or perfect methods and to support better
operations. Special assignments can also be initiated as arisk control systems. The committee's permanent members
are CEO, COO, ﬁnancial director, and internal control manager

result of the discovery of an embezzlement, a suspect
operation, an anomaly detected during a check or following acomplaint, in order to establish the facts, to determine theresponsibilities, and if required to make proposals for sanctions
and measures to avoid their recurrence.
The recommendations suggested in the reports, specifying— with the managers of departments relevant to the reports

deadlines and level of risk, are validated when the internal

and the ISSM as guest members.

oversight committee meet and can then be enforced. The

As a continuation of its efforts to initiate better governance

A community screening of the 2016 Disney blockbuster(deﬁning the key values of Air Tahiti Nui and implementing

Vaiana (or “Moana” in USA), was also organized in

the Manager’s charter), the airline also approved theNovember when it opened. Some 600 people were

The committee meets at least once quarterly to review theaudited directorates are responsible for their application. These

creation of an ethics committee in order to build ainvited; the majority of whom were children and families

audit reports, validate recommendations and ensure theirelements are recorded by the internal audit and are monitored

framework for ethical issues within the Company.

from the underprivileged districts of Tahiti.

implementation.

with periodical reminders sent to the directorates concerned.

14 A N N U A L R E P O RT 2 0 1 6

15

Flight activity
1. CERTIFICATES
AND LICENSES

To operate as a French international air carrier, Air Tahiti Nuiholds:> an air carrier license, December 2006 (Decree 1389 CM);> an air carrier certiﬁcate (CTA) n°FR.AOC.OO83, 18th
December 2014;> a certiﬁcate of approval from the Continuing Airworthiness
Management Organisation FR.MG.0061, 24 December

2. THE NETWORKAir Tahiti Nui operates connections between the South
Pacific and four continents. It is positioned as the main
airline serving French Polynesia with daily flights to thisdestination. The airline offers a direct round trip flightbetween Paris and Los Angeles and also flies to Los
Angeles, Tokyo and Auckland from Papeete.

2014;> a certiﬁcate of approval of maintenance part 145 for the
maintenance of aircraft FR 145.423, 2nd August 2016.
The IOSA (IATA Operational Safety Audit) certiﬁcation is theaudit program developed by IATA (International Air Transport

Air Tahiti Nui offers routes to a total of 51 cities thanks
to its code share partners:> SNCF trains with the TGV Air program in Franceand Europe departing daily from CDG to: Aix-enProvence, Angers, Avignon, Bordeaux, Le Mans,

Lille, Lyon, Marseille, Metz, Montpellier, Nantes, Nîmes,Poitiers, Reims, Rennes, Strasbourg, Toulon, Tours,
Valencia, and Brussels.
> American Airlines in the United States departing
daily from Los Angeles to: Atlanta, Boston, Chicago,
Dallas, Denver, Fresno, Houston, Las Vegas, Miami,
New York, Orlando, Phoenix, St. Louis, Salt Lake City,San Diego, San Francisco, San Jose, and Washington.
On 22nd December 2016, the code-share agreementwith the American airline was extended, allowing theaddition of four new USA destinations – Charlotte,
Philadelphia, Portland, and Seattle, and a destinationin Canada – Toronto.

> Qantas, Air New Zealand and Air Calin (since March
29th, 2015) link Australia and the South Pacific to
Auckland, Sydney, Melbourne, Brisbane, and Nouméa.
> Air France provides connections to Los Angeles andParis (a seat exchange agreement between PPT and
LAX for TN, and CDG and LAX for AF allows both
airlines to offer passengers more frequent flights during
low season.)> Korean Air has a route to Seoul in Asia.
Moreover, within the framework of Company developments in its markets, 43 interline agreements havebeen concluded to date with other carriers in order tooffer customers a broader choice of destinations.

Association), based on standards which cover ICAO
(International Civil Aviation Organization) regulations, FAA(Federal Aviation Association), EASA (European Aviation
Safety Agency), etc.
Now mandatory for all IATA member airlines, IOSA certiﬁcation
is valid for two years from the date audit begins. There are few
certiﬁed organizations in the world able to conduct such an
audit.
The IOSA evaluation system covers the eight most important
aspects related to the safety of ﬂight operations:> Organization and operational Management (ORG);> Flight operations (FLT);> Operational control/Dispatch (DSP);> Engineering and Maintenance (MNT);> Cabin operations (CAB);> Ground Handling (GRH);> Freight/Dangerous goods (CGO);> Operational security (SEC).
In June 2017, the Company will proceed with its 6th renewalof certiﬁcation. The audit program has evolved with theintroduction of ENHANCED-IOSA or E-IOSA, based on the
integration of IOSA pre-audits in the internal audit program ofcompanies, the standardization of auditor training and theestablishment of a conformance report sent to the agency
performing the audit before each renewal.
This principle is intended to allow for more focus on theimplementation and application of procedures during therenewal rather than documentary compliance, and thus
improve security.

16 A N N U A L R E P O RT 2 0 1 6* Flights to Tokyo are operated under a unilateral code-share with Japan Airlines: with the application of JAL code on TN ﬂights.

17

3. FLIGHT SCHEDULE

4. PUNCTUALITY
In 2016 ATN showed a decline in punctuality over its entire

frequenCy of serviCe by route

network with 79% of flights leaving on time or within 15
minutes (-7% compared to 2015).

2014

2015
low season
HigH season

2016
low season
HigH season

Papeete - Paris via LAX

3/7 to 7/7

3/7 to 5/7

5 to 8 ﬂights/wk.

2/7 to 5/7

5 to 9 ﬂights/wk.

Papeete - Los Angeles

5/7 to 7/7

5/7

5 to 8 ﬂights/wk.

5/7

5 to 8 ﬂights/wk.

Papeete - Japan

2/7

2/7

2/7

2/7

2/7

Papeete - Auckland

3/7

3/7

3/7

3/7

3/7

1623 FLIGHTSIN 2016

Stopovers in LAX and CDG are down a respective 72%

FOR 18 896

and 67% in punctuality. LAX airport suffers primarily from a

FLIGHT HOURS

and for CDG the major issue remains the absorption of delays

lack of infrastructure adapted to the high increase in usage,
incurred during transit.
Flights from Narita declined sharply with a 90% punctuality
rate (compared to 97% in 2015). The main challenge for
the Japanese stopover remains its capacity to adapt to a
growing Chinese clientele in transit.

AnnuAL number of fLights per route

Auckland continues to improve its performance with 94%
2014

2015

var 2014/20152016

var 2015/2016

Papeete - Paris via LAX

468

492

+5%

503

+2%

Papeete - Los Angeles

631

605

-4%

597

-1%

Papeete - Japan

208

207

-0.5%

210

+1%

Papeete - Auckland

316

312

-1%

313

+0.3%

total

1 623

1 616

-0.5%

1 623

+0.4%

punctuality (compared to 91% in 2015) despite an increase79%

in airport usage which has created congestion across thewhole operating chain.
The punctuality of the PPT stopover dropped slightly with
86% of ﬂights departing on time (compared to 89% last year).

OF FLIGHTSDEPARTED ON TIME

frequenCy of weekLy serviCes by CoDe-shAre pArtner(1)Air New Zealand (NZ)

PPT - AKL - PPT

X2 per week

Air France (AF)LAX - CDG - LAX

X1 per week
X2 per week in Feb 16

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
PPT - NOU - PPT

X2 per week
X1 per week

© J.-B. Bouyer – ATN(1) Except American Airlines and SNCF who operate daily links

18 A N N U A L R E P O RT 2 0 1 6

19

5. AIR TAHITI NUI FLEETThe reconﬁguration of our Airbus A340-300 cabins (moderni-

At the beginning of the year, focus was on deﬁning new

zation of cabin interior decoration with audiovideo entertain-

products, such as the amenity kit in our Poerava Business

The Air Tahiti Nui ﬂeet currently consists of five Airbus

ment system) ended in 2015, providing our passengers withclass, available from March.

A340-300:

a real evolution in comfort and on-board experience, with> Mangareva F-OJGF, Rangiroa F-OSEA, and Moorea

standardized quality of product and service across ourregular network(1).

F-OSUN (property of Air Tahiti Nui);> Nuku Hiva F-OLOV (leasehold with a purchase option);(1) The regular ﬂight schedule operates with four aircraft. The ﬁve planes are identical
except for the seats and the entertainment systems, which have not been changedon the 5th aircraft since it is mainly used for charter ﬂights and only used as a reservein the case of maintenance on another plane.

All our aircraft have a two-class conﬁguration: 30 (1 aircraft) or

6. RENEWAL ON THE HORIZON 201832 seats (4 aircraft) in business class and 264 in economy

In early 2015, the airline’s board of directors made thePanasonic Avionics Corporation solutions were selected inclass, with individual on-demand video.

decision to replace the fleet of Airbus 340-300 by Boeing

October for our future ﬂeet’s entertainment and connectivity

787-9s. In March and April of last year, the contracts for thesystems (wireless Internet communication). The platform oflease of two B787-9s and the purchase of two others were

the world’s leading IFEC provider (In-ﬂight entertainment andsigned.

communication systems) will offer travellers the latest techno-> Bora Bora F-OJTN (on loan from AerCap).

Business class Poerava offers a sleeper seat that can tilt up
to 160 degrees, offering optimal comfort: positioned with a

Deliveries of the four new aircraft will be staggered over the

space of 152 cm between each row, providing greater privacy.

course of the year between October 2018, and September

Each seat is equipped with a high deﬁnition touch screen

content on every ﬂight (16 ﬁlms, 40 documentaries, a wide
range of music, games and TV series).

© gregoirelebacon.com(12 inches/30.5 cm wide) offering a variety of on-demand

2019, before the A340-300s permanently leave the company.
The new generation twin-engine Boeings will allow for a
reduction in fuel consumption in particular, a reduction in main-

In economy class Moana, the cabin has comfortable seatslogy on a high deﬁnition screen, thus providing a top of therange in-ﬂight experience.
The coming year will be devoted to the ﬁnalization of the
conﬁguration work on the future B787-9s and preparations

tenance costs, and a signiﬁcant improvement in passenger

for the new aircraft entering into service. Training programs

comfort.

for personnel are scheduled to begin in 2018.

The new cabin ﬁxtures and advanced technologies integra-(118 degree tilt and 45 cm seats), the widest currently available

Each seat is also equipped with a high deﬁnition touch screen

ted into these wide-bodied aircraft will also enhance theon the Tahiti route. The space between each row is 81 cm.

(9 inches/23 cm), with a full on-demand entertainment system.

on-board experience.

© gregoirelebacon.com© M. Mellone – ATN

This new kit made from recyclable materials (a reed-straw case, organic cotton mask free from synthetic colouring agents, socks made from bamboo fibre and organic cotton also free fromsynthetic colouring agents, a toothbrush made from corn flour), now addresses eco-concerns formalised through the Company’s CSR initiatives.

20 A N N U A L R E P O RT 2 0 1 6

Signature in Tahiti on 2nd November 2016 of the decision to commission Panasonic for the provision of the entertainment and connectivity systems of the future Company B787-9s, in thepresence of Kevin Cooper, Vice President for the Americas and Oceania regions of Panasonic Avionics Corporation, and Michel Monvoisin, Air Tahiti Nui CEO.

21

Traffic andbusiness results

2. RESULTS & EVOLUTION OF NUMBER OF ATN FARE PAYINGPASSENGERS TRANSPORTED BY ROUTE
evoLution of number of pAssengers trAnsporteD by route

66.5%
OF INTERNATIONAL
TRAFFIC
TRANSPORTED

1. TAHITI-BOUND TRAFFIC

2014

passengers
2015

2016

var 2015/2016

PAR via LAX

215 610227 439

230 436

+1.3%

LAX

144 337

140 182

138 936

-0.9%

AKL

60 52163 07465 599+4.0%

TyO

39 33842 49145 114

+6.2%

total

459 806

473 186

480 085+1.45%

routesBY AIR TAHITI NUI(+3.7% FROM 2015)

totAL pAssAgers ALL routes

480 085
PASSENGERS
TRANSPORTED

numBer ofpassengers 2015

marKetsHaresnumBer ofpassengers 2016

marKetsHaresincrease/Decrease
passenger numBers

Air Tahiti Nui

381 48366.9%

395 682

66.5%

+3.7%

Air France

80 883

14.2%

82 929

13.9%

+2.5%

Air New Zealand

44 798

7.9%

48 852

8.2%

+9.0%

Hawaiian Airlines

26 586

4.7%

24 328

4.1%

-8.5%

Latam

16 9132.9%

22 8563.8%+35.1%Air Calin

15 926

2.8%

17 606

3.0%+10.5%

Air Tahiti

3 233

0.6%

3 103

0.5%

-4.0%

2015

2016

var 2015/2016

2015

2016

var 2015/2016

2015

2016

var 2015/2016

total regular

569 822100%

595 356

100%

+4.5%

77%

76%

-0.5%

31 60331 950

1.1%

9.4

9.4

-0.2%

(+1.45% FROM 2015)

fAre-pAying pAssenger ACtivity by route

average passenger loaD factor

revenue (million xpf)

bound for French Polynesia was 595 356, a variation of

In 2016, Air Tahiti Nui transported 480 085 passengers,

marKet sHares BY airline

an increase of 1.45 % compared to 2015. Number of seats

ArrivAL AnD DepArture movements

available across the network has increased by 1% for a volume+4.5% compared to 2015.
Air Tahiti Nui transported 66.5% of international traffic in
2016, a relatively stable result compared to 2015.
Air France is the second largest carrier, with a 13.9% sharein traffic, an increase of 2.5% from 2015.

revenue/pKt (passenger revenue
per Kilometre transporteD)

Source: DAF ATN

Source: ADT

In 2016, the total number of passengers departing and

IN 2016

Source: Traﬁc - Mercator

4.1%

3.8% 3.05%
Latam

Air Calin

Hawaiian Airlinesof passengers per kilometre transported (PKT), an increase of
1% from last year.

0.5%This increase in offer was absorbed thanks to good sales

Air Tahiti

was maintained at its level (more than 75%).

performance. In fact, the average passenger load factor

Air New Zealand counts 8.2% of traffic, an increase of 9.0%
In 2016 the Company generated revenue of 31.9 billion XPF

8.2%

from fare paying passengers. Revenue per kilometre travelled© gregoirelebacon.com

from 2015.

(R/PKT) dropped slightly by 0.2% following stronger competi-

Air New Zealandtion on some routes, and a sluggish European market for
which promotional offers were required to compensate.

13.9%
Air France

66.5%
22 A N N U A L R E P O RT 2 0 1 6

Source: ADT

Air Tahiti Nui

23

EVOLUTION OF TOURISTS BY ORIGIN

2015
air taHiti nui
total allairlines

countrY

56 74272 31558 29374 234

+2.7%

+2.6%

France22 69135 76525 90339 086+14.1%

+9.2%

Italy

7 113

7 993

6 946

7 887

-2.3%

-1.3%

United Kingdom

3 276

4 711

2 970

3 980

-9.3%

-15.5%

Spain

1 863

2 608

1 680

2 414

-9.8%

-7.4%

Germany

2 125

3 538

2 389

3 951

+12.4%+11.6%

Switzerland

1 578

2 845

1 546

2 831

-2%

-0.4%

Europe (other)

3 198

5 075

3 500

5 455

+9.4%

+7.4%

Japan

11 20011 447

11 88412 174

+6.1%

+6.3%

Asia (other)

7 410

9 035

8 081

9 775

+9%

+8.1%

Australia

6 496

9 167

7 000

9 757

+7.7%

+6.4%

New-Zealand

3 271

7 315

3 055

7 221

-6.6%

-1.2%

12.6%

Pacific region

680

4 704

603

4 941

-11.3%+5%

South America

1 111

5 628

1 053

6 832

-5.2%

+21.3%Air FranceCentral America

790

1 107

743

1 052

-5.9%

-4.9%

Other countries

397

578

624

905

+57.1%+56.5%

129 941

183 831

136 270

192 495

+4.8%

+4.7%

tourist trAffiC

2.7% 2.4%
0.6%
3.9%
Hawaiian Airlines

Air Calin© gregoirelebacon.com

variation 2015/2016
air taHiti nui
total allairlines

North America

marKet sHares BY airline

7%

Air Tahiti

Latam

Air New Zealand

3. TOURIST TRAFFIC

2016
air taHiti nui
total allairlines

In 2016, more than 192 000 tourists visited the islands

totalof Tahiti, of which over two thirds were transported by

70.8%

Air Tahiti Nui (70.8%), followed by Air France (12.6%) andother companies (Air New Zealand, Latam, Hawaiian Airlines,

Air Tahiti Nui

Air Calin, and Air Tahiti, for 16.6%).

Source: ISPF

Source: ISPF

In 2016, visitor numbers to the islands of Tahiti increased by

tourist trAffiC bounD for the isLAnDs of tAhiti

4.7% compared to the previous year, with a significant
increase departing from France (+9.2%), and a moderateincrease departing from North America, which remains thetourists2016
msn/n-1 %

variation ms(1)2014/2015
2015/201671%

136 270

70.8%

4.9%

-0.9 pt-0.2 pt

23 76513%

24 188

12.6%

1.8%

+0.4 pt-0.4 pt

Air New Zealand

12 3987%

13 4037%

8.1%+0.4 pt

0 pt

Latam

5 975

3%

7 448

3.9%

24.7%

-0.1 pt+0.9 pt

Hawaiian Airlines

6 504

3.5%

5 285

2.7%

-18.7%+0.3 pt-0.8 pt

Air Calin

4 277

2%

4 681

2.4%

9.4%

-0.1 pt+0.4 pt

Air Tahiti

970

0.5%

1 125

0.6%

16%

+0.1 pt+0.1 pt

100%

4.7%

2015
tourists

ms

Air Tahiti Nui

129 941

Air France

total

183 830100%

192 495

136 270
TOURISTS
TRANSPORTED
IN 2016 BY
AIR TAHITI NUI

95

Other airlines

first market source for French Polynesia.
European market performance is more contrasted witha decline in traﬃc from Italy, England and Spain, partiallycompensated for by markets such as Germany (+11.6%) andother European countries.
The number of cruise ship passengers is down by 0.8%
compared to 2015 whilst the number of tourists in island
accommodation increased by 6.1%.
A 5.8% increase of single destination traffic was notedwhilst circuit traﬃc remains stable in comparison with 2015.

(APPROX. 71% OF MARKET SHARES)
Source: ISPF. (1) MS: marketshares

24 A N N U A L R E P O RT 2 0 1 6

25

4. FREIGHT REVENUE

9 005

In 2016, freight revenue for the Air Tahiti Nui network amounted
to 2 792 million XPF, a decrease of -5.4% from 2015, for a

TONS OF FREIGHTTRANSPORTED

total tonnage of 9 005 tons.

freight revenue & tonnAge
ACCorDing to origin(1)

FOR

2015

2016

Revenue (million XPF)

2 952

2 792

-160

-5.4%

Weight in tons

10 1689 005-1 163-11.4%© gregoirelebacon.com

2.8 BILLION XPF
IN REVENUE

var 2015/2016 variation %Source: ATN Management control department(1) Origin of freight departure

The year 2016 was marked by a 5.4% decrease in results

DistriBution of tonnagetransporteD BY origin

5. CHARTER ACTIVITYCompArAtive tAbLe of ChArter ACtivity in 2015 & 2016

in comparison to 2015 (which was a favourable year forworldwide air freight); this was particularly due to a decline in
the volume of freight.

8.5%

2015

2016

variation %

(1)

330

133

-60%

made it possible to boost ﬁgures after a somewhat diﬃcult

Full charter

506

270

-47%

start.

total nBr fligHt Hours

836

403

-52%

Indeed Air Tahiti Nui initiated and participated in the develop-

ACMI

187

75

-60%

ment of tuna export to New York in particular, by inviting top

Full charter

761

418

-45%

chefs to discover the speciﬁcities, the different varieties andtotal revenue(million xpf)

948

493

-48%

Speciﬁc actions and events organised in the second semester

AKL

9.2%
NRT

ﬂavours of Polynesian ﬁsh, in order for them to promote it in

ACMI

their restaurants.
Thus, the Company was able to carry out its first exports in

15.3%

partnership with American Airlines in NYC as of July 2016,
and contributed to the promotion of Polynesian tuna thanks to

PPT

20.8%
CDG

46.2%
LAX

innovative partnerships:> following his trip to Tahiti, the New york Chef Ben Pollinger
organized a culinary event around tuna and typical Polynesian dishes in his restaurant Oceana;> Christopher D’Ambrosio, Chef at the Bouley, was also inspired by his stay in Tahiti in September, using it as a starting
point for bold culinary creations;> and to round-off the year in style, the Aki Matsuri culinary
festival in New york, celebrating autumn in Japan, was theperfect occasion to place Tahitian tuna in the spotlight.

26 A N N U A L R E P O RT 2 0 1 6

493

MILLION XPF

As a result of teams being mobilized for the preparation of the

INCOME GENERATEDFROM CHARTER
FLIGHTSfuture Boeing ﬂeet coming into service, Air Tahiti Nui underwent(-48% FROM 2015)a transitional phase in its charter activity.
Over the year 400 flight hours were conducted on behalf ofvarious shippers (a 52% decrease, on ACMI ﬂights as well asfull charter ﬂights).
This additional activity generated 493 million XPF in revenue
over the year (in comparison with 948 million XPF in 2015,
representing a decrease of 48%).
(1) ACMI = Aircraft Crew Maintenance & Insurance: ﬂights chartered on behalf of otherairlines 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.

nbr fLight hours

revenue (miLLion Xpf)

27

ATN’s active rolein the developmentof Polynesian tourism
1. PROMOTIONAL AND ADVERTISING POLICY
2016 was dedicated to strategic advertising campaigns toprovide impetus during the low tourist season and highlight
regular special offers such as Early Bird(1), family, honeymoon,short and family-owned guesthouse stays.

> partnership in a competition held in all the Gaumont-Pathé
movie theatres end 2016;> the making of a video co-signed by Air Tahiti Nui/Disney forcommunication on social media.

In its partnership with the Tourist Oﬃce for the promotion of
Tahiti as a destination, Air Tahiti Nui also devoted a portion ofWith 311 041 entries for its ﬁrst day of screening-including

the annual advertising budget to tactical applications of the

175 430 preview admissions, Vaiana, la légende du bout duoverall destination campaign “Embraced by Mana” led bymonde immediately reached box oﬃce number one, and even

Tahiti Tourisme.

scored higher than Frozen (which had recorded 308 741

Our regions particularly supported the launch of the themed

entries on its ﬁrst day, including previews). In fact, two months

campaign ‘Islands of Mana’ within their own markets byafter it was released, the Disney blockbuster booked record

displaying adverts specially created for the occasion by the

numbers, placing it top of the ﬁlms released in 2016.

agency MeringCarson in the United States.

The co-branded Disney/Air Tahiti Nui video, released on social
networks on 3rd November, was also a hit with 500 000 views
on youTube and 40 000 on Facebook in just two months

Disney, A LegenDAry pArtnership

rebrAnDing Atn: evoLution versus
revoLutionof airing.
While the promotion of the ﬁlm was essentially a national

The major highlight of the year was the unique opportunity

affair, Air Tahiti Nui also distinguished itself internationally:

given to our Company to collaborate with Disney Europe for

the Company was awarded “Best Airline of the Souththe opening of the feature ﬁlm Vaiana, la légende du bout duPacific”, for the second consecutive year by the readersmonde in November 2016.
In return for its involvement late October in the organisation of

In order to accompany the major transformation projects

The idea was to deﬁne the best way to present the brand toinitiated in 2015, and in particular the ﬂeet renewal project that

customers and partners and to respond to the demands ofwill coincide with the airline’s 20th anniversary, management

the international market in an optimal manner. The symbolicallydecided to refresh Air Tahiti Nui’s brand image.

meaning name Air Tahiti Nui will remain unchanged; it is the

As the n°1 carrier for the destination , ATN is the ﬁrst ambas-

visual identity of the brand that will be shaped to make thesador of Polynesia and must therefore concentrate on its
Look & Feel(3), so that the whole brand universe immerses
the traveller in the Polynesian atmosphere, encompassing
everything from the banner ad on Internet to the aircraft cabin,through to the bag-tag or the airport check-in.
This rebranding project, which is deﬁnitely the most important
communication challenge in the life of a company, beganat the end of 2015. Due to the strength of their knowledge ofairline with the Tiare ﬂower “The world’s most immersive
travel experience”.
The complexity of the endeavour lies in ﬁnding a “middle
ground” between an overly realistic literal illustration and animpersonal reproduction of the Tiare Tahiti ﬂower. Without
revolutionizing the current logo, it is a question of working on
a more symbolic representation of the Company icon, providing
the detail that will enhance its authenticity and singularity,
while at the same time giving it warmth and familiarity.

Polynesia for having launched the destination trademark ‘The

This design work was carried out jointly from the end of theIslands of Tahiti’ (Tahiti et ses îles) in 2014, the Australianyear with Alexander Lee. The Polynesian born artist has spentof the American magazine Global Traveler who award the prize,

agency Future Brand was selected to work on the project. Itmuch of his career in New york, and currently exposes

thus placing itself as leader of the air carriers serving Frenchis also world famous for having launched the productinternationally. For this collaboration, he chose to work free-

Polynesia and the South Paciﬁc.

Nespresso... “What else?”, and has a solid portfolio of achie-

hand to create an inimitable ﬂower, in order to guarantee

executives and the French voices of the movie) with thevements for majors such as the airline American or otherthe uniqueness of the airline’s future identity, producing a

support of Tahiti Tourisme, ATN beneﬁtted from the excellent

smaller and emblematic companies such as Fiji Airways.

final result that is exceptional, original and true to the(2)a press trip to Polynesia (for French journalists, Disney top

Polynesian spirit.

exposure associated with the animation giant’s high proﬁlecommunications projects:

Following external and internal consultations (with not only

The image and the brandmark should be ﬁnalized at the> logo visible on all Disney communications in France;

employees but clients, partners, tour operators, travel agents

beginning of 2017 and will be presented to the public in the> rights for the Vaiana licence for one year;etc.), focus group meetings, and a trip to allow the agency’scourse of the year.

> the grand premiere screening of the ﬁlm in Tahiti;> partnership for the grand premiere screening at the Grand Rex,
Paris, in November;

28 A N N U A L R E P O RT 2 0 1 6(1) The Early Bird offer is the promise of a preferential fare for tourists who book theirﬂight early.
(2) Since the trademark Moana had already been registered in France and a numberof other European countries, the original ﬁlm title “Moana” had to be changed to“Vaiana”.

creative teams to immerse themselves in the world of Air Tahiti
Nui, the new architecture of the ATN trademark could bedeﬁned around the concept “Nui”.

(3) The Look & Feel is the set of rules that govern the visual identity of a concept.

29

experience:> modernized design and interface with an update of thephotos and videos;

3. CUSTOMER SATISFACTION POLICY
As part of its continuous improvement plan, Air Tahiti Nui

In response to strong demand from our passengers, in parti-

has been carrying out an on-going program of on-board

cular our frequent ﬂyers, the lounge of Tahiti Faa’a airport will

satisfaction surveys on all ﬂights since 2012 in order to betterbe renovated with the colours of the Company. Work began

meet customers’ expectations.

in 2016, for an expected delivery in august 2017.

In response to the results relating to the evaluation of theFor 96% of overall satisfaction (+3 points improvement

The new environment also makes it possible to enhance theeconomy class seat, the design of the latter was re-examinedfrom 2015), 94% of our clients claimed they would recom-

navigation experience thanks to 360° virtual reality. All speciﬁcduring the year to improve ergonomics (in particular themend our airline.

developments to Amadeus (integration of the new PSS

head-rest), making it possible to reevaluate comfort with afunctionalities to our Web sites: Mobile/desktop IBE, Booking

79% satisfaction result out of the 7 772 customers surveyed

Retrieve, ALMS Club Tiare …) were made to this newduring the year (+14.5 points of improvement compared toenvironment after the cutover and have contributed to impro-

the evaluation in 2015).

> fully responsive site (optimized for use on smartphone, ortablet…);> simpliﬁed menu and content structure to facilitate navigationfrom one page to another…

(4)

ving customer experience.
© Island Studio Architecture

A growing presenCe on the web
Over the year, 2.6 million visitors from 235 different
The new Air Tahiti Nui Web platform was launched at the end

countries visited our various sites, of which 47% from a mobileof 2014 through ﬁve regional sites (Polynesia, France, USA,device.

Japan and New Zealand), and is in three languages.
Mid 2016, a ﬁrst updated version of the platform was laun-

Finally, to complete these improvements in 2016, theched, in conjunction with the activation of new variations of

12 versions of the site were brought into line with thethe site (Chinese, Taiwanese, Spanish and Italian), which wereregulations on accessibility for those with disabilities

an addition to the Australian, Korean and United Kingdom(compatibility with the majority of online assistance tools).

versions made available online in 2015 (German and Brazilian
versions will follow in 2017).
The improvement of this update focused mainly on the user

(4) Internet booking engine on desktops and mobile devices, electronic ticketing,integration of loyalty program platform under Amadeus…

2. LOYALTY PROGRAM

strengths iDentifieD by our Customers
score(annualaverage)in 2016

appreciationof crew

overallassessment oftHe caBin

overallassessment of
cHecK-inassessment of
fooD anD
Beverages

overall assessmentof tHe in-fligHt
entertainment sYstem

98.5%

95%

92.5%

90.5%

79.5%

Thanks to the actions undertaken in 2015 and continued

This meant an increase of 7 points in appreciation of the

For the past two years, Club Tiare has taken on more collabo-(Miss Tahiti election, Johnny Halliday concert, the Elie Semoun

throughout 2016, the appreciation scores show a clear

on-board entertainment system, rising from 72.5% to 79.5%

rative initiatives with various organizations to allow members toshow, plays, and other festivals...) and in gift vouchers for

progression in averages over the year.

total satisfaction. In the same way, meals gained 5.5 points

use their miles on a number of events or to accumulate thempurchases with our partners Millésime, Le Coco’s, and Beauty

The budget devoted to the range of videos available wasof improvement in 2016 (rising from 85% to 90.5%

Success.

raised by 10%, making it possible to add 5 ﬁlms, including two

satisfaction). Crew appreciation also progressed by

new releases and three movie classics. This was the same

1.5 points, the cabin assessment gained 5 points going

via commercial partnerships.
In total, 238 million miles were used for purchases of tickets,

On 31st December 2016, there were 119 920 members

case for the budget dedicated to food and beverage services

from 90% in 2015 to 95% total satisfaction this year, and theupgrades, excess luggage and other services offered by the(an evolution of +8,8% from 2015) including many of thedeparting from Paris Charles de Gaulle (in February), andappreciation of the check-in procedure also gained

airline, of which 2.3 million were used for entries to eventsClub Tiare Corporate and Fenua Student programs.

Papeete (in October), which also increased by 10%.

3 points.

30 A N N U A L R E P O RT 2 0 1 6

31

2. NON-CURRENT LIABILITIESFinancial results 2016

liaBilities in million xpf

1. ASSETS BALANCE SHEETFIXED ASSETS

2016

2015

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

6 056

2 728

3 328

122%

Result

2 242

4 825

-2 583-54%

Investment subsidy

558

761

-203

-27%

Statutory provisions

631

369

262

71%

12 97212 168804

7%The principal movements of the financial year 2016 were:

eQuitY> advance payment and installments following the order of 2 aircraft BOEING type 787-9 for a total sum

in million €

109

102

7

provisions for contingencies & losses

978

1 311

-333

8

11

-3

Funding liabilities

713

3 292

-2 578-78%

Other liabilities

7 218

6 491

727

11%

Deferred revenue

8 706

8 735

-29

0%

total liaBilities

16 63718 518-1 880-10%

in million €

139

155

-16

Exchange rate differential liabilities

118

521

-403

-77%

granD total

30 70632 518-1 812-6%in million €

257

273

-15

of 2.1 billion XPF;
> several maintenance expenditure events (engine overhauls, C check) for a total sum of 1.6 billion XPF;
> depreciation of 3.5 billion XPF (from 2.5 billion XPF in 2015);> net provision charges for aircraft depreciation for a total of 1.4 billion XPF of which 0.8 billion in financial
assets;> a contribution in tax exemption of 0.5 billion XPF, provisioned 100%.

CURRENT ASSETS
The principal movements of the financial year 2016 were:> the decrease in accounts receivable of 375 M XPF (-17%) mainly due to two International Lease Financein million €-25%

Corporation (ILFC) receivables in 2015 being settled in 2016;> cash assets amounted to 14.3 billion XPF at the close of the financial year (against 14.6 billion XPF on
31/12/2015, a decrease of 2%).

EQUITY & PROVISIONSThe principal movements of the financial year 2016 were:assets in million xpf

gross

reservenet

net n-1variation

variation %Intangible ﬁxed assets

378

181

197

79

118

151%

Tangible ﬁxed assets

31 16320 81910 343

10 642-299-3%Financial ﬁxed assets

3 332

1 348

1 983

2 950

-967

-33%

total fixeD assets

34 87222 34812 52413 671-1 147-8%

in million €

292

187

105

115

-10

Inventory

618

618

662

-44

-7%

> the appropriation of retained profits for 2015 to the sum of 3 328 M XPF, the balance having been paidin dividends;> the net result for the year 2016 came to a total of 2 242 M XPF.
> the reversal of a provision for CPS (health service) concerning fiscal year 2014 and 2015 for a total sumof 392 M XPF.

DEBTS

Accounts receivable

1 919

130

1 789

2 164

-375

-17%

Other receivables

487

1

486

545

-58

-11%

14 324414 32014 569-249-2%> the increase in social and tax debts due to corporation tax and additional contribution for a total of

942

864

77

9%

180 M XPF, to the increase in investment income tax for a total of 224 M XPF, and to the incentive-3%

payments for a total of 135 M XPF.

Liquid assets
Prepaid expenses
total current assets

942
18 290136

18 15418 803-649

in million €

153

1

152

158

-5

Conversion losses

27

27

43

-16

-37%
-6%

granD total

53 19022 48430 70632 518-1 812in million €

446

188

257

273

-15

32 A N N U A L R E P O RT 2 0 1 6The principle movements of the financial year 2016 were:> the loan repayment concerning the MANGAREVA amounting to 2 470 M XPF;

33

OPERATINGINCOME
INCREASED BY

3. INCOME STATEMENT

IN 2016

Outlook 20176%(13% OF TURNOVER)

income statement in million xpf

2016

2015

Revenue

35 53335 880-347-1%Reversal of amortization and provisions

911

356

555

156%

Other income

87

30

57

190%

36 53036 266

264

1%

306

304

2

7 527

8 875

-1 347

total operating income
in million €Purchase of goods and other provisions

variation

variation %Work is already well under way this year to conﬁgureWith this approach to quantifying speciﬁc positions, theour future aircraft, including the deﬁnition of theCompany aspires to set up a system that will contribute totype of cabin and travel classes, and will continue

employee performance, and create the framework fornext year with the ﬁnal choice of seats and engines to equip

employee career development.

our Boeing. Operations will undergo an organizational rewor-

The installation of a human resources management information

king in preparation for ETOPS certiﬁcation of the Airbus aircraft,system (HRMIS) should also support this initiative.

which was requested in advance in order to prepare the teams-15%

for new working procedures prior to the arrival of the new ﬂeet.

In conjunction with this, many other IT projects will also focus
on improving employee experience with the implementation oftablets for our air crews, mechanics, and sales staff; the11 783

11 922-139-1%2017 will therefore be a crucial year for the deﬁnition and

114

104

10

9%

preparation of our B787-9 ﬂeet’s entry into service.

Payroll

7 630

6 920

710

10%

Depreciation expenses

3 458

2 473

985

40%

1

47

-46

-98%

314

448

-135

-30%

Other expenses

1 105

1 141

-36

-3%

up new markets. Combined with the arrival of the twin-engine

total operating expenses

31 93231 9302

0%aircraft, it should enable the development of Air Tahiti Nui lines

Just as it did last year, Air Tahiti Nui will have to use ingenuity

268

268

to Asia in particular in the coming years.

to adapt to a constantly evolving sector, competition for

Operating income

4 598

4 336

262

6%

Financial income

-299

501

-800

-160%

Exceptional income

-716

746

-1 461-196%

Incentive payments-135

Services and external subcontracting
Duties and taxes

Provisions for current assets
Provisions for risks and expenses

in million €

Tax

-135

integration of solutions to manage customer relations, andThe new passenger management system implemented in

more speciﬁcally complaints and on-board catering, etc.

2016 will make it possible to develop the opportunities offered

At the same time, the telecom equipment and data processing

by the new Amadeus platform, and in particular to undertakeof the new ATN head oﬃce will be installed, and the move issales and marketing initiatives to improve our results and open

scheduled for the third quarter 2018.

the destination, and expanding LCC type transport (low cost
Next year will mark a signiﬁcant step forward in terms of internal

carriers).

organization and structure, with the need to reach new

To achieve this, the Company can count on its assets thatformalized agreements with social partners.

allow it to reaﬃrm its unique position and on which the new

The ﬁrst part of the positions classiﬁcation project undertaken

projects aim to capitalize.

-1 207

-758

-450

-59%

by the HR department in 2015 will also be ﬁnalized during thenet income

2 242

4 825

-2 583-54%

year. It was important to give Air Tahiti Nui staff a positivein million €

19

40

-22

To Tatou Manureva, the journey continues.

perception of internal equity through transparent Company
remuneration processes in order to foster a climate of trust

Operating revenues totalled 36.5 billion XPF compared to

The exceptional result of -716 M XPF is mainly due to:36.3 billion XPF in 2015, an increase of 1%. The reversal of a

> a 313 M XPF gain related to unused tickets > 1 year;

provision for CPS (health service) compensates for the> a net provision for aircraft depreciation for 558 M XPF;

decrease in revenue.

> a provision regarding a waiver for tax exemption amounting

Operating expenses stagnated partly due to the following

Copyright © Boeing 2017. All rights reserved.

and fairness.

to 526 M XPF.

cumulative effects:> a reduction of 1.5 billion XPF in fuel costs;

Incentive payments for a total of 135 M XPF.

> a rise in personnel costs of 710 M XPF (or 10%);The Company is required to pay corporate income tax for the> a rise in amortization expenses of 985 M XPF due to theﬁnancial year 2016 and an additional contribution for the

reduction in the depreciation period in account of newrespective amounts of 603 M XPF and 605 M XPF.

insight into the release date of the A340 aircraft.
The negative ﬁnancial income of 299 M XPF is mainlycomposed of foreign exchange results and provision for
depreciation of cash collateral for a total of 822 M XPF.

34 A N N U A L R E P O RT 2 0 1 635

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