Annual
report2023

Summary
Editorial

4

1 Our airline

6

Key dates and figures 2023
Company overview
Flight activity
Network sales activity
Freight, charter, and affiliate activity
Human resources

7
8
10
14
16
18

2 Sustainable development

22

CSR approach
ATN’s contribution to the developmentof French Polynesia
Environmental focus
Compliance and risk management
Digitization: continuing Air Tahiti Nui’s
digital transformation

23

3 Financial resultsand CSR data

Financial results
Cash flow statement
CSR indicators

24
28
30
32

34
35
37
39

2

3

Editorial© Danee Hazama

Connecting Paris to two American hubs in June thanks to a
new service from Seattle meant that we were able to further
secure our presence on the west coast of The United States,a principal source market of Polynesia-bound tourists.
The re-opening of the Tokyo route at the end of the year
also helped recover lost ground thanks to an encouragingly
strong recovery.

Dear reader, la Orana,
25 years ago the maiden flight of Air Tahiti Nui took off,
destined for Los Angeles. Since then our airline has crisscrossed the globe connecting Polynesia with the rest of theworld, and during the course of those 25 years it has transported over 10 million passengers across the Pacific, Asia,
Europe and America.
There have been challenges over the years, but we have won
through. The most recent, crisis Covid-19, was undoubtedly the most brutal of them all, yet it hugely increased ourresilience, which enabled us to resume all tourist activity on
our islands without delay.

As we emerged out of the crisis, our destination became oneof the most sought-after with travelers across the globe, andeven in the face of unprecedented competition, we added
extra seat availability and a new route to Seattle last year.
Such popularity for our destination also boosted the appetite of our rivals who modified their flight frequency so thatin 2023, seat availability to Polynesia exceeded one million;
never before had our homeland attracted such interest.
Nevertheless, we concentrated our efforts on maintaining
our lead position, we pulled through and succeeded in retaining 42% of international passenger traffic.

Yet, in this struggle to save our market shares, we also had tomake concessions by not raising our fares to cover our risingcosts (notably fuel) to the detriment of our unit revenues.
This equation was complex to explain to our workers, whowere presented with a high seat occupancy rate (averagecoefficient of 76%) and yet a reduction in salary, while inflation rates and consumer prices soared in Polynesia.
As a result, a labor dispute came to light over the summer,
causing the withdrawal of a large number of pilots and cabincrew. Beyond the damage to our image, we had to concede part of our revenue during the first real post-Covid highseason.
However, this episode gave us the opportunity to witness thesolidarity between the rest of the staff, who rallied round toensure the smooth departure of all scheduled flights. May I
here, once again extend my heartfelt thanks to them.
Throughout its 25 years of existence, one of the most fundamental values that Air Tahiti Nui has both forged and maintained is the solidarity of its personnel and their pride in belonging to this “small Pacific airline”, that remains committed
to promoting French Polynesia and sharing the magic of theislands with the world. ATN genuinely is its best ambassador.

I am honored to have managed this fine company for nearly
11 years, and my wish is that the year 2023 and all of its quarter-century celebrations are the starting point for an evengreater adventure for the next 25 years. Whatever challenges that we have faced or undertaken, to have thrived as far
as this symbolic milestone is testament to our maturity andperseverance.
I hope that you will soon have the pleasure of stepping
aboard the Tahitian Dreamliner to (re)discover the “world’s
most immersive travel experience”.
Thanks to you and together with you, the journey continues.
Te aroha ia rahi*.

Michel MONVOISIN
Chairman of the Board of Directors
and Chief Executive Officer of Air Tahiti Nui* I wish you all my best.

4

5

Key dates and figures 2023
33

billion XPF in revenue(over 276 million euros)

14

JUN
Inauguration of
the Seattle–Paris route30
OCT

448 729

passengers transported+15.8% comparedwith 2022

76%

passenger load factor-1 pt comparedwith 2022

Reopening of the
Papeete-Tokyo routeafter 3 and a half yearsof closure

16

16 380flight hours
for 1 435 commercial
flights696

employees(of which 354 flight crew)+6.4% comparedwith 2022

NOVFirst ATN careers fairto introduce young
Polynesians to all the different
professions in the company

20
NOV© Danee Hazama

127

routes served
thanks to codesharepartners

42

interline agreements
signed on December
31st 2023

Celebration of Air Tahiti Nui’s
25th anniversary at
Tahiti Faa’a airport,
in the presence of institutional
representatives, clients andpartners
67• Ms. Élise VANAA, Representative of the Assembly of French
Polynesia;• Mr. Nuihau LAUREY, Representative of the Assembly ofFrench Polynesia;• Mr. Hiro ARBELOT, Chairman and CEO, Te Tiare rehabilitation center;• Mr. Philippe MARIE, Chairman and CEO of Marara Paiement.
• Mr. Oscar Paul Tetuahau TEMARU, second Deputy Mayorof Faa’a;• Mr. Michel MONVOISIN, Chairman of the Board of Directors
and Air Tahiti Nui CEO;• Mr. Éric REICHART, Air Tahiti Nui staff representative.

Company overview

Private Administrators representing
the private sector

MissionCompany governance

Air Tahiti Nui’s mission is to provide a sustainable service
that supports the development of French Polynesia’s tourism industry, while maintaining the profitability and highsafety standards of its operations.

As a local mixed economy company, Air Tahiti Nui has aboard of directors composed of 15 members, apportioned asfollows since October 26th, 2023:

Legal status and capital
In September 2001, Air Tahiti Nui’s legal status evolved from
Public Limited Company to Local Mixed Economy Company(SAEML) to meet statutory rules when French Polynesia
became the majority equity holder in the company.
On February 12th, 2018, Air Tahiti Nui founded its first helicopter transport subsidiary, Tahiti Nui Helicopters, in the formof an SAS (Simplified joint stock company) in which it is the
majority shareholder (see p.17).

Public administrators representing
French Polynesia, appointed by theCouncil of Ministers• Mr. Moetai BROTHERSON, President of French Polynesia,
in charge of tourism, international air transport, territorial
equality, international affairs, archipelago development,
digital economy and the consequences of nuclear testing;• Mr. Jordy CHAN, Minister for major construction projects
and roadbuilding, in charge of air, land and maritime
transport;• Mr. Vincent LAW, 1st Vice President of ATN Board of
Directors, Representative of la Société d’études et degestion commerciale (SEGC);• Mr. Jean-Pierre FOURCADE, Representative of la Financière hôtelière polynésienne (FHP);• Mr. Bruno WAN, Manager of civil society Wan Holding
Participation;• Mr. Régis CHANG, President of the simplified joint-stockcompany Océanienne de capital investissement (OCI);• Mr. James ESTALL, Representative of Air Tahiti;• Mr. Richard BAILEY, Representative of Tahiti Beachcomber
Plc.
The statutory auditors for Air Tahiti Nui are civil society
CHANGUES-MENARD-ALBERT-BOYER, represented by Mrs.
Elisabeth ALBERT and the limited liability company KPMG,
represented by Mr. Jean-Louis PELLOUX.

Brand positioning
To accompany the renewal of its fleet (cf. p.10), and to marka whole two decades with its forthcoming 20th anniversary,
Air Tahiti Nui modernized its look in 2018, thus reaffirming its
brand positioning.
The iconic Tiare Flower company logo that has always been
and will always be the symbol of To Tatou Manureva*, wascarefully reworked as part of the rebranding project launchedlate 2015.
With a new, more up-to-date look designed by the Polynesian artist Alexander Lee, the majestic Tiare flower embodies
the beauty and spirit of Polynesia, establishing an even deeper connection with its people and traditions.
The new logo, which is more consistent with international
norms, magnifies this symbol to incorporate the concept“Nui” and the quintessential image of Air Tahiti Nui.
ATN aims to create exceptional experiences that facilitate
the development of a positive and sustainable future for its
country, and it takes a stand as the airline that offers “Theworld’s most immersive travel experience”.
Our brand values of “Focusing on the customer, promoting
peace of mind, sharing our generosity, developing our spirit of adventure and being present throughout the journey”
enable the airline to expand customer confidence whilst
also maintaining its multi-award-winning quality of service(see chapter p.27).

Since November 22nd, 2011, capital amounts to 1 622 956 875 XPF and
was distributed as follows on December 31st, 2023:

FrenchPolynesia

3.87%

3.43%

3.03%

2.70%

1.58%

0.57%

OCI

Air Tahiti

SEGC

OthersTahiti
Tourism

Wan Holding
Participation© Yvon Le Gall - Un Œil au Soleil Productions

84.82%* The company of all Polynesians.

89Flight
activity
Fleet and cabins
In 2015, Air Tahiti Nui decided to renew its fleet of Airbus
A340-300 for Boeing Dreamliner 787-9s, thus upgrading the quality of the product offered to its customers.
The fleet renewal project became a reality in October 2018 with the delivery of the first of four TahitianDreamliners (2 outright purchases and 2 ALC leases).
The three other aircraft were delivered in January, June,and August 2019.

As part of the renewal, the company opted for a new
three-class cabin configuration with individual video
and Wi-Fi access.
“Poerava Business” class offers 30 shell-seats which
are convertible into 180° beds, 198 cm in length, in a 6
abreast (2-2-2) configuration, in 5 rows, wholly aimed at
couples.
“Moana Premium” class offers an intermediary solution
between business and economy class, with a total of 32
seats in a 7 abreast (2-3-2) configuration. All seats areequipped with latest generation video screens.
“Moana Economy” offers a total of 232 seats in two cabins, in a 9 abreast configuration (3-3-3).

Certificates and licenses
To operate as a French international air carrier, Air Tahiti
Nui holds:- an air carrier license, December 2006 (Decree 1389
CM);- an air carrier certificate (CTA) n°FR.AOC.OO83, Ed5
August 17th, 2020;- a certificate of approval from the Continuing Airworthiness Management Organization FR.CAMO.0026
rev.2 September 13th, 2021;- a certificate of approval of maintenance part 145 forthe maintenance of aircraft FR 145.0423, rev.7 January
15th, 2024.
The different authorizations list all specific operational
approvals in relation to the Boeing 787-9.

© Danee Hazama

As a tribute to the islands of the fenua* and their first explorers, they were respectively named: Fakarava (registration F-OMUA), Tupaia (F-ONUI), Bora Bora (F-OVAA),
Tetiaroa (F-OTOA).

IOSAThe network

The IOSA certificate (IATA Operational Safety Audit)
which is mandatory for all air carriers who are membersof IATA (International Air Transport Association), is theaudit program developed by the IATA, based on standards covering regulations such as those establishedby the ICAO (International Civil Aviation Organization),
FAA (Federal Aviation Association) and EASA (European Aviation Safety Agency), etc.

On December 31st, 2023, Air Tahiti Nui still holds the position as the main airline serving French Polynesia. The
company is once again operating over four continents(with the reopening of the link with Japan in October2023), offering flights from Papeete to Los Angeles,
Seattle, Auckland, Paris (via Los Angeles, and Seattle
since July) and Narita.

The audit for the 9 renewal of the authorization was
conducted by ARGUS PROS in June 2023 with a final
compliancy rate of 97.5 %.
th

The renewed certificate is valid for 2 years from the validity date on the certificate (until October 28th, 2025).

Air Tahiti Nui offers connections to a total of 87 airports
via 127 routes thanks to its code-share partners:• The SNCF with the program Train + Air 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, Tours, Valence,
and Brussels.
• American Airlines in North America departs daily
from Los Angeles to: Albuquerque, Atlanta, Austin,
Boston, Charlotte, Chicago, Dallas, Denver, El Paso,
Houston, Las Vegas, Miami, New Orleans, New York,
Oklahoma City, Orlando, Philadelphia, Phoenix,
Portland, Sacramento, St Louis, Salt Lake City, San
Antonio, San Francisco, San Jose, Seattle, Tucson,
Vancouver and Washington.

• Alaska Airlines in north America departs daily from
Los Angeles to: Anchorage, Austin, Boise, Dallas,
Eugene, Fort Lauderdale, Honolulu, Kahului, Kona,
Las Vegas, Lihue, New York, Portland, Reno, Salt Lake
City, San Francisco, San Jose, Santa Rosa, Seattle,
Spokane and Washington ; and departing from Seattle: Albuquerque, Anchorage, Atlanta, Austin, Boise,
Boston, Bozeman, Chicago, Columbus, Dallas, Denver, Detroit, Eugene, Fresno, Fort Lauderdale, Hayden, Houston, Kansas City, Las Vegas, Los Angeles,
Miami, Milwaukee, Minneapolis, Nashville, New Orleans, New York, Oklahoma City, Orlando, Portland,
Philadelphia, Phoenix, Raleigh Durham, Reno, Sacramento, St Louis, Salt Lake City, San Antonio, San Diego, San Francisco, San Jose, Spokane, Tampa, Tucson,
Vancouver and Washington.
• Qantas and Air Calin complete Air Tahiti Nui’s offer in
the South Pacific with Sydney, Melbourne, Brisbane,
and Noumea.
• Japan Airlines and Korean Air operate to Osaka,
Fukuoka, Nagoya and Sapporo in Japan, and Hong
Kong and Seoul in Asia.
• LATAM Airlines in South America depart to Easter
Island and Santiago du Chili.

* Country, land, territory, in Tahitian.

1011

The following partners apply their company
codes to flights operated by Air Tahiti Nui:
• American Airlines: PPT-LAX / LAX-CDG /PPT-SEA;• Alaska Airlines: PPT-LAX / LAX-CDG /PPT-SEA / SEA-CDG / PPT-AKL;• Qantas: PPT-AKL / PPT-LAX;• Air New Zealand: PPT-AKL / PPT-LAX;• Air Calin: PPT-AKL / PPT-LAX;• Japan Airlines: PPT-NRT;• Korean Air: PPT-NRT;• Air France: PPT-LAX;• LATAM Airlines: PPT-AKL.
In 2023, code sharing with LATAM Airlines,
Air France, and Air New Zealand between
Tahiti and Auckland were not reinstated.
However, those with Japan Airlines andKorean Air were reinstated on October 30th,with the resumption of the Japan route.

Connecting
the world
to Tahiti

AIR TAHITI NUI / SNCF - TGV
Amsterdam

Brussels
Lille
Frankfurt
Champagne Ardenne

SeattleSpokane

Seoul
Osaka
FukuokaRennesBozemanMinneapolis

Boise
EugeneSalt Lake
City
Reno

Milwaukee

Montreal

NagoyaLos Angeles

TaipeiTucsonAustinSan Antonio Houston

Tampa

Le Mans

Strasbourg

ZurichNantesPoitiers

St Pierredes corps
Lyon
ValenceAtlanta
DallasNew Orleans

Milan

Bordeaux
AvignonOrlandoNimes

Fort Lauderdale
Miami

MexicoCabo San Lucas

Lihue
Honolulu
Maui
Kona

Hong Kong

San
Diego

Paris

AngersTorontoBostonDetroit
ChicagoNew York
Steamboat Springs/Hayden Columbus
NewarkSanta Rosa
Sacramento
Philadelphia
Baltimore
San Francisco
Denver
St. Louis
Kansas City
Washington
San Jose
Oklahoma City
Las Vegas
FresnoRaleigh/Durham
Nashville
Phoenix AlbuquerqueTokyo

Beijing

Brest

VancouverPortland

SapporoShanghai

Paris

LorrainePau

Toulouse

Montpellier

Nice
Aix-en provence

Marseille
Rome

CancúnManilaBangkok
Ho Chi Minh City

MadridTahitiSingapore

As of December 31st, 2023, 42 interline
agreements have been contractually settled with other transporters to offer a wider
choice of destinations to customers.

CairnsNouméa

Sao Paolo

Brisbane

Perth

Air Tahiti Nui also plays a crucial role in medical evacuations, demonstrating its close
collaboration with the country’s health authorities and medical services to promote
the well-being and health of the inhabitantsof Polynesia.

LondonAnchorage

Santiago

SydneyAuckland

Melbourne

Flights Duration Average
Papeete - Los Angeles: 07H30
Papeete - Tokyo: 10H55
Papeete - Auckland: 05H45
Papeete - Seattle: 09H25
Los Angeles - Paris: 10H05
Los Angeles - Papeete: 07H35

Paris - Los Angeles: 10H30
Paris – Seattle : 10h15
Tokyo - Papeete: 10H25
Auckland - Papeete: 04H00
Seattle - Papeete: 09H35
Seattle – Paris : 9h30

Main routes + Codeshare + Interline partners
Queenstown

Air Tahiti Nui connects Tahiti to the world thanks to its directflights and its various partnership agreements.

Christchurch

Flights operated by Air Tahiti Nui
TN codeshare flights with American Airlines, Alaska Airlines, Qantas,
Air France, Air New Zealand, Japan Airlines, Aircalin, Korean Airlines and SNCF.
Destinations served by our interline partners

Flight times may vary due to seasonal winds.

Furthermore, the airline is a pioneer inthe transport of oxygen kits and incubators on board its Boeing Dreamliners. Thisessential equipment enables ATN to respond to specific medical transport needs,
and thanks to its commitment, to provide
Polynesian patients with rapid access to thetreatment they require.

42interline agreements

127routes served

1 435

commercial flights in 2023

Over the year, 2 040 flights were performed(of which 1 435 commercial flights) for a total of 16 571 flight hours.

1213Nearly

30 billion XPF
in passenger revenues

Commercial flight
network activity
ck and marked increase in seat availability from competing airlines leading to five weekly flights with United
Airlines, followed by the arrival of Air France and Delta
Airlines at the end of the year.

Results & evolution of ATN
fare-paying passengers© Andreas Spaeth

In 2022, the end of the COVID-19 crisis resulted in a qui-

Air Tahiti Nui further continued to resume service after
the COVID-19 crisis by offering +16.5% extra seats

At the same time, the Air Tahiti Nui Auckland service

throughout the year, which was a marginally higher offer

gradually resumed in May and Air New Zealand followed

than that of 2019.

suit in July 2022.

In 2023, the company transported 448 729 passengers,

What is more, this emerging growth in 2022 developed
further throughout 2023 with the reopening of the Nari-

Tourist activity continues to thrive, ensuring an averageta line on October 30 , 2023.

seat ratio of 76%, falling by one point compared with

th

2022.
All international airlines serving French Polynesia therefore now offer over a million return seats to the destination which is an increase of +160 500 seats (+18.8%)
compared with 2022.
In 2023, the total number of passengers departing andarriving in French Polynesia is 797 256, which is anMarket shares of tourist traffic by airline

an increase of +15.8% in comparison with 2022.

In 2023, ATN generated passenger traffic revenue of
29.533 billion XPF.

3.1%

2.2%

Hawaiian Airlines

0.4%
Air Tahiti

0.2%

Air Rarotonga

Delta Airlines

3.3%

Tourist traffic

Air Calin

In 2023, 261 813 tourists visited the Islands of Tahiti, an

increase of +25.1% compared with 2022.

increase of +19.7% compared with 2022.

Air Tahiti Nui maintains its market share, handling 41.8%

99 266 tourists were transported by Air Tahiti Nui overof international passenger traffic (source: Tahiti Airport).

the year (+14.9%).

6.2%

Air New Zealand

37.9%

Air Tahiti Nui

12.9%

French Bee

Fare-paying passenger activity

2022
Average passenger load factor
Revenue (in million XPF)

2023

Variation

77%

76%

-1 pt

26 751.9

29 533+10.39%16.2%

United Airlines

17.6%
Air France

Source: Revenue Management - Financial Department Air Tahiti Nui.

Source: ISPF

14

15

Freight, charter,
and affiliate activity

Charter activity
Comparative table of charter activity for 2022 and 2023

Freight activity
Comparative table of freight revenue and tonnage for 2022 and 2023

2022

2023

Variation
22/23

Variation%

Revenue (in million XPF)

3 307

2 213

-1 094-33%

Weight (in tonnes)

8 131

6 861

-1 270-15.6%

Source: ATN Freight and Management Control Department.

Distribution of tonnage transported by origin*

2022

2023

Variation n/n-1

Full charter*
Full cargo

61
0

91
0

49%
NA

Total number flight hours

61

91

49%

Full charter
Full cargo

132
0

234
0

77%
NA

Total revenue (million XPF)

132

234

77%

* Full charter flights only carry passengers; full cargo flights carry only freight.

Charter activity gradually recovered over the year andcharters operated for regular clients were renewed:		- In January, ATN was chartered by the event agency
Planète Congrès Incentive to transport large French
corporations and startups to the Consumer Electronic
Show trade fair in Las Vegas;- In May, the US Order of Malta made its 8th consecutive
pilgrimage to Lourdes aboard an Air Tahiti Nui flight;					- In November and December, Air Tahiti Nui flew Polynesian athletes to Nadi in the Fiji Islands, which is halfway

to Honiara, in the Solomon Islands, where they were toparticipate in the Pacific Games;- Finally in December, Air Tahiti Nui was chartered fora flight to Easter Island for the Taputapuatea Festival,organized by Rapa Nui.
			In total, more than 90 flight hours were completed, anincrease of +49% compared with 2022.
This activity generated a revenue of 234 million XPF
over the year (compared with 132 million XPF in 2022,
an increase of +77%).

Tahiti Nui Helicopters

2%
10%

In 2023, world growth was strongly impacted by theeffect of inflation, an increase in interest rates, a re-

NRT

AKL

15%
PPT

duction in investments and the disruption caused by
Russia’s invasion of Ukraine.

46%
CDG

In Polynesia, the general consumer price index increasedby 3.3% by the end of December 2023 compared withthe previous year.
Freight revenue suffered a decline in volume in the lastquarter 2022, after having reached record levels lastyear (3.3 billion XPF) thanks to several coinciding factors(post COVID recovery in consumption, sharp increase inmaritime freight prices, the need for retail stock repleni-

27%
LAX

shment, high yield and ongoing reduced capacity).
This trend continued in 2023. Papeete was the only
flight destination demonstrating improved results, withother ports of call being victim to the overcapacity of* Origin of freight departure.

rival airlines.

The simplified joint-stock company Tahiti Nui Helicopters is the first Air Tahiti Nui affiliate of which they are
majority stakeholders.
TNH capital is apportioned as follows: Air Tahiti Nui:
49.8%, French Polynesia: 23.6%, HBG: 14.5%, Sofidep:
12.1%.
The company operates five aircraft: 4 twin-engine helicopters, Airbus H135 (two EC135T1 and two EC135T2)
and one single engine helicopter, Airbus H125 (AS350
B2).
TNH activity is structured around four main missions:- on-demand passenger transport, for no-wait directtransportation of clients from international flights orconnecting international flights on private jets;- sightseeing tours around Tahiti, Moorea, and the
Leeward Islands;- medical and emergency evacuations from the islands;- helicopter operations (pylon installation, etc.).
The affiliate began its commercial activity in July 2018with two helicopters based in Tahiti, also serving Moorea,
and an aircraft stationed in Bora Bora.

On July 1st, 2020, a base was opened in Taiohae in the
Marquesas islands to manage the medical evacuations(MEDEVAC) in the archipelago.
On December 31st, 2023, Tahiti Nui Helicopters hadcompleted 1 270 flight hours, which are apportioned asfollows:
Distribution of TNH flight hours
Medevac (Marquesas Islands)
528
Bora Bora sightseeing
331
Transfers
77
Tahiti, Moorea, and Marquesas Islands sightseeing 42
Aerial work
183
Technical flights
109
The company achieved revenue of 822 M XPF, up by 10%
compared with the previous financial year 2022.
At the end of the financial year 2023, TNH had 28
employees.

1617Distribution of human resources
On December 31st, 2023, the company workforce
consisted of 696 employees (compared with 654 on
December 31st, 2022) divided into Tahiti ground personnel (289), flight crew (354; including 284 cabin crew and
70 technical crew) and agents of overseas offices andstations (53).

Human
resources

French Polynesia workforce
by occupational category

11%

Flight Crew
© Danee Hazama

11%

Executives

44%

Cabin Crew

12%

Employees
workers

Company structure

22%

GENERAL MANAGEMENT

Technical
managers

Michel MONVOISIN
Chairman Chief Executive Officer
Mathieu BECHONNET
Chief Operating Officer

EXECUTIVE MANAGEMENT OF SALES
Mathieu BECHONNET (acting director since 01/10/2020)

SUPPORT MANAGEMENT

Source: ATN social audit 2023.

REGIONS
Regional Director
America
Caroline BORAWSKI
Regional Director
France Europe
Jean-Marc HASTINGS
Regional Director
Asia
Atsushi CHINO
Regional Director
Pacific (NZ & AUS)
Grant SINCLAIR
Regional Director
Polynesia
Yann MASINGUE

Director of RM, Pricing,
Schedule and Alliances
Raimana CHAMPS
Director of
Customer Experience
Vaitea KOHLER
Director ofMarketing and Communication
Torea COLAS

Director of Finance
Pierre CHAMPION
Director of Human
Resources
Manuarii MERVIN
Director of Administration
and Organisation
Heifara MORIENNE
Director of Information
Systems and Digital Technology
Laurent HUSSON

Workforce distribution
in overseas stations

EXECUTIVE MANAGEMENT OF OPERATIONS
Raymond TOPIN - Responsible Manager

Director of
Air Operations
Stanley DESCAMPS
Director of Ground
Operations, Stations
and Freight
Céline CLAEYS

Commercial Crew Manager
Florence RAGONNEAU

10%New Zealand

15%

45%

United States

Japan

Technical Director
Yannick MERMET
Director of Management
Systems
Gilles BERNEDE

30%FranceSource: HR department.

18

19

Distribution of Air Tahiti Nui workforce by gender

Workforce

2022

Distribution
2022

2023

Distribution
2023

321

49%

3 31

47.5%

Women

333

51%

365

52.5%

Total

654

100%

696

100 %
© Danee Hazama

Men

Source: ATN social audits.

ParityWith 52.5% of female employees, the number of females working for Air Tahiti Nui has slightly increased comparedwith 2022. The proportion of female executives remains the same at 47% over the year.

Total payroll

Evolution of workforce in Polynesia
In 2023, airline activity recovered to pre-COVID levels, and its workforce increased with 31 new employees in permanent contracts and 26 in fixed-term contracts.
Priority was given to recruitment essential for the recovery of activity.

The total payroll (salaries and employer contributions)amounts to 6.274 billion XPF in 2023, an increase compared with 2022 but still less than in 2019.

Professional training
The HR department continues to gradually readjust its
training budget since the health crisis. As such, 484 staff
were trained in administrative affairs (professional effectiveness and well-being, office automation/IT, sales/customer service, languages, management, health, andsafety), for a budget of 14.5 M XPF (compared with
21 M XPF in 2019, 5 M XPF in 2020, 10.2 M XPF in 2021,
and 11.8 M XPF in 2022).

Indicators for Polynesia

Employment contracts:

26

departures(of which 7 resignations,
10 terminations of fixed-term contracts,
2 dismissals and 7 other departures)

Absenteeism:

18

30

work-related accidents(sick leave)

613

731

employees on fixed-term
contracts

employees on permanentcontractsdays of maternity leave

Freely available e-learning content for employees has
been deployed since 2021, on topics related to management, project management, etc. A total of 85 training
courses were followed in 2023.
Furthermore, 66.8 M XPF was assigned to regulatory
training of crew and ground staff.

Employee experience
As social dialogue in the workplace and the development of human capital are important issues to the airline, the Employee Experience department (EX) continued to lead projects throughout the year in support of
employees with disabilities, young people, and the fightagainst exclusion.
These included:- several departments taking part in Duo Days, welcoming disabled trainees to spend a day learning about
professions within the company;- participation in forums and visits to school to introduce students to the various careers in the airline industry and to simulate job interviews;- job dating events with job seekers in partnership with
FACE Polynesia (Act Against Exclusion Foundation).
After several years of working in conjunction with theairline works council, Air Tahiti Nui subscribed to a brandnew health insurance service for its employees on July
1st, 2023.
It allows all company employees under contract to havebasic cover and offers everyone the option to subscribe
to a tailored package with extended benefits.
This move is in response to the airline’s demographic
change, as well as incorporating health protection forworkers.
Electronic voting
As a result of several country-wide HR initiatives,a law relative to electronic voting was passed,
which has enabled professional elections to takeplace in this format since it came into force in2023.
With a predominantly nomadic population representing 65% of its workforce, Air Tahiti Nui is
one of the first local businesses to have operated
its professional elections this way. This paperlesssystem is, above all, an increase in reliability, traceability, and efficiency, avoiding the printing ofnearly 10,000 ballot papers, while reducing thevoting time from 3 weeks down to only 2.
A significant increase in the participation rate
was noted this year.
ATN’s Human Resources directorate is continuing
its digitization drive after having set up an HRIS,an e-learning platform, and dematerialized pay
slips.

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21

Our approach to social
responsibility
Since 2015, Air Tahiti Nui has stood out above andbeyond other Polynesian businesses as a trailblazer thatis strongly committed to its CSR approach, which is at
the heart of its fundamental mission to “ensure longterm service that supports the development of the travelindustry in French Polynesia, while maintaining the highstandards of operational safety.”

Our flagship initiatives 2023

Company CSR ambitions include combining passenger
air transport and cargo activities to and from Polynesia,
whilst adopting sustainable practices to reduce its environmental footprint. The airline also aims to promote
the wellbeing of all its workers whilst contributing to thedevelopment of the country and its population.

From May 24th to June 1st, 2023, an online survey was
conducted among Club Tiare members to evaluate theirinterest, satisfaction and expectations regarding the
CSR approach after 9 years of commitment.

The corporate social responsibility policy initiated andimplemented by Air Tahiti Nui is involved in various aspects of its business and at different levels of the organization, and is based on 4 focus areas and 10 progresscommitments (ref. ISO 26000 norm):

The survey carried out on a sample of 1,420 customers
revealed a satisfaction rate of 95%, showing that thosemembers surveyed share the same core values as Air
Tahiti Nui. This consensus of objectives strengthens thecompany’s determination to pursue its sustainable development efforts.

FOCUS 1: maintain the responsible operation of ourflights#1: guarantee flight safety and comply with regulations.
#2: maintain sustainable relations with our stakeholders.
FOCUS 2: reduce our environmental footprint#3: reduce our emissions and participate in the fightagainst climate change.
#4: mitigate the impact of our activity on the ground.
#5: contribute to the preservation of Tahiti as a destination and its biodiversity. 		
FOCUS 3: be a committed employer		#6: share a common vision and maintain trust-based relations.
#7: ensure health, safety, and well-being at work. 		
#8: develop skills and support employee personal development.
FOCUS 4: support the development of French Polynesia© Explorers Network#9: integrate sustainable development into our activity
and business culture.
#10: support and promote social and economic development projects in the country.
By being voluntarily and publicly committed throughthis process, Air Tahiti Nui is primarily contributing tothree of the 17 sustainable development goals (SGD) laid
down by Member States of the United Nations collated
in the 2030 Agenda: good health and well-being (SDG
3), decent work and economic growth (SDG 8), andmeasures relating to the fight against climate change(SDG 13).

As it continued to consolidate its CSR approach,
Air Tahiti Nui initiated numerous projects in favor of its
stakeholders throughout 2023:
For customers

For employees
Efforts to raise staff awareness of the challenges of theecological transition were intensified during the year.
Emphasis was placed on global warming (see “Environmental focus” on p.28 & 29) through initiatives that will
be maintained and developed during 2024.
Initiatives to raise awareness of sport and nutrition werealso continued during the year, with a budget equivalent to that of 2022 (3.7 million XPF). Workshops wereorganized for those wanting to reduce their weight toresume suitable physical activity. Some thirty employees
also took part in the first CPS Challenge Pas Interentreprises (“CPS Intercompany Step Challenge”) during European Mobility Week.
For the company and its partners
Air Tahiti Nui promotes the contribution to carbon neutrality through its certified project partner CarbonClick,by paying for 50% of passengers’ voluntary offsets from2022.
The airline also continues to support local environmental
associations committed to the preservation of the environment and the biodiversity of Polynesia (further information on page 29).

22

23

ATN’s contribution to
the development ofFrench Polynesia
Given the geographical isolation of the archipelagoes
of French Polynesia and the importance of the tourism
industry in the country’s economy, Air Tahiti Nui has
continued to play a vital role in improving access to theislands since its creation in 1998.
In line with the country’s tourism development strategy“Fāri’ira’a Manihini 2027” (or FM27) aimed at inclusive
and sustainable tourism, the company collaborates withlocal suppliers and partners to consolidate Polynesia’s
economic ecosystem. It supports a number of solidarity,
cultural, social and environmental initiatives, involving as
many people as possible. These included in 2023, theMusée de Tahiti et des Îles - Te Fare Iamanaha, the James
Norman Hall House Museum, Mémoire polynésienne andÉditeurs de Tahiti et des Îles (AETI).
By showcasing Polynesia on the international stage, andstrengthening ties with the local population, ATN contributes to the sustainable development of Polynesia as adestination.

Once again, at the end of the year, company staff alongside volunteers from the Order of Malta also rallied
round to collect and distribute food as well as occasional
donations of onboard bedding (blankets and cushions)for the homeless in Papeete.
This support for local associations and their charitable
initiatives came to 6.8 million XPF over the year (compared with 9.09 million XPF in 2022).

Supporting Polynesian young people

In 2023, in addition to hiring 100 students on internships(up from 90 in 2022), the company strengthened its
commitment to the young people of Polynesia throughits Fenua Student program, designed to support students who travel abroad for higher education.
It has thus built partnerships with local establishments
such as the Lycée Hotelier (Hotel School), the Campus
des Métiers (job forum) or Tahiti Business School and given young Polynesians a chance to help them show theirtalent by sponsoring events in mainland France, such as
the Tahitian evening organized by the Association desétudiants de Polynésie française de Paris (Association of
students from French Polynesia in Paris).
Air Tahiti Nui is thus proud to have contributed to thesuccess in 2023 of a young candidate from Bora Bora
high school, nominated “France’s Best Apprentice forcold food cuisine.”

A more extensive loyalty program
Thanks to the new website (see p. 32), the company’s
loyalty program benefitted from more visibility over theyear and was thus able to enhance member experience
thanks to the online boutique that now makes it simpler to purchase services and provides a showcase for
non-airline partners.

To pay tribute to its customers and thank themfor sharing its story over the past 25 years, in
2023 Air Tahiti Nui launched the Share the Love
and Share the Memories competition.
Share The Love gave ATN travelers who hadbought a ticket for a flight to any of the cities thatATN flies to between August 1st, 2023, and September 30th, 2024 to win 25 000 miles + 25 000
miles to give to the person of their choice + 1 private helicopter flight with Tahiti Nui Helicopters.
Share The Memories gave members who shared amemory with Air Tahiti Nui (photo, travel story…),
the chance each month between April and October to enter a draw to win 25 000 miles.
The two lucky winners automatically selectedfrom all the contest participants in a grand final draw were each awarded 250 000 miles on
November 20th, 2023, the day of the airline’s
anniversary.

The Club Tiare also continues to enhance the local entertainment scene through its support of cultural andmusical productions, such as the Francis Cabrel concert
in October 2023.
And finally, this year the loyalty program joined the airline’s 25th anniversary festivities by organizing the “Sharethe memories” contest for its members (see opposite).

An essential social partner

Active role in the developmentof tourism

A locally committed business

Market promotion

With a history of strong involvement with local organizations, Air Tahiti Nui and its staff continue to give theirsupport to initiatives in assisting the vulnerable in Polynesia.

As a flagship for French Polynesia on the international
scene, Air Tahiti Nui devotes a substantial budget topromoting the cultural heritage of its islands, particularly through the communication and transmission ofknowledge supported by sponsorship initiatives featuring its Ambassadors. Sports personalities, musiciansand other talented artists carry the company colors
far and wide, enabling the public to associate a face, aname, and a cause with the values it conveys.

For example, the partnership with Papeete’s UtilBus was
extended in 2023, helping priority neighborhoods withmobility provision for their residents and associations.
Throughout the year, the company also supported otherorganizations and solidarity projects such the Saga (introducing children to sailing and watersports), the Cap
Optimist (a collective challenge to fight cancer), theassociation Rame avec Alexandra (raising public awareness about cystic fibrosis and organ donation), and themany programs carried out by the FACE Polynésie foundation (Act Against Exclusion) helping the vulnerable
and young people undergoing social reintegration.

Share the Love & Memories, Air Tahiti Nui’s 25th
anniversary contests

Among the wide range of campaigns and partnerships
initiated and renewed throughout the year, the company’s promotional activities in 2023 were focused on
three major events in particular: the extension of the
new Seattle to Paris service from June onwards, thereopening of the Tokyo route in October, and the airline’s quarter of a century anniversary on November
20th, 2023.

On the France-Europe market, a wide-scale communication campaign was deployed to celebrate the event.
It was an opportunity to highlight the significant events
since the creation of the company and its “raison d’être”
beyond the development of tourism in French Polynesia.
Numerous press articles were published online, accompanied by targeted branding on social networks.
To celebrate this symbolic anniversary in style, and with a
Polynesian vibe, the company’s teams, business partners
and numerous guests gathered at La Samaritaine,in Paris, on Tuesday November 7th. Mareva Galanter, a
new Air Tahiti Nui ambassador, was one of the guests ofhonor. She came to present her new album “Paris-Tahiti”,
for which a unique promotional campaign called “Ticketd’Or Paris-Tahiti” (golden ticket) was organized in October (two “golden tickets” to Tahiti were hidden in one ofher vinyl albums and one of her CDs).
By her side were Léa Godelier, triple French padel champion, and Hinatea Penilla Marere, dynamic apnea champion, who also joined the France Ambassadors program
during the year.

24

25

For the sixth year running, in
September Air Tahiti Nui wasdesignated “Five Star Major
Airline” in the APEX Five Starand Four-Star Airline Awards,
one of the most prestigious
awards of the airline sector anda real guarantee of quality forpassengers.

To this end, ATN gave them a one-day opportunity to
discover all the professions within the company, andthose by extension linked to the airport of Tahiti Faa’a.
The students were able to meet employees who are passionate about their profession and their environment.
The idea behind this event was to share expertise with
the next generation, and to present the men and women who have contributed to the company’s evolution
and the safeguarding of its knowledge, savoir-faire, andvalues.

In November, the airline also
had the honor of being awarded the Best Inflight Food or
Beverage Award — anotherdistinction bestowed by The
Airline Passenger Experience
Association (APEX) and the International Flight Services Asssociation (IFSA), in the category for “Best onboard food andbeverages” for the South pacific region.

© ATN

On Wednesday November 8th, it was in Hollywood that
the American crews gathered to celebrate the company’s 25th anniversary at an event that artfully blended
the Polynesian heritage of To tatou Manureva with the“urban chic” spirit of Los Angeles.
To introduce them to the magic of the Polynesianislands on this special anniversary, guests were treated
to Poerava and Moana signature cocktails decorated
with pearls, desserts and appetizers inspired by theflavors of Tahiti, a pearl bar to personalize a braceletor necklace, and a dance performance by the group
Nonosina.
To end the year in style, and as a last offer in a seriesof monthly flash sales organized in celebration of thecompany’s 25th anniversary, the very first Tiare Pass
was launched on the US market on Saturday November
25th, 2023. This exclusive pass offered travelers the incredible opportunity of securing round-trip flights fromthe United States to each of the destinations served by
Air Tahiti Nui (Paris, Tahiti, Auckland, and Tokyo), once
during the year 2024 for $1 525 per passenger. With alimited stock of 250 passes, the Tiare Pass sold out inthe space of a few hours and generated over 50 million
internet publications.
In the Pacific, as with other ports of call, ATN’s 25th
anniversary was an opportunity to bring together thecompany’s teams and their clients, partners, and otherhistorical service providers. Events were organized in
Brisbane, Sydney, and Auckland in partnership withTahiti Tourisme and in the presence of fifty Tahiti specialists in each city.
In Asia, the reopening of the Papeete-Tokyo route on
October 30th injected new optimism into the Narita
workforce after 3 and a half years of closure. Two charter
contracts for flights between Papeete and Easter Island
were signed by Japanese tour operators for the monthsof January and March 2024, thus enabling the company
to win back the contracts it had to concede to othercarriers while waiting for the line to reopen.
On the local market, the highlight of the 25th anniversary
events was the first company careers fair. 25 is an ageof maturity and a time to pass on our message: celebrating 25 years was the perfect opportunity to engage
the interest of young Polynesians in aviation career opportunities as they are an essential link to regional development.

Customer satisfaction policy
Air Tahiti Nui attaches great importance to the satisfaction of its customers, particularly through the management of their complaints, which has been centralized in
Tahiti since 2017 (except for the Japanese station). The
company has implemented a digital platform to centralize and manage them as transparently and quickly
as possible, to guarantee an optimal experience for its
passengers.

Air Tahiti Nui is much more than just an airline, it is aheritage, a legacy for the whole of Polynesia that continues to develop and expand 25 years on; a treasure thatshares the values of Polynesian culture with the rest of
the world.
To honor this heritage on the 25th anniversary of
Air Tahiti Nui, on Monday November 20th, the 25th year
monument was revealed after having been co-createdwith the involvement of young people during their visit
to the careers fair a few days earlier (see photo opposite). Each one of them signed a stone to form a symbolic
marae(1) where an imposing tiki stone statue stands,
as a protective figure and veritable milestone watchingover future generations, waiting for the day when they
will join the Air Tahiti Nui adventure and continue thejourney.
The cocktail reception in the presence of institutional
and professional company partners closed the 25th anniversary festivities.

With a closure rate of 97.32% at the end of 2023, and an
average processing time of 6 days (from receipt of thecomplaint to the first proposal; 60 days on average tocomplete a file), ATN remains committed to providing afair response, and it considers such feedback as an opportunity to improve and maintain long lasting customer
relations.

Three PRism Awards won in the nameof Air Tahiti Nui
In October, the PR agency Zapwater chosen to
represent ATN in the United States won three
PRism Awards in the name of the company. The
PRSA-LA awards recognize the work of public
relations professionals in and around the Los
Angeles area.
The award for the “Best diversity, equity and inclusion campaign” was given to the American
agency for its campaign “Air Tahiti Nui celebrates
a decade of equal rights marriage at 40,00 feet.”
Kris Perry and Sandy Stier, who have both been
instrumental in the fight for homosexual marriage
in California and the first gay couple to get married in the state in 2013, chose to celebrate their
10th wedding anniversary aboard the TahitianDreamliner during “Pride month” in June 2023;
and it was one of the airline’s chief pursers who
officiated the ceremony.

Awards 2023
Every year, awards, trophies, and other distinctions
contribute to the reputation and notoriety of air carriers
with travelers across the world, showcasing airlines andrecognizing their efforts in various fields. Air Tahiti Nui
has made a name for itself over the years in numerous
prestigious competitions and ratings. Once again, thisyear is no exception, and these titles reward the investment of the company’s teams and partners who work tirelessly every day to perfect the atmosphere of comfort,
security, and well-being for passengers, and ensure thatevery journey aboard the Tahitian Dreamliner is a uniqueand immersive experience like no other.

© Danee Hazama

In the United States, after the opening of the
Papeete-Seattle route in October 2022, effort was focused on promoting the inauguration of the Seattle
Tacoma–Paris CDG route in June. The new service wascoupled with five scheduled rotations via Los Angeles
between June and September 2023, and enabled
Air Tahiti Nui to offer a total of 7 flights a week between
Papeete and Paris, thus giving passengers the choiceof two different stopovers both with the same journey
time. The expansion of the route to Paris was extended
to the IATA Winter 2023-2024 season, beginning at theend of October.

(1) Sacred Polynesian platform.

26

27

Since its first carbon assessment in 2015, Air Tahiti Nui
has continued its commitment to monitoring its greenhouse gas emissions and optimizing fuel consumption.
The airline is implementing initiatives towards the reduction of its carbon footprint (95% of the airline’s emissions are directly linked to flights). These initiatives are
structured around four key focus areas.

Optimizing the carbon
efficiency of flights
Since the end of 2019, Air Tahiti Nui has operated an exclusive fleet of four Boeing B787-9 Dreamliners.
These new generation twin-engine aircraft enable significant reductions in both greenhouse gas emissions andnoise pollution with levels of below 85 decibels during
take-off and landing.
Meanwhile, the company has continued to apply operational procedures aimed at optimizing daily fuelconsumption (such as reducing weight, adjusting
routes and fuel loads, flight tracking and good piloting
practices, and maintenance operations such as engine
cleaning), which all contribute to more sustainable andefficient flight operations.

With a view to reinforcing its initiatives to reduce thecarbon footprint of its ground operations, Air Tahiti Nui
has implemented several additional measures such as
monitoring the energy performance of its buildings, promoting sustainable mobility, waste management, andraising employee awareness about ecological practices.

Energy optimization of buildings
The company’s head office has been located at Tahiti
Faa’a airport since 2019, in a modern, HEQ standardscompliant building equipped with solar panels, centralized air-conditioning, a rainwater recovery system andsun breakers.
With a surface area of 4 000 m2, it houses over 250 employees and represents 71% of the total annual consumption of the airline’s 4 buildings in Tahiti.
In 2023, the 319 solar panels installed on the roof of the“Tua Rata” head office produced 110 MWh of renewableenergy. A part of this was used to power the common
areas shared with the Post and Telecom Office (thus saving around 100 tonnes of CO2 emissions).
Energy consumption in the buildings andcommercial premises in Tahiti (in KW)

Direct greenhouse gas emissions*(tonnes - CO2) [G4-EN15]
2022:
2023:

Reducing the impact ofactivity on the ground by
involving employees

245 852277 75 1

2022:
2023:

839 875
869 652(+3.54% compared with 2022)

Sustainable mobility
Energy efficiency
Average fuel consumption per passenger/100 km
2022:
2023:

3.42 L3.48 LAs well as switching to a 100% hybrid/electric vehicle
fleet since 2022, Air Tahiti Nui actively participates ininitiatives which promote the eco mobility of its employees. Several surveys were conducted over the year
to assess the feasibility of shared bus shuttle projects
and the provision of a fleet of electrically assisted bicycles; these projects will begin a test phase in 2024.

* Direct CO2 emissions including all flights. For CORSIA emissions declared, see CSR indicators p.39.

Following the introduction of selective waste sortingin its offices, Air Tahiti Nui launched innovative circular
economy projects to reduce waste: reconditioning of
Poerava Business headphones, up-cycling of old uniforms, and the donation of blankets and obsolete IT
equipment to local associations are a few examples.

Raising awareness and mobilizing
employees around CSR issues
In addition to its annual participation in the European
Sustainable Development and Waste Reduction Weeks(ESDW & EWWR), which provide valuable opportunities
to discuss these issues with staff, in 2023 Air Tahiti Nuilaunched “2 Tonnes” collaborative workshops. Some forty employees took part in these workshops organized in
the form of serious games promoting more environmentally friendly behavior, and the reduction of their carbon
footprint.
Over 161 employees also took part in a quiz on digital
environmental footprint, while a befitting mural was displayed to raise awareness among the company IT staff.

Involving passengers in
the company approach
In line with its efforts tominimize
waste-related
impact, Air Tahiti Nui isgradually adapting its
inflight service, with particular attention paid towaste reduction and mitigating the consumptionof single-use plastics. As
a result, the use of recyclable materials is becoming
more widespread wherever possible, with the introduction of “Reuse me” cups, wheat straw cutlery and kraft
paper packaging for certain accessories. Although discreet, these initiatives encourage passengers to adopt
eco-responsible behavior through simple gestures.
© Danee Hazama

Environmental focus

Waste management and circular
economy initiatives

Contribute to climate action
through carbon offsetting
Since 2021, Air Tahiti Nui has given passengers the opportunity to assess and offset their travel emissions
thanks to its partnership with CarbonClick.
This system allows environmentally conscious travelers
to support sustainable, certified reforestation projects
located in New Zealand.

Following the Blue Climate Summit held in Tahiti in May
2022, the company decided to go one step further by
undertaking to pay 50% of their passengers voluntaryoffsetting. Over the year, Air Tahiti Nui supported 73
customers, offsetting almost 140 tonnes of CO2 (theequivalent of 82 Tahiti-Paris return trips).
Air Tahiti Nui also continues to comply with ICAO obligations, by monitoring and reporting its greenhousegas emissions on an annual basis. Despite not being
currently eligible for the CORSIA carbon offset scheme(see box below), the company keeps up with regulatory
developments in this field.

The CORSIA scheme (acronym for Carbon Offsetting and Reduction Scheme for International
Aviation) is a global CO2 emissions offset and reduction scheme for the aviation sector, adopted
by the International Civil Aviation Organization(ICAO) in 2018. It completes the set of measures
recommended by the ICAO to reduce the impact
of aviation on the climate (and includes technological innovation, operational improvement andthe adoption of sustainable fuels).
No carbon offset was required of Air Tahiti Nuiat the end of 2023(1), regarding its emissions over
the year 2022, which were lower than the CO2
emissions recorded in 2019.

An indirect contribution to
the preservation of Polynesia
Strengthened by its territorial roots and long-standing
societal commitment to the country, Air Tahiti Nui continues to support numerous projects aimed at preserving
the environment and the biodiversity of Polynesia, working hand in hand with local associations committed tothese causes.
During the year, the company sponsored: the Coral
Gardeners (protection of coral reefs), Te Mana O Te
Moana (protection of Polynesian marine life, especiallyturtles), Mata Tohora (protection of whales and othermarine mammals), Oceania (the study and protection
cetaceans in Moorea), La Brigade Verte (raising awareness about eco-citizenship, particularly in schools).
It also facilitates the participation of local experts andactors in international scientific events, helping to share
Polynesian expertise on a worldwide scale.
In 2023, 13.6 million XPF (compared with 7.180 million
XPF in 2022) were allocated to supporting local associations in their environmental initiatives.

(1) The CORSIA regime is strictly regulated by supervisory bodies and competent authorities. It differs from “voluntary carbon offsetting” proposed to passengers
and customers wishing to contribute individually and voluntarily to the fight against global warming by supporting certified environmental projects of sequestration
and/or reduction of greenhouse gases.

28

29Compliance rate ofCompliance andrisk management

Management Systems
Directorate (MSD)
The management system is a structured organization
for managing safety, uniting sectors including inflight,
ground and maintenance operations.
Reporting to the responsible manager of the company,
the Management Systems Directorate supervises all
management system actions. It has four divisions:- security: intended to establish the company’s security
programs in all countries that the airline has routes
to, in accordance with the applicable regulations anddirectives, and to carry out security training for all
personnel;- Emergency Response Plan (ERP): whose goal is toestablish an emergency plan in case of a company
air disaster, allowing for a centralized, controlled andcoordinated response to emergencies;- safety: aimed at identifying and analyzing the risks
related to all areas of operations and to implement
appropriate corrective and preventive measures;- compliance monitoring: guaranteeing compliance withthe applicable regulatory specifications in addition to
any further requirements.
The supervisory authorities (French Directorate General of Civil Aviation [DGAC], State Civil Aviation Service
in French Polynesia [SEAC] and the Civil Aviation
Safety Authority [OSAC]) ensure through audits that
Air Tahiti Nui complies with EASA (European Aviation
Safety Agency) regulations.

in 2023

As guarantor of the organization’s safety and security,
the Management Systems Directorate coordinates safety
audits to which Air Tahiti Nui must conform, especiallythose relative to the maintenance of the company’svarious certifications and the renewal of the company
IOSA authorization (see Flight activity, p.10), in effect for
2 years from the end October 2023.
The performance of the ATN management system ischaracterized by two indicators derived from the monitoring of the operator by the authorities over the last 12
and 24 months:- the compliance rates corresponding to the number of
discrepancies found during the monitoring proceedings divided by the man-days allocated to this monitoring (the findings are weighted according to theirlevel);- the capacity to comply with regulations, which corresponds with the level of discrepancies closed within a
specific time frame.
The results of multiple audits and the subsequent grading enables a national ranking of those airlines in possession of an air carrier operating license.
In 2023, Air Tahiti Nui was at the top of the Complianceand Safety ranking, with a maximum score of A, acompliance level of 95%, and a compliance capacitywith regulations of 88%.

Internal Control System (ICS)The internal control department aims to continuously
improve company management as well as optimize operational processes which are guarantors of an efficiently
organized company. Reporting to General Management,
it is entrusted with three main goals:- to secure the efficiency of risk management systems
by performing audits, while developing the internal control system, as well as promoting it and guaranteeing its implementation;- to ensure the company conforms to the General Data
Protection Regulation (GDPR);- to monitor the efficiency of the Business Continuity
Plan (BCP).

© Danee Hazama

The organization’s continuous improvement process
covers all the company’s operational and legislative compliance risks. Since September 2017, a compliance and risks committee has internally grouped
together the 3 pillars of Air Tahiti Nui’s risk management, which are the Management Systems Directorate, Internal Control, and Information Systems Security. They share common interests, in particular:risk control in different domains (MSD: flight safety;
IC: effectiveness of risk management processes; ISS:
security of information systems) and the potential
consequences if these risks go uncontrolled (operational
accidents, financial losses, impact on company image
and reputation, legal impact, etc.).

95%

In terms of internal control, two audits mainly covering
the sales sector were carried out in 2023, as well as two
permanent control missions aimed at the continuous
monitoring of operations to ensure compliance withinternal policies. Corrective actions on operational incidents were also monitored, as were recommendations
from ongoing audits.

Information Systems Security(ISS)

To do this, some of the most significant achievementsof 2023 were:- the strengthening of cyber security strategy to preempt new and emerging threats, adapting to evolving
technology in anticipation of the 2024 Olympic Gamesand the rise in artificial intelligence; a way of remaining
proactive in the face of future challenges;- the reinforcement of critical infrastructures thanks to
specific programs such as the ADS project by ANSSI (French Cyber Security Agency), and safety audits
conducted by the Gendarmerie (local police authority). These efforts have secured systems and protected operations from potential threats;- automated updates or “patching” of all workstations
and IT infrastructure servers, thanks to a specialized
solution guaranteeing all systems are protected by thelatest security patch and thus reducing vulnerability;- Implementation of regulatory compliance, by steppingup efforts to guarantee that internal practices respect
the latest cyber security regulations, in particular thePART IS and the 3CF, which are coming into force
by 2026; this proactive step ensures company compliance with legal and aeronautical requirements, thus
reinforcing passenger and partner confidence.

Data protection and cyber security have become
key challenges in the aeronautical industry; here at
Air Tahiti Nui it is a strategic priority. The company iscommitted to protecting the data of its passengers andpartners and ensuring the continuity of its operations
through a secure digital environment. Its approach isbased on rigorous standards and cutting-edge expertiseto anticipate, detect, respond to, and recover from all IT
threats that could compromise its activity.

In the coming year, ATN’s cyber security will continue
to be strengthened thanks to a series of strategic initiatives (securing of remote connections, improvementof cyber-resilience, etc.). Furthermore, Air Tahiti Nui willreinforce its cooperation with key aeronautical stakeholders, technology partners and regulatory authorities toadopt and share best practices in cyber security.

In terms of the general data protection regulations,the main task of the internal control department over
the year was to update documentation and the dataprocessing register. In addition, face-to-face GDPR
awareness-raising sessions were organized for employees to inform or train them about requirements andbest practices, with the aim of strengthening compliancewithin the organization on this matter.
In terms of business continuity planning, the department carried out regular BCP tests to ensure the resilience of operations. These tests identified corrective
actions to be implemented. A quarterly committee meeting was also held to monitor progress and adjust theaction plan according to feedback and evolving risks.

30

31

Digitization:
continuing ATN’s
digital transformation
2023 was a year of significant change with several major
projects to modernize information systems, resulting in
greater efficiency and agility.

New website
The new website www.airtahitinui.com was launched
in July 2023. It is the result of collaborative workshops
between various company departments, offering thebest possible user experience combining the Air Tahiti
Nui colors and the symbols of French Polynesia in amodern design, with the added benefit of a tool thatcomplies with the best web technologies.
It features smooth, user-friendly navigation, helping
customers quickly locate any information or service,
chiefly thanks to theme-based sections: special offers,
Club Tiare, travel-related services, cargo, or country
entry formalities.
Flight search has also been improved so that passengers can easily find the best fares to correspond to theirtravel dates.
The new website is available for eight countries and in
five languages and can be accessed from any type ofdevice.

Digital Workplace
During the year, the “Mārama” Digital Workplace wasmade available to all company employees, whether on
the ground, in the air or in other locations. This digitalplatform groups together a high-performance intranet,contemporary publication tools, an electronic document
management system (EDMS), collaborative spaces forcompany departments and projects, a process digitization tool and a powerful indexing and search engine.
By keeping the personnel up to date with company projects and enabling them to collaborate on the digitalplatform, this Digital Workplace brings staff from different parts of the world together. It also serves as thecompany’s centralized source of information.

New tablets and cabinmanagement application
Since 2017, our chief pursers have had tablets at theirdisposal with a mobile application that allows them tovisualize the cabin layout with the passenger list andsend real time reports to ground staff.
In 2023, a project to modernize these tools was launchedto provide a more personalized onboard service, todigitize information sent to crews and to make it easierto write flight reports.
This project is the fruit of many participative design
workshops between the different departments andflight crews to meet our customers’ needs as effectively
as possible, provide all the necessary information for the
preparation and management of a flight, and facilitate
its usage on board via a simplified and user-friendly
interface.

1 340 man-days
devoted to project
development

In the first quarter of 2024, our chief pursers (front of
cabin) and pursers (rear of cabin) will be equippedwith new-generation tablets and an application named“Reva ‘āpī”, which will enable them to better serve all
our passengers and provide them with information fromour client database, such as flight history, customer service interactions and passenger details (special meals,
requests, Club Tiare status, etc.). The facilitation ofreport writing and sending will thus contribute to theongoing improvement of customer relations management onboard and overall passenger travel experience.

New flight and crew schedulemanagement software
Air Tahiti Nui has been using the same flight and crewschedule management software since 2005. It requires
a great deal of manual effort to operate and is neither
modern, nor easily upgradeable.

© Danee Hazama© Freepik.com

At the end of 2023, a migration project to the “Alexis”
software suite was launched to provide a platform specifically designed to meet the challenges of schedulemanagement. This tool will offer features that are specifically tailored to meet Air Tahiti Nui’s needs, together
with a modern and user-friendly interface.
This modernization will boost the airline’s potential toplan, monitor and optimize its flight operations, thus
contributing to its operational excellence.
The software is scheduled to come into service mid
2024.

32

33

Financial results
Balance sheet
In XPFINTANGIBLE FIXED ASSETS
Startup costs
Development costs
Licenses, patents, and similar rights
Goodwill
Other intangible fixed assets
Advance payments on intangible fixed assets
TOTAL intangible fixed assets:

Gross

20 222 195
674 2 1 7 549

Amort.
& prov.

Net
31/12/2023

Net
31/12/2022

20 222 195
467 638 345

206 579 204

1 7 9 228 322

12 350 267		

1 2 350 267

28 580 203

218 929 471

207 808 525

706 790 011

487 860 540

TANGIBLE FIXED ASSETS
Sites/lands
Buildings
1 658 218 053
306 147 972
1 352 070 081
1 409 299 1 2 1Technical installations, industrial equipment, and tools
4 106 982 101
976 620 352
3 1 3 0 361 749
2 894 832 732
Other tangible fixed assets
871 085 438
629 581 664
2 4 1 503 774
254 829 134
Fixed assets in progress
588 357		
588 357		
Advances and prepayments				
TOTAL tangible fixed assets:

6 636 873 949

4 724 523 961

4 558 960 987

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

656 598 684
656 598 684
447 275 000
422 874 000
663 287
663 287
1 661 389 193 		

24 401 000

24 401 000

1 661 389 193

2 075 840 928

TOTAL Financial assets:

2 765 926 164

1 080 135 971

1 685 790 193

2 100 241 928

FIXED ASSETS

10 109 590 124

3 480 346 499

6 629 243 625

6 867 011 440

979 097 953

2 099 215

976 998 738

901 298 069

979 097 953

2 099 215

976 998 738

901 298 069

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

32 823 521		
1 365 568 400
6 122 299
26 420 800 873		

32 823 521
1 359 446 101
26 420 800 873

2 2 768 829
1 1 6 5 386 314
26 8 0 1 975 044

TOTAL receivables:

27 819 192 794

6 122 299

27 813 070 495

27 990 130 187

LIQUID ASSETS AND OTHER
Marketable investment securities
Liquid assets
Prepaid expenses

16 977 196 584		
7 823 8 1 8 737		

1 6 977 196 584
7 823 818 737

2 1 864 197 959
3 660 059 298

TOTAL liquid assets and other:

24 801 015 321		

24 801 015 321

25 524 257 257

CURRENT ASSETS

53 599 306 068

8 2 2 1 514

53 591 084 554

54 415 685 513

207 1 6 2 691		

207 162 691

443 227 803

60 427 490 870

61 725 924 756

INVENTORIES & WORK IN PROGRESS
Raw materials and supply
Inventories and production of goods in progress
Inventories and production of services in progress
Inventory of finished and semi-finished products
Inventories of goods
TOTAL inventories & work in progress:© Emotion

Loan issue costs to amortize
Bond redemption premiums
Unrealized foreign exchange losses
GRAND TOTAL

63 916 058 883

1 912 349 988

3 488 568 013

34

35

Cash flow statement
Balance sheet
In XPFNet
31/12/2023

Net
31/12/2022

In XPFNET INCOME (LOSS)

Issued capital

1 622 956 875

1 622 956 875

Issue, merger, and contribution premiums

1 700 973 600

1 700 973 600

1 6 2 295 688

1 6 2 295 688

Revaluation variance
Legal reserve
Statutory or contractual reserves

Retained earnings

2 977 8 6 1 1 1 7

5 87 1 027 348

Net income (loss)(3 193 309 402)

(2 893 166 231)

TOTAL:

3 270 777 878

6 464 087 280

INVESTMENT SUBSIDIESEQUITY

3 270 777 878

6 464 087 280

Provisions for contingencies

2 310 49 1 194

2 644 422 49 1

Provisions for charges

6 596 797 426

4 882 225 932

PROVISIONS FOR CONTINGENCIES AND CHARGES

8 907 288 620

7 526 648 423

FINANCIAL LIABILITIESConvertible debenture loans
Other debenture loans

TOTAL financial liabilities:
ADVANCES AND DEPOSITS RECEIVED ON CURRENT ORDERS

1 829 297 732

2 339 373 1 6 3

1 2 2 347

136 679

Currency translation adjustment		

(39 549 830)

OPERATING CASH FLOW

(1 363 889 323)

(593 206 219)

(56 1 6 6 529)

(153 838 1 1 3 )Change in operating receivables(5 685 3 2 2 1 41 )7 1 1 6 470 266

Change in operating liabilities

4 013 657 925

1 376 914 356

NET CASH FLOW FROM OPERATIONS(3 091 720 068)

7 746 340 290

Fixed asset acquisitions(749 673 738)

(779 749 664)

Fixed asset disposals

461 290 550

3 21 287 993

Changes in other items (liabilities & receivables) corresponding to fixed assets

1 718 262 164

1 673 392 910

NET CASH FLOW DERIVED FROM INVESTMENTS

1 429 878 976

1 214 931 239

Elimination of non-cash and non-operating income and expenses
Amortization and provisions

Change in working capital requirements attributable to operations
Inventory change

REGULATED PROVISIONS

Miscellaneous financial loans and debts(2 893 166 2 3 1 )Share of investment grants transferred to income

Other reserves

Loans and liabilities from credit institutions

31/12/2022(3 193 309 402)

After-tax Capital gains on divestments

Regulated reserves

31/12/2023

28 1 82 953 537

32 017 2 4 1 1 93

6 1 734 865

60 566 687

28 244 688 402

32 077 807 880

109 946 099

48 1 1 4 886

Cash Capital Increase/decrease
Dividends paid
Issue of loans

MISCELLANEOUS LIABILITIESLoan repayments

208 000 000(3 430 923 004)

(2 468 049 339)

Trade creditors and related accounts

4 645 762 895

1 556 207 549

Tax and social security liabilities

2 2 1 1 057 269

1 897 922 6 41

1 7 12 1 78

5 961 791

Other liabilities

1 474 479 548

1 853 5 3 1 353

TOTAL Other liaibilities:

8 333 011 890

5 3 1 3 623 334

NET CASH FLOW FROM FINANCING OPERATIONS(3 221 563 004)

(2 468 049 339)

DEFERRED REVENUE

10 367 838 898

9 486 644 778

CASH FLOW VARIATION(4 883 404 096)

6 493 222 190

LIABILITIES

47 055 485 289

46 926 190 878

Opening Cash flow

2 1 860 1 5 4 632

15 366 932 442

1 1 9 3 939 083

808 998 1 7 5

Closing Cash flow

16 976 750 536

21 860 154 632

60 427 490 870

61 725 924 756

Cash flow variation(4 883 404 096)

6 493 222 190

Liabilities on fixed assets and related accounts

Currency translation adjustment (liabilities)
GRAND TOTAL

Deposits and guarantees

1 360 000

Investment subsidies received3637CSR indicators
Key indicators and link to GRI
2019
SOCIAL (other destinations excluded)
Number of employees
unit
Recruitment		
Departures
unit
Amount of total
payrollbillion XPF
Amount allocatedto professional
training
million XPF
Percentage of payroll
devoted to training
personnel
percentage
Number of workplace
accidents (resulting
in medical leave)
unit
Parity (percentage
of female
employees-all
positions included)
percentage
Number of disabled
employees
unit

2020

2022

Variation
2022/2023

2023

Ref GRI

755
26
46

621
5
134

563
2
11

603
46
30

643
57
26

6.6%
23.9%
-13.3%

7.26

5.222

4.79

6

6.27

4.6%

110

40.5

40.9

49

81.3

65.9%

0.91

0.75

0.87

0.82

1.3

58.5%

G4-10

20

16

5

7

18

157.1%

G4-LA6

52.7

53

52

51

52.5

2.9%

1

2

2

3

3

na

1 048

1 147

1 793

2 040

13.8%

9 241

10 10114 673

16 571

12.9%

151 212154 395

245 852277 751

13.0%

139 622157 017247 281277 23212.1%

850 581866 794

839 875

869 652

3.5%

32

12.6

15.2

30.6

33.0

7.8%

unit

434 280

167 074

185 727387 515448 729

15.8%

unit

114 061

77 01742 42986 39099 26614.9%

percentage

48.30%

49.20%

51.40%

39.50%

37.90%

-4.1%

8 922

4 073

5 731

8 131

6 861

-15.6%

22

8.9

9

16.2

20.4

25.9%

4 129

2 710

1 316

4 206

4 534

7,80%

G4-PR5

92.5%

93%

93%

93%

94.50%

1.5 pt

G4-PR5

2 195

3 419

1 539

2 742

4 639

69.18%

G4-PR5ENVIRONMENT
Number of flights
operated (all flights:
regular commercial
flights—passengers
and freight, charters,
technical flights,
Unit in number
full cargo flights)
of legs
1 994
Number of flight
Block unit hours
hours (all flights)(block to block)17 314
Direct CO2 emissions
equivalent tonnes- all flights
CO2
318 437CORSIA emissions
declared (compliant
with audit —domesticnd humanitarian flights
excluded)		
305 020
Energy consumption(premises in PPT)
Kilowatt kW
946 242
SOCIETAL
Sales revenue
Number of passengers
transported
Number of tourists
transported
Market sharesof tourist traffic
Tonnage ofgoods transported
Amount devoted tosupport of local
associations (charities
and environmental)

2021

billion XPF

tonnesmillion XPF

STAKEHOLDER FEEDBACK
Number of customers
surveyed(1)unitRate of customer
satisfaction
percentage
Number ofcomplaints filed
unit

G4-LA1

G4-EN15

G4-EC1© Danee Hazama(1) Onboard customer satisfaction paper surveys were suspended in 2020 due to the Covid-19 World Health Crisis. Since 2020, data is reported from digital surveys conducted
via the entertainment system aboard Air Tahiti Nui flights.
N.B.: Certain data may have changed following the value adjustment and indicator update.

38

39

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

www.tahitinuihelicopters.com/en

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

Scan this QR code and findthe report on www.airtahitinui.com