ANNUAL REPORT

2018

Editorial
In accordance with the timeline deﬁned two years ago, 2018 was the year Air Tahiti Nui completed its
transformation, thus meeting key challenges for our strategic orientations in the years ahead.
Among the most signiﬁcant projects to have a structural impact on our company were the rebranding
and redesign of the Air Tahiti Nui universe, the arrival of the ﬁrst aircraft in our new Boeing 787-9 ﬂeet,
the creation of the airline’s ﬁrst subsidiary, the move into our new head oﬃce close to the heart of ouractivity, and ﬁnally the celebrations for our 20th anniversary in service. This was the year they all
became reality.

Summary
Key ﬁgures and highlights of 20184

Legal status and capital5

Human resources

6

Quality approach of the organization

10

Flight activity

16

Traﬃc and business results

20

ATN’s active role in the developmentof Polynesian tourism

24

Financial results

32

Parallel to these changes that mark a true turning point in Air Tahiti Nui’s history, the Tiare airline had
to simultaneously adapt to an aeronautical environment in the midst of change due to the arrival of
multifaceted competition from two new operators on our route to equalization.
This new, out of the ordinary competitive context (+40% extra capacity over the full year) sparked aninevitable price war, generating a signiﬁcant strain on unit revenues. The situation was ampliﬁed by a
sharp increase in fuel costs that was not absorbed by ticket fares.
Despite this, as a well-established airline both with visitors and Polynesians, Air Tahiti Nui managed tohold its own rather admirably by maintaining its status as the undisputed leader of the market with57.8% of international traﬃc transported over the year. It remains the national reference airline offering
the best capacity and the most wonderful immersive experience to and from French Polynesia.
The enhancement of opportunities provided by the implementation of the Amadeus passenger
management system in late 2016 have already intensiﬁed with the development of new products andservices. This made it possible to enrich the Air Tahiti Nui travel experience, whilst preserving its
uniqueness and authenticity, and at the same time ensuring that the company now complies with thestandards of the major international airlines.
The digital transformation also accelerated with the dual objectives of improving both customer
experience throughout the journey and overall employee experience. The impact will be felt throughits unique approach and new development projects on which the company has set out to capitalize
for the beneﬁt of our customers.
2018 was essentially unique in that it prepared for the year of transition in 2019, particularly on an
operational level. The entry into service of our ﬁrst Tahitian Dreamliner at the end of the year foreshadowed the full extent of the proﬁts generated from the operation of our lines, with an optimal objectiveof 20% energy eﬃciency expected with the full integration of the Boeing ﬂeet by the end of 2019.
These new-generation twin-engine aircraft will boost a product that is already recognized for its
quality, in perfect harmony with our customers’ expectations. It will allow Air Tahiti Nui to fully assume
its role as the country’s leading airline and major tool for development, rendering Polynesia accessible
to the rest of the world.
The modernization of equipment and working methods is shaping a new future for Air Tahiti Nui as oftoday.
’I fano na, e fano ā, the journey continues.

Outlook 201935
Michel MONVOISIN
Chairman of the Board of Directors and Chief Executive Oﬃcer

2

3

Key ﬁgures andhighlights of 2018

Legal status
and capital

11th Dec.

288
MIllION Xpf

Net INcOMe(2.4 MIllION eurOS)

780

Oﬃcial inaugurationof air tahiti Nui’s newhead oﬃce ‘tua rata
a’eMplOyeeS

ON 31St DeceMber 2018
(Of whIch 393 flIght crew)-1.3% frOM 2017.
20 Novthth
i Nui 20
air tahittions
raary celeb
anniversth

471 542paSSeNgerS traNSpOrteD-3% frOM 201777%

OccupaNcy rateequIValeNt tO 2017

7 Nov.
Operations begin for
air tahiti Nui’s b787-9
with ﬁrst commercial
ﬂight of the fakarava
to auckland

14 Oct.
th

3.7
bIllION Xpf
Self-fINaNcINg capacIty(apprOX. 31 MIllION eurOS)

143 291
club tIare MeMberS+10.4% frOM 201734.1

fOr 1 594 cOMMercIal flIghtS

bIllION Xpf
IN SaleS reVeNue(apprOX. 286 MIllION
eurOS)

4- Mr. teva rOhfrItSch, Vice-President of the Government of French Polynesia, Minister for Economy and
Finance, in charge of major investment projects andblue economy;

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

- Mrs. Nicole bOuteau, Minister of Tourism and Labor,
in charge of institutional relations;25th apr.

.
h
12t febony
re cerem foSignatu
n
o
ti
a
cre
for theopters,
c
li
e
h
i
u
tahiti N subsidiary
the ﬁrst hiti Nuiaof air t- Mr. Jean-christophe bOuISSOu, Minister for Housing,
Development and Urbanization, in charge of interisland transport;

Since 22nd November 2011, capital amounts to1 622 956 875 XPF and is distributed as follows on
31st December 2018:

OtherS

tahItItOurISMe- Mr. Michel buIllarD, Representative of the Assemblyof French Polynesia;- Mr. antonio pereZ, Representative of the Assemblyof French Polynesia;

waN hOlDINg

2.70% 1.58% partIcIpatION
0.57%
Segc
3.03%

- Mr. Daniel palacZ, Administrator of LMEC Air Tahiti Nui;aIr tahItI

3.43%- Mr. Michel MONVOISIN, Chairman of the Board of
Directors and Air Tahiti Nui CEO;

OcI

3.87%

- Mr. rodrigue chaN, Air Tahiti Nui Staff Representative.

private administrators representing
the private sector

ShareS IN capItal
ON 31/12/2018- Mr. Vincent law, 1st Vice-President of ATN Board of
Directors, Representative of la Société d’études et degestion commerciale;of the ﬁrst
reception
amlinertahitian Dre Mua-Ofdregistere
airport
’a
aa
f
i
it
h
at ta

unveiling of
the airline’s new lookbrand image

17
479
flIght hOurS

DIStrIbutION
Of capItal- Mr. Jean-pierre fOurcaDe, Representative of laFinancière hôtelière polynésienne;

freNchpOlyNeSIa

84.82%- Mr. bruno waN, Manager of Civil Society Wan Holding
Participation;

MeMberS Of
the bOarD- Mr. Matahiarii brOtherS, President of SAS Océaniennede capital investissement;- Mr. Joël allaIN, Representative of Air Tahiti;

As a Local Mixed Economy Company (LMEC), Air Tahiti
Nui has a board of Directors composed of 15 members,
distributed as follows on 31st December 2018:- Mr. richard baIley, Representative of Tahiti Beachcomber Plc.

public administrators representing
french polynesia, appointed by
the council of Ministers

StatutOry auDItOr
The statutory auditor for Air Tahiti Nui is SCP GOSSEPARION-CHANGUES-MENARD-ALBERT, represented
by Mr. christophe parION and the LLC ‘KPMG’represented by Mr. Jean-louis pellOuX.

- Mr. edouard frItch, President of the Government ofFrench Polynesia, in charge of territorial equality andinternational relations;5Humanresources
geNeral MaNageMeNt
Michel MONVOISIN
chairman chief executiveOﬃcer

cOMpaNy
OrgaNIZatION

flIght crew

11%

Mathieu BECHONNET
chief Operating Oﬃcer

eXecutIVeS

9.5%

cabIN crew

44%
MaNagINg DIrectOr SaleS

SuppOrt MaNageMeNt

Christopher KORENKE

freNch pOlyNeSIa
wOrKfOrce
DIStrIbutION
by OccupatIONal
categOry

MaNagINg DIrectOr Of OperatIONS
Raymond TOPIN - Executive Manager

techNIcIaNS/
SuperVISOrS

regIONal MaNageMeNt
Director americas
Nicholas PANZA

Director france - europe
Jean-Marc HASTINGS

Sales Director
Christopher KORENKE(interim)

administrative andfinancial Director
Pierre CHAMPION

Marketing andcommunication Director
Torea COLAS

human resources andlegal aﬀairs Director
Julien FINCK

20.7%

Management Systems
Director
Gilles BERNEDE

eMplOyeeS/wOrKerS

14.8%
technical Director
Yannick MERMET

Director asia
Atsushi CHINO
Director paciﬁcDaniel EGGENBERGER(since 1st November)Market Manager polynesia
Béatrice BERNUT

aKl

Nrt
customer Services
Director
Vaitea KOHLER

administration andOrganization Director
Heifara MORIENNE

Director of ground
Operations - Stations - freight
Céline CLAEYS

Director of revenue
Management, pricing,program, charterand alliances
Christophe LE GALL

Information Systems
Director
Laurent HUSSON

flight Operations
Director
Lionel CARRIÈRE

7.7% SyD
1.5%

15.4%

wOrKfOrce
DIStrIbutION
IN eXterNal
StatIONS

commercial crew
Manageréric DELCUVELLERIE

Market Manager brazil
Thomas REBERGUE

laX
cDg

46.2%

29.2%
Source: ATN social audit 2018

DIStrIbutION Of
huMaN reSOurceS780

On 31st December 2018, the company workforce
consisted of 780 employees (compared to 790 on 31st
December 2017) divided into Tahiti ground personnel(323), ﬂight crew (393 of which 316 cabin crew and
77 technical crew), and agents of overseas oﬃces
and stations (64).

eMplOyeeS
ON 31St DeceMber 2018

6

Distribution of air tahiti Nui workforce by gender
2016

Distribution 20162017

Distribution 20172018

Distribution 2018

Men

379

48.3%

382

48.4%

372

47.7%

Women

405

51.7%

408

51.6%

408

52.3%

total

784

100%

790

100%

780

100%

7

eVOlutION Of
wOrKfOrce
The year 2018 saw an increase in workforce thanks to
the recruitment of 48 external employees (4 of which
for permanent positions) throughout the company(operations, sales and support functions).
24 temporary contract employees joined Air Tahiti Nui;the majority of whom to reinforce crews for the implementation of projects and to prepare for the Boeing
transition. An additional 20 seasonal cabin crew members were hired to respond to increased activity in highseason and operational needs throughout the year.

INDIcatOrS
fOr pOlyNeSIa

Gender parity continues to be respected throughout thecompany.

employment contracts:• 50 departures• 696 employees on permanentcontracts• 44 employees on temporary
contracts• 353 employees promoted

cabIN crew

42%

NuMber Of Staff
hIreD IN 2018 by
OccupatIONal
categOry(perMaNeNt aND
teMpOrarycONtractS)

eMplOyeeS/
wOrKerS
eXecutIVeS

2%

48%

absenteeism:• 38 workplace accidents(16 with medical leave)• 1 944 days of maternity leave

65

techNIcIaNS/
SuperVISOrS

8%

MIllION Xpf
DeVOteDtO traININg

tOtal payrOll
Payroll amounts to a total of 7.257 billion Xpf (of which
1.828 billion XPF in social contributions), to which proﬁtsharing of 23 million Xpf must be added.

prOfeSSIONal
traININg
The Human Resources Department continued training
programs during 2018. 297 personnel were trained inadministrative matters (professional eﬃciency andwell-being, IT and administration, sales/customer
service, languages, management and health and safety)
for a budget of 26 million Xpf (compared to 27.2 M XPF
in 2017, representing a decrease of 4.6%).

8

The executive seminar was organized in May in a newformat and presented in two-phases. Firstly, a morning
entitled “Executive meeting” was devoted to a reviewof the previous year and future projects. This was followed by a day of “à la Carte” workshops during which
members of staff could select the themes of theirchoice.

prOJectSIn 2018, the company acquired a HRIS* tool, which cameinto operation on 22nd November. This made it possible,
as a ﬁrst step, to reference all training, career and time
management of employees in Papeete.
During the ﬁrst month of operation in December, around372 leave requests were processed without the use of asingle piece of paper.

The supervision of regulatory training intensiﬁed withthe management of training deadlines and the implementation of a new e-learning tool in continuity with thedigitalization of the employee experience. This will be
deployed in early 2019.

The tool will be used to conduct all yearly assessment
interviews in 2019.

39 million Xpf were allocated to training ground staff
in the context of the boeing transition.

For the company, the HRIS will play a part in the process
towards the dematerialization of HR functions in linewith Air Tahiti Nui’s CSR policy.

Next year these budgets should be reduced by 5%in order to consider the economic constraints of thecompany.

* A Human Resources Information System consists of several modules that
simplify, automate and centralize human resources and management tasks.

9Quality approach of
the organisation

2

bIllION Xpf
tOtal
INVeStMeNt

The move into Air Tahiti Nui’s new head oﬃce in 2018 made it possible to improve the working
environment and collaboration between teams for increased productivity.
At the same time, the airline pursued its development agenda with the consolidation ofcollaborative tools and the digitization of user experience.
Company CSR policy supported the implementation of the action plan to respect the 10
progress objectives which were set to reduce its environmental impact and reinforce positive
contributions to societal activity.
The organization was also brought into line with the new general data protection regulation,
which entered into force in May.

2

Air Tahiti Nui wanted its head oﬃce to reﬂect its identity
and that of French Polynesia. Each ﬂoor of the building
was given a theme: the ocean (Moana), the earth(Fenua), the sky (Ra’i) and spiritual strength (Mana).

tua rata
In October, Air Tahiti Nui personnel moved into the newcompany head oﬃce. The construction work on thebuilding, which is a partnership with the Post andTelecommunications Oﬃce, began on 16th November
2015 when the foundation stone was laid.
Previously scattered across 6 different locations in
Tahiti, 250 employees from 13 directorates and 45
departments, making up over 80% of the workforce on
the ground in Polynesia, were thus brought together.

The new premises are intended to showcase thecompany’s societal commitment and are fully in linewith the eco-responsible philosophy shared by all
employees. A number of speciﬁc installations such aspresence detectors in shared spaces (staircases,
parking areas, etc.), sun breakers on the main facade,solar panels to supply common areas, a system tocollect rainwater for watering green spaces and an
air-ﬁltering system will all make it possible to saveenergy and electricity.

Human resources were at the heart of the conception
process for this modern building. The airline paid
particular attention to the quality of infrastructures andthe optimization of its employees’ working environment.
Organization was designed in accordance with new
trends in working methods, meaning ﬂexible, evolving,
moveable, shared or multi-task workspaces. From
now on, Air Tahiti Nui employees operate in a ‘multidimensional’ building and have seven different types ofworkspace available for use according to their needs.

The airline chose to focus on certain criteria during theconception of spaces in the Tua Rata building. These
included integrating nature into the decor, particularly
through the installation of vegetated facades and the
choice of natural materials (wood), creating visual
identity inspired by the new company charter (in window
art and graphic elements…), the use of ergonomic
furniture and a large number of lightweight interior
partitions and bay windows to promote natural light. In
addition to this are travel-themed atmospheres withcoffee areas inspired by Air Tahiti Nui destination cities
to reduce sedentary behavior by promoting relaxing
break times, modular lounges throughout the different
ﬂoors, two patios with views over the ocean and the
airport runways, as well as temperature control andappropriate use of soundprooﬁng to minimize noise
pollution from outside.

4 136 m2
preMISeS DeVOteDtO aIr tahItI NuI

10

12

traditional
meeting rooms

high countertops
for stand-up
meetings

lounges or flexible
spaces3“bubble”
working
rooms

250
staff offices

250

parking spaces:
80 in basement of building,
200 others in close
proximity4booths forface-to-facemeetings

Multipleconnected spaces

30

Collaboration > Productivity > Performance

shared or mobile
offices

Collaboration and decompartmentalization were key words in the conception of Air Tahiti Nui’s new head oﬃce. Construction of the Tua Rata building was
led by the operations department of the company IP2 and BEAUDET-REGAUD project management. The Parisian company Tertiam was responsible forspace layout and the agency Intérieur Design Tahiti for interior design. Digitization of the user experience was also enhanced with the installation of connected
meeting rooms and a Wi-Fi network accessible throughout the building.

10112. Promotion of quality and continual improvement
culture through the BPM, and also risk and opportunity
management (principles, training and communication);
3. Establishment of information governance (upgrading
document quality, homogenization of practice, exchange and capitalization of knowledge, improvement of access to operational data).

DIgItIZatIONOf clIeNt aND
eMplOyeeeXperIeNce

ent
y em
lit rovp

Cultu
and contin re ouo f q
us ua
im

Pr
oc

three aSpectS
cONSOlIDateD by
the Orqa prOJect
reDeSIgN

the new boeing 787-9 ﬂeet
enters into service
The start of operations for the new ﬂeet of TahitianDreamliners required the installation of software solutions
suitable for these new generation aircraft. Therefore, a
new maintenance management tool adapted to thetechnology onboard the Boeing 787-9s was deployed
for the technicians and engineers who ensure theoperational maintenance of Air Tahiti Nui’s new ﬂeet.
Moreover, catering and onboard sales activities werealso digitized for the beneﬁt of crews responsible forstocking the aircraft with drinks, food and duty-free
products.
Finally, technical equipment was also deployed in orderto maintain permanent, secure data exchanges on the
ground and in the air between the Tahitian Dreamliners
and the various teams in charge of ensuring operations
and maintenance.

In

fo

rm

atio

n g overnanpiloting
sed
ba
ses

The construction of the new Tua Rata head oﬃce wasalso an opportunity to set up high-performance andsecure IT and telecom infrastructures corresponding
to the needs and challenges of the airline. As well as
providing new workspaces and grouping teams together,tools were set up to increase the eﬃciency of faceto-face or distance meetings in particular.

ce

The ORQA project, a prerequisite for the implementation of digital collaborative tools.

The System Organization and Quality unit (SOQ) worked
to consolidate the development of the collaborative
platform for electronic management of information andcompany documents implemented in late 2015.
‘Mārama’ equips the project to set up information
governance within the company through knowledge
sharing and facilitating access to operational data
especially.

capitalizing on collaboration
During the year, Air Tahiti Nui overhauled its ORQA
project (ORganisationQuAlity) initiated in 2015 bymaintaining the Quality Management System (QMS)
promoted by the ISO 9001:2015 standard and byfavoring piloting principles through processes (BPM –Business Process Management) and collaboration.

The platform, whose last major version was set up at theend of the year, is more than just a collaborative DMS.
It has a common referential, an oﬃcial media library andcontract library system with speciﬁc access, 45 hierarchized sections for departments and services, 50 project
sections and an additional 50 cross-functional subject
areas.
100 guest accounts are also listed (partners, suppliers
and service providers).

In order to do so, three speciﬁc aspects wereconsolidated:
1. Implementation of management through processes inaccordance with the QMS method: transversal piloting
and strengthening of the interdepartmental or interdivisional interfaces;

In order to bridge the gap between employee andexternal-user experiences, the Human Resources

12

department acquired EOLIA software to manage job
application processing in line with the implementationof its HRIS. In collaboration with the ISD, the HR
development department was able to integrate its‘recruitment’ site into the external company website.
Since August it has allowed applicants to learn about
the different professions within the company and to
apply for positions online (spontaneous applications,
responding to job offers, internship applications, etc.)
thus limiting the use of paper documents, in accordancewith Air Tahiti Nui’s CSR commitments and improving
the quality of application processing by enabling them
to be tracked. All candidates are now invited toapply via the portal job.airtahitinui.com to register theirapplication.

Consequently, the website www.airtahitinui.com has
been enhanced with new features. Some of them are:• the ‘Award Shopper’, especially reserved for Club Tiare
members, allowing them to book tickets online with air
miles since 12th June. By automating the availability ofthese reward tickets on each date and ﬂight, the tool
improves the workﬂow of call centers and booking
agencies. These tickets can also be purchased by using
the purchase or mileage sharing option with anotherfamily member;• from 1st October, the new ‘à la carte’ seating option
available for bookings across the ATN network on
ﬂights operating with our Boeing 787-9s allows
customers to book their choice of seat in advance andup to 5 hours before departure. ‘Extra comfort’ seats,offering more legroom are located in the ﬁrst rows ofMoana Economy cabins or next to emergency exits
and ‘Preference’ seats offer the choice of window,
direct aisle access, or simply guarantee the passengera seat next to a friend or loved-one;• the possibility of online modiﬁcations to bookings.

New online features
As for our customers, the ﬁrst aircraft in the new ﬂeet
entering into service at the end of the year accelerated
the development of new options to enhance passengers’ end-to-end travel experience to support our product upgrade. The modernization of the Amadeus
solutions passenger management system set up in 2016provided Air Tahiti Nui with the opportunity to offer new
services to passengers.

13

cOMplIaNce
The company’s compliance project was initiated during
the year in order to pursue ongoing improvement andcomply with the new General Data Protection Regulations (GDPR) implemented at European level from 25th
May 2018.

The new Moana Premium comfort kit is made from recycled materials,
the Poerava Business kit includes local cosmetic products and articles inrecyclable materials (organic cotton mask, bamboo fiber and organic
cotton socks, toothbrush made of corn starch). For this initiative,
Air Tahiti Nui has been awarded the 2018 Gold Award for Business Class(Asia/Australasia) in the TravelPlus Airline Amenity Awards.

The GDPR, an addition to the French Data Protection
Act to protect personal data, is intended for applicationby all businesses handling the personal data of European
citizens.
The purposes for collecting this data must now be
speciﬁed as well as the notion of sharing with third
parties where appropriate, and companies are required
to obtain the user’s consent.
Thanks to the GDPR, the user now has the right toaccess, rectify, remove, oppose or limit the use of
personal data.

Scan this QR code to findthe sustainable development
report online.

cOMpaNy SOcIal
reSpONSIbIlIty

pursuing a collective dynamic for health
Since adhering to the ‘Company actively engaged in
employee health’ charter in 2015, Air Tahiti Nui has
continued to lead an action plan destined to raiseawareness amongst employees, promoting a balanced
diet combined with physical activity.
In 2018, it organized a traditional Polynesian sports day(bringing together some 220 participants) and set
a number of different fun challenges (walking andvegetarian food).

Air Tahiti Nui’s CSR policy, which was formalized in 2015,is structured around 4 main focus areas: responsible
operations, environmental footprint, committed employer
and vector for local development.

committed to environmental policy
Since the ﬁrst greenhouse gas assessment in 2015,
Air Tahiti Nui has continued to implement its greenhouse gas reduction policy through the carbon committee that is in charge of ensuring its deployment andmonitoring.
At the end of 2018, Air Tahiti Nui took delivery of its ﬁrst
of four Boeing Dreamliner 787-9s, which will graduallyreplace the ﬁve Airbus A340-300s in the ﬂeet.
By investing in four new-generation more fuel-eﬃcienttwin-engine aircraft, the company aims to make an
improvement of up to 20% in energy and environmental
performance (fuel optimization and reduction of GHG
emissions).
In addition, the arrival of the new Tahitian Dreamliner
was the perfect occasion for the company to raiseawareness about its approach by offering new ecoresponsible products, making it possible to reduce theuse of plastic and weight loaded onboard. Thus thetableware in Moana Premium and Moana Economy ismade of reusable plastic, covers are now reconditioned,
the comfort kit in Premium class is made from recycled

As in the case of all businesses collecting personal data,
Air Tahiti Nui has therefore updated its security andprivacy policy to conform to new provisions imposedby the GDPR.
The company has also conﬁrmed the compliance of its
European websites by providing a data access request
form online, a revised cookie management policy anda new format cookie management banner meeting
regulatory requirements.

Developing solidarity

materials, the Business class kit includes accessories
made from recycled materials and local cosmetic
products, and ﬁnally the dematerialization of passenger
satisfaction surveys has begun, since they are now
accessible via the IFEC system…
In parallel, Air Tahiti Nui continues to raise ground staff
awareness (energy saving in buildings, work related
travel plan, selective recycling of oﬃce waste...).

14

Beyond its contribution to the economic and social
development of Polynesia, Air Tahiti Nui continues tosupport numerous associations’ local initiatives for a
total sum of 31.3 million XPF in 2018 (compared to 32.1
million XPF in 2017).
The arrival of its ﬁrst Tahitian Dreamliner was also an
opportunity for the airline to offer a ﬁrst ﬂight to 1 300
young people from high-priority neighborhoods.
Alongside this, the company also succeeded in mobilizing
staff through two key initiatives:• A company tour and discovery of aeronautical professions for the young people of Hotuarea district in
Faa’a during the 6th Job Academy organized by the
FACE Club Polynesia;• A solidarity meal to support Papeete’s homelesspeople in partnership with the Ordre de Malte Tahiti.

One of the other obligations linked to the applicationof the GDPR, is the appointment of a Data ProtectionOﬃcer or Data Protection Delegate, abbreviated to
DPO or DPD, which is a person in charge of dataprotection within an organization and who has the
responsibility of ensuring the organization is compliant
with the GDPR on a European level.
Their main missions are to inform, advise and control
the application of legal texts and internal regulations
concerning personal data. They act as a contact pointwith the national supervisory authorities (such as CNIL,
the French Data Protection Authority).
The company DPO was appointed in October.

15

Flight
activity43

INterlINeagreeMeNtS
certIfIcateSaND lIceNSeS• american airlines in North america departing daily
from Los Angeles to: Atlanta, Boston, Charlotte,
Chicago, Dallas, Denver, Fresno, Houston, Las Vegas,
Miami, New York, Orlando, Philadelphia, Phoenix,
Portland, St. Louis, Salt Lake City, San Diego,
San Francisco, San Jose, Seattle, Vancouver andWashington.
• qantas and air calin complete the Air Tahiti Nui offer
in the South Paciﬁc to Sydney, Melbourne, Brisbane,
Perth and Nouméa.
• Japan airlines and Korean air depart to Osaka,
Fukuoka, Nagoya, Sapporo in Japan and Hong Kongand Seoul in Asia.
• lataM airlines in South America depart to Easter
Island and Santiago, Chile.

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,
15th October 2018;- a certiﬁcate of approval from the Continuing
Airworthiness Management Organization FR.MG.0061,
4th October 2018;- a certiﬁcate of approval of maintenance part 145 forthe maintenance of aircraft FR 145.423, 4th October
2018.
The different authorizations include the Boeing 787-9
and list all speciﬁc operational approvals in relation tothis new type of aircraft.

The latter launched a codeshare with LATAM Airlines inAugust 2018.
The partnership with Japan Airlines was renegotiatedduring the course of the year allowing for a reciprocal
codeshare, meaning that Air Tahiti Nui now applies its
code to JAL ﬂights.

etOpS
Since the acquisition of the Boeing 787-9 Dreamliners,
all Air Tahiti Nui operations are carried out according to
ETOPS 180 minutes regulations. The challenge of thissituation was to include the Airbus A340-300 andthereby transpose rules established for twin-engines toaircraft with four engines. This was a ﬁrst in Europe.

In parallel to this offer, Air Tahiti Nui applies its company
code on Air New Zealand ﬂights to increase thefrequency of service between Tahiti and Auckland,bringing the number to 5 return ﬂights a week on thisroute, and with Air France between Los Angeles andParis in order to extend the Paris-Tahiti service to one
return ﬂight per week.
the following partners use their company codeson ﬂights operated by air tahiti Nui:

the NetwOrK• American Airlines: PPT – LAX / PPT – AKL and LAX – CDG• Qantas: PPT – AKL / PPT – LAX• Air New Zealand: PPT – AKL / PPT – LAX• Air Calin: PPT – AKL / PPT – LAX• Japan Airlines: PPT – NRT• Korean Air: PPT – NRT• Air France: PPT – LAX• LATAM Airlines: PPT – AKL

Air Tahiti Nui is positioned as the main airline serving
French Polynesia with daily ﬂights to the destination.
The company operates over four continents, offering
ﬂights from Papeete to Los Angeles, Tokyo, Auckland
and Paris (via Los Angeles).
air tahiti Nui offers routes to a total of 54 cities
thanks to its codeshare partners:• SNcf trains with the tgV air program in france and europe departing daily from CDG to: Aix-en-Provence,
Angers, Avignon, Bordeaux, Le Mans, Lille, Lyon,
Marseille, Metz, Montpellier, Nantes, Nîmes, Poitiers,
Reims, Rennes, Strasbourg, Tours, Valence and Brussels.

In addition, as part of the airline’s development within its
markets, 43 interline agreements have been made withother transporters to date, in order to offer clients a wider
choice of destinations (new agreements with LATAM
Airlines Brasil and Virgin Australia in 2018).

16

1 594

cOMMercIal flIghtSIN 2018
fOr 17 479 flIght hOurS

flIght ScheDule
frequency of service per route
2017

2018

low season

high season

low season

high season

Papeete – Paris via LAX

2 to 5 ﬂights/wk.

4 to 8 ﬂights/wk.

2 to 5 ﬂights/wk.

5 to 7 ﬂights/wk.

Papeete – Los Angeles

4 to 7 ﬂights/wk.

4 to 8 ﬂights/wk.

5 to 6 ﬂights/wk.

5 to 7 ﬂights/wk.

Papeete – Japan

2 to 3 ﬂights/wk.

2 ﬂights/wk.

2 to 3 ﬂights/wk.

2 ﬂights/wk.

3 ﬂights/wk.

3 ﬂights/wk.

3 ﬂights/wk.

3 ﬂights/wk.

Papeete – Auckland

annual number of ﬂights per route
2016

2017

Variation 16/17

2018

Variation 17/18

Papeete – Paris via LAX

503

500

-1%

476

-5%

Papeete – Los Angeles

597

585

-2%

594

+2%

Papeete – Japan

210

233

+11%

217

-7%

Papeete – Auckland

313

313

0%

307

-2%

1 623

1 631

+0.5%

1 594

-2%

tOtal

17

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

X2 per week
X1 per week
Daily
X2 per week
X2 per week
X1 per week
X1 per week (since 28 August 2018)th

Daily (since 28 October 2018)th* Except American Airlines and SNCF who operate daily links.

the engines
On 20th March, 2017, the company Board of Directors
validated the choice of the GEnx engine by General
Electric to equip the Boeing Dreamliner of the new
Air Tahiti Nui ﬂeet (the two B787-9 leased from
Air Lease Corp. as well as the two aircraft owned by
Air Tahiti Nui will be ﬁtted with these engines). Theirmain characteristics are a dual-body design with a wideuse of composite materials (fan blades and fan casing)and a lower fuel consumption over the Air Tahiti Nui
network than its competitor’s: the Rolls Royce Trent 1000.

The ﬁrst Tahitian Dreamliner, named Fakarava (registration F-OMUA), was commercialized from March for aﬁrst commercial ﬂight at the end of the year. It joined
the company on 8th October 2018, thus initiating theeffective transition period for the entry and departureof the aircraft in the ﬂeet.
On 7th November, on the dawn of the airline’s 20th
anniversary, it made its maiden commercial ﬂight to
Auckland and on 16th November the ﬁrst Airbus A340300 Bora Bora registered F-OJTN, permanently left theranks of Air Tahiti Nui.
The delivery of the three other Boeing aircraft will be
staggered over 2019 between the months of January
and August, before the A340-300s permanently leave
the airline by September 2019.

traNSItION frOM
aIrbuS tO bOeINg
In early 2015, the company Board of Directors made thedecision to replace the ﬂeet of Airbus 340-300 by
Boeing 787-9s. In March and April, contracts weresigned for the lease of two B787-9 and the purchase of
two others.
Following the year 2017, which was primarily devoted tothe conﬁguration of our new aircraft, 2018 was spent
preparing for their entry into service. This phase named
Service Ready Plan (SRP) co-managed by Boeing and
Air Tahiti Nui was to prepare for the operational use of
the Boeing aircraft by training crews and obtaining thevarious operating authorizations for the B787.
The technical department’s premises were reﬁtted inorder to manage the mixed ﬂeet. The storage spaces
and warehouse were redesigned and expanded toaccommodate and store the tools for the 787 and thespare parts speciﬁc to the Dreamliner from the Boeing
ﬂeet. Working methods were adapted and new procedures were included to increase the performance of theMaintenance Control Centre (MCC) and Support.
In the same vein, staff training was intensiﬁed to meet
regulatory requirements and also to adapt to newmaintenance and airworthiness monitoring software
speciﬁc to the B787-9 ﬂeet.

The training of ﬂight deck crews started at the beginningof the year for four of our instructor-examiners and two
pilots in charge of technical documentation to obtainapprovals.
Eight cockpit crews (16 pilots) were qualiﬁed on the
B787 between August and December, including three
new instructors at the end of the year. The training fortechnical crews will continue until November 2019. Since
dual qualiﬁcation is not possible for cockpit crews under
the regulations, it will be necessary to wait until the last
Airbus leaves the company to train the remaining crews.
Cabin crew training began in September (cabin crew
instructors were trained in February and August) andwill continue until May 2019. Over 700 hours of
regulatory training were provided between September
and December 2018 (including initial Boeing safety
training — machine qualiﬁcation — and commercial
training).

18

Grégoire Le Bacon, photographer, designer and painter, designed thevisual identity (logo and livery) of Air Tahiti Nui’s first helicoptertransport subsidiary.

With the creation of the company, HBG extended its Air
Transport Certiﬁcate (ATC) and therefore deals mainlywith the operational side of business.
For Air Tahiti Nui, the focus is on exercising its expertiseand knowledge as a Polynesian tourism professional,
particularly regarding marketing and business development aspects, in addition to its command of distribution
channels.
A dedicated team and a supervisory committee manage
the simpliﬁed joint-stock company autonomously.
The website www.tnh.pf/en presents the various panoramic ﬂights on offer and in particular the leading
ﬂagship product, the 10-minute discovery ﬂights available from Tahiti or Bora Bora.

tNh
On 12th February Air Tahiti Nui oﬃcially launched its ﬁrst
helicopter transport subsidiary during a signature
ceremony at the Presidency of French Polynesia.
Tahiti Nui Helicopters is a simpliﬁed joint-stockcompany 50% owned by Air Tahiti Nui and 50% by HBG,
a Franco-Swiss group that is the French leader inhelicopter transport.
This new business will allow Air Tahiti Nui to strengthen
its societal involvement and support for the Polynesian
economy. As the ﬁrst subsidiary of the Tiare ﬂower
airline, TNH will also make it possible to upgrade thelevel of service, thus responding to development
strategy, whilst reinforcing its standards of excellence.
This activity enables Air Tahiti Nui to diversify its offer
around 4 principal missions:hbg, the french n°1 in helicoptertransport• on-demand transport of passengers, to provide directtransfer without delay when clients arrive on aninternational ﬂight or to make connecting ﬂights withprivate jets, whose numbers have risen signiﬁcantly
over the past few years;• sightseeing (Tahiti, Moorea, Leeward Islands);• work at a height (pylon installation, etc.) and mountainrescue;• medical evacuation or medical emergency ﬂights fromthe islands.

HBG is 38 year-old family-run Franco-Swiss group, thecurrent leader in helicopter transport in France andfeatured in the European market TOP 5, particularly
through its subsidiaries Mont Blanc Helicopters andHélicoptères de France.
The group has a ﬂeet of around 80 helicopters inoperation (owning 56, managing over 20 and 140
in maintenance) and has 33 bases situated on threecontinents: Europe, Africa and South America.

The company operates with three aircraft: 2 Airbus
Helicopters H135 (EC135T2) and 1 Airbus Helicopter
H125 (AS350 B2). Two helicopters are based in Tahiti
and ﬂy to Moorea; the third is stationed in Bora Bora.
The subsidiary began commercial activity in July.

HBG employs 300 people, has 150 pilots, and generated
revenue of over 8 billion XPF in 2016.

19

Traﬃc andbusinessresults
57.8%

tahItI-bOuND
traffIc

Of INterNatIONal
traffIc
traNSpOrteD by
aIr tahItI NuI

In 2018, the total number of passengers departingfrom and bound for French Polynesia was 667 902,
representing an increase of +10.5% compared to 2017.
It should be noted that the number of seats on offer
increased by 11.1% following the consecutive arrival of
two new airlines, French Bee and United Airlines.
Air Tahiti Nui transported 57.8% of international traﬃcin 2018, a decline of -7.7 points in comparison with 2017,
reﬂecting the mechanical impact of the signiﬁcant
increase in the international offer to and from Tahiti.

tOurISt
traffIc

132 456

In 2018, 216 268 tourists visited The Islands of Tahiti,
with an increase of 17 309 tourists. Over 132 000
tourists were transported by Air Tahiti Nui (61.2%). The
joint promotional efforts of the company and its tourism
partners have thus borne fruit and beneﬁtted the whole
sector.

reSultS aND eVOlutION Of atN farepayINg paSSeNgerS by rOute

uNIteDaIrcalIN aIrlINeS

tOurIStS
traNSpOrteD
by aIr tahItI NuI
IN 2018

aIr tahItI

2.9% 2.1% 0.6%

fare-paying passenger activity by route

hawaIIaN aIrlINeS

average passenger load factor

3%

revenue (in million Xpf)

2017

2018

Var n/n-1

2017

2018

Var n/n-1

77%

77%

0%

31 63830 399-4%

lataM aIrlINeS

3.4%
freNch bee

7.2%

Source: Revenue Management - Air Tahiti Nui Financial DirectionaIr New ZealaND

MarKet ShareS
by aIrlINetOurISt traffIc
In 2018, visitor numbers to the Islands of Tahiti rose
sharply by +8.7% in comparison to last year.

8%

In 2018, air tahiti Nui transported 471 542 passengers,a slight decrease (-2.7%) compared to 2017, in line withthe decrease in Air Tahiti Nui seat offer. Considering themassive increase in competitor capacity between theUSA, France and Tahiti (+40% seats over a full year), thiswas a satisfactory sales performance and beyond initialexpectations.

471
542
paSSeNgerS

In 2018, the airline generated sales revenue of 30.3
billion Xpf from passenger traﬃc.

traNSpOrteD
IN 2018

the North american, french and european markets
performed well, increasing respectively by +12%, +18.2%
and +16%.

aIr fraNce

11.6%

the number of cruise ship passengers also experienced
strong growth of +29.7% in comparison to 2017, whilst
the number of land-based tourists showed an increase of+4.4%.

aIr tahItI NuI

61.2%
Source: ISPF

20

21

9
697
tONNeS Of

369

charter actIVIty

freIght
traNSpOrteD

MIllION Xpf
IN reVeNue
geNerateD frOM
charter flIghtSDuring the year, 212 ﬂight hours were conducted on behalfof various shippers (representing a decrease of 20%,in comparison with 2017).

fOr 2.9 bIllION Xpf
IN reVeNue

This activity generated 369 million XPF in revenue over theyear (compared to 414 million XPF in 2017, representing adecrease of -11%).
Full charter activity remains stable, thanks to the renewalof contracts from one year to the next (charters for
Las Vegas, China, Easter Island and Lourdes).
In contrast, the ACMI* activity dropped signiﬁcantly due
to the fact that in 2018 there were no charter ﬂights for
Air Calin as in previous years.

freIght reVeNue
comparative table of freight revenue and tonnage 2017 and 2018
2017

2018

Variation n/n-1

Variation %Revenue (in million XPF)

2 891

2 960

+69

+2.4%

Weight in tonnes

9 512

9 697

+185

+1.9%

comparative table of charter activity in 2017 and 2018
2017

2018

Variation n/n-1

65

11

-83%

Full charter

200

201

0%

total Nb flight hours

265

212

-20%

ACMI*
Source: ATN Freight & Management Control Department

aKl

10%

Despite the arrival of competitors, the volumes andrevenue generated by cargo activity in 2018 show aclear increase. The freight revenue over the entire
Air Tahiti Nui network for the year amounts to 2 960
million Xpf, for a total tonnage of 9 697 tonnes.

Nrt

13%

The favorable economic environment was reﬂected inseveral areas:

46

8

-84%

Full charter

368

361

-2%

total revenue (million Xpf)

414

369

-11%

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

DIStrIbutION Of
tONNage
traNSpOrteD
by OrIgIN*• Export from Papeete experienced an increase particularly due to the number of shipments of fresh ﬁsh to
the United States but also thanks to dynamic sales
support to encourage exportation in the form ofpartnership initiatives (Ono’u Festival, Va’a WorldChampionship, Best Exporter competition, Tahiti
Export Event etc.);• Despite the arrival of competitors on the French andAmerican markets, market shares of the airline havebeen maintained in them and tonnage has increased;• The high demand in the American market also allowed
the airline to transport a large inﬂux of passengers
from Japan or New Zealand, where markets both grewin 2018.

ACMI

ppt

16%

laX

42%

Number of ﬂight hours
300 -revenue (M Xpf)
Full
ACMI

250 200 -

500 -

Full
ACMI

400 300 -

150 -

cDg

19%
* Origin of freight departure.

22

200 -

100 -

100 -

50 0-

02017

2018

2017

23

2018

Atn’s active rolein the developmentof Polynesian
tourism
On 20th November 2018, Air Tahiti Nui celebrated its 20th anniversary after having received
delivery in October of the ﬁrst Dreamliner B787-9 of an exclusive ﬂeet that will ultimately
include four aircraft.
These twin-engine aircraft preﬁgure a new era for the airline, which is nonetheless part ofthe continuation of a mission initiated in 1998 to serve French Polynesia, the people of
Polynesia and its primary economy: tourism. How can we continue to uphold the promise tosupport this vital industry in such a competitive sector for the next 20 years? The Boeing
787-9 was chosen by Air Tahiti Nui for its excellence; a choice that required intensive preparation, ambitious decisions and constant commitment.

the New atN
IDeNtIty

our company was celebrated in style with a reception
featuring Olivier Poussier, World’s Best Sommelier in
2000, Chief sommelier of the Maison Lenôtre andendorser of our airline’s onboard wine list.

the new company brand image

Formalizing Air Tahiti Nui’s signature values, the brand’svisual identity was built on a powerful promise toprovide “The world’s most immersive travel experience”.
The Tiare ﬂower company icon was kept to evolve
towards a more symbolic representation. The twoelements in the new Air Tahiti Nui logo, its symbol andbrand name, were carefully modernized. They are asso-

By choosing to renew its ﬂeet of Airbus A340-300 by
Boeing Dreamliner 787-9s, Air Tahiti Nui reached a turning
point in the standard of product available to its clientele.
To accompany this quality upgrade, the company took
the decision to modernize its image; not only by updating
its brand image, whose most visible element remains
the iconic ﬂower logo of our islands, the emblematic
Tiare, but also by reaﬃrming the fundamental elementsof its mission, positioning, values and personality, inshort, the DNA that ATN is made of.
However, this undertaking was more about evolution
than revolution, since it was important to combine
preserving the capital created 20 years ago whilst
managing to project the company into the future.
The rebranding project, which is certainly the biggest
communications challenge in the life of a company,
began at the end of 2015 and ended in April 2018,coming to fruition in time for the eve of the company’s
20th anniversary.
On the evening of 25th April, Air Tahiti Nui revealed its
new image to its closest clients and partners in Tahiti
Faa’a airport lounge. This key moment in the life of24

Panasonic Avionics Corporation solutions were chosen
for the new ﬂeet’s entertainment and connectivity
systems. The platform of the number one supplier of
IFEC (In-Flight Entertainment and Connectivity
systems) now provides travelers with state-of-the-art
technology on a high-deﬁnition touch screen.
The Panasonic eX3 entertainment system is the mostadvanced of its generation, offering high deﬁnitionindividual touch screens facing each seat, providing
access to a large selection of on-demand content. These
intuitive screens are very simple to use for the comfort
and pleasure of travellers.
Poerava Business class passengers will be seated in
front of a 40cm screen with a touch screen remotecontrol incorporated into their seat. Passengers inMoana Premium will enjoy the deﬁnition of a 33cm
screen, while travelers in Moana economy will have a
30cm screen at their disposal, which is the biggest
screen ever to be used in this type of seat to date.
Each individual screen will allow users to ﬁnd information
about their ﬂight in real time, as well as a wide range ofrecent movies and cinema classics which are regularly
renewed to ensure that each journey onboard Air Tahiti
Nui is a unique experience. There are also series anddocumentaries, numerous video games and a wide
selection of music. To heighten the onboard immersive
experience, a channel dedicated to the Islands of Tahiti
named Tiare TV allows travelers to get a ﬁrst glimpse ofwhat awaits them in Polynesia: history, culture anddiscovery of our islands’ secrets.
Most of our content is available in French, English andJapanese.

ciated with an array of colors inspired by the contrasts
in our islands, and patterns that illustrate the ‘Nui’
universe of the brand, around which the new design was
created, accentuating all the aspects that contribute to
making our company and the destination The Islands ofTahiti so distinctive, authentic and unique.

the new product on board air tahiti Nui
The end of 2018 could not have been a better time to
put the ﬁrst aircraft of our new ﬂeet into service. Just
weeks away from two new operators launching
operations in the Polynesian skies, Air Tahiti Nui wasable to match them with a new aircraft aligned with thetechnical standards of its competitors’.
The market studies combined with customer and sales
personnel surveys conducted from 2015 to 2017 resulted
in the decision last year to offer a three-class productcomprising:• pOeraVa business, a Business-class product, offeringa horizontal sleeper-seat, the ‘Parallel Diamond’ produced by Rockwell Collins, convertible into a 180° bed(full ﬂat) length 198 cm, in a 6 forward-facing (2-2-2)
conﬁguration over 5 rows, providing a 100% couple
offer adapted to our tourist clientele;• MOaNa premium, a Premium Economy product,
tailored to provide an intermediary offer between
Business and Economy with a total of 32 seats (theZ535 by ZODIAC Aerospace) in a 7 forward-facing(2-3-2) conﬁguration;• MOaNa economy, an Economy class product,
offering a total of 232 seats (the Z300 by ZODIAC
Aerospace) over two cabins in a 9 forward-facing(3-3-3) conﬁguration.

During the ﬂight it is also now possible to beneﬁt fromthe high-speed Internet on board thanks to Wi-Fi
provided by a satellite connection. The eXConnect
Panasonic Wi-Fi system is accessible to all passengers
via their personal portable devices: smartphones,
tablets or laptops.

25

Footage of the first Air Tahiti Nui Tahitian Dreamliner delivery ceremonyin Charleston in October 2018 travelled the world, relaying the videosof the Aparima performed by our stewardesses for the occasion.

that reﬂects the roots and culture of the airline’s origins.”
The founder of TheDesignAir, an international reference
for aeronautical design, also ensured that “With abright, colorful design and iconic ornate pattern ﬁlledwith symbolism, Air Tahiti Nui’s 787s will certainly
capture the imagination of travellers across the globe,
acting as an ambassador for Tahiti in all the international
ports the aircraft will ﬂy to (…).”

The very ﬁrst Air Tahiti Nui ‘safety video’ also accompanied the launch of our ﬁrst Boeing’s operations. It was
ﬁlmed in June in Tahiti and Moorea and features anumber of natural sites, thus allowing visitors to get asneak peak of the unrivalled natural beauty of ourlandscapes. The video is intended to be immersive,
incorporating the obligatory onboard safety instructions of our Tahitian Dreamliner into the scenery of ourisland paradise.
During the second edition of the Trophées du Tourisme(Tourism Awards) held in Tahiti on Saturday 1st December
2018, the ﬁrst onboard safety announcement video was
attributed ‘best tourist video’ of the year ahead ofthree other competitors, by the jury composed of
the Ministry of Tourism, the Ministry of Culture, Tahiti
Tourism, The Board of Tourism, the Association for
Authentic Tourism and Polynesian Travel Agents Union.

December was indeed the month of crowning moments.
Air Tahiti Nui was attributed the title ‘best airline in theSouth paciﬁc’ by the magazine Global Traveler, which
awards its distinctions following one of the most renowned annual surveys in the sector among frequent luxury
and business class ﬂyers.
It is the fourth time in six years that Air Tahiti Nui has
won a place on the coveted awards list recognized by
the world’s major airlines.
This is a wonderful acknowledgement for our company
as we continue to demonstrate commitment to providing our clients with exceptional service and authentic
experiences aboard our ﬂights.

the blue bird carrying dreams
With its new livery featuring Polynesian motifs and theoriginal iconic Tiare ﬂower proudly displayed on the tail(paying tribute to the company’s pioneers), the TahitianDreamliner attracts the attention of travelers worldwide.
The tattoo designs decorating the back section of
the new aircraft depict the history of our company inresonance with our islands.
A manta ray, a whale, an albatross, a tiki, waves andﬁshing hooks are just some of the succession of motifs,
symbolically representing wisdom, protection andelegance, strength, pride and the capacity to reach forthe sky, the home of our ancestors, life and continuity,
prosperity, abundance and luck.

prOMOtIONalaND aDVertIZINg
pOlIcymedia on board, thus providing a wide ranging media
coverage for the occasion of its entry into service.

As Air Tahiti Nui remains the major tourist transporter
to French Polynesia, the company invested in 2018 close
to 1 billion XPF (8.38 million euros) across the entire
promotional program in order to support the growth of
Polynesian tourism. The distinctions obtained during
the year were the opportunity to encourage the work of
the airline’s teams in a pivotal moment in the life of thecompany: the celebration of its 20th anniversary and thearrival of a new ﬂeet.
Both locally and regionally, the year was particularlymarked by events regarding the launch and arrival of
the new ﬂeet, the 20th anniversary of Air Tahiti Nui,and associated promotional campaigns. A number ofcommunication media were published especially toaccompany these milestone events.

The magazine Air&Cosmos devoted its October coverphoto and 7 pages to our Tahitian Dreamliner. The Points
Guy and USA Today were also among the media guests
present on the inaugural ﬂight and both provided a great
promotion of their onboard experience, which was sharedwidely across numerous international blogs.
In Tahiti, the welcoming ceremony for the Fakarava, the
1st aircraft in the new ﬂeet, was held on the tarmac of
Tahiti Faa’a airport on Sunday 14th October, in thepresence of local oﬃcials, media and Air Tahiti Nui
employees, thus marking the beginning of the festivities
related to this historic moment.

uunveilingthettahitian
DreamlinerA
After
an oﬃcial delegationtof members of thegovernmentgof French
P
Polynesia
wenttoCharleston in SouthC
Carolina early OctoberC
tto take delivery of theﬁﬁrst aircraft in then
new company ﬂeet,
tthe inaugural ﬂight oftthe Tahitian Dreamlin
ner took place withnnumerous nationalaand international

With its striking shades of blue, evoking the Polynesian ocean, lagoon
and sky, our new plane caught theeye of professionals in the sector. It
was awarded the ‘best New liveryof the year’ prize at TheDesignAirAwards 2018, hailed by Jonny Clark
as the “embodiment of a design2627

To allow the public to discover its new planes, the airline
increased its participation in trade fairs such as the
Digital Festival Tahiti 2018 held in Papeete from 24th-27th
October, for which it was partner. The event dedicatedto positive innovations in the digital revolution was anopportunity for the company to showcase the innovations of the Tahitian Dreamliner and especially Moana
premium Economy class. A competition was run for theoccasion on social networks, leading to numerous site
visits and a considerable following on Facebook, thus
giving the new travel class greater exposure.

The
inﬂightmagazine
Reva Tahiti also devoted
a special edition to the
20-year anniversary of
Air Tahiti Nui. It looks backat the ambitions of its
founders, for whom theidea of an international Polynesian airline made perfectsense in the development of the country. It also covers
the evolution of the company after 20 years operatingwith Airbus and its ambitious choice dictated by a collective interest to shift to the Boeing 787-9. The desire
was to pass on the torch to those who would continue
the adventure in the coming years, providing them withthe most effective working tool possible. The spotlightis of course on the Tahitian Dreamliner, the ﬁnest ambassador for the fenua, showcased in the special edition
alongside all that has inspired Air Tahiti Nui in the design
process of its new working tool: the beauty and richesof our islands, the mana of Polynesia.
Finally, as part of a partnership with OPT (the Post andTelecommunications Oﬃce), photos will illustrate the20th anniversary of Air Tahiti Nui in the stamp collection
calendar 2019, and to celebrate this very special anniversary in style at home and abroad, Air Tahiti Nui has also
published a special 20th anniversary pre-paid postcard.

As a sneak preview of the ﬁrst commercial ﬂight aboard
the Tahitian Dreamliner, Air Tahiti Nui also organized in
October, in addition to several charity ﬂights, a series of
discovery ﬂights for local institutions, VIP clients, local
partners of the company, media or even certain works
councils.
Meanwhile, Air Tahiti Nui clients could participate in a
grand prize competition #iaoratahitiandreamliner on
Facebook and Instagram to try and win two tickets forthe discovery ﬂights (200 tickets available).
Air Tahiti Nui also showcased its new product via thetahitiandreamliner.airtahitinui.com platform thanks to
the immersive multimedia ‘Living Brand Experience’.
Sound, video, virtual reality and photos were carefullycompiled to allow internet users to explore the brand’s
immersive universe, the new aircraft (with virtual toursof the cabins) and more generally Polynesian culture
and authenticity, particularly through 360° videos.

regional campaigns, strategic
corporate communication media

To ﬁnalize the ‘discovery’ component, numerous meansof communication accompanied the entry into serviceof the Fakarava, explaining the company inspiration
behind the conception of its new ﬂeet and brandimagery.

20 years of operation

Despite this, the South American market results fellslightly over the year with a decrease of -5% in couponsand -11% in revenue following the economic crisis strongly
affecting Argentina.

oriented voice, presenting a powerful symbol for travel, theoutrigger canoe, in four cities that our airline serves on our
regular network. The video ‘Air Tahiti Nui, notre réussite !’(Air Tahiti Nui, our success!) traced the company’s growthand values since its creation. The second stage, deployedin the second half of the year, was intended to be more
immersive by highlighting Air Tahiti Nui’s history throughthe identiﬁcation of its travelers and by promoting loyalty.
The ﬁlm ‘Generation Air Tahiti Nui’ also recalled the riseof a generation, and the Club Tiare loyalty program waspromoted in a second poster campaign. At the same time,
dynamic positioning of the communication tools on the
web provided an opportunity to boost company notoriety,reiterate its top-of-the-range positioning and enhancecustomer travel experience. In order to do so, the campaign was programmed to air every two weeks via social
networks and newsletters.
Promotional activities in the regions during the year also
focused speciﬁcally on the unveiling of the new TahitianDreamliner, especially the new Premium class integrationand the 20-year anniversary of ATN.

In Japan, 2018 was a diﬃcult year due to the competitionof new destinations on the market. In November,
Air Tahiti Nui, Tahiti Tourism and several local hoteliers
traveled there accompanied by the Minister of Tourism
and Labor in order to meet Japanese tour operators. The
aim of this trip and the various workshops organized indifferent cities in Japan was to reﬂect together on thebest ways to boost the market, which is suffering inparticular from hotel capacity limits in our islands.
After a few initial ﬂights in January and February, theTahitian Dreamliner will be welcomed there in September
2019.
In New Zealand and australia, the arrival of a new
General Manager in early November made it possible toredeﬁne regional objectives, leveraging action by reinforcing our sales presence in the area, increasing direct
sales via the website and developing the sale of alternative accommodation such as Airbnb in conjunction
with ATN.
The highlight of the year was the arrival of the TahitianDreamliner in Auckland on 8th November 2018 for its
ﬁrst commercial ﬂight from Papeete. The President ofFrench Polynesia, New Zealand ministers and dignitaries, and the CEO of Air Tahiti Nui were present for awelcoming ceremony worthy of the event.

In france, focus was on the launch of the updated
brand image and the new three-class Dreamliner toﬁght the competition from new transatlantic and Paciﬁc
operators with reinforced regional communication andan increase in promotional fares, product offers andadditional services: lounge access, priority boarding etc.
Another point worthy of note is the rise in number of
B2B (travel agents and tour operators) and B2C(advertising campaigns on social networks) initiatives
particularly targeting digital media. A partnership with
Cdiscount from 16th to 24th October was identiﬁed as the“Best Facebook post performance of the week” by theblog Webmarketing & co’m. The post, which was aninvitation to win a trip for two to Tahiti for the company’s
20th anniversary, generated an incredible result, reachingover 872 000 people.

In the united States, the ﬁrst B787-9 ﬂight in November
was also an occasion for celebrations. An event wasorganized at the Flight Path Museum in Los Angeles
airport to mark the oﬃcial launch of the Tahitian Dreamliner in the presence of Edwin ‘Buzz’ Aldrin, the second
man to walk on the moon, along with 150 other guests,
clients, partners and American tour operators.
After a more diﬃcult year in 2017, the cruise ship passenger market to Tahiti showed signiﬁcant growth in
2018.
The collaboration with American Airlines (Air Tahiti Nui’s
ﬁrst partner airline) has continued to make a major
contribution. AA enables us to access 23 cities in theStates and Canada with our TN code and actively sells
our Paris-Los Angeles ﬂights in addition to its own
ﬂights between France and the United States.

In europe, demand towards the Paciﬁc was particularly
stimulated by reinforced digital communication and theacceleration of omni-channel marketing.
The French and European websites that represent theregional directorate’s largest budgetary investments areprogressing. Beyond being the showcase for products
and airline news, they are also the priority objectives forachieving sales growth.

The crowning moment of this deﬁning year
for the future of the company was the20th anniversary of ATN’s operation on 20th
November 2018, which led to a series ofcommunication events taking place throughout the year to mark this tremendous
event. The anniversary campaign was launched in February with the unveiling of Air
Tahiti Nui’s oﬃcial 20th anniversary logo.

In french polynesia, a wide scale publicity campaign
covered the arrival of the new ﬂeet and the 20th anniversary of the company throughout the year. It was
divided into two major stages, with a press campaign
and posters around Tahiti and at the airport, followed
by a TV and cinema campaign. The ﬁrst stage made it
possible to cope with the arrival of competitors fromthe month of May and consolidate our position as leaderof the local market with a stronger, resolutely client-

For this symbolic occasion, a grand prize competition
called ‘Mon plus beau voyage avec Air Tahiti Nui!’(My most amazing trip with Air Tahiti Nui!) was launchedon 1st March on social media, inviting travelers to share
their travel experiences (#loveairtahitinui) to win oneof the 20 free tickets for a destination on our regular
network.

28

On the brazilian market, the second awarenesscampaign in line with marketing initiated in 2017 waslaunched during the second semester, targeting the new
brand and the Tahitian Dreamliner. It was a 100% online
campaign similar to the previous year (using social
networks, promoting the airtahitinui.com.br website,
google adwords, etc.).
The video posted on YouTube was viewed 68 000
times, thus becoming the most viewed video since thecreation of the company YouTube channel.

29

animation movie Moana (or Vaiana in French), Blue —released on 28th March, was the occasion for a special
evening reception in Paris. The premiere for the new
Disney documentary about the oceans took place during
a private screening on 23rd March at the movie theatre
Drugstore Publicis on the Champs élysées. Over 200
guests including Tahiti Tourism attended the event in thepresence of Jean-François Camilleri, President of DisneyStudios France and Founding President of Disneynature.

lOyalty
prOgraM

cuStOMer
SatISfactION
pOlIcyAs part of its continuous improvement plan, Air Tahiti Nui
has been carrying out an on-going program of customer
satisfaction surveys onboard all ﬂights in order to better
meet their expectations.

Optimization of web presence2018 saw the update of all the www.airtahitinui.com websites following the arrival of the new Boeing ﬂeet and therebranding of the company. As a result of this, all content
was improved to come into line with the new positioning
strategy and associated marketing initiatives.
In October, the Brazilian version of the website was also
launched, enabling the company to have a global web
presence by covering the South American zone. In 2018
the total number of online sales across the network ofcompany sites increased by 12.23%.
Widening the range of ancillary products and services soldonline (à la carte seating, lounge access, priority pass,treats and champagne, etc.) also had a positive impact on
Air Tahiti Nui’s visibility on the web.
The airline has a large community on the social networks,
with approximately 400 000 followers on Facebook,
Instagram, Twitter, LinkedIn and YouTube. Content sharedon these channels cover latest news, new developments
and promotions.
Throughout the year, our priority was to focus on video
material in order to generate viral content, mainly to spotlight our new brand image, new aircraft, new products
and services.
Our visibility was also enhanced by the increase in
number of UGC games (User Generated Content),
inciting users to promote our brand over their own
social networks, thus allowing us to generate views on
our own webpages.

Among other signiﬁcant actions unrelated to the launchof the new ﬂeet and the 20th anniversary celebrations, a
new mobile Internet service was set up in association
with the start up company Tahiti Wi-Fi. The mobile
Wi-Fi box (or pocket Wi-Fi) can be reserved in advancevia the website www.tahitiwiﬁ.com and Air Tahiti Nui
websites, and the visitor collects it on arrival at Tahiti
airport. In this way, clients can connect, navigate andshare content with their loved-ones only minutes after
arriving in Polynesia, thus becoming a vehicle for the‘live’ promotion of our islands and the greatest beneﬁtof our destination. With an optimal coverage of 65 islands
and high-speed connection, visitors can easily share
their most memorable travel moments freely, whether
they are out on the water or on dry land. Packages offer
up to 20 GB of data and the possibility of simultaneously connecting up to 10 devices.
The ‘Tahiti Stickers’ application was also updated toinclude the latest Air Tahiti Nui logos and imagery (newplane, new company logo, special 20-year anniversarylogo) and thus allow Air Tahiti Nui fans to decorate theirselﬁes with the company colors thanks to six stickers
available on most tablets and iOS or Android smartphones. As a new means of communication, the stickers
have seen a growing success in instant messaging andon social networks. The free application is 100% Tahitianand available in all our markets.

From June, the ‘chatbot’ now offers step-by-step assistance and individualized support to Internet users. The
tool, which is integrated via Messenger on our Facebook
pages and Polynesian and French websites, accompanies and assists clients with their travel arrangements
via a virtual robot.
Finally, the CRM project launched at the end of the year
will provide the means in 2019 to improve productivity,
by offering “360°” vision for sales staff in contact withclients. The objective is to create individualized marketing relationships with our clients, through multiple
channels, in order to build customer loyalty.
The tool should be implemented on the Polynesianmarket in June, before being deployed mid-Septemberin the United States then France, and in December 2019
in New Zealand and Japan.

Promotional activities showcasing Polynesia are equallyan opportunity to spotlight our company in otherregions, since we are often called upon for partnerships.
As was the case last year for the release of the Disney30

For 96% overall satisfaction (the score has remained
the same since 2016), 93% of our clients claimed theywould recommend our airline, which is 1 point more thanin 2017.

Strengths identiﬁed by our customers
For several years now, Club Tiare has been developing
new partnerships in order to provide its members withadditional opportunities to gain and use miles.

ScOre 2018
(aNNual aVerage)

A total of 267 million miles were exchanged forservices offered by the company (tickets, upgrades,
additional baggage allowance, etc.) in tickets to events(Messmer and Jovany shows, BlackM, Julien Doréconcerts, theatre and festivals) and in gift vouchers forpurchases with our partners (Millésime, Le Coco’s,
Beauty Success, Jeff de Bruges, Vahinerii Tea House,
L’Occitane, K.rol Nail and Tiki Park).

apprecIata ION
atOf crew

OVerallapprecIata ION
at
Of cabIN

New online services
Thanks to the development of new functions on the
Amadeus platform during the year, Club Tiare members
can now book a ﬂight online and use miles for an award
ticket in one of our three cabins: Moana Economy,
Moana Premium* or Poerava Business.
The use of miles to purchase an upgrade (in Moana
Premium* or Poerava Business cabins) or additional
luggage is still available directly from our booking
services.

OVerallapprecIat
a ION
atOf checK-IN

OVerallapprecIata ION
at
Of fOOD aND beVerageS* Available exclusively on our Tahitian Dreamliner flights.

OVerallapprecIata ION Ofat
IN-flIght eNtertat INMeNtta

Since 12th June, our loyalty club members are also able
to buy additional miles or transfer their miles to aperson of their choice by connecting directly to theirClub Tiare account and carrying out transactions
independently. These purchase and transfer services
are now available exclusively online since 1st July, in
response to the growing demand for immediacy ofservices.

98%
93%
91%
88%
78%

Thanks to the modernization of the IFEC on the Boeing
787-9, client feedback is becoming digitized, allowing
the company to remain on track with its CSR strategy.
Clients aboard the Tahitian Dreamliner are now invited
to give their opinion on their personal interface, either
freely on topics concerning comfort, meals, etc., or when
asked by cabin crew to answer more general feedbackquestionnaires.

On 31st December 2018, the Club Tiare had a total of
143 291 members, representing an increase of 10.40%
from 2017.

31

Financial
results
aSSetS balaNce Sheet

NON-curreNt lIabIlItIeS

fixed assets

equity and provisions

The principal movements of the ﬁnancial year 2018 were:

The principal movements of the ﬁnancial year 2018 were:

for tangible and intangible ﬁxed assets:• Intangible assets (+90 M XPF): company image bank and AMOS maintenance software;• Tangible assets (+2.4 B XPF): purchase of spare General Electric engine, Tua Rata, Boeing advances, Boeing rotables.

• equity (-54 M XPF): the appropriation of retained proﬁts for 2017 carried forward (+2 B XPF), amortization of
investment grant and adjustment of regulated provisions following the change in residual value of aircraft.

liabilities

for ﬁnancial ﬁxed assets:• Mainly guarantee deposits to ALC for the lease of the B787-9s;• Participation in the Tahiti Nui Helicopters subsidiary.

The principal movements of the ﬁnancial year 2018 were:current assets
The principle movements of the ﬁnancial year 2018 were:• Stocks (+178 M XPF): entry into stock of Boeing parts and consumables;• clients (-611 M XPF): decrease in outstandings explained by the decline in activity in the last quarter of 2018 incomparison with 2017 and the repayment of Aercap in 2018 for an engine shop built in 2017;• cash ﬂow (-966 M XPF): 5 months of turnover, in line with 2017.

Non-current liabilities in million Xpf and million euros

assets balance sheet in million Xpf and million euros

liabilities

2018

2017

Var°.

Var°. %

Capital / Reserves / Retained earnings

12 407

10 3942 013

19%Result288

2 013-1 725-86%

21%

Investment subsidies

144

361

-217

-60%

22%

Statutory provisions

22%

equitygross

reserve

Net
2018

Net
2017

Var°.

Var°. %

Intangible ﬁxed assets

527

-218

310

219

90

41%

Tangible ﬁxed assets

37 541-23 982

13 56011 1892 370

Financial ﬁxed assets

1 934

-450

1 484

1 221

263

asset

total ﬁxed assets• financial liabilities (+1.8 B XPF): loan for funding of the Tua Rata head oﬃce, security deposit for KP Aviation;• Other liabilities (+145 M XPF): increase in accounts payable due to the Boeing activity offset by the reduction incorporate income tax payable and incentive payments;• Deferred income (-625 M XPF): return of product in relation to maintenance events carried out on the O-JTN aspart of its return to Aercap and the reduction in ‘BENUs’ (tickets issued but not used for over one year) connectedto the decline in commitments recorded in 2019 in comparison with 2018.

895

1 020

-125

-12%

13 73413 788

-54

0%

115

116

1 271

1 151

121

10%

40 003-24 650

15 353

12 630

2 723

In million €

335

-207

129

106

23

Inventory

1 085

-199

886

709

178

25%

provisions for contingencies and losses

Accounts receivable

1 603

-62

1 542

2 153

-611

-28%

In million €

11

10

1

2 363

583

1 781

306%

Other receivables
Liquid assets
Prepaid expenses
total current assets

In million €

580

580

326

253

78%

Financial liabilities

13 98513 98514 950-966-6%Other liabilities

7 472

7 327

145

2%

713

713

864

-151

-17%

Deferred income

8 200

8 825

-625

-7%

17 70519 002-1 297-7%

total liabilities8%

17 966

In million €151

Conversion losses

41

-260
-2

148

159

-11

41

75

-34

-45%
4%

grand total

58 009-24 91033 09931 707

1 392

In million €

486

-209

277

266

12

32

18 036

16 734

1 301

In million €

151

140

11

Exchange rate differential liabilities

58

34

24

70%

grand total

33 09931 707

1 392

4%

In million €

277

266

12

33

INcOMe StateMeNt
Income statement in million Xpf and million euros
Income statement

2018

2017

Var°.

Var°. %

Revenue

34 08435 388-1 304

-4%

722

399

323

80%

Depreciation and provision reversals
Other income
total operating income

368

159

209

132%

35 17435 946

-772

-2%

295

301

-6

21 73719 7691 968

10%In million €External expenses
Duties and taxes

107

131

-24

-18%

Personnel costs

7 763

7 449

314

4%

Depreciation, amortization and provisions

5 860

4 217

1 643

39%

199

12

187

1496%

Provisions for current asset
Provisions for risks and expenses

256

271

-15

-6%

Other expenses

1 108

1 079

29

3%

37 02932 927

4 102

12%

310

276

34

Operating income-1 8543 019-4 873-161%

Financial income

263

-7

270

4114%

Exceptional income

3 120

966

2 154

223%

Incentive payments

23

141

-118

-84%

Tax

1 217

1 825

-607

-33%

Net income

288

2 013

-1 725-86%

In million €

2

17

-14

total operating expenses
In million €• Revenue (-1 304 M XPF): decline in the number of passengers transported and unit earnings as a consequence of
the arrival of new competitors;• External expenses (+1 968 M XPF): rise in fuel costs, lease and reserve payments for the ALC F-OMUA;• Personnel costs (+314 M XPF): promotion and seniority, increase in overtime and paid leave provision related to theB787-9 transition;• Other expenses: over ﬂight and landing fees, and French Civil Aviation Authority (DGAC) oceanic service charges;• Depreciation, amortization and provisions (+1 643M XPF): increase in depreciation charges for 1st and 2nd
categories;• Financial income (+270 M XPF): favorable exchange rate variation;• Exceptional income (+2 154 M XPF): increase in the reversal of provisions on the value of aircraft and proceeds fromthe sale of two engines.

Outlook 2019Marked by the departure of the A340 ﬂeet and the gradual entry into service of the exclusive ﬂeet ofDreamliner B787-9, 2019 will seal the ﬁnal phase of transition that began last year after many monthsof symbolic events in the construction of our airline’s future. It will be a more diﬃcult pivotal year
during which we will have to demonstrate our ability to create added value for our clients in order toestablish our difference.
In terms of accounting, the ﬁnancial year will be marked by a change in method (provision for signiﬁcant repairs in the new ﬂeet) and impacts related to the release schedule of the A340. The decreasein variable expenses will partially offset the effects of the dual ﬂeet of A340/B787. A major effort will
be made to reduce structural costs to face rival airlines and make the company even more competitive.
Our sales policy will therefore be dynamic: ﬂight schedules will be adjusted to maximize seat load factor
and unit revenue, fares will be adapted to be as competitive as possible, sales will be strengthened infavor of our own distribution channels (particularly the company website) and distribution costs will
be optimized.
The company will concentrate efforts on the development of products and services to better respondto customer expectations: for example, ancillary products (such as lounge access, priority boarding,special seats and meals), Club Tiare offers and the development of various partnerships.
As a result, our communications strategy will focus on the new ﬂeet, and most importantly on the
introduction of Moana Premium class, which will be integrated into our interline agreements during
the year. We will also be intensifying communication about our alliances with the promotion of ourpartnerships and implementation of new codeshares.
The immersive aspect of the new Air Tahiti Nui brand image will be completed with new uniforms forcabin crews and sales staff.
In the background, Air Tahiti Nui’s digital transformation will also pursue its progress for the beneﬁt of
our customers, partners and employees. A uniﬁed management solution for customer relations will
therefore be implemented covering all Air Tahiti Nui markets. The CRM tool deployed at the end of
2018 will allow us to learn more about our clients’ expectations and answer their needs in an appropriate
and personalized way.
Our company websites will continue to improve in order to offer new services in just a few clicks, suchas real time access to the lowest fares or payment in several installments. A mobile application will
also be launched to accompany Air Tahiti Nui clients throughout their trip, enabling them to personalize
their ﬂight experience and receive travel information about their journey.
The company will continue to upgrade the quality of its documentation throughout the year in accordancewith the Boeing transition.
Finally, in order to ensure optimal appropriation of the new company head oﬃce, a staff restaurant
and multi-purpose/rest area will complete the ﬁtting-out of the new premises.
Sales, communication, digitization, environment and the improvement of work processes, it is on thesedifferent aspects that we will concentrate our full effort, to ensure the resilience of our unit revenue
through a targeted sales strategy.
We look forward to welcoming you aboard our ﬂights soon.
By your side, the journey continues.

3435

BP 1673 - 98713 Papeete - Tahiti - French Polynesia
Tel: (+689) 40 46 03 03 - Fax: (+689) 40 46 02 90
www.airtahitinui.com
This report was printed in Tahiti on paper from responsible sources-- © Pictures: Matarai, Benjamin Lai Ah Che, Larry Chongue, Grégoire Le Bacon, Danee Hazama, Melissa Mellone, The Boeing Company – All rights reserved

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