activity report 2014 ∙ 15

A C T I V I T Y R E P O R T 2014 ∙ 15

With origins in Group Catair in 1996, and founded by its Co-CEO’s Olivier Sadran and Jonathan Stent-Torriani in Toulouse (France), Newrest is today a global leader in multi-sector catering. With 2014/15 revenues under management of almost 1.5 Billion Euros and more than 28,000 employees worldwide, Newrest is present in 50 countries.

Newrest is the only major catering company active in all catering and related hospi-tality segments including airline catering, rail catering, contract catering, concession retail, buy-on-board, Remote site and support services.

▲

“Newrest ‒ Catering unlimited” artwork by Marc Giraud ‒ Newrest Morocco, created for the 10th Anniversary of Newrest and inspired by Pierre Javelle and Akiko Ida.

A CT I V I T Y R E P O R T 2014 ∙ 15

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S U M M A R Y

Newrest/Matmut sailing boat skipped

by Fabrice Amedeo and Éric Péron

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P.06 P.22 P.44 P.102

G R O U P P R E S E N TAT I O N

N E W R E S T I S . . . P. 008 I N F L I G H T P. 024 K E Y E V E N TS P. 046

H I S T O R Y P. 010 R A I L P. 028 E U R O P E D I V I S I O N P. 048

S H A R E H O L D E R S T R U CT U R E P. 017

K E Y F I G U R E S P. 016 R E TA I L P. 040

G R O U P S T R U CT U R E P. 012 R E M O T E S I T E P. 032 N O R T H A F R I C A D I V I S I O N P. 062

T O I TS C L I E N TS A N D CO N S U M E R S P. 104

T O I TS E M P L O Y E E S P. 110

T O I TS PA R T N E R S P. 116

T O I TS S O C I A L E N V I R O N M E N T P. 118

T O T H E P L A N E T P. 123

M I D D L E - E A S T, A S I A & O C E A N I A D I V I S I O N P. 084

G L O B A L N E T W O R K P. 014 C AT E R I N G P. 036S O U T H E R N A F R I C A D I V I S I O N P. 072

A M E R I C A D I V I S I O N P. 092

O R G A N I Z AT I O N C H A R T P. 020

E X E C U T I V E B O A R D P. 018

O P E RAT I N G P E R FO R M A N C E

G R O U P CO M M I T M E N TS

G R O U P ACT I V I T I E S01 02 03 04

N E W R E S T ' S CO M M I T M E N TS …

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global oil & commodity market, the Group pro-gressed again in the remote site sector with the new operations of Saipem TAD-1 rig operations in Congo and the launch of our major operation in New Caledonia on behalf of Vale at their Deep South nickel-cobalt plant. In terms of airline lounges and lounge management, the Group has almost doubled the number of lounges it manages for airline custom-ers to 44 in 2015. Finally we have restructured our contract with the SNCF in France, a key contract in our rail sector, for a win-win with the client in order to improve innovation, efficiency, productivity, relia-bility and customer service while extending our rela-tionship until 2020.

We have simplified our central structures in order to be more efficient, reduce our overheads, and stream-line our decision-making processes. We reduced the number of zones in Africa to two from three as our local management structures have become more mature and capable. We have centralised a single Marketing & Sales structure with a focus on our key B-to-B structures of Inflight, Rail, Remote Site, and Catering in order to harmonize our offering, central-ise our tool kits, and speed up customer response. We have invested hundreds of thousands of hours in training and skills upgrade for our managers and employees worldwide, in order to support internal promotion, being well aware that our people are our most valuable resource. We instituted and enhanced share purchase program in order to help more than 100 of our key managers acquire shares, or increase their shareholding, in our company, reflecting our absolute belief in the value of employee ownership of the company in order to develop leaders and attract talent. Strong, stable ownership and our for-midable independence, allows us to concentrate on a long-term view for a durable business; and we are convinced this model is a major differentiating factor over our major competitors in all our key business sectors and brings key value to our customers.

We are currently in the second year of our 3-year strategic plan and have already achieved all the key objectives set in Cape Town in 2013/14; we are already in the process of developing our new 3-year plan which we expect to roll out in January 2016. We will review and try to overcome our weaknesses, further reduce unnecessary costs, and focus inces-santly on cost-effective purchasing and logistics. Where possible we wish to be part of the fabric of the

local environment, to contribute to the social eco-nomic development both in our business processes and in terms of culture, respect and humanity. We will continue to invest in growth markets, while focusing on our fundamentals in more mature mar-kets. We need to innovate with new business models and services, but also focus on our core strengths in catering going forward. We will certainly increase our focus on mature industrial catering markets, where we believe our simple low cost, high service quality model will appeal to customers and consumers alike. We will strive to continue to improve, to stay lean but to accelerate our execution, and to drive ourselves to be better every day. We are well aware that our customers determine our success; we will endeav-our to increase quality while offering highly com-petitive costs and services. Newrest also intends to actively embrace the digital age: we have already established a competence centre focussed only on digital technology in our headquarters in order to take advantage of a digital industry that has created a knowledge-based society surrounded by a high-tech global economy, which influences how manu-facturing throughput and the service sector operate in an efficient and convenient way. The information technology industry allows individuals to explore their personalized needs, therefore simplifying the procedure of making decisions for transactions and significantly lowering costs for both producers and buyers; we intend to take advantage of this digital technology in order to get closer to our customers and consumers and smarter and more efficient in our processes. Finally we need to learn and adapt in ever changing markets in order to build a better, more resilient company, while retaining our “family” company values and ethics.

2014/15 was an arduous but successful year. We expect major challenges in the coming year and have geared up our teams for the tasks ahead of us. We would like to thank our customers for their trust and loyalty, our staff for their hard work and dedication, and our multiple stakeholders for their confidence and cooperation.

Global consolidated sales grew by 8.5%, while con-solidated operating profit was improved by 12.9% over prior year. The year was particular in that it was dedicated to consolidating dimensional changes in our key sectors, while at the same time taking advantage of our healthy financial situation in order to accelerate purposeful organic growth of our port-folio of companies as well as targeted acquisitions to enhance our network in various sectors.

The spectre of terrorism, aggravated by the conflicts in Syria and the Ukraine has pressured the European tourist industry, while the growing issue of the ref-ugee crisis in Europe is placing enormous pressure on governments and populations in general in terms of security, social costs, and political extremism. Faced in addition with a complicated environment due to the general European debt crisis, Greek polit-ical and economic situation, Russian monetary (and tourism) decline and oil price effect, and the global decline of oil & gas and commodity prices, the Group

invested significant efforts in operational execution, cost reductions and productivity improvements, supply chain aggregation and simplification, global commercial offering, and a high focus on quality and service in order to solidify a reliable long-term busi-ness capable of withstanding external shocks, irre-spective of sector.

Key highlights during the year were the finalisation of the construction of new catering units in Toronto and Santiago de Chile, four new catering units in the United Kingdom, new units in Brussels and Charleroi in Belgium, completion of our brand new unit at the airport in Accra, and finally a new unit in Casablanca, Morocco. Further we have invested in our Central and South American growth strategy with the acqui-sition of Casa Philips in Costa Rica and the launch-ing of operations in Colombia. In the retail sector, four new points of sales were opened in Casablanca, including Paul and Illy franchises, and six new Sky Sales outlets in Saudi Arabia. Despite a challenging

I N T R O D U CT I O N

2014/15 was a challenging year in all aspects for Newrest Group. Despite a number of international headwinds the group managed

to produce an excellent overall result.

Airplane loading for Emirates –

Athens airport (ATH), Greece

▶

954.9 M€Consolidated sales 2014∙15

1,495.0 M€Sales under management

2014∙15

▲ + 12.9%Consolidated operating

profit 2014∙15

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Jonathan Stent-TorrianiOlivier Sadran

006 007

A320 airplane loading ‒ Athens airport (ATH), Greece

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GR

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N E W R E S T I S . . .

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50CO U N T R I E S

1,000,000M E A L S S E R V E D

P E R D A Y

€954.9 M€Consolidated sales 2014∙15

1,495.0 M€Sales under management

2014∙15

5A CT I V I T Y S E CTO R S

28,000E M P L O Y E E S

010 011

H I S T O R Y

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2001

C R E AT I O N O F C ATA I R by Olivier Sadran

C R E AT I O N O F N E W R E S T

20082006 2012 2014

Acquisition of Compagnie des wagons-lits

Acquisition of Airshop

28 CO U N T R I E S14 CO U N T R I E S

12,100 E M P LOY E E S8,000 E M P LOY E E S

4 ACT I V I TY S E CTO RS2 ACT I V I TY S E CTO RS

46 CO U N T R I E S

23,000 E M P LOY E E S

5 ACT I V I TY S E CTO RS

49 CO U N T R I E S

5 ACT I V I TY S E CTO RS

28,000 E M P LOY E E S

Joint venture with Saudia Catering in Saudi Arabia, and Wacasco in Oman

Acquisition of LSG Sky Chefs in Spain

Opening of the inflight catering unit at Paris Charles de Gaulle

Acquisition of Atasa in Morocco

Acquisition of 100% of First Catering in Ghana, Zambia and RSA

Newrest celebrates its 10th Anniversary

2010 2013

Joint venture dnata Newrest in South Africa and Newrest Gulf in Qatar, Kuwait, Bahrain and UEA Award of SNCF train contract in France

Merger of Catair with Eurest Inflight (Compass inflight catering division)

Joint venture with SOS in the Philippines and Red Med in Algeria

IPO Saudia Airlines Catering

Acquisition of Casa Phillips in Costa Rica

Starting of operations in New Caledonia

201520051996

012 013

G R O U P S T R U CT U R E

* Managed excluding

Saudia Catering

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Lunch service at Mejillones’ petrol extraction camp – Chile

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24 CO U N T R I E S4 CO U N T R I E S30 CO U N T R I E S

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24.4% RA I L 3.2%

R E TA I L

44.1% I N F L I G H T

15.2% R E M OT E S I T E

13.1% C AT E R I N G

I N F L I G H T R E M OT E S I T ERA I L

ACT I V I T I E S• Catering• VIP Catering• Buy on board• Duty Free on bord• Lounges• Integrated mangagement

services• Logistics

ACT I V I T I E S• Catering• Hotel services• Logistics• Services to

passengers (B to C)• Counsel & technical

assistance (B to B)

ACT I V I T I E S• Camp construction

& management• Hotel services• Catering• Leisure• Facility management

S U BS I DA R I E S• Newrest Inflight

• Airshop Solutions• Airshop

S U BS I DA RYNewrest Wagons-Lits

S U BS I DA RYNewrest Remote site

14 CO U N T R I E S26 CO U N T R I E S

▼ ▼



3.6% R E TA I L

5.6% RA I L

59.3% I N F L I G H T

ACT I V I TY D I ST R I B U T I O N(Total number of served meals in 2014/15)

T U R N OV E R BY B US I N E SS(Managed ∙ excluding Saudia Catering)

C AT E R I N G R E TA I L

ACT I V I T I E SCatering in:

• Companies• Administration• Education• Health system• Facility management

ACT I V I T I E S• Proprietary brands• International franchises• Local franchises

• Bars, shops and restaurants in airports, at highway service stations, on board ships and at bus terminals

S U BS I DA RYNewrest Catering

S U BS I DA RYNewrest Retail

147.4 M€Turnover*

236.9 M€Turnover*

429.5 M€Turnover*

31.4 M€Turnover*

127.5 M€Turnover*

014 015

G L O B A L N E T W O R K

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E U R O P EAustria Belgium Croatia Cyprus France French West Indies Greece The Netherlands Portugal Reunion Island Spain Switzerland United Kingdom

M I D D L E - E A ST, A S I A & O C E A N I ABahrain KuwaitNew Caledonia newOman Philippines Qatar Saudi Arabia United Arab Emirates

A F R I C A N O RT H A F R I C A

Algeria Egypt Ghana Guinea-Conakry Liberia Libya Morocco Niger Nigeria Tunisia

S O U T H E R N A F R I C A

Angola Cameroon Congo-Brazzaville Gabon Madagascar Mozambique South Africa Tanzania newUganda Zambia

A M E R I C ABolivia Brazil Canada Chile Costa Rica newFrench Polynesia Mexico Panama Peru

T U R N OV E R BY D I V I S I O N(Managed)

G R O U P ’ S T U R N OV E R E VO LU T I O N BY D I V I S I O N(Managed turnover between 2013/ 14 and 2014/ 15)

600 M€

400 M€

200 M€

0 M€

39.9% E U R O P E

38.5% M I D D L E - E A ST, A S I A

& O C E A N I A

8.2% A M E R I C A

7.8% N O RT H A F R I C A

5.6% S O U T H E R N A F R I C A

▲ +6.1%

E U R O P E

2 0 1 4 / 1 5 : 596.2 M€2 0 1 3 / 1 4 : 561.9 M€

▲ +4.0%

N O RT H A F R I C A

2 0 1 4 / 1 5 : 117.2 M€2 0 1 3 / 1 4 : 112.8 M€

▲ +8.0%


2 0 1 4 / 1 5 : 83.6 M€2 0 1 3 / 1 4 : 77.4 M€

▲ +17.2%

M I D D L E - E A ST, A S I A & O C E A N I A

2 0 1 4 / 1 5 : 576.2 M€2 0 1 3 / 1 4 : 491.8 M€

2 0 1 4 / 1 5 : 121.9 M€2 0 1 3 / 1 4 : 111.3 M€

▲ +9.5%

A M E R I C A

016 017

K E Y F I G U R E S

200 M€

0 M€

400 M€

600 M€

800 M€

1,000 M€

1,200 M€

1,400 M€

1,600 M€

2 0 1 4 / 1 52 0 1 2 / 1 32 0 1 0 / 1 12 0 0 8 / 0 9 2 0 1 3 / 1 42 0 1 1 / 1 22 0 0 9 / 1 02 0 0 7 / 0 82 0 0 4 / 0 5 2 0 0 6 / 0 72 0 0 5 / 0 6

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G R O U P ’ S F I V E M A J O R CO U N T R I E S T U R N OV E RS(% of Group’s total managed turnover 2014/ 15 ∙ excluding Saudia Catering)

G R O U P ’ S T U R N OV E R E VO LU T I O N(in million euros)

■ Consolidated turnover ¦ ■ Managed turnover (including Saudia Catering) S H A R E H O L D E R S S T R U CT U R E

A solid economic development of a company requires a solid shareholder structure. Newrest Group’s cap-ital is majority-owned by its management – Newrest is held at 90.2% by over 250 managers – with the

remaining shares held by trusted private investors. The company is therefore in control of its strategic choices – and shall continue to choose long-term sustainable development over short-term gains.

600 M$

400 M$

200 M$

0 M$

S AU D I A C AT E R I N G ’ S T U R N OV E R E VO LU T I O N(Not consolidated, minority shareholding under Newrest management)

272 M$ 284 M$ 313 M$383 M$

542 M$ 555 M$597 M$

446 M$

236 M$

■ Airline Catering ¦ ■ Other activities

2 0 1 52 0 1 32 0 1 12 0 0 9 2 0 1 42 0 1 22 0 1 02 0 0 82 0 0 7

69 %

69 %

69 %

72 %

75 %

77 %

80 %

84 %

67 %

1,4

95.0

1,31

8.5

1,0

85.0

987.

3

893.

9

716

.0

638.

6

618.

2

307.

1

261.

0

954

.9

880.

3

662.

0

595.

1

569.

5

432

.1

384

.6

372.

6

282.

1

241.5

196.

0

S PA I N

11.7% 114.1 M€

P E R U

4.1% 39.5 M€

G R E E C E

4.1% 40.1 M€

M O R O CCO

6.7 % 65.6 M€

OT H E R CO U N T R I E S

37.5% 364.1 M€

F RA N C E

35.9% 348.8 M€

9.8 % F I N A N C I A L

I N V E STO RS :

90.2 % M A N AG E M E N T

5.4 % N A X I C A P PA RT N E RS

2.9 % A R D I A N ( E X . A X A P E )

1.5 % B N P PA R I B A S DV P

018 019

E X E C U T I V E B O A R D

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1 O L I V I E R S A D R A NC H I E F E X E C U T I V E O F F I C E R

Olivier Sadran is the founder of Catair in France in 1996 and was principally responsible for the devel-opment of the company under the name of Eurest Inflight Services. French entrepreneur, he is the principal shareholder of several French companies in different sectors.

3 E m m a n u e l l eB O CC A R D O P U I G V I C E P R E S I D E N T E U R O P E D I V I S I O N

Graduate of Essec in 1991, Emma-nuelle initially worked for Arthur Andersen and Ernst & Young. Recruited in 2000, she was in charge of Group Finance, Coun-try Manager (France) and Internal Audit. Emmanuelle has opera-tional responsibility for Europe Division and is based in Toulouse, France.

9Jessica HAYES CO M M E R C I A L D I R E CTO R I N F L I G H T & R A I L

After having graduated from Inter-national Management and gath-ered years of experience in the hotel industry working for Marri-ots Hotels, Jessica joined Newrest – formerly Catair – in 2002. She held several financial and com-mercial positions before being promoted to Commercial Director for inflight and rail in 2015. Jessica is based in Toulouse, France.

5 B e n o î t V I G N O NM A J O R P R OJ E CTS & A U D I T D I R E CTO R

Benoît graduated from Business School and joined Newrest in 2012 after gaining several years of experience working with E&Y in Paris. He brought his expertise in process structuring to the Group, first occupying the post of Inter-nal Auditor before being named Director for Major Projects & Audits in 2015. Benoît is based in Toulouse, France.

10 Matthieu JEANDELV I C E P R E S I D E N T F I N A N C E S & A D M I N I ST RAT I O N

Matthieu held various financial roles first with Thalès, then with Deloit te & Touche Corporate Finance. He joined Compass Group in 2003, based in Dubai with responsibility for finance in the Middle East and Africa. Join-ing Newrest in 2006, Matthieu is today in charge of Finance and Administration. He is based in Toulouse, France.

13 O l i v i e r S UA R E ZCO O N O R T H A F R I C A D I V I S I O N

Olivier works for the Group since 1998. Graduated in International Public Law, he hold several posi-tions as Commercial and Coun-try Manager (France, Spain). Today, Olivier is Country Manager Morocco and in charge of North-ern Africa Division. He is based in Casablanca, Morocco.

14 M a rc STA R K ÉCO O S O U T H E R N A F R I C A D I V I S I O N

Holding a MBA in Hospitality Business, Marc has developed his skills working in Asia, the Middle-East and Africa. He joined Newrest Group in 2013 as Coun-try Manager Angola. Marc is now COO of Southern Africa Division. He is based in Johannesburg, South Africa.

4 O l i v i e r M A U R I C E T T E V I C E P R E S I D E N T F R A N C E

Olivier has worked for the Group in several positions for over a decade, amongst which Coun-try Manager (France, Tunisia), head of North Africa Division and Vice President Africa. Finally, he was promoted to Vice President France. Olivier is based in Tou-louse, France.

8 Pascal REGIMBAUD V I C E P R E S I D E N T R E M OT E S I T E

Pascal Regimbaud was in charge of operations and later of the commercial department for Uni-versal Sodexo, before being in charge of the commercial division of CIS. He joined Newrest in 2008 in order to develop the Remote site Division, bringing new com-petence and know-how. Pascal is based in Toulouse, France.

12 Fa b i e n R E VO L CO O M I D D L E - E A ST D I V I S I O N , A S I A & O C E A N I A

Fabien is graduated in economics & marketing with a masterin inter-national business. His specializa-tion in Asian cultures brought him to Asia before joining Newrest in 2010 as Operations Director. Today, Fabien is Country Man-ager Qatar and COO Middle-East (excluding Saudi Arabia). He is based in Doha, Qatar.

11 Olivier LAURAC V I C E P R E S I D E N T A M E R I C A D I V I S I O N

Graduate of Science Speciali -zation Finance, Olivier worked in several countries around the world. He was recruited in 2008, and held positions as Country Manager in Oman, Angola and COO in South Africa Division. Olivier is now Vice President in charge of America Division. He is based in Santiago de Chile, Chile.

6 M o n i k a T R A W I N S K AG E N E R A L S E C R E TA R Y

Graduate of International Busi-ness Law, Monika joined Newrest in 2006 as Legal Counsel. After assisting the presidents during several years, she was promoted in 2012 to Corporate Secretary. Monika is responsible for legal Group’s activities and is based in Toulouse, France.

7 Pierre BRUGÈREV I C E P R E S I D E N T S A L E S & M A R K E T I N G

After many years of experience in airlines (United Airlines, Air France, UTA), airline catering and concession contract companies (LSG, Elior), Pierre joined Newrest in 2007. Previously VP of Europe, Pierre has now the commercial responsibility for all activity sec-tors. He is based in Toulouse, France.

2JONATHAN STENT-TORRIANIC H I E F E X E C U T I V E O F F I C E R

Previously CEO of Compass Group Southern Europe, and partner of Olivier Sadran in a number of ven-tures, he brings his strategic and senior manage-ment experience acquired over numerous years in the airline catering, industrial catering and hotel services industries to the Group.

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O L I V I E R S A D R A NCO - C E O

EUROPEE m m a n u e l l e

B O CC A R D O P U I G V I C E P R E S I D E N T

AMERICA & FRENCH POLYNESIA

Olivier LAURAC V I C E P R E S I D E N T

Matthieu JEANDELV I C E P R E S I D E N T F I N A N C E S

& A D M I N I S T R A T I O N

Dominique PILATTE

C O M M U N I C A T I O N D I R E C T O R

Baptiste CHANOURDIE

D I G I T A L P R O J E C T M A N A G E R

Christophe BAJON

I T D I R E C T O R

NORTH AFRICA

O l i v i e r S UA R E ZC O O

SOUTHERN AFRICA

M a rc STA R K É C O O

MIDDLE-EAST, ASIA & OCEANIA

Fa b i e n R E VO L C O O

Pierre BRUGÈREV I C E P R E S I D E N T

S A L E S & M A R K E T I N G

Pa s c a l R EG I M B AU D V I C E P R E S I D E N T R E M O T E S I T E

J e s s i c a H AY E S C O M M E R C I A L D I R E C T O R I N F L I G H T & R A I L

C at h e r in e C H A PL A I N C O M M E R C I A L D I R E C T O R C A T E R I N G

T h o ma s L I A R T E C O N S O L I D A T I O N & R E P O R T I N G

A l e x a n dr e C EL L I ER- CO U R T I L G R O U P T R E A S U R E R

X a v i e r PA L A IS E G R O U P T A X

N i c o la s G O NZ A L E S I N T E R N A L A U D I T O R I N F L I G H T

Em ma n u e l B O N N I N P R O J E C T M A N A G E R

SALES & MARKETING

COMMUNICATION DIGITAL LEGALFINANCES & ADMINISTRATION

IT SERVICESMAJOR PROJECTS & INTERNAL AUDIT

J O N AT H A N ST E N T- TO R R I A N I

CO - C E O

Monika TRAWINSKA

G E N E R A L S E C R E T A R Y

H e n r i F I S Z E R P A R T N E R

Pa t r i c k T I M B A R T C O U N S E L T O T H E C E O S

B e n o î t V I G N O NM A J O R P R O J E C T S

& I N T E R N A L A U D I T D I R E C T O R

QHSEHUMAN RESOURCES

Teresa ESPADAQ H S E D I R E C T O R

Guillaume JARLANH U M A N R E S O U R C E S

D I R E C T O R

Wajdy ALGHABBAN C E O O F S A U D I A C A T E R I N G

Martial VERINE · Catering & Remote site S A U D I A A R A B I A

Jaap ROEST · Inflight & CPU S A U D I A A R A B I A

Louis-Paul HEUSSAFF P H I L I P P I N E S

M I D D L E - E A ST

A S I A

+

Bruno HERICHÉ / Arezki AMIR · Remote site A L G E R I A

Olivier SUAREZ / Marc GIRAUD M O R O C C O

Nicolas LETELLIER T U N I S I A

Xavier TERRIER G H A N A

Sébastien JOLY G U I N E A - C O N A K R Y

Jean-Luc SADRAN L I B E R I A

Jean-Pierre DE VIDO N I G E R

Laurent MOUSSARD N I G E R I A

Louis MALIKITÉ C A M E R O O N

Abraham BALIMA C O N G O - B R A Z Z A V I L L E

Erik DELFOUR G A B O N Thomas MATTHEY S O U T H A F R I C A

Sountou BOUSSO A N G O L A

Alexandre LELIÈVRE M A D A G A S C A R

Zied MANOUBI U G A N D A

Jean-Charles LANCIAUX Z A M B I A

O l i v i e r M A U R I C E T T E

V I C E P R E S I D E N T F R A N C E

E. LEPRÊTRE · Inflight / F. CARPENTIER · Rail / F R A N C E

Thomas GINOUVES F R E N C H W E S T I N D I E S

Jean-Charles BOUQUET R E U N I O N I S L A N D

Bernard MARTINEZ (Benelux) / J. VAN DE PORT (Amsterdam) / F. THEVENON (Brussels) B E N E L U X

Frédéric GATTEAU / Louis SHENOUDA · Duty Free S P A I N & P O R T U G A L

Pierre MAGNARD A U S T R I A

Manuella KAPAGIANNIDI G R E E C E & C Y P R U S

Xavier DELALANDE C R O A T I A

Philippe TÉTU S W I T Z E R L A N D Peter BERKELEY U N I T E D K I N G D O M

Yvon MARTINEZ B O L I V I A

Frédéric HILLION C A N A D A

Oriane MARRAUD DES GROTTES C H I L E

Pierre MARTENS C O S T A R I C A

Felicia GASPAR M E X I C O

Olivier BILLEREY P E R U

Arnaud PRADEL F R E N C H P O L Y N E S I A

Nicolas PAULY O M A N Fabien REVOL Q A T A R

Aurélie GUEGUEN N E W C A L E D O N I A

M I D D L E - E A ST

O C E A N I A

GR

OU

P A

CT

IVIT

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02

Newrest is today a global leader in multi-sector catering. The Group is the only major catering company active in all catering and related hospitality segments including airline catering, buy-on-board, rail catering, concession retail, duty-free, contract catering, Remote site and support services. Newrest is committed to constant improvement and innova-tion for its clients, the well-being and progress of its employees and managers, a sustainable and durable development of the company, and total respect of social and environmental values in all of its activities.

Small dishes proposed in our airport lounge in Johannesburg– South Africa

◀

024 025

I N F L I G H T

Inflight catering, duty-free on board, integrated manage-ment of inflight and logistics. By providing all of these services, Newrest Inflight is taking responsibility for everything that is not a core part of the airline business.

I N F L I G H T C AT E R I N GNewrest Inflight creates customized meals adapted to meet the high quality standards of airlines. Every day, our production units develop thousands of recipes for the most prestigious airlines as well as low-cost companies who choose a more simplified

catering service. Whether based on religious, cul-tural, medical, or health reasons, our passengers’ dietary requests are always fulfilled. Our nutrition-ists offer advice and support in orienting airlines’ requirements. Health and quality experts are always available to ensure that quality, hygiene, and food safety standards are optimal. We rigorously imple-ment HACCP standards and most of our units are ISO 9001 certified. Our teams have ongoing training to guarantee an excellent level of service on a con-stant basis. Recording data related to the reception and handling of ingredients for each service guar-antees accessible and easily consulted traceability.

D U T Y- F R E E & B U Y- O N - B O A R DNewrest integrated the management of all inflight services to its subsidiary Airshop Solutions for airlines offering paid services (snack and duty-free sales) on board their flights. With regard to

Newrest inflight’s international network counts 71 production units and 21 logistic centres in 30 countries all around the world, mainly in Europe and America.

Newrest high loader on the way to client’s

airplane – Athens airport (ATH), Greece

▶

Acti

vity

Rep

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2014

∙ 15

▶ 0

2 G

roup

Act

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7.5% A M E R I C A


55.4% E U R O P E

M E A LS S E RV E D BY D I V I S I O N S(Served meals in inflight business)

31.8% M I D D L E - E A ST

429.5 M€Managed turnover 2014∙15

excluding SACC

593,000Meals served

per day

71Production

units

026 027

marketing, our teams regularly renew the ranges of products for sale, organize promotions for passen-gers and incentives for the crew, and develop attrac-tive communication tools (on-board brochures, vid-eos, and announcements). Regarding logistics, they manage the entire process, which they adapt to the specific requirements of each company.

I N T E G R AT E D M A N A G E M E N T S E R V I C E SAirshop Solutions, a Newrest subsidiary, coordinates all catering, logistics and supply-chain services for on-board products, manages clients’ worldwide catering network and negotiates with all catering

and service companies on behalf of our clients. They work in operations, logistics & equipment, hygiene & quality, finance & reporting, and purchase & mar-keting. Airlines who hire Airshop Solutions are freed from all responsibilities that are not directly related to air transport.

V I P C AT E R I N GNewrest Inflight has developed specific expertise in business-class and VIP flights. Our teams can meet the requests of important clients on a case by case basis. They listen to clients in order to develop ideal menus, select exceptional wines, and implement all services that help make the flight an unforgettable experience. They also rely on a network of well-known suppliers who contribute to the service’s excellence and refinement.

A I R P O R T L O U N G E SNewrest Inflight manages welcome lounges for air-lines and airports. As part of this service, we manage all aspects of the lounge: layout and design of the room, supplying equipment, welcoming travelers, and purchasing food and beverages.

Left: Swiss Air airport lounge at Geneva airport (GVA) – Switzerland ◀

▶

Opposite: Trolley

preparation and loading

Below: Departure of

charged trolleys for delivery

Newrest Servair’s production

unit – Santiago de Chile, Chile

I N F L I G H T

S O M E R E F E R E N C E S

4

6

7 11

1312

2

8

14

10

9

1

5

3

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Airport lounges VIP catering dedicated units

1 CHILE ‒ Santiago (SCL)

2 CROATIA ‒ Dubrovnik (DBV)

3 CYPRUS ‒ Larnaca (LCA)

4 FRANCE ‒ Le Bourget (LBG) / Nice (NCE) / Charles de Gaulle (CDG)

5 FRENCH WEST INDIES ‒ Pointe-à-Pitre (PTP) / Fort-de-France (FDF)

6 GREECE ‒ Athens (ATH) / Thessaloniki (SKG)

7 MOROCCO ‒ Casablanca (CMN) / Marrakesh (RAK) / Tangier (TNG)

8 NIGERIA ‒ Lagos (LOS) / Abuja (ABV)

9 PORTUGAL ‒ Faro (FAO)

10 SOUTH AFRICA ‒ Cape Town (CPT) / Johannesburg (JNB)

1 1 SAUDI ARABIA ‒ Dammam (DMM) / Jeddah (JED) / Medina (MED) / Riyadh (RUH)

12 SPAIN ‒ Ibiza (IBZ) / Madrid (MAD) / Malaga (AGP) / Palma de Mallorca (PMI)

13 SWITZERLAND ‒ Geneva (GVA)

14 ZAMBIA ‒ Lusaka (LUN)

230Clients

15,570Flights delivered per week

44Airport Lounges

A I R P O RT LO U N G E S & V I P C AT E R I N G D E D I C AT E D U N I TS N E T WO R K

028 029

R A I L

Creator of services for railway operators, Newrest Wagons-Lits offers a wide range of catering and hotel services. It also provides numerous services to ensure that travel is easy and enjoyable for passengers.

O N - B O A R D C AT E R I N GNewrest Wagons-Lits offers a full range of on-board services: bar, dining car, and catering. Passengers can relax and have a bite to eat at bars and dining cars. In first class, meal trays are served at the

seat. In standard class, the trolley serves drinks and snacks. We provide services that meet passenger expectations during their entire trip.

H O T E L S E R V I C E SWe have a versatile crew, attentive to the comfort and safety of our passengers. They ensure the main-tenance and cleanliness of trains and provide peace of mind for passengers. We are the only operator offering a global service concept combining railway safety and on-board services.

S E R V I C E S F O R PA S S E N G E R SThe full range of services offered by Newrest Wag-ons-Lits corresponds to each part of the journey:

Newrest Wagons-Lits’ 2,900 employees offer servicesto 9 railway companies in 4 different countries.

Newrest Wag-ons-Lits’ on board

sales represent-atives – Vienna’s

central station, Austria

▶

7.6% AUST R I A

0.8% P O RT U G A L

0.2% C A N A DA

91.4% F RA N C E

T U R N OV E R BY CO U N T RY(Total consolidated 2014/ 15 rail turnover)

Acti

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roup

Act

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236.9 M€Turnover 2014∙15

56,000Meals served

per day

17Logistic centers

030 031

welcome, assistance, information, ticket sales and checks, access control, baggage assistance, and hotel and taxi reservations. We also escort passen-gers with specific needs: children, seniors, and per-sons with reduced mobility.

L O G I S T I C S A CT I V I T I E S & CO M P L E M E N TA R Y S E R V I C E SResponsible for supplying the trains, we prepare, manage, and stock all products necessary for on-board services to run smoothly and for passen-gers to be comfortable. Thus, Newrest Wagons-Lits offers rail operators a complete and coherent ser-vice chain: stock purchase and management; syn-chronized loading and unloading of products, con-tainers and materials; and diagnostic and control services before departure.

CO N S U LT I N G & T E C H N I C A L A S S I S TA N C E F O R R A I L O P E R AT O R SNewrest Wagons-Lits also offers support services for railway operators, consulting and technical assistance: defining innovative sales and on-board

service concepts, design, a selection of product ranges that correspond to passengers’ expectations, and optimal organization of on-board services and logistical operations.

Newrest Wagons-Lits applies its know-how on board of more than 5,400 trains per week and helps its clients with logistic activities on 8,500 trains a year.

▲

Trolley loading for “Gare de Lyon” and “Gare Montparnasse” train stations – Paris, France

R A I L

▲

On board complementary service on Alfa Pendular trains – Newrest Wagons-Lits for Comboios de Portugal

Opposite: Newrest

Wagons-Lits' sales represent-

ative serving a client in TGV’s

first class –France

Below: Bar service on Alfa Pendular

trains – Newrest Wagons-Lits for

Comboios de Portugal

▶

ACT I V I TY D I ST R I B U T I O N(Total number of served meals in 2014/ 15)

3.2% N I G H T T RA I N S

29.9% AT- S E AT- S E RV I C E66.9%

B A R S E RV I C E

O U R R E F E R E N C E S

Acti

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roup

Act

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2,900Employees

around the world

280,000Trains delivered

per year

32,700Night train voyagers

per day

032 033

R E M O T E S I T E

Over the past few years, Newrest Remote site has demonstrated its ability to respond to the incredibly varied needs of their clients in the oil and mining industries. Thus, we became one of the references in the field of Remote site management. We work primarily in challenging and isolated work environments.

R E M O T E S I T E CO N S T R U CT I O NWorking in areas that are isolated or difficult to access is a major logistical challenge. Newrest

Remote site provides turnkey remote camps in deserts, jungles, or high altitude areas. We assem-ble and develop the design for prefabricated camps as well as install and manage telecommunications equipment and all camp utilities (water, electricity, waste water, garbage, etc.). We support the economy by hiring local entrepreneurs to provide some if not all works or services during the construction phase.

R E M O T E S I T E M A N A G E M E N T : H O T E L S E R V I C E S , C AT E R I N G A N D L E I S U R EWe manage all aspects of the remote site once con-struction is complete and it becomes operational. Newrest Remote site also manages remote sites that were built by our clients. This is the case with offshore oil rigs.

This management includes catering from central and satellite canteens. The experience acquired in

Newrest Remote site operates on 185 sites located in 24 countries, primarily in challenging and isolated work environments: offshore platforms, camps in the desert,

jungle operations, high altitude mining sites…

Lunch service at Mejillones’

petrol extraction camp – Chile

▶

T U R N OV E R D I V I S I O N S(Total 2014/ 15 Remote site turnover ∙ excluding Saudia Catering)


10.4% M I D D L E - E A ST, A S I A & O C E A N I A

35.5% A M E R I C A


Acti

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Rep

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Act

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excluding SACC

39,000POB served

per day

185Operation

sites

034 035

this field by the Newrest Group allows us to develop meals that respect nutrition standards as well as our clients’ eating habits. We also maintain accommo-dations for the entire workforce and provide laundry services. Team managers have hotel training, they ensure that cleaning and laundry procedures meet the strictest standards in the sector. Our services includes utility management and site safety, as well as creating and running leisure spaces: sports rooms and fields, movie theaters, libraries, bars, etc. Spe-cific staff members are dedicated to each activity sector.

A S S O C I AT E D S E R V I C E SIn the countries where remote sites are located, we also manage guest houses, villas, offices, and other infrastructure belonging to our clients in large cities.

In the areas surrounding our operations, Newrest Remote site asks its teams to devote some time to training the local population in fields related to its activities: cooking classes, hygiene training, school meals, etc.

▶

Opposite: Camp

employees taking a break

Below: Logistic

activities

QDVC Um Al Hawaya

labour community ‒

Qatar

R E M O T E S I T E

Newrest Remote site counts on the expertise of its 6,100 specialised employees, which are specially trained to operate in extreme environments

◀

Opposite: Kitchen

Left: Laundry Services

QDVC Um Al Hawaya labour community ‒ Qatar


TY P O LO G Y O F C L I E N TS(Total 2014/ 15 Remote site turnover ∙ excluding Saudia Catering)

17.0% OT H E R C L I E N TS

35.0% M I N I N G CO M PA N I E S

48.0% O I L & G A S CO M PA N I E S

Acti

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Act

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24Countries

6,100Employees

155Clients

036 037

C AT E R I N G

Every day around the world, our clients benefit from Newrest Catering’s expertise and trust them to manage their restau-rants or canteens.

CO M PA N I E S & A D M I N I S T R AT I O N SA number of public and private companies, adminis-trations and embassies have trusted Newrest Cater-ing to manage their restaurant, cafeteria, or recep-tion lounge. We are convinced that employees who consume their daily meal in a pleasant environment, while being able to choose from a selection of fresh, appetizing, and carefully presented products will be more efficient. Intellectual capacity and productivity are conditionedby the quality of the meal break.

H E A LT HNewrest Catering manages meals for patients and staff in hospital centers and clinics, as well as snacks, bars, and cafeterias for visitors (hospitality services). We believe that good meals improve health and help sick patients recover. That is why our teams are attentive to the needs of each patient and scru-pulously comply with dietary requirements.

E D U C AT I O NNewrest Catering manages a number of refectories, canteens, restaurants, and hospitality services for teaching establishments including public and pri-vate elementary schools, secondary schools and universities. We know that children, adolescents and university students with a healthy, balanced, varied diet have a greater chance of intellectual success. We are fully aware of our responsibility to introduce children and youth to a variety of flavors.

Offering its know-how in 26 countries all around the world, Newrest Catering is the reference of industrial catering in North Africa: more than

a half of total served meals are produced in the North Africa division.

Self service in corporate

canteen – Chile

▶

24.0% A M E R I C A

8.9% E U R O P E


8.9% M I D D L E - E A ST, A S I A & O C E A N I A


M E A LS S E RV E D BY D I V I S I O N S(Total number of served catering meals ∙ excluding Saudia Catering)

Acti

vity

Rep

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roup

Act

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excluding SACC

186,000Meals served

per day

455Clients &

Institutions

038 039

Newrest Catering’s 6,700 employees, specially dedicated to industrial catering,elaborate and serve more than 186'000 meals every day.

Student going through the checkout in a high school canteen ‒ Chile ◀

▶

Opposite: Newrest

employee in a university restaurant –

Chile

Below: Meal

preparation in a hospital –

Oman

C AT E R I N G

TY P O LO G Y O F C L I E N TS(Total number of catering customers ∙ excluding Saudia Catering)

4.8% H O S P I TA LS & C L I N I CS

3.6% A D M I N I ST RAT I O N S

26.5% S C H O O LS & U N I V E RS I T I E S

65.1% CO M PA N I E S


FA C I L I T Y M A N A G E M E N TIn companies and hospitals, we offer our clients a mobile food and beverage service. We can also pro-vide this type of service with a store in the estab-lishment. In every country, our production units are ready to provide catered food tailored to your needs: meal trays, sandwiches, and any other meal requested.

A S I N G L E S TA N D A R DIn all the establishments we manage, we are guided by an identical passion for excellence in all fields related to our management. Newrest Catering believes in the vital importance of nutrition and healthy eating. To this end, we hire qualified staff to collaborate with our clients and develop diverse menus. With regard to food safety, continuous ver-ification of the food manufacturing process is guar-anteed by our scrupulous compliance with specifica-tions. When we design our restaurants and canteens, our first priority is to make them as pleasant as pos-sible. We believe that this aspect of our management expresses our ongoing passion for excellence with regard to the standard of living.

Acti

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Act

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6,700Employees

97,500Meals served in North Africa

26Countries

040 041

R E TA I L

In airports, at highway service stations, on board ships and at bus terminals, Newrest Retail creates and manages retail outlets dedicated to food services, as well as shops.

To manage these outlets, Newrest Retail structured three chains to best satisfy market demand: brands specific to Newrest Retail, international franchises and local franchises.

P R O P R I E TA R Y B R A N D STo meet consumer expectations, Newrest Retail has designed a portfolio of internal brands such as Daily

Break, Caffé Lindo, Sky Shop, The Lunch and Mal-inche. The marketing policy for these brands targets harmonisation of points of sale. In each country, Newrest Retail adapts part of the offering to pre-cisely match specific regional consumer practices.

I N T E R N AT I O N A L & L O C A L F R A N C H I S E SFor its franchise brand development, Newrest Retail has relied on the services of international groups such as Paul, Illy Café, Pomme de Pain, etc.

In certain countries, local, customised franchise concepts allow Newrest Retail to support site man-agers by providing region-specific offerings. The inclusion of local franchise brands is one of the tools used, for example Medina and Monsieur Brochette in Morocco.

Newrest Retail has own-brands and international and local franchises. Our retail restaurants, bars and shops are located in 14 countries all around the globe.

Almost ¾ of retail clients are served in the North Africa Division.

Retail point of sale illy

Espressamente – Casablanca

airport (CMN), Morocco

▶

8.2% A M E R I C A

6.0% E U R O P E


1.1 % M I D D L E - E A ST, A S I A & O C E A N I A


M E A LS S E RV E D BY D I V I S I O N S(Total number of served clients ∙ excluding Saudia Catering)

Acti

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roup

Act

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excluding SACC

36,000Clients served

per day

94Points of sale

042 043

Newrest Retail counts 94 points of sale specially developed for the different needs of our clients: 81 points of sale are located in airports and 13 along motorways and other locations

R E TA I L

◀

Opposite: Retail point of sale Calao– Libreville airport (LBV), Gabon

Left:Food offer illy Espressa-mente– Morocco

▶

Opposite: Retail point

of sale Paul – Casablanca


Below: Retail point

of sale Caffé Lindo –

Dubrovnik airport (DBV),

Croatia

TY P O LO G Y O F LO C AT I O N S(Total number of points of sale ∙ excluding Saudia Catering)

11.7% M OTO R W AYS

2.1% OT H E R LO C AT I O N S

86.2% A I R P O RTS


A - Z M A N A G E M E N TBefore opening a franchise, Newrest Retail manages the entire creation process. We rigorously analyse the constraints and advantages of the future outlet in accordance with its location, visitor traffic, and the number and profile of potential customers. We define the interior design, the furniture, decor, uni-forms and communication visuals, and monitor the construction of the premises. We select the range of products that will best suit our clientele of interna-tional or national travellers, while taking into account local traditions in terms of taste preferences and the mandatory requirements of franchise brands.

Once the outlets have opened, we take over full man-agement of the premises, which includes purchasing and selling the products at the best quality/price ratio. This service also includes occasional events and promotions to boost traffic, avoid monotony, favour impulse buying and thereby offer a dynamic image of our points of sale. This management also obviously includes maintenance and cleaning. The site director, technical management team and all of the employees are Newrest personnel. To ensure the quality of our service is always optimal, we provide continuous training to our teams.

C R E AT I V E E X P E R T I S EThe expertise acquired by Newrest Retail allows it to continue to create other customised retail con-cepts for new markets and to negotiate partner-ship contracts with prestigious local partners and international brands based on the development of franchises.

Acti

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roup

Act

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30Brands

19,500Coffees served per day

14Countries

Self service in Remote site – Mejillones, Chile

◀

OP

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G P

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NC

E 2

014/

15

03

K E Y E V E N TS 2014 ∙ 15

N E W C A L E D O N I A

09/2015 Operations launched in New CaledoniaHaving been awarded the Vale contract, Newrest expands its presence in Oceania by launching Remote site activities in New Caledonia. The Group manages accommodation and catering for the nickel- cobalt production complex at the Deep South plant.

CO S TA R I C A

04/2015 Operations launched in Costa Rica The Newrest Group, having acquired the Costa Rican company Casa Phillips, launches operations in the inflight catering and airport retail sectors.

CO N G O - B R A Z A V I L L E

08/2015 Launch of operations for Saipem on the TAD-1 offshore rig

G H A N A

04/2015 A new inflight unit in Accra ( ACC )An almost 2,500 m² kitchen is now available to serve clients such as Emirates, British Airways and Lufthansa.

C A N A D A

03/2015 A new inflight unit in Toronto ( Y YZ )A 4,600 m² kitchen and maximum production capacity of 25,000 meals per day are now available to serve new clients such as Aeromexico, Air France, Jazz and KLM.

U N I T E D K I N G D O M

07/2015 Four new inflight unitsIn the United Kingdom, Newrest Servair inaugurates four new logistics centres. The Group now also serves our inflight clients out of Edinburgh, Birmingham, Bristol and Exeter.

P O R T U G A L

10/2015 An increase in services for Comboios de PortugalHaving been awarded the contract for catering on board Comboios de Portugal's Alfa Pendular trains, Newrest launches operations for the Portuguese railway company. The Group is now responsible for catering on board the 20 daily Alfa Pendular trains, in addition to the night and inter-city trains it already serves.

M O R O CCO

04/2015 Launch of catering in penitentiariesSeventy dedicated Newrest employees in Morocco launch operations for the DGPAR (general delegation for penitentiary and re-insertion services) regarding the management of 21 institutions spread out over the kingdom.

S A U D I A R A B I A

07/2015 Opening of 4 new lounges and a duty-free outletNewrest in Saudi Arabia inaugurates this year 4 new lounges in Riyadh (RUH), Medina (MED) and Dammam (DMM) for Saudi Arabian Airlines, and a duty-free outlet in Jeddah (JED).

05/2015 Four points of sales and a new inflight catering unit open in CasablancaNewrest in Morocco inaugurates four points of sale at the Mohammed V Airport in Casablanca. The Group has opened the international Paul and Illy franchises, as well as the local Mr Brochette and Medina concepts.

Newrest in Congo launches operations for Saipem on the TAD-1 oil platform. The Congolese subsidiary works for the offshore rig, managed on behalf of Eni, the oil company, serving close to 100 individuals.

049

E U R O P E

In Europe, despite a complex economic and political environ-ment in some of the division's countries, Newrest saw its turno-ver grow by 5% over 2014/15, 3% of which in the inflight sector.

France, both for inflight and rail, worked on the quality of its services and the development of its expertise. This allowed the French subsidiaries to see the renewal of their clients' contracts, and to also be awarded major tenders, in particular for the management of lounges such as Emirates' at Roissy Charles de Gaulle. Newrest Wagons-Lits France was also certified ISO 9001.

Spain saw its turnover decrease this year. The strong growth in business for airlines such as Air Europa, Qatar Airways and Emirates did not offset the back-catering policies adopted by client airlines, in particular in the Palma de Mallorca and Canary Island airports. The Newrest Group must find more ways to diversify its business, in particular for mari-time companies and private aviation.

In Greece, the political situation was particularly complicated this year, to which was added the rou-ble's depreciation which affected our Russian cli-ents. Yet, thanks to tourism in the region and the growth of our client Aegean Airlines, our subsidiary managed to see an increase of 10% in its business.

North American airlines, as well as the additional flights of Qatar Airways, Emirates and Korean Air, contributed to this achievement.

Our subsidiary in Cyprus was heavily affected as well by the difficulties facing our Russian clients, leading to a decline in its turnover of close to 20%. We must now adjust our business model to develop business in other sectors.

The United Kingdom saw significant growth with the arrival of new clients such as Flybe and BMI Regional, which has allowed the Group to open four new units in this region. Our objective is to turn the United Kingdom into a region of excellence by achieving ISO certification in the upcoming year.

In Benelux, the Netherlands and Belgium started to share services, thereby creating the synergy that was required. In the Netherlands, the unit in Amster-dam was redesigned to better serve Middle Eastern airlines such as Qatar Airways, in particular, in June. In Belgium, the year was marked by the inauguration of our new production unit, which will serve our new client Jetairfly as of November 2015.

In Switzerland, despite actions targeting purchases and synergies between the two businesses, Inflight and Catering, we were not able to archieve budget. In the corporate catering sector, new contracts were signed, which led to growth in sales. In terms of Inflight, the drop in business of our two main clients was offset by a rise in business aviation and growth in Lounge activities, in particular thanks to the con-tracts signed with Air France, KLM and Dnata.

In Austria, 2014/15 saw the relocation of the West-bahnhof premises to Matzleinsdorferplatz in Decem-ber. Hygiene and service quality allowed our Austrian subsidiary to reach high-quality performance levels. Also, it was highly professional in managing the crisis resulting from the transportation of refugees from Vienna to other European capitals.

Over the past year, Croatia saw significant growth in its business due to an increase in passenger travel at the Dubrovnik airport and the investments made in training and marketing for the private aviation sector.

Despite a difficult year, Portugal was awarded the rail contract for Alfa Pendulares in October 2015.

E U R O P E D I V I S I O N I n t r o d u c t i o n

Left: Airplane loading for Aegean Airlines – Athens airport (ATH), Greece ◀

39.7% RA I L

58.0% I N F L I G H T

0.6% R E TA I L

1.7% C AT E R I N G

T U R N OV E R D I ST R I B U T I O N (Total managed turnover 2014∙15 excluding Saudia Catering)

Austria

Belgium

Croatia Cyprus France French West Indies

Greece The Netherlands

Portugal Reunion Island Spain Switzerland United Kingdom

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61.3 %of Group’s managed

turnover

596.2 M€Managed turnover

2014∙15

342,400Meals served

per day

As in previous years, ÖBB and Deutsche Bahn audited Newrest Wagons-Lits in Austria focusing on specific quality specifications in relation to train security and service quality. This summer, ÖBB implemented a new quality control system, check-ing each train before departure and during travel, in order to comply perfectly with local standards for Austrian regulation controls. The different checks carried out by our client, showed the high quality performance displayed by our staff on night trains with a failure rate of only 7‰ (best rate registered by ÖBB suppliers).

Since January 2015, our Austrian subsidiary has been running a new bedding cleaning service for ÖBB (including bed linen, mattresses, etc.), in order to guarantee an even higher hygiene standard. Newrest Wagons-Lits in Austria, ever conscious of sustainable development and ecology, also intro-duced biodegradable supplies (like bioplastic coffee cups, cutlery, and glasses) on all night trains.

B E L G I U M300Meals served per day

6Clients

2 Production units

The year 2014/15 was decisive for Newrest Servair in Belgium, as our production capacity grew significantly thanks to two new production units: the logistics

unit at the Charleroi airport opened for business in Septem-ber 2014 and the unit in Brussels was inaugurated in April 2015.

The 1,000m2 Charleroi unit, specialized in logistics and Pick & Pack, was designed to support Ryanair in its development at the airport and 4,500 flights per year.

Having obtained its second airport license for the Brussels airport, Newrest Servair invested €5 million in the construction of the 3,500m2 unit located in Machelen. This new unit has a production capacity of 10,000 meals per day and it has a “double flow” production zone: halal and non-halal.

Adding to the existing inflight sales business with Thomas Cook, new clients in the inflight catering and buy-on-board sector have joined Newrest Servair's client portfolio in Belgium: Ryanair, Tailwind Airlines, Corendon Airlines and BMI Regional, to name a few. The additional turnover from these new contracts compensates the loss of the Luxair business in Lux-embourg, as the contract was terminated during the year.

Furthermore, the joint venture was selected for the TUI Group's Buy on Board services. In the five Belgian airports (Brussels, Antwerp, Ostend, Liège and Charleroi), Newrest Servair will serve 10,000 annual flights for Jet Air Fly as of 1 November 2015.

A U S T R I A20Trains per day

2 Logisticcentres

441,000Passengers served this year

2014/15 was a very successful year for Newrest Wagons-Lits in Austria. The financial year began with a big change for our subsidiary: after nearly 140 years of activity in Vienna’s Westbah-nhof train station, our business unit was reorganized in Decem-ber 2014 and our night train’s logistic centre was moved to Matzleinsdorfer Platz.

Operations on ÖBB night trains continue to be the main activity of our Austrian subsidiary. In 2014/15 a steadily increasing passenger flow was recorded (about 15%), with peaks of even 30% in some months. This is also due to the European refugee crisis, which considerably affected our Austrian business: numer-ous special trains were programmed by the ÖBB in order to transport refugees from Vienna to differ-ent destinations in Germany and Italy. Despite the

considerable increase in work and stress for our staff, some of our employees pitched in voluntarily, assisting refugees in Vienna’s train stations or coor-dinating trains between Hungary and Austria. Not only did the refugee crisis affect our business, but it also affected our staff on a more personal level, since they were face to face with people whose lives had been turned upside down. Even in this difficult situation, our Austrian team maintained their profes-sionalism and humanity.

A new business started for Newrest Wagons-Lits in Austria, as the German railway operator Deutsche Bahn, gradually stopped car transport service between Austria and Germany. As a replacement, ÖBB introduced a new train, connecting Vienna to Düsseldorf in Germany, also offering a wagon for passengers to load their cars for travel. After sev-eral months of preparation and training, our Austrian subsidiary took over logistic activities of these trains, including loadings of cars and motorbikes.

In early July, Newrest Wagons-Lits started a new contract for ÖBB-Postbus, offering cleaning services on board travel buses for the Austrian Railway Oper-ator’s subsidiary. Some 1,350 buses have been suc-cessfully cleaned this summer in different locations all over Austria.

050 051

Car loading on train operated by Newrest

Wagons-Lits – Vienna’s Central Station, Austria

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High loaders being charged in Newrest Servair’s unit – Charleroi, Belgium

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E U R O P E D I V I S I O N A u s t r i a / B e l g i u m

▼ - 1.0 %Managed turnover decrease

in Austria

▲ + 70.1 %Managed turnover increase

in Belgium

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as the implementation of a continuous improvement policy that benefits all of our clients and employees.

With regard to training, our management visited the Newrest unit at Le Bourget, a kitchen close to Paris and that is essentially dedicated to catering for pri-vate aviation, in order to train on VIP recipes and cuisine. These exchanges will continue in the future, as they favour the improvement of services and the diversification of expertise that our Croatian subsid-iary offers.

Finally, for the second consecutive year, Newrest in Croatia received the “Gold” award from the Croatian financial agency FINA for the HORECA (hotels, res-taurants and catering) category. All of our employees are proud to have won this award, which recognizes the great performance of our subsidiary despite increasingly harsh competition within the most dynamic business sector of the Croatian economy.

C Y P R U S

3,000Meals served every day

1Client

37Inflight customers

Unfortunately, the year 2014/15 was another difficult year for Newrest in Cyprus, as the country could not shake itself free of the economic crisis brought on by the banking sector fallout in 2013.

Key forecasted European economic indicators are mostly negative and show only little signs of pro-gress. Group’s Cypriot subsidiary mainly operates in the inflight business, serving more than 4,000 meals per day for more than 35 clients on our Larnaca pro-duction unit.

In addition to the difficult economic climate, some of the main local clients experienced major financial problems: Cyprus Airways announced the closure of the airline and all its activities in December 2014, and Transaero, the most important client of our Cyp-riot subsidiary, decided to do return catering for the flight departing to Moscow and St. Petersburg. One piece of bad news followed another, as their winter schedule was also cancelled, leaving our subsidiary with irregular charter activity. Additionally, in May 2015, Etihad Airways also announced its decision to stop the catering service provided by Newrest from our Larnaca unit, in order to begin return catering.

Consequently, Newrest’s revenue fell by 23% in Cyprus, compared to the year 2013/14, and busi-ness was not able to meet target. The Larnaca unit had to redefine itself very quickly: our subsidiary gained momentum and began an in-depth restruc-turation in order to sustain its position as inflight catering leader in Larnaca.

During this dark period, the Cyprus team was able to rejoice in sme good news: in April, Aegean Airlines announced that Larnaca would become a yearly hub with 4 stationed aircrafts. Their new flight network was focused on Greece and in addition new tradi-tional international routes were established, as oper-ated by Cyprus Airways before. In July, Newrest in

This new contract is a true challenge for the joint venture, both in terms of investments, with the pur-chase of 11 highloader trucks, and the teams, as 60 new employees will be joining the group in upcoming months. This new contract with the Belgian airline will boost the joint venture's reputation for its exper-tise and will allow the Newrest Group to even further develop its business in Benelux, more precisely in Belgium.

C R O AT I A3Clients

4Pointsof sale

5Inflight customers

After an encouraging 2013/14, once again 2014/15 confirmed the solid health of our Croatian subsidiary. During the year, turnover increased significantly in all of Newrest in Croatia's business sectors.

Thanks to rising passenger travel (+6%) at the Dubrovnik airport, airport retail sales leaped by 15%. For its part, turnover from inflight rose by 9%, in particular thanks to growth in the private aviation sector, and reaped the benefits of the investments made in prior years in personnel training and mar-keting. Finally, the personnel consumption rate for catering was clearly on the rise, with a 29% increase in sales. Production and operating costs stayed at similar or lower levels than the previous year, with Newrest's profitability therefore mechanically rising significantly.

The inflight catering contract with Croatia Airlines was also renewed this year, as was the contract to fit out their trolleys. Three new contracts for the VIP market also added to the good news.

Since December 2014, our unit in Dubrovnik has been certified ISO 9001:2008, thereby comply-ing with our strategy to ramp up Newrest Group's actions promoting Quality and Hygiene. In addition to the certification, this approach also allowed for the reengineering of the subsidiary's processes, as well

052 053E U R O P E D I V I S I O N B e l g i u m / C r o a t i a / C y p r u s

Newrest Servair & Jet

Air Fly team – Brussels’ Airport

(BRU), Belgium

▶

Retail point of sale Caffé Lindo

– Dubrovnik airport (DBV),

Croatia

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Airplane loading at Larnaca’s airport (LCA) ‒ Cyprus

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in Croatia


in Cyprus

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in particular Emirates' at Paris-Charles de Gaulle. This new contract is a true opportunity to meet the quality requirements and demands of this prestigious com-pany as it serves its customers. In terms of prospects for the new year, Newrest in France is focusing its efforts on the launch of a new production unit in Nice.

Our Buy-on-Board and Duty Free on Board busi-nesses changed significantly this year. A quality partnership with one of the world's leaders in Duty Free on Board has allowed us to develop exclusive offers for our clients. Throughout the year, Newrest in France worked on the customization of offers for each of our client companies and adopted an approach to gain share in this high-potential market. In parallel, the Buy-on-Board business grew signifi-cantly, with the arrival of new clients on the French market, such as Volotea.

The contract between Seashop, a subsidiary of the Newrest Group that manages Duty-Free on board ships, and its sole client, Corsica Ferries, was renewed. This contractual renewal highlights a solid partnership with the maritime company, which has undertaken to renew its trust in the Newrest Group for the next five years.

Finally, our businesses in the French West Indies and Reunion Island continued to grow thanks to Newrest Group's expertise: Corsair entrusted to Newrest the management of its lounges in Fort-de-France and Pointe-à-Pitre, and Air Austral's Buy-on-Board contract for Reunion Island was renewed for three years.

G R E E C E 30,000

Meals served every day

15Clients


2014/15 was a complicated year for Greece: the political and finan-cial situation remains extremely difficult, and the Middle-East refugee crisis added enormous pressure, mainly to the Eastern-most Greek islands. Lastly, the continued devaluation of the Russian rouble was damaging to the Greek island inflight sector.

In spite of these major crises, tourism in the Athens region prospered, which allowed Newrest in Greece to forge ahead and attain vital targets in the inflight sector. Our production unit in Athens witnessed a strong year in terms of revenue compared to last year’s results. This helped the Greek subsidiary to achieve an overall 9.7% gain in inflight turnover com-pared to 2013/14.

Key factors to this growth were Aegean Airlines’ fleet increase and its significant boost in international traf-fic and the destinations served. Ryanair also contrib-uted, adding a fourth aircraft to its Athens fleet and long-haul inflight activity flourishing out of Athens.

Cyprus were honoured to start catering services for our client British Airways, an airline company, which has always had a strong presence in the Cypriot market. Additionally, the Cypriot subsidiary focused on VIP inflight catering, providing high quality ser-vices for private flights, and strengthening its rela-tionship with VIP airlines and the local VIP handlers and agents. In the quality sector, Newrest in Cyprus renewed its Halal Certificate for 2014/15.

For next year, the Cypriot subsidiary has many key challenges to address, starting with a significant increase in productivity, strengthening its operations and seeking out alternative activity sectors in the catering business. With highly trained staff focused on strengthening relations with clients and suppliers, Newrest Cyprus welcomes these challenges and commits to excellence.

F R A N C EFRANCE ∙ FRENCH WEST INDIES ∙ R E U N I O N I S L A N D

1Pointof sale

50Clients

2Clients

11Logisticcentres

In France, 2014/15 saw consoli-dation in every business sector: inflight catering, rail catering and catering for B&I, in

particular with regard to the operating bases and our teams. Actions in all of the Group's areas, whether organizational or related to human resources, quality or purchases, were launched to achieve the balance required in terms of skills, competitiveness and greater quality in services provided.

In the rail sector, our teams worked throughout the year on the year's two major areas of focus: quality and dynamic sales activities. ISO 9001 certification was granted and many marketing events boosted sales, led by our sales teams acting as the main facilitators on board trains. Newrest Wagons-Lits in France is particularly proud of the renewed trust of its client Alléo, whose contract has been extended for two additional years.

In the inflight sector, the teams focused their atten-tion on guaranteeing continuous quality of service. This massive plan, which targets products, regularity in service and onboard sales contacts, was deployed throughout the year on all French stopovers. We achieved our goal, as 100% of our clients renewed their contracts for upcoming years. Finally, the deployment of a very high quality culinary offer, sup-ported by the Newrest Group's expertise in recep-tion and service, allowed us to win major invitations to tender for the management of airport lounges,

054 055E U R O P E D I V I S I O N Fra n ce ∙ Fr e n c h W e s t I n d i e s ∙ R e u n i o n I s l a n d / G r e e ce

Newrest Wagons-Lits sales representatives – Gare Montparnasse train station, Paris, France

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in France

▲ +7.5 %Managed turnover increase

in Greece

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T H E N E T H E R L A N D S7,500Meals served per day

16Clients

1Production unit

The year 2014/15 was a tough year for Newrest in the Neth-erlands. A difficult situation resulted on 3 different points: first of all, several renewed contracts of Dutch subsidiary resulted in the decrease of mar-gins even if there was higher turnover.

In January, a new law was implemented in order to bring agency staff to the same basic conditions as fixed staff. This regulation resulted in 5% increase of Newrest in Netherlands overall labour costs. Addi-tionally, new regulations of the European Union on provisioning of information on allergens needed amendment of our internal systems. Consequently, the key project for this year in Netherlands was to reduce costs in order to improve productivity.

Mainly Middle-East carriers’ deployed new routes to Amsterdam’s airport. In order to stay competi-tive in the local market our Dutch subsidiary, oper-ating essentially on the inflight business, required a Halal kitchen. Investments were made in the inflight

production unit: the complete rebuilding of the unit was finished January 2015 and resulted in the arrival of several high quality level customers during the year. Some new inflight clients are now served departing from Amsterdam, like Easyjet (3 based aircraft), Air Canada (6 flights per week and about 78.000 in house made meals per year), Qatar Air-ways (6 flights per week and about 85.000 in house made meals per year) and Yangtse River Express (about 1.500 in house made meals per year). Exist-ing customers as Ryanair, Air Austral, Arkefly and Transavia renewed confidence to Newrest’s know how. These references will open doors for further development of the Dutch’s inflight portfolio.

In order to minimise costs and to improve the pro-ductivity, Newrest in the Netherland implemented a new procedure concerning stock movement and control. Consolidation process takes place directly on the floor and production staff is fully responsi-ble for the stock movement and control. Through two eyes principle the returned trolleys are being counted and refilled in the system at the same time. This new procedure eliminates two side steps in the total process and allows a better control of stock. Additionally, synergies between activities in the Netherlands and in Belgium took place on the Finance, IT, Commercial and Purchasing sectors. This will be further developed in 2015/16.

On the quality and hygiene sector, the Dutch sub-sidiary obtained ISO 9001 and Halal certifications. Several clients’ audits took place with encouraging scores. For next year Newrest in the Netherlands has several ambitious projects as the construction of a new central unit for the Buy-on-Board and the Duty-Free operations, a common purchase project in synergy with Newrest in Belgium, and the intro-duction of new business sectors as for example a Buy-on-Board activity on international travel busses.

North American activity grew as Delta and Air Can-ada prolonged their respective summer seasons and introduced additional weekly flights. American Airlines and Air Transat also extended their summer seasons, which also resulted in higher revenue for Newrest in Greece. The Asian market grew as Qatar Airways introduced a third daily flight out of Athens. Emirates, Singapore Airlines added summer flights and Korean Air started its first ever charter program to Athens. Unfortunately, Etihad stopped request-ing catering services from Athens in March 2015.

Unlike Athens, the peripheral activity weakened, mainly due to the Russian crisis. Russian airlines continued to reduce their catering services and intensified return catering on all Moscow and St Petersburg flights. Small local Greek airlines such as Astra Airlines and Blue Bird, restructured their flight programs and demonstrated good performance.

In the catering sector, revenue decreased by 5%, as 3 contracts were lost —mainly the staff feeding con-tract at Athens International Airport— and there were no new contracts signed. The catering activity suf-fers from the deterioration of the market situation for many companies, the 10% increase in VAT imposed in the summer of 2015 and the drop in consumers’ purchasing power. Regarding the QHSE, our Greek subsidiary renewed Halal certification in 2014/15 and proudly obtained ISO 18001 certification at our Athens’s production unit for the first time.

Thanks to hard work from a close-knit and dedicated team, Newrest in Greece was able to make 2014/15 another strong year. Continuing these values is the key to ultimately reaching our goals for next year: our Greek subsidiary will face number of challenges, which include building on Athens’ achievement, seeking greater efficiency and productivity gains despite the pressure on sales costs from the con-tinuous bank capital controls, increasing revenue by putting emphasis on the VIP inflight and extending our services to existing clients.

056 057E U R O P E D I V I S I O N G r e e ce / T h e N e t h e r l a n d s

Opposite: Newrest on the

way for our client American

Airlines

Below: Aegean Airlines aircraft loading

Athens’ airport (ATH), Greece

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Airplane loading – Amsterdam’s airport (AMS), The Netherlands

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© Kopalas Kyriakos – NLS Studio


in the Netherlands

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058 059E U R O P E D I V I S I O N Po r t u ga l / S p a i n

Newrest Wagons-Lits

employee welcoming

Alfa Pendulars voyagers –

Lisboan train station, Portugal

▶

Emirates’ A380 loading – Madrid (MAD), Spain

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S PA I N122,000Meals served every day

144Cateringcustomers


For Newrest in Spain, the past year was difficult and turnover dropped by 2,5%.

The subsidiary was highly affected by political events in Eastern Europe: the crisis in Ukraine and the depreciation of the Russian rouble directly affected operations for Eastern European airlines, caus-ing a 50% decline in flights to Barcelona, the most impacted unit in the Iberian peninsula.

In the Inflight sector, this drop in business was all the more harsh as a number of our medium-haul clients decided on back-catering for all of their flights to Spain. Our services for Air Berlin, Finnair, Air Algérie, Iberia Express and Novair were directly affected, especially at our units in the Canary Islands, but also throughout our production units. In addition, Newrest in Spain saw its Inflight market positioning shift due to competition from a number of new local opera-tors. With the pressure rising, the Spanish subsidiary was forced to close down a number of operations, such as its services for Transaero, Pakistan Airways, Gambia Bird, Iberia, Hamburg Airways, Uzbekistan and Santa Barbara.

Even in this tense environment, the subsidi-ary achieved many successes: Newrest in Spain acquired numerous new clients as well as contract renewals. Since this year, the Barcelona unit has been working for TAM Airlines, Korean Air and Royal Flight and this business should increase even further this coming year. The volume of flights per week of a few client companies such as Qatar Airways, Emir-ates, Air Europa and Norwegian increased, much to the Spanish subsidiary's benefit. However, this new business was not able to offset the loss in turnover in the inflight sector in general on the Iberian penin-sula. The production unit in Madrid was awarded the “Best Caterer Europe” prize from our Qatar Airways client. Another major event: the first supply service for Emirates' A380 at the Madrid airport in August.

In the catering sector, Newrest in Spain was highly successful in 2014/15: business in the Canary Islands increased by 10% and in the Balearic Islands by more than 50%, with two new contracts hav-ing been signed. Newrest serves the canteens

P O R T U G A L1Client

196Catered trains per week

92Clients

For Newrest in Portugal, 2014/15 was a successful year of restructuration. The subsidiary is dedicated in particular to inflight and rail services which respectively represent 75% and 22% of its turnover.

In the inflight sector, turnover rose by 3%. No new contracts were signed, but various contracts were renewed, including the Lounge contract for the air-port in Faro. Services for Iberia stopped in early October 2015 as the Spanish company now back-ca-ters for its flights out of Madrid. Despite the rise in turnover, financial results for the year were negative in light of the many investments, reorganisations and restructurings undertaken within the subsidiary. The objective of these structural changes is to optimise our performance and increase productivity. Finally, the inflight sector received good news: an airport license for the Porto airport related to the construc-tion of a new production unit.

In the catering sector, business was stable, and the catering contract for the Faro airport was extended. Newrest in Portugal serves approximately 200 meals per day at the airport.

In the rail sector, Newrest in Portugal currently man-ages two contracts for the local Comboios de Por-tugal rail company covering international and inter-city trains. In 2014/15, performance for these two contracts was stable, with a slight increase in turn-over as compared to the prior year (6%). Relations with the client improved considerably. As a result, at the end of the year, the Portuguese subsidiary was awarded a third contract for Comboios de Portugal for the Alfa Pendular high-speed trains. Operations started on 1 November 2015. This new contract will have a positive impact on our rail business and our production unit in Lisbon next year.

In 2015/16, Newrest in Portugal intends to focus on its group catering business, B&I and event catering. The Faro team is also examining potential airport retail opportunities with the creation of a café or res-taurant in the airport.

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060 061E U R O P E D I V I S I O N S p a i n / S w i t z e r l a n d / U n i t e d K i n g d o m

Swiss Air Lounge catered by Newrest Canonica – Geneva

Airport (GVA), Suisse

▼

approved and will meet the rising requirements of our clients. This project will also allow us to see a greater impact on the new pre-order module on the joint venture's website, which was launched in the early part of the year: the new ecommerce section of www.newrest-canonica.eu allows clients to place orders on line for meal trays delivered directly to the workplace. This offer directly targets businesses who do not have cafeterias and who want to offer quality meals to their employees.

U N I T E D K I N G D O M1,285Flights catered per week

5Clients

6 Production units & logistic centres

The financial year 2014/15 was very successful for Newrest Servair in the United Kingdom: the joint venture, exclusively dedicated to inflight business, embarked on a growth strategy that increase turnover by 72% in one year. A total of 4 new operation units were opened in Bir-mingham, Bristol, Exeter and Edinburgh, an encour-aging fact for potential clients.

It wasn’t long before the joint venture felt the positive

effects of these openings: several new inflight con-tracts were signed during the financial year. Since July, Newrest Servair in the United Kingdom provides Buy-on-Board services for the British airline com-pany Flybe at 14 airports all around the UK. This contract by itself now almost half of the joint ven-ture’s turnover with more than 400 catered flights per week. In addition, another important success has been the signature of a new inflight contract with BMI Regional: since June, Newrest Servair has provided bar service, single-class sandwiches and extensive VIP services, serving about 400 meals per day. These new contracts considerably increased activities for our joint venture and represented a great challenge for the whole team.

In terms of existing contracts, Newrest Servair has been serving British Airways City Flyer since 2009. Working closely with the airline and suppliers has revealed that the service quality level could be greatly improved for British Airways, especially by continuously seeking new solutions and new prod-ucts to make the passenger experience even more enjoyable. After regularly analyzing passenger feedback and market competition, the joint ven-ture decided to shift budget money and to focus on specific routes and times of day. This improved the passenger experience without increasing overall expenditure for the airline. Furthermore, the intro-duction of a concierge service allowing airline’s crew to optimize additional stock at any of the 14 British airports has generated a true win / win position for client’s airlines and Newrest Servair.

Forecasts for next financial year remain very optimis-tic: the joint venture plans to further expand its net-work in the UK. Internal team development is a core concern of Newrest Servair and the joint venture will implement an internal development plan, without which growth and sustainable delivery of service to our existing customers would be impossible.

in public high schools for the government of the Balearic Islands and the Universitari Son Espases hospital.

In 2014/15, the Spanish subsidiary continued its efforts to diversify its business. In the retail sector for maritime companies, after having signed a con-tact with Fred Olsen, the Group also extended its collaboration with Balearia in the Balearic islands.

This orientation, which complies with the Group's diversification policy, must be extended even further next year, in particular targeting maritime companies but also private aviation.

S W I TZ E R L A N D

8,600Meals served every day

12Clients

3Airports lounges

This year, business at Newrest Canonica, our Swiss joint venture, rose compared to the prior year: turnover in the inflight sector remained stable and turnover in catering increased slightly.

In terms of the inflight business, Newrest Canonica saw a clear drop in revenue per passenger due to its main clients' (United Airlines, Etihad Airways, Etihad Regional and Saudia Airlines) new product orienta-tions. Unlike catering for airlines, our unit in Geneva

saw its sales increase by 2.5% for business aviation catering. Despite a 10% decrease in business avia-tion traffic at the Geneva airport in 2015, many con-tracts were signed with private airlines, such as Pres-idential Flight, Qatar Executive and Jetex. In parallel, the Lounge business grew both with the One World Lounge, thanks to the arrival of Iberia in addition to British Airways, but also thanks to a new contract signed in August for the Air France/KLM and Dnata lounges.

In terms of catering, Newrest Canonica signed new contracts, for example with ISO (provision of facility management and banqueting services) and SITA in June 2015. Finally, further to an invitation to tender, the joint venture was also awarded the management of the new cafeteria at the CERN (building 774), located in Prévessins, France, and the Natural His-tory Museum restaurant in Geneva, which will open its doors in December 2015.

The teams in our unit were reorganized in early 2015, which stabilized the quality of services and led to the deployment of additional means to conquer new markets, such as Lounges and Catering. In 2014/15, the unit completed its renewal of its highloader truck fleet. Next year, the entire utility vehicle fleet will also be renewed.

Regarding Quality, Newrest Canonica in Switzerland successfully achieved ISO 9001, 22000 and 14001 certification. The joint venture is also committed to having its catering units certified through local quality accreditations, such as Fourchette Verte and GRTA.

Furthermore, a project targeting a production kitchen dedicated to the delivery of food services, intended for the market outside of the airport, was

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063

N O R T H A F R I C A

The North African Division saw growth in its turnover of 7,9% in 2014/15, for a financial result that rose by 20% compared to last year.

This positive overall performance was not uniform across all of the region's countries but is due for the most part to the very good sales, operational and economic performance of one country: Morocco. The North African Division is growing and now includes eight countries: Morocco, Algeria, Tunisia, Guinea-Conakry, Liberia, Niger, Ghana and Nigeria.

The sales of our subsidiary in the Cherifian realm represent 65% of the turnover for the zone and 91% of its financial result. In terms of catering, Newrest in Morocco once again confirmed its leadership position by signing many major contracts and by entering the penitentiary market segment. The retail concession business is also doing very well, as the Moroccan teams opened four points of sale in Cas-ablanca's airport this year. Finally, the Moroccan subsidiary inaugurated a new inflight production unit in Casablanca - a modern structure with last-gen-eration equipment that complies with international standards applicable in the sector.

In Algeria, the Group's turnover doubled thanks to a number of new Remote site contracts (KCA Deutag, Petrofac and Lead) and Catering contracts (Lycée International Alexandre Dumas and the French embassy). Airport retail sales also rose by close to 20% in Algiers thanks to renovations in all of the points of sale and the introduction of new concepts. However, this significant growth was not reflected in the expected financial performance: the Alge-rian teams must still stabilise their operations for our clients and sustainably implement the Group's management processes and tools. Various appoint-ments to the senior management of the subsidiary (Arezki Amir: Director General of the Remote site business; Bruno Heriché: Director General of all of the subsidiaries; Samia Louz: Secretary General) will consolidate our Algerian businesses and ensure an improvement in financial performance.

In Tunisia, the geopolitical events and their impact on tourism obviously had a very negative effect on Newrest's business. Passenger travel in Tunisian airports dropped considerably during the year (-70% for Djerba and -35% for Tunis Carthage), leading to a mechanical contraction in turnover and the perfor-mance of the retail business in the country. Cater-ing and Remote sites also felt the negative impact, with turnover declining by 15% and a financial result that is also behind prior years. These two businesses must improve their results in 2015/16.

Despite Newrest's complete dedication to its his-toric partnership with Tunisair and its holdings in Tunisie Catering's capital, the Group decided to withdraw from Tunisie Catering's management and capital. As Tunisie Catering has not been paid for services rendered to its principal client Tunisair, it has been placed under receivership since March 2015. Despite this difficult state of affairs, the Group intends to remain present in the country in order to reinforce its relations with OACA and sustainably develop its business.

In Nigeria, the Newrest Group increased its equity in the ASL inflight catering operator in the sum-mer of 2015, adding two more sites to its African inflight network: one in Lagos and one in Abuja. For next year, the Nigerian subsidiary is also consider-ing development in other business sectors such as Remote site management in the southern part of the country where major oil and gas operators are highly present.

Finally, Newrest closed its subsidiary in Mauritania in February 2015 as the commercial environment stag-nated and the local economy could no longer offer any opportunities for the Group's development.

For the 2015/16 financial year, the region's objec-tives are well-defined: to maintain and consolidate the Group's positioning in Morocco, in particular with the launch of high-speed train lines; to effectively implement our management processes in Algeria, and to increase business in Tunisia, Guinea, Liberia, Ghana, Niger and Nigeria.

N O R T H A F R I C A D I V I S I O N I n t r o d u c t i o n



19.0% R E TA I L


Algeria Egypt

Ghana

Guinea-Conakry Liberia

Libya

Morocco Niger Nigeria Tunisia

18.1% I N F L I G H T

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148,500Meals served

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turnover


2014∙15

G H A N A6,000Meals served per day

7Clients

1Production unit

In 2014/15, Newrest in Ghana experienced a very turbulent year. The subsidiary, essentially dedicated to the inflight business and operating a production unit next to Accra’s international air-port, suffered the consequences of the Ebola epidemic, as did several countries in Newrest’s Western African network. Inflight activities with local airlines were reduced due to the crisis. The Ghanaian subsidiary lost its client Gambia Bird Airlines, which had to suspend commercial operations as from December 2014 and was finally liquidated. Kenya Airways had to reduce the number of weekly flights to Accra, operating only half of scheduled flights and cancelling its routes to Sierra Leone and Liberia until March 2015. This fact contributed to the drop in Ghanaian turnover by 2% compared to the previous fiscal year.

Nevertheless, Newrest in Ghana also had some good news in 2014/15: this fiscal year saw the increase of flight operations for South African Airways by 50%,

following its launch of a new Accra - Washington DC route in August 2015, which we are proud to serve. A new contract has also been signed with Qatar Airways for its Cargo operations in Ghana, which started in December 2014.

In summary, the Ghanaian subsidiary continued to maintain excellent customer relations and trust. Overall, a total number of more than 2,000,000 meals, 1,700,000 passengers and 5'000 flights were served during 2014/15. New menus were created for our 3 major clients, whose contracts were renewed last year, with positive remarks received throughout the year.

Looking ahead to 2015/16, Newrest in Ghana will strongly position itself to retain client trust. In order to expand its business to developing local activity (corporate restaurant management, food service, outdoor catering for Embassies and High Commis-sions among others) a new food production unit was constructed located less than 300 meters from Accra’s airport: operations will start at the end of 2015. In the inflight business, the Ghanaian subsid-iary is optimistic for new contracts with other Euro-pean airline companies like SN Brussels Airlines and KLM. Moreover, for the coming financial year, Newrest in Ghana plans to modernize and enlarge its high-loader fleet and to increase its raw-material purchase volume from the local market maintaining its primary objective of good quality products.

A L G E R I A 6Clients

8Pointsof sale

19Sites ofoperation

In 2014/15, Newrest confirmed its sustainable implantation in Algeria with significant develop-ment of all business. In order to control this growth, the manage-ment team was reinforced at headquarters and in the field. Trainers and operational manag-ers contributed their skills to supervise local teams and thus improve quality of services.

Turnover for airport concession activity increased by 20%. All points of sale were renovated to better meet consumer needs by offering welcoming sitting areas and an extended range of products. The Alge-rian subsidiary managed two events in collaboration with the airport in Algers: Strawberry Weeks in April and “The Airport celebrates number 31” for year-end festivities. On these occasions, points of sale for Newrest in Algeria offered special menus and products.

The corporate catering sector rose to the challenge in terms of development, by securing new contracts and boosting turnover by 50%. The Algerian subsid-iary is now collaborating with players in education (Lycée International Alexandre Dumas since Janu-ary 2015 and Petite Ecole d’Hydra since September 2015), but also in the administrative sector with the takeover of the French Embassy restaurant since July 2015. The portfolio of prospects appears optimistic in terms of business growth in Algeria.

Where Remote sites are concerned, Newrest in Alge-ria experienced close to 300% growth by attracting top clients and strengthening operations already underway since the previous year. The subsidiary signed contracts with KCA-Deutag, LEAD, Petrofac, Tecnicas Reunidas, Groupement Touatgaz, CCC, Duro Felguera, Sinotharwa and Belectric, thus guar-anteeing a presence over the entire south of Algeria. In addition to management, logistical means were implemented with the creation of a logistics base in Adrar, to complete the operational headquar-ters at Hassi-Messaoud. The range of services was also increased: catering, accommodation, overall maintenance of camps and treatment of domestic waste. The objective for 2016 is to stabilize current operations in order to continuously improve client satisfaction.

064 065

Retail points of sale

Opposite: Sahara Tea

Right: Timgad – Alger airport

(ALG), Algeria

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Catering for our client South African Airlines – Accra Airport (ACC), Ghana

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N O R T H A F R I C A D I V I S I O N A l g e r i a / G h a n a


in Algeria


in Ghana

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L I B E R I AThe year 2014/15 was a very difficult one for Newrest's Liberian subsidiary as business came to a complete halt in August 2014. After setting up its structure in Liberia in 2008, Newrest invested heavily in Monrovia: in 2013, a brand new inflight production unit was built close to the Roberts Field airport. Following the launch of activities at the end of 2013, the Ebola epidemic had a tremendous impact on the company, forcing air-lines to considerably reduce or even suspend their flights to the Liberian capital. Newrest in Liberia was therefore obliged to cease operations in 2014 and they have not started up again as of today. Despite the official declaration indicating that the epidemic ended in Liberia in June 2015, hopes of recovery in airline traffic and airport business remain mini-mal. Today, only one airline, Kenya Airways, serves Monrovia.

M O R O CCO 38Pointof sale

33Clients

148Clients

10Sites ofoperation

In 2014/15, Newrest in Morocco experienced strong growth in terms of operational performance, finishing the financial year with managed turnover, 20% higher than the previous year. This growth is mainly thanks to the addition of major contracts for corporate catering, the opening of con-cessions at Mohammed V airport in Casablanca, and also a very positive season in airline catering. The results of the Moroccan joint venture are the fruit of teams’ operational effort. They were also optimized by mutualization and grouping of purchases.

During the financial year, structuring projects were initiated and will continue to have a positive impact on Moroccan activity next year. In the airport con-cession sector, Newrest in Morocco developed points of sale at airports in Casablanca, Fez, and Rabat with franchises such as Paul, Café Illy, Médina and Mr. Brochette among others.

In terms of corporate catering, the core of Newrest’s business in Morocco, new contracts were signed (e.g. CHU, Cheikh Khalifa hospital, University hous-ing complexes, Ciments du Maroc and Attijariwafa). Moreover, the Moroccan joint venture invested over 14 million Moroccan dirhams into the Casablanca and Marrakech CHUs, equipping them with a mod-ern meal-distribution system thanks to dual-temper-ature trolleys. Newrest in Morocco participated in the opening of the market in the penitentiary sector by managing 21 establishments scattered across the center and south of the Kingdom.

G U I N E A - CO N A K R Y 1,500Meals served per day

1Site ofoperation

1Production unit

The year 2014/15 was intense for our joint venture in Guinea, CGA Newrest. The country's economy is unstable and is still suffering from the impact of the Ebola virus on the country. The epidemic, which reached its climax during the last half of 2014, continued in 2014/15 to the detri-ment of the local economy.

In the Inflight sector, the joint venture had to face the direct consequences of this epidemic: most airlines landing at Conakry were obliged to con-siderably reduce or in fact halt their flights to the Guinean capital. The joint venture's inflight business was particularly affected by Asky's cancellation of flights, the end of Brussels Airlines' operations, the sharp drop in traffic on Air France flights and the indefinite postponement of the launch of Emirates' flights to Conakry's airport. This resulted in a drop in the country's inflight turnover of 60%, with the inflight business only representing 30% of the joint venture's turnover (as compared to 100% in the prior financial year).

In order to gain additional revenue, the joint ven-ture diversified its business in 2014/15 after sign-ing a contract in the Remote site sector. Between January and August 2015, CGA Newrest was

responsible for the complete management of the French Army's remote site in the Guinean capital close to our production site at Conakry's air-port. The site hosts the Army's healthcare services and the treatment centre for Ebola patients. CGA Newrest worked over an eight-month period, serving 77,000 meals to the military and patients. In addition to the catering services, the joint venture provided hotel, laundry, waste management and pest extermi-nation services.

The Ebola virus epidemic is still active today in the country. The partnership with the CGA company remains very bright, however, for the upcoming year: we hope to see a rapid end to the epidemic, which should allow for economic activities to recover and, more particularly, for CGA Newrest to gain new mar-ket share in the Inflight and Remote site sectors.

066 067N O R T H A F R I C A D I V I S I O N G u i n e a - C o n a k r y / L i b e r i a / M o r o cco

Right: Catering &

management for the French

Army – Conakry airport, Guinea-Conakry

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Retail point of sale Monsieur Brochette – Casablanca airport (CMN), Morocco

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Despite these difficulties, the entire local team used all of their expertise to face the challenge and initiate actions to develop business within the country. In 2015, the efforts were rewarded in the form of two new remote site and catering contracts. Newrest in Niger works for the Barchan Force of the French Army based in Arlit in their restaurant, serving more than 120 men. The second contract includes the management of the Orange company restaurant in Niamey and covers 40 meals per day.

With regard to retail, our two Daily Break points of sale located in highway service stations have been open for a year now. As the restaurants got off to a slow start, the subsidiary in Niger reviewed its range of products and sales prices to better adapt them to the local purchasing power and the culinary tastes of consumers. A “take-away” option will also be available by the end of the year. Since the complete redesign of the menu, Newrest in Niger has seen an increase in turnover of more than 90%.

The Newrest Group remains very committed to its presence in Niger. In the coming year, the subsidiary in Niger intends not only to consolidate its existing commercial partnerships but also to develop other activities by proposing innovative and competitive catering and hotel solutions to economic operators.

N I G E R I A3,000Meals served per day

3 Production units

ASL Nigeria, a public company in Nigeria, entered Newrest’s portfolio in August 2015. ASL provides airlines catering services in Lagos, Abuja and Kigali (Rwanda) as well as lounge services (Lagos & Abuja), retail and duty free outlets.

Newrest has significantly strengthened its share-holding in ASL in 2015, and in agreement with the board, instituted a number of management changes for the company. Richard Akerele, previously CEO, has taken on the role of non-Executive Chairman, while Laurent Moussard was given the responsibility as country manager for Nigeria. Alain Masson has taken over the new position of General Secretary, assuming he responsibility for Finance, Administra-tion, Legal and Human Resources.

An entire task force, made up of almost a dozen Newrest staff was sent to Nigeria for 2 months in order to institute changes in processes, proce-dures, unit changes, HACCP audit, financial audit,

With loyalty-building work surpassing 97% of its con-tracts in bids and obtaining several new contracts, the joint venture’s corporate catering business is bringing in excellent results. A partnership was established with the Mohammedia Hotel School, and 12 graduates were recruited in order to train future managers in corporate catering techniques.

Simultaneously, Newrest in Morocco entered to local airline catering market after the buyout of Atasa at the end of 2013, and with the construction of a Cas-ablanca production unit. Inaugurated in spring 2015, this unit now serves 1,000 meals per day to approx-imately 30 clients, not only in the onboard catering sector, but also for private airlines.

The upcoming year is promising in terms of projects: after building and fitting out the new headquarters, the Moroccan joint venture will open its own acad-emy in 2015/16. It will be located at headquarters and equipped with a training restaurant so that employees can learn all the Group’s areas of trade. This focus on talent training should allow Newrest to maintain its strategic line in Morocco: sustain its position as leader on the market for corporate catering and airport concessions, while continuing its growth on airline and rail catering markets.

N I G E R 1Client

2Pointsof sale

3Sites ofoperation

The year 2014/15 was eventful for Newrest in Niger. In a difficult economic environment and in light of lesser development of mining companies operating in the country, Niger's subsidiary saw a substantial drop in its business, leading to a decrease in turnover of 44%. Newrest in Niger is a subsidiary for which 80% of its turnover results from its Remote site business and it was significantly affected by the closure of the Imouraren site, a uranium mine managed by Areva, at the end of 2014. In the prior year, this contract alone accounted for 52% of the subsidiary's turn-over. With the closure of this project, Newrest in Niger was obliged to implement an overall restruc-turing programme: Imouraren employees were relo-cated to other sites in the zone of Arlit, Cominak and Somaïr. Newrest in Niger continues to provide services to the two remote sites operated by other Areva Group subsidiaries and provides more than 400 meals per day.

068 069N O R T H A F R I C A D I V I S I O N M o r o cco / N i g e r / N i g e r i a

Retail point of sale

Medina – Casablanca


▶

Left:Point of sale Daily Break managed for Total – Niger

◀


in Niger

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Next year, despite very serious economic difficulties facing the country, the Newrest Group intends to consolidate its positioning in Tunisia in all business sectors. Every crisis provides opportunities to those who know how to adapt. This is Newrest's challenge in Tunisia for upcoming years.

IT evaluation, commercial integration, retail and lounges as well as brand strategy, in order to boost ASL and to confront the major competitive issues that ASL is facing with the entrance of 2 new compet-itors in Lagos, change of government, and depressed international oil & gas prices putting major pressure on Nigerian GDP.

The process of change at ASL is still in early days, but management is convinced that Nigeria, country with the largest and growing population in Africa, offers major opportunities for growth and improve-ment in the future and our group will put major efforts into rightsizing the company and preparing it for a successful future.

T U N I S I A 28Clients

27Pointsof sale

10Sites ofoperation

In 2014/15, Tunisia faced many major events, especially involv-ing security, which dashed the hopes of an immediate economic recovery and worsened tensions within society. In this difficult environment, the year was marked by a significant drop in the scope of business for Newrest in Tunisia, especially in Inflight and Retail.

In the Inflight sector, despite extreme efforts and the unshaken commitment of the Group, all of the inflight catering activities came to a complete halt. The airport retail business, for its part, was heavily affected by the drop in tourist travel of close to 70% in 2014/15.

A pioneer in catering trades, Newrest in Tunisia con-tinued to work on consolidating its historic presence in the country despite all odds and on strengthening its position in catering, Remote sites and retail. With regard to catering, which represents close to half of the subsidiary's turnover, Newrest in Tunisia limited the loss of business thanks in particular to the reten-tion of its major clients, including British Gas, Total and the Etablissements d'Enseignement Français en Tunisie. The subsidiary was also able to add new cli-ents to its portfolio: it manages a canteen of AMI Assurances and four sites for the private El Amen clinic, serving 750 meals per day.

In the Remote site sector, the year was successful for Newrest in Tunisia: new onshore and offshore contracts for Rowan Drilling and ECC/TCC were signed, bringing our services up to 570 POB. The development of the supply business for a number of remote operators and the new contract with OMV Gaz Sud must allow the subsidiary to recover growth in the early part of next year.

Regarding Quality and Hygiene, however, 2014/15 was particularly busy, with the renewal of the ISO 22000 certification for the Lycée Pierre-Mendès-France and British Gas sites, but especially the new ISO 9001, ISO 14001 and OHSAS 18001 certifications.

070 071N O R T H A F R I C A D I V I S I O N N i g e r i a / Tu n i s i a

Right: Newrest

employee serving

a client – Tunisia

▶


in Tunisia

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073


In Central and Southern Africa, the Newrest Group underwent substantial changes in general organization, with restructur-ation reducing Divisions from three to two on the continent. This allowed Cameroon, Congo and Gabon to be attached to existing countries.

In the Remote site business, the integration of those three countries and the start-up of Remote site activities in Angola created constructive synergies and savings for Newrest and also for clients. Our offshore clients, for example, can now move their equipment from one country to another, with contin-ued service guaranteed, and without borders. In the inflight business, multiple airport projects will be ini-tiated next year, resulting in the construction of sev-eral brand new terminals. Drawing from our exten-sive inflight network, as well as our longstanding experience in retail on the continent, we are today able to work in collaboration with airport authorities offering innovative projects and guaranteeing ade-quate integration of our assets. Developing catering activities in the division remains a strategic priority: although the South African catering market is mature and contracts are limited, Newrest challenges the competition by maximizing its assets.

In Congo, the mobilization of four new offshore con-tracts in the space of two months, supporting more than 400 POB, demonstrated Newrest’s compe-tence in the Remote site sector. All necessary means have been deployed, including a new logistic hub.

During its restructuration, Newrest in Gabon, obtained a long-term contract with Total, off the coast of Port-Gentil. This is a guarantee of the Group’s continued presence in this country. The dynamism of our retail activity at the Libreville air-port will be confirmed through the inauguration of a new Newrest-managed retail point.

In Uganda our joint venture with UIS renewed our retail contract for the Entebbe airport. This also led to multiple catering contracts in the B&I sector with stakeholders of the airport. These new contracts val-idate our strategy based on activity diversification.

In Angola, the signature of a major offshore Remote site contract in Soyo has been the opportunity to enlarge our ship supply activity and to propose sig-nificant activity coverage to clients and prospects in the country. A new sales team was contracted, and they brought expected dynamism and experience to new contracts.

In Madagascar, the Group’s priority is intensive sup-port for Ambatovy, our key local client, during these extremely difficult economic times. By doing so, Newrest has demonstrated its skill in working along-side clients, to reduce cost while maintaining a high quality of services.

Recognition for dnata Newrest has shot up over the past year amongst airport stakeholders in South Africa. Carried by an ambitious action plan and a highly motivated partner company, the joint venture continues supporting historical customers, and plans to welcome new clients.

In Zambia, Newrest is seeking new activities within Lusaka’s airport. Operations should increase over the next few years, thanks to the project for a new airport terminal, which will be operational in 2017.

S O U T H E R N A F R I C A D I V I S I O N I n t r o d u c t i o n


Angola Cameroon Congo-Brazzaville

Gabon Madagascar Mozambique

South Africa

Tanzania newUganda Zambia

0.1% C AT E R I N G

67.0% R E M OT E S I T E 1.6%

R E TA I L

31.3% I N F L I G H T

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44,700Meals served

per day


turnover


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A N G O L A2Clients

8Sites of operation

9,000Meals served per day

For Newrest in Angola, 2014/15 was a transitional year. A number of new contracts were signed, which consolidated its solid positioning on the local catering market. The subsidiary, which is mainly devoted to management and catering for off-shore plat-forms and ship supply, also relies on its expertise to provide group catering services.

In terms of the Remote site sector, the year was suc-cessful for Newrest in Angola, which saw its Ship Supply business grow considerably. The subsidi-ary increased operations by a factor of two on the Sonils site in Luanda and acquired new clients, such as Somoil, an Angolan oil company, as well as CGG. Newrest in Angola thereby considerably strength-ened its presence in the country's different ports, in particular Soyo, but also Port Ambouin, Dande and

Lobito, to name a few. The management contract for the historic African Worker barge ended this year after operations ceased and it was demobilised. In the Remote site sector, 400 dedicated employees work for seven clients and serve 2,000 POB.

In the group catering and hotel services sector, the year was not as bright: after five years of operations, the Angolan subsidiary lost its management contract with Total for the Chicala hotel. Nevertheless, the AFM contract for the Torre Atlantico company res-taurant in Luanda was renewed in January 2015 and covers 600 meals per day.

With regard to safety, Newrest's teams in Angola cel-ebrated 12 consecutive accident-free months on a number of sites, a perfect illustration of the teams' commitment to occupational safety. This commit-ment undeniably contributes to improving the satis-faction of the Angolan subsidiary's clients, who know they can count on our dedication in every way.

In view of the complex economic environment fac-ing 2015/16, Newrest in Angola has started to work on innovative solutions to support its clients in their cost reduction processes. The diversification of activities, which had already started over recent years, will also be one of the central themes of this new year.

C A M E R O O N1Client

5Sites of operation


Despite the bearish economic climate in the oil sector, Newrest experienced a year of growth in 2014/15, with a rise of over 16% in turnover. Perenco renewed its trust in Newrest for management of all its offshore sites, particu-larly with the inauguration of the new Munja flotel in July, able to accommodate 200 people.

Based on the Group’s policy for diversification of activity in every country of implantation, the Cam-eroonian subsidiary began business in corporate catering after winning the bid for the restaurant

at the training center for Eneo, the local national electricity producer and operator. Newrest pro-vides catering services during the day, for 60 to 150 trainees per day. As part of this contract, the subsidiary also provides catering for the Zonals, an annual sporting event where all Eneo regional teams participate, or approximately 700 persons over one weekend.

The year was also synonymous with stability and security for operations with the implementation of new processes. Moreover, the Cameroonian subsid-iary increased its autonomy, thanks in particular to a drilling operation that allowed for complete inde-pendence of water needs and also offered scope for freely supplying water to local populations.

As part of the kitchen training provided since the previous year, the Cameroonian subsidiary hired a pastry chef to train its offshore staff. About 20 employees benefitted from these cooking and pas-try classes, with over 300 hours of training provided, equal to 15 hours of training per employee. Newrest in Cameroon plans to continue capitalizing on the human aspect of business, and has also imple-mented a mutual fund to cover the health expenses of its employees and their families.

All teams in Cameroon are dedicated to Quality, and are working hard towards obtaining ISO 9001 certi-fication, with the new version in October 2015. After its successful investments, and thanks to securing its operations, the subsidiary has positioned itself as a key player in Cameroon’s catering sector.

074 075

Containers being charged – Angola

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Newrest staff – Cameroon

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S O U T H E R N A F R I C A D I V I S I O N A n g o l a / C a m e r o o n


in Angola


in Cameroon

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contracts, and further structuring to respond to the major bids scheduled for the end of 2016. Newrest also plans to diversify its activity in Congo to include the public catering market at the Pointe Noire airport.

G A B O N3,000Meals served per day

6Sites of operation

3Pointsof sale

In Gabon, as with many other Newrest subsidiaries in Africa, the year 2014/15 was strongly marked by a drop in oil sector business. In eight months, Gabonese subsidiary experienced an important drop in turnover and the number of clients fell from ten to three.

In terms of Remote sites, which were particularly affected by the crisis, several contracts were termi-nated for various reasons: departure of barge from Gabon, termination of drilling after the drop in oil prices or contract lost to another company. Nonethe-less, the Gabonese subsidiary was able to achieve a few exploits: after 6 months of fruitful collaboration on the Hercules 260 offshore drilling ring, which accommodates 90 POB for ENI, the ship continued its route towards Congolese waters. The Newrest Group thus shows that its expertise knows no limits, and offers its clients offshore catering solutions in various African countries. Moreover, Total renewed its trust in Newrest’s Gabon subsidiary with respect to its offshore facilities, particularly with the addi-tion of the OTT01 flotel, with a foreseen capacity of 350 POB. The diversification of its Remote site activities was solicited by SEEG (Gabonese elec-tricity provider) in order to manage its accommo-dation, catering and event services at its national training center, as well as its two remote sites for hydro electrical dams in Tchimbélé and Kinguélé.

In the airport concession sector, business also dropped during the year, despite the success-ful renovation of Calao and Caffé Lindo out-lets at the Libreville airport. Newrest in Gabon plants to carry out major managerial changes and implement an exchange of expertise with the North African Division, while applying manage-ment basics well-known in the zone. The three points of sale operated by the subsidiary will thus become a window for the Group’s expertise in terms of concessions in the South African zone.

Where Health and Safety is concerned, the Gabonese subsidiary is proud to have obtained health approval from the AGASA (health agency for companies and organizations in the food sector) in September 2015.

CO N G O - B RAZZAV I L L E1,200Meals served per day

6Clients

6 Sites of operation

In Congo, following the loss of the main ENI contract in July 2014, which alone repre-sented over 60% of turnover, the 2014/15 financial year was a challenging one, between structural readjustment and business dynamism. The sudden, sharp and sustained drop in oil prices weakened sales even further, ending in the departure of the Triumph barge, owned by our offshore client SFG, in April 2015, followed by the termination of an onshore contract for Caroil in May 2015. For the

same reasons, the Geoocean flotel, purchased by the Congolese subsidiary, which was scheduled to collaborate with one of the major companies (ENI or Total), experienced a major plunge in activity.

As a consequence, the strategy of Newrest in Congo had to be refocused on improving competitiveness with optimized rates, management of structure fees, better responsiveness with partners and greater sup-port from headquarters along all management levels.

Thanks to this active support, particularly on the commercial front, the end of the financial year was marked by a solid rise in business for the Congo-lese subsidiary, with several new contracts. A con-tract was thus signed with Saipem for the TAD1 oil platform, an offshore rig with 100 POB for ENI. Moreover, operations began on the Hercules 260, an offshore drilling rig with 90 POB also for ENI. Their catering services had been managed by the Group’s Gabonese subsidiary until then. Newrest also signed a new test contract in Congo with Bour-bon, for a refueling ship of 15 POB. This should lead to the management of 9 other such ships, and two larger vessels (100 POB for each one on average). Simultaneously, the Congolese subsidiary success-fully completed an 8-week contract on the Halani 1, a flotel accommodating over 200 POB, chartered by Petro Services, for Total. Positive feedback has been received from all players involved.

Should things continue in this vein, the upcoming year will allow the Congolese subsidiary to stabilize its activity thanks to proper execution of ongoing

076 077

Above:Container loading in Remote site activity – Gabon

Left: Retail point of sale Calao – Libreville airport (LBV), Gabon

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S O U T H E R N A F R I C A D I V I S I O N C o n g o - B ra z za v i l l e / G a b o n

Above: Bourbon's

refueling ship

Opposite: Hercules 260

Offshore activity in Congo-

Brazzaville

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in Congo-Brazzaville


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M O Z A M B I Q U EIn Mozambique, the oil industry slowdown and the overall economic context prevented the Group from solidifying its operations, despite local presence and solid partnerships.

The Group remains confident however, given the potential of the local market. Field resources offer many opportunities, particularly in the field of Remote sites, but also in corporate and inflight catering. Mozambique therefore shows wonderful prospects for growth in the upcoming year. Several projects have been presented in response to numer-ous bids.

Prospects are ambitious for next year: the key condition for a pick-up in growth is continued structuring of the management team, by imple-menting internal Group management systems (e.g. Winrest) and by restructuring its central services.

M A D A G A S C A R 7Contracts

6,000POB

4Points of sale

Present in Madagascar since 2006, Newrest significantly increased its business on the island in 2013 when the Remote site contract was launched with Ambatovy for a nickel and cobalt refining site. The subsidiary in Madagascar supplies approxima-tively 6,000 POB per day on three main sites for this client: two in Tamatave and one in Moramanga.

The entire local team relies on its expertise to ensure the satisfaction of this client, in particular by supporting its efforts to reduce costs in light of the current drop in prices of raw materials. In the

second quarter of 2015, for example, when the nickel price hit the lowest level since the begin-ning of the mine construction in 2007, Ambatovy had to put part of its employees on technical leave and reduce the number of subcontractors work-ing on the Tamatave site. Between April and June, Newrest in Madagascar had to terminate the con-tracts of close to 100 employees working on this site - 15% of its personnel - due directly to the drop in the number of meals served. This reduc-tion impacted both local and expatriate workers.

In this difficult work environment, the subsidiary in Madagascar doubled its efforts to offer Ambatovy's employees a living environment that is as pleasant as possible. Newrest's teams in Madagascar were, for example, involved in the organisation of site events. Throughout the year, the subsidiary organises festive events to brighten the various living areas on the sites: national day celebrations honouring Madagascar as well as other countries, Christmas concerts and shows, theme-based lunch and evening events, etc.

From a sales perspective, Newrest in Madagas-car also extended its client portfolio thanks to two new corporate catering contracts. The subsidiary is now working for its new client Sacimem in Ant-sirabe, serving close to 100 meals a day, and in Holcim in Tamatave, where it serves around 50.

As part of its continuous improvement process for services, Newrest in Madagascar successfully passed the annual ISO 9001 certification exami-nation. This result reflects the efforts of the teams in Madagascar to implement processes targeting maximum customer satisfaction. In parallel, new partnerships with the Institut Pasteur and the Royal Environmental Health Institute of Scotland respec-tively contribute to the approval of the quality of meals served, based on bacteriological tests, and to the training of Newrest's employees in Madagascar.

078 079

Warehouse at Ambatovy Remote site –Madagascar

◀

S O U T H E R N A F R I C A D I V I S I O N G a b o n / M a d a ga s c a r / M o za m b i q u e

Left: Meal preparation at Ambatovy

Remote site –Madagascar

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So 2014/15 was a year of stabilisation and consol-idation in the joint venture's businesses: after the merger with dnata in 2013 and a rocky, difficult 2013/14, the future is bright for dnata Newrest.

TA N Z A N I A1Client

1 Site of operation

Newrest Group experienced a constructive year in Tanzania, where it officially established its subsidiary amongst rich potential.After several projects in the airport concession sec-tor, operations finally kicked off, integrating Remote site activities for Caroil. Newrest successfully estab-lished itself at the Mtwara site by managing the Rig C2 camp. Although this contract is for a short time, Newrest is confident that many other opportunities will come knocking in its various sectors of business.

U G A N D A1Client

1Pointof sale


2014/15 has been a successful year for our joint venture in Uganda with UIS (Uganda Inflight Services): the general turnover is on the rise and client satisfaction is high.

Newrest UIS, which operates in the inflight, catering and retail sector, received various recommendation letters from important clients, which encouraged our local team even more.

In the inflight business, existing contracts with KLM, Brussels Airlines, Qatar Airways, South African Airways and Flydubai were successfully renewed. Newrest UIS, whose inflight turnover represents 94% of its global turnover, is operating an inflight kitchen next to Entebee airport: the 2,300m2 sized unit pro-duces 2,100 meals daily for 10 standard and private flights. Operations ceased for Ethiopian Airlines: a regional decision leads the airline company to back caterer their flights departing from Addis-Abeba, Ethiopia. This could be partially compensated by the launch of two new contracts in the inflight catering activity: British Airways has loaded its meals at Ente-bee airport since January 2015, with Newrest UIS

S O U T H A F R I C A12,000Meals served per day

18Clients

2Production units

The year 2014/15 was a success-ful one for dnata Newrest in South Africa. The joint venture, which is for the most part dedi-cated to the inflight sector, saw its turnover increase by 8% as compared to last year. Dnata Newrest operates two production sites in Cape Town and Johannesburg, and offers inflight catering, VIP catering, lounge management and Duty Free on Board services to 18 clients.

In terms of sales, 2014/15 was a success: relations with our clients improved considerably thanks to the implementation of monthly meetings. A new lounge contract for the Cape Town airport was signed: from February 2016, the joint venture will provide catering and hotel services, and a dedi-cated team of 18 individuals will serve more than 100 meals per day.

For its part, inflight catering, despite two contracts having been lost (Singapore Airlines in Cape Town and Johannesburg, and Thai Airways in Johannes-burg), saw its turnover rise thanks to an increase in business with a few existing clients: Emirates increased its flights from three to four per day to Johannesburg starting in October 2014. Air Namibia inaugurated a new service in March to Walvis Bay in Namibia to the tune of an additional four flights per day. And Malawian Airlines increased its weekly flights from seven to nine in August. Also, the joint venture is awaiting a number of answers to tenders, in particular from Air France KLM for both Johan-nesburg and Cape Town.

In terms of Quality and Hygiene, the joint venture is in the last stage of the ISO 9001:22000 certifica-tion process and the certificate should be issued in December 2015. The HACCP documentation was significantly improved and a Medina audit was con-ducted. Dnata Newrest is awaiting the results and is confident about the results.

080 081S O U T H E R N A F R I C A D I V I S I O N S o u t h A f r i c a / Ta n za n i a / U ga n d a

Opposite: Inflight VIP

meal

Above: dnata Newrest

high loader catering client’s

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with the Zambian airline Proflight: Newrest in Zambia is now catering an average of 20 flights a day for this local company. With this new contract the Lusaka’s inflight production unit has significantly increased its daily food production activities.

The Newrest Group strategy requires activity diver-sification in each country of business. Our Zambian subsidiary started catering activity providing daily meals to the French School of Lusaka. Newrest in Zambia delivers daily lunches for students and teach-ers, and the contract has been renewed for the new school year 2015/16, a sign of client satisfaction.

After having renewed its major contracts, Newrest Zambia is now focusing on new challenges such as ISO 9001 certification (expected in December 2015), diversification of activities and renewal of pro-duction assets. To this end, new high-loader trucks are expected over the course of the year, and other investments toward facility improvement are being considered.

serving 200 daily meals for the British airline com-pany. Additionally, the Ugandan joint venture could add another new client to its customer portfolio: since June 2015 Newrest UIS has served 120 daily meals for DFS.

In the retail sector, the joint venture also had a very successful year: renovation of “Voyager Restaurant” was completed in September. The Newrest UIS team is very motivated to provide high quality services at this new and welcoming place: the fully refurbished restaurant is now ready to offer the best dining expe-rience for the passengers and Airport employees.

For Quality and Health, the Ugandan joint venture successfully renewed its ISO 22000:2005 certifica-tion in July and the Halal Certificate in August 2015. In addition, several major audits with successful scores were conducted by Qatar Airways, Rwandair, NSF on behalf of British Airways (Amber) and Medina on behalf of KLM.

For 2015/16, Newrest UIS will work even harder on its network, specially monitoring all opportunities in the catering activity: the joint venture was awarded the contract of the Ugandan Civil Aviation for their staff canteen. The contract started on October 2015, Newrest UIS serving an average of 300 meals a day. Other final decisions for catering are expected soon: a bid for Monusco, a mission of the United Nations Organization, was submitted in February and we are still awaiting the answer to the bid.

Z A M B I A 3,500

Meals served every day

2Clients

1Production unit

Newrest in Zambia, which oper-ates an inflight production unit based next to Lusaka’s interna-tional airport, is mainly dedi-cated to inflight business (includ-ing inflight catering and lounge management), which represents more than 96% of global turno-ver. The inflight unit spans 3,400m2 and serves 5,000 meals per day for 6 customers.

During the financial year 2014/15 all inflight con-tracts held by the Zambian subsidiary were renewed. Our clients Emirates and South African Airways renewed their contract for two more years, confirm-ing their satisfaction with the services provided. The efforts put forth by the Zambian team were key in retaining these contracts and in considerably improv-ing the financial situation of the subsidiary, which can now operate independently of the Newrest Group’s financial support. In July 2015, a contract was signed

082 083

Newrest team in the inflight kitchen Lusaka (LUN) – Zambia

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S O U T H E R N A F R I C A D I V I S I O N U ga n d a / Z a m b i a

Food preparation for inflight

business – Entebbe inflight kitchen (EBB), Uganda

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M I D D L E - E A S T, A S I A & O C E A N I A

The year 2014/15 was a busy one for our Middle East, Asia and Oceania Division. Overall, the Group's positioning in the geographic zone gained strength. This region represents a source of significant growth for the Group but also faces tension in the oil, gas and mining sectors.

For these reasons, the Division was forced to oblige all of its subsidiaries to rigorously manage their activ-ities and operations in order to achieve optimal pro-ductivity and competitiveness.

In Oman, in a complex economic environment, Newrest Wacasco, our joint venture, stabilised its sales, in particular in the oil and gas sectors. A dras-tic cost reduction policy was launched and produc-tivity improvement plans were implemented. These measures rapidly met with success: net income increased as compared to 2013/14. Thanks to its sales plan and the demonstration of its expertise, the joint venture saw contracts renewed and also signed new ones: Newrest Wacasco now works for clients such as Oman Refreshment Company, the French school in Muscat, Bauer and Galfar, to name a few. In the catering sector, Oman's joint venture implemented a “Healthy Living” programme, which was deployed on most of the sites it manages. This awareness campaign on balanced diets increased our clients' and consumers' satisfaction.

In Qatar and Bahrain, 2014/15 was a key period for our Newrest Gulf joint venture. A number of new contracts were launched: Newrest Gulf serves its client QDVC, Vinci's local joint venture, thousands of meals per day and also signed a contract with the Ministry of the Interior for the management of the national command centre cafeteria. These new con-tracts illustrate the Qatari joint venture's expertise in terms of quality and QHSE. Next year, Newrest Gulf is counting on many ambitious projects and intends to achieve ISO 22000 certification.

In the Philippines, our joint venture with Supply Oil-field Services stabilised its business and turnover in 2014/15. The work of Newrest SOS's teams was par-ticularly focused on the quality of services rendered and customer satisfaction. Newrest SOS also started working on a new contract for Technip this year.

This year was an important one for the Middle East, Asia and Oceania Division with the startup of activ-ities in New Caledonia. After awarding the contract for accommodation and catering services, Vale decided to entrust Newrest with the management of its nickel-cobalt production site “Usine du Grand-Sud” plant in New Caledonia. This plant covers 19 hectares. It produces 60,000 tonnes of nickel oxide and 4,500 of cobalt carbonate. Vale in New Cale-donia employs 1,400 individuals directly and 2,800 through 70 subcontractors. This is a €4.3 billion pro-ject, one of the largest investments in France after the nuclear power plant in Flamanville in the Manche region and investments made in microelectronics by STMicroelectronics and various partners in Crolles, Isère. Since early November 2015, Newrest's team of 230 in New Caledonia provides all of the Remote site support and management services, including catering, accommodation, laundry, cleaning and maintenance. This new contract once again solidifies Newrest Group's positioning in the mining sector.

M I D D L E - E A S T, A S I A & O C E A N I A D I V I S I O N I n t r o d u c t i o n

Alfursan lounge – Riyadh airport (RUH), Saudi Arabia

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4.9% R E TA I L

T U R N OV E R D I ST R I B U T I O N (Total managed turnover 2014∙15 including Saudia Catering)

Bahrain Kuwait New Caledonia newOman Philippines Qatar Saudi Arabia United Arab Emirates

75.4% I N F L I G H T

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292,400Meals served

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B A H R A I N & Q ATA R3Clients

1Site of operation


Established in Doha in 2013, our joint venture Newrest Gulf not only operates in Qatar, but also covers business activi-ties in Kuwait, Bahrain and the United Arab Emirates.

Only a short time after its creation, Newrest Gulf counted more than 450 employees and widespread between a vast panel of strategic projects with major actors of the construction, oil & gas and Gov-ernmental industries. At the moment, Newrest Gulf is the only catering and support services company of the Gulf region able to offer the perfect balance between quality service and competitiveness. The joint venture aims as much as possible to provide a comprehensive solution to its clients by not only operating services but also designing the working

facilities like kitchens, mess halls, laundry rooms, logistic docks, as per the highest sustainability and economic efficiency.

2014/15 was a successful year for the Qatari joint venture: client’s satisfaction is high and several new contracts and renewals were signed. Newrest Gulf counts new customers such as Shell HSE Monitoring (Qatar) and the Minister of Interior of Qatar (Qatar) and provides catering services for NOH2 Orbital Highway construction project (Qatar), Qatar Rail LRT Underground Lusail project (Qatar) and Nabors drilling project (Bahrain). Several client satisfaction requirements were established, concluding encour-aging results: in QDVC’s labor camp, a food tasting session was conducted every week with a panel of camp residents and has resulted in overall satisfac-tion (more than 78%) with Newrest Gulf’s catering. In the National Command Center, Minister of Inte-rior, more than 80% of the cafeteria consumers have expressed their satisfaction on a daily basis through the electronic survey counter directly displayed in the dining hall.

In Quality and Health matters, Newrest Gulf’s team has ensured that each of the delivered onsite ser-vices was properly aligned to the standard of HACCP and ISO 22000 not only through processes but also thanks to constant and regular staff training with

incentives for the best of them. ISO 9001 certificate has already been obtained. ISO 22000 certification is underway and will be obtained by early 2016.

Fast-expanding, Newrest Gulf serves today a total of 15,000 daily meals and looks forward to double this figure by the end of 2016. To achieve this target, Newrest Gulf aims to initiate several key projects, such as the Police Training Institute of Qatar, the Head Office of the Internal Security Force of Qatar. Additionally, the joint venture plans to initiate first catering contracts in the education sector with Qatar Foundations Schools and will finalize Central Kitch-en’s project able to serve more than 20,000 meals per day.

N E W C A L E D O N I A5,000Meals served per day

1Client

1 Site of operation

The end of the year 2014/15 was cruicial and intense, for Newrest teams in Oceanica and for teams responsible for Remote site oper-ations within the Group.After signing a new contract with Vale - which was already a client - the Newrest Group kicked off busi-ness in New Caledonia.

Teams manage accommodation and catering ser-vices for the nickel-cobalt production complex at the Grand-Sud factory. This is a global project, and one of the biggest French investments since the EPR in Flamanville in the Manche region, and the micro-electronics investment (STMicroelectronics) and other partners in Crolles, Isère region.

The Vale New Caledonia industrial complex has a surface area of 19 hectares and includes an open-air mine and an ore-processing plant. Production is ris-ing steadily, and should reach 60,000 tons of nickel oxide and 4,500 tons of cobalt carbonate in the long term. To successfully complete these operations, Vale NC has a little over 3,000 employees, including 1,400 direct employees and 70 subcontractor com-panies. Newrest will provide services at the remote site and satellite structures for the Grand-Sud fac-tory – a total of 1,000,000 meals and some 300,000 overnight stays per year.

The Vale Group has thus decided to continue the col-laboration already initiated with the Newrest group in the Sultanate of Oman, where close to 450 peo-ple have been served at the Sohar site’s restaurant since 2011. This new contract will allow the Newrest Group to continue its development in the overseas territories and establish itself in New Caledonia. Newrest already has operations underway in French Polynesia.

086 087

Self service restaurant, Usine du Grand-Sud plant – New Caledonia

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M I D D L E - E A S T, A S I A & O C E A N I A D I V I S I O N B a h ra i n & Q a t a r / N e w C a l e d o n i a

QDVC’s labor camp’s restaurant –

Doha, Qatar

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QDVC’s labor camp –Doha, Qatar

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O M A N 4Clients

1Pointof sale

98Sites ofoperation

Despite the oil crisis that struck most of our clients, 2014/15 was a success for the Newrest Wacasco joint venture in Oman. The joint venture offset its losses in turnover and the drop in busi-ness on contracts with existing clients thanks to its commercial approach and many new contracts. In the Remote site sector, oil or oil-related compa-nies such as Schlumberger, Abraj, Halliburton and Great Wall, put their trust in the joint venture's

expertise for new sites this year. Also, the diversi-fication of activities that had already started contin-ued and, in particular, major contracts were signed with construction operators such as BEC in Sohar and Galfar in Qarnalam, which started in 2014/15.

Similarly, two corporate and school catering con-tracts were successfully launched this year: for a few months now, canteens for the Pepsi company and for the Ecole Française de Mascate have been managed by the joint venture in Oman, which illustrates the ability of the Newrest Wacasco teams in developing an innovative, competitive offer for the B&I catering sector.

To enhance its image as a local reference for cater-ing, Newrest Wacasco designed a program called “Healthy Living”, which it implemented throughout the year and deployed on most sites managed by the joint venture. Many events were organised based on themes such as sports, nutrition and well-being. Our clients truly enjoyed this program, which will be renewed next year. Similarly, Newrest Wacasco

consolidated its quality system by achieving the renewal of its ISO 9001 and ISO 22000 certifications in April 2015. Finally, the joint venture continued its efforts in terms of internal and external training, as well as the promotion of omanisation.

Thanks to these different actions, the joint venture in Oman continues to stand out from the competition both due to the quality of its services and its respon-siveness. For the upcoming year, Newrest Wacasco is launching a major project to build a dedicated cen-tral kitchen and logistics centre, which will allow for new markets to be conquered while improving our competitiveness. This will also be an occasion to cre-ate a training centre, as well as offices and quality accommodation for local personnel.

P H I L I P P I N E S330Employees

50 New or renewed contracts

The year 2014/15 was one of success and stabilisation for our joint venture with Supply Oilfield Services in the Philippines. During the year, Newrest SOS successfully main-tained its activities and achieved its sales. The entire team's work was particularly focused on the quality of services rendered and customer satisfaction.

The joint venture, which operates notably in the Remote site and Supply sector, achieved commer-cial gains: a total of 50 contracts were signed or

renewed, for example with Technip, Schlumberger, Siemens, Maersk Drilling and Total.

With regard to Quality and Hygiene, Newrest SOS passed the “MLC2006 Surveillance” audit in Novem-ber 2014 and two client audits: Rubicon in April and Siem Offshore/Overseas Drilling Ltd in July. No non-conformities were noted in any of the three audits – an encouraging result. Also, the joint ven-ture extended its ISO 9001 and OHSAS 18001 certi-fications in January 2015.

088 089M I D D L E - E A S T, A S I A & O C E A N I A D I V I S I O N O m a n / P h i l i p p i n e s

Above: Ship charging

Opposite: Newrest SOS employee

Offshore activity – Newrest SOS, Philippines

◀

Opposite: Aurélie Guegen

with Newrest Wacasco’s client the

Ministry of Education -

Muscat, Oman

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in Philippines

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S A U D I A R A B I A

SACC in the Kingdom of Saudi Arabia had an extremely chal-lenging year but managed signifi-cant improvements in all aspects of its business processes.

Most importantly, SACC has managed to diversify its business revenues, compensating for a slight decline in inflight revenues primarily driven by reductions from Saudia as well as cost improvement programs from our clients. Revenue in the Kingdom increased by 7.6% y-o-y principally by increases in non-airline activities.

Key highlights in Human Resources were the nomina-tion of Wajdy Al Ghabban as CEO, replacing Gerhard Marschitz, Martial Verine, as COO Support Services & Catering replacing Bruno Heriché, and Jaap Roest, as COO Inflight & CPU. In addition Mr. Sultan Al Booq was nominated to the new position as Genera Secretary for SACC.

Major efforts were put into automation in production processes especially at the CPU in Riyadh. Automa-tion of Costing & Invoicing processes linking it to

Saudia’s Air Vision Project was implemented during the year. Centralization of HR, Finance, Purchasing and IT was achieved and the total number of train-ing programs conducted in the year reached almost 500. Finally the number of female employees was increased to 102, an almost 100% increase over prior year.

The important contract with Saudia Airlines, cover-ing inflight, menu planning, equipment management, inflight sales and lounges was renewed for a period of 5-years until 2020. A brand new laundry unit was inaugurated at King Abdullah Economic City (KAEC) with a capacity of 20 tons of laundry per day. In Medinah a new Al Fursan lounge was opened, as well as the construction of a brand new Inflight Catering unit, which shall be opened in January 2016. With an exciting breakthrough in the retail sector, six retail and duty free units were opened in Riyadh and Jed-dah during the year. Finally a staff accommodation complex housing more than 1’500 employees was terminated and will be in operation as of early 2016.

090 091M I D D L E - E A S T, A S I A & O C E A N I A D I V I S I O N S a u d i A ra b i a

Above:Food offer in domestic lounge – Saudi Arabia

Opposite: Skysales duty free shop – Jeddah airport (JED), Saudi Arabia

◀

Inauguration of Alfursan airport lounge – Dammam airport (DMM), Saudi Arabia

▼

Overall a very challenging but productive year; the team is prepared for major challenges in the new year, given the current oil price, and is convinced that SACC can continue to prosper and grow even further in 2016.

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in Saudi Arabia

093

A M E R I C A

Despite a sharp slowdown in the Americas Division for the mining market, the economic situation remained favorable, and the region’s revenue increased by 9,5%. Moreover, in spite of a con-solidation of the Group’s activ-ity fundamentals, allowing for better results than the previous year, the Division has not grown proportionately, and the overall economic state of affairs is still disappointing.

In Bolivia, it was business as usual, despite a harsher mining economy. The Total contract in Incahuasi was postponed and is now scheduled for January 2016. The production unit at Santa Cruz, which has been serving Air Europa since late 2014, now also provides services to Starbucks and KFC and has obtained ISO 22000 certification.

In Chile, Newrest Group kicked off Airline business by opening a production unit in Santiago and the end of 2014. Since the establishment of a joint venture with Servair, Newrest has been working for United Airlines, and has begun a VIP lounge contract with client Latam. In the Remote site sector, the upcom-ing year will be a pivotal one to finally win several contracts in a context where ore prices are forcing several of Chilean mines to close down.

The Peruvian subsidiary continued its growth signifi-cantly by maintaining cost-optimization, thus provid-ing a doorway for their accounts to get out of the red. Newrest in Peru obtained and maintained, in addition to Remote site contracts, numerous con-tracts in corporate catering and in the concession sector. The Lima production unit which opened in 2013, welcomed new clients this year such as Sky Airlines, Copa and Starbucks.

Costa Rica joined the Newrest family in May 2015, through the purchase of local company Casa

Provedora Philipps, including two units of inflight production: one in San José and another in Libe-ria. The Costa Rican subsidiary si completing major works on the San José kitchen, which benefits from an upgrade. Moreover, in the concessions sec-tor, Newrest in Costa Rica completed the first of three point-of-sale renovations, with a completely revamped sales offering.

Newrest in French Polynesia experienced a tough year, although revenue was kept up. In the airport concession sector, the Polynesian team had to tackle the opening of the Atrium dining area at the Papetee airport, with more disappointing results. Another let-down was the closing of a retail point in Bora Bora because of low profitability. The Group must revisit its production plan in light of this bleak outlook, to offer the first price reductions to its cli-ents in the long term and thus guarantee the subsid-iary’s survival.

In Canada, after opening a new production unit in Toronto, teams obtained a contract with Jazz Air-lines, which boasts a volume of over 200 flights per day between the three Canadian airports. Air France / KLM broadened its network with the Newrest Servair joint venture, which now serves 4,000 meals per day for this client. Finally, the restructuring of Canadian teams allowed for a more long-term vision of business in the country, enabling teams to face the new year with buoyed spirits and a conquering mindset.

A M E R I C A D I V I S I O N I n t r o d u c t i o n



3.5% R E TA I L

0.3% RA I L


29.2% I N F L I G H T

Bolivia Brazil

Canada Chile Costa Rica newFrench Polynesia Mexico Panama Peru

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118,800Meals served

per day


turnover


2014∙15

Lunch service at Mejillones’ petrol extraction camp – Chile

◀

In the Remote site sector, the Yacuiba project for client Cassobra came to an end in September 2015 after a fruitful collaboration. Newrest provided cater-ing and maintenance services in Bolivia for 80 POB.

ISO 9001, ISO 14001, ISO 18001, and ISO 22000 certifications (Remote site sector) were renewed. ISO 22000 certification was obtained for the pro-duction unit close to the Viru Viru airport. Our Boliv-ian subsidiary’s QHSE department was successful in strengthening our position in terms of business prospects, an important issue on which the Group wishes to concentrate its efforts. The past financial year was therefore a period of competitive position-ing on the market, and the upcoming year will be one of business development for Newrest in Bolivia.

C A N A D A1Client

1Client

3Production units

The 2014/15 year was a produc-tive one for our joint venture with Servair in Canada, since revenue shot up by 65%.

This significant development is particularly due to our new production unit in Toronto, inaugurated in Feb-ruary 2015. Some 10 million dollars were invested to see the new kitchen to fruition, with two completely separate preparation spaces for Halal and non-Halal foods. Newrest Servair in Toronto can now provide up to 35,000 meals per day.

In addition to the unit opening, the signing of two major airline catering contracts with Jazz Airlines and Air France / KLM is another high point. The three companies are now catered at our three bases in Canada: Toronto, Montreal and Calgary, now rep-resenting half of the country’s inflight revenue. A total of over 8,500 meals are served for 250 flights every day.

Also in the airline catering sector, two bids were acquired: inflight catering for Aéromexico flights in Toronto and the renewal of the contract with Air Algérie at our Montreal base. No loss of contract was reported for Canada this year.

Newrest Servair in Canada also enjoyed a fruit-ful year in terms of Quality and Health, obtaining ISO 9001 certification for the Montreal unit, and BRC certification for the Calgary unit. These certifications have particularly allowed us to maintain a high level

B O L I V I A2Clients

6Sites ofoperation

1Production unit

Financial year 2014/15 was one of transition and stabi-lization for Newrest in Bolivia, with an overhaul of all manage-ment procedures and an reorgan-ization of the purchasing and logistics department.

A much-needed clean-up and upgrade was com-pleted for adverse contracts. Renewed contracts with YPFB Refinación and Minera Manquiri resumed with profitability, whilst our clients GTB and YPFB Transporte, in a state of deficit, exited the client portfolio of the Peruvian subsidiary.

The difficult situation surrounding mineral ore and oil has created an overall drop in activity in the mining sector, and delays in the various oil and gas projects underway in Bolivia. The decrease in client's staff based on the San Cristobal and Manquiri mines has sharply affected the local turnover. Nonetheless, efforts in term of management procedures, pur-chases, operations and total payroll, have allowed for compensation and absorption of the impact of this cloudy economic climate, by improving profitability.

A new contract was signed with Total, for manage-ment of the Remote site for the Incahuasi project, a gas extraction site located in the Bolivian Andes. Unfortunately, the operations will only begin in Feb-ruary 2016, despite an initially-scheduled date of April 2015. Spie Capag extended its collaboration with our Bolivian subsidiary until next year, and wishes to continue even beyond this time frame.

In the Bolivian corporate catering sector, Newrest began its partnership with Delosur in July 2015, a group which manages, among other brands, Star-bucks and KFC. The development and brand aware-ness enjoyed by these franchises, as well as the high number of products that Newrest produces for them in Bolivia, clears the way for positive 2016 prospects.

In the airline sector, numerous discussions with Boliviana de Aviación Airline will hopefully allowed us to enter the long-haul market (flights to Madrid and Miami).

094 095

Newrest high loader in Montreal airport (YUL) – Canada

◀

A M E R I C A D I V I S I O N B o l i v i a / C a n a d a


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Newrest employees celebration

“Feria” – San Cristo-bal mine, Bolivia

▼

management tools were implemented and are now used on all sites.

In Chile, Newrest is looking calmly ahead: this will serve as an opportunity to develop a delivered catering offer (from our central kitchen), in order to develop our capital-based operations, and also our presence in the Antofagasta region.

CO S TA R I C A10Clients

3Pointsof sale

2Production units

The year 2015 was a decisive one for Newrest in Costa Rica: in May, the Group recommenced activities through local company Casa Proveedora Phillips, which already had 68 years of experience.

Casa Proveedora Philipps was active in the airline catering sectors (its main business) with two estab-lishments (one unit in San José and another in Libe-ria), and at airport concessions.

The bigger unit, in San José, spans over 3,000m2, producing an average of 5,500 meals daily, with a capacity of up to 9,000 meals. Newrest in Costa Rica has a large team to serve about fifty daily flights. A major plan for reconstruction was put in place dur-ing the purchase: in order to meet the most recent Quality standards and Newrest Group standards, the

Costa Rican subsidiary invested one million euros to renovate the production unit. Works will probably be completed by late December.

The second unit, based in the town of Liberia in the north-west, 200 kilometers from San José, has an available space of 250m2 to serve 600 meals on average per day on over 20 flights. Airport activity is highly seasonal since Liberia is mainly a tourist des-tination. Newrest in Costa Rica is currently studying a renovation project for the unit.

In the airport concession sector, three points of sale were purchased, all located in the San José airport. A store called “Tienda de Malinche” located in arriv-als in a public-access area; a restaurant “Malinche Restaurant” located in departures in the customs zone; and a cafeteria “Deli’ Malinche”, located in the public-access arrivals zone. Since acquiring Casa Proveedora Phillips, the Newrest Group put all of its retail expertise into completely revamping the exist-ing “Malinche” concepts. Everything was entirely redone and improved, down to the décor. The Costa Rican subsidiary has already invested 250,000 € into rejuvenating the “Deli’ Malinche” and also plans to refurbish the other two points of sale next year.

In terms of airline sector business, two new con-tracts were acquired for Air Alaska and TUI at the San José and Liberia bases. The beginning of oper-ations was scheduled for early November, with 8 flights per week for air Alaska and one flight per week for TUI.

In terms of Quality and Health, our activities, have been certified ISO 9001:2008 and ISO 14001, with the latter renewed in October 2015. Numerous cli-ent audits were completed with highly satisfactory results for our subsidiary.

of performance for all the audits conducted by our clients. Two other certifications await finalization next year for Toronto: ISO 9001 certification in Janu-ary and Halal certification in March.

For the upcoming year, the Canadian joint ven-ture will not rest on its laurels; several projects are already underway. The Newrest Group hopes to put all its expertise to use and develop Remote site activity, particularly in Northern Canada, and set up retail concessions in at least one of the three bases. The Vancouver and Quebec City airports are also included in our prospects for the upcoming years, with an airline-sector development project on the horizon.

C H I L E7Clients

2Sites ofoperation

1Production unit

The Newrest Group’s Chilean subsidiary managed to bring improve on its performance in 2014/15, despite a particularly grim economic backdrop marked by a drop in raw material prices, which weighed heavily on the Chilean economy.

This improvement was firstly possible thanks to various new and renewed contracts: for Remote sites, the prestigious Alma Observatory contract was renewed for a further two years. The remote site, located in the Atacama Desert next to the larg-est-known astronomical project, accommodates over a hundred scientists from all over the world, and truly puts Newrest’s expertise to the challenge in Chile.

In the corporate catering sector, our Chilean sub-sidiary renewed all contracts coming to an end, and also won new contracts, for example the AES Gener project in Mejillones. This allowed the Group to strengthen its position in B&I in the Antofagasta region, in the north of the country. In the education sector, Newrest won the bid for the “Universidad Autónoma” (Autonomous University) in the very center of Santiago Chile.

In terms of airline business, the year was marked by the completion of works in the production unit in Santiago Chile, operated by the Newrest Servair joint venture. The contract began in December 2014 for United Airlines. In August, LAN Airlines also entrusted us with providing services for their new business lounge, the biggest in Latin America, at the Santiago airport. In just one year, Newrest was able to strengthen its inflight presence in the country, and thus become a credible player on this segment.

Where Quality is concerned, we are currently obtain-ing ISO 9001 certification for both the production unit and the head office. This certification should become official during the month of November. Evi-dently, the efforts made towards QHSE paid off in terms of company image, and the success of the most recent client audits, especially for Alma, only highlight this. In addition to Quality, the Group’s

096 097

Airplane loading in San José airport (SJC) – Costa Rica

◀

Newrest Servair inflight

kitchen – Santiago de Chile, Chile

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A M E R I C A D I V I S I O N C a n a d a / C h i l e / C o s t a R i c a


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P E R U2Pointsof sale

3Clients

46Clients

8Sites ofoperation

Financial year 2014/15 was an opportunity for Newrest to reinforce its position in Peru. Within a tense economic climate, due to raw material prices, the subsidiary experienced turnover stabilization after two years of dynamic growth.

Newrest noticeably improved profitability in Peru, proving that the management and restructuration efforts of the previous financial year were not in vain.

Airline catering showed a marked increase in turno-ver, more than doubling, thanks to the Copa Airlines and Sky Airlines contracts. The unit also developed a synergy with the B&I catering sector: Newrest in Peru produces a large number of sandwiches every day for Starbucks, sold at 140 outlets across the country. In the production unit, management efforts - combined with the business boost and the new contract for a line of buses (Transportes Cruz del Sur), beginning in November 2015 and offering over 3,000 meals a day - allowed the subsidiary to draw closer to breaking even, which should be accomplished by end 2015. Airline business has committed to ISO 9001, which should be completed end 2015, bearing in mind that the unit renewed its BASC certification and passed Starbucks’ extremely strict homologation audits with flying colors.

In the Remote site sector, the loss of two unprofit-able contracts and the significant reduction in staff for the Constancia project weighed on the turnover recorded. That being said, new contracts and the renewal of our main contracts allowed the Group to strengthen business and envisage new prospects built on solid foundations. Moreover, and in conform-ity with the Group’s strategy, Newrest in Peru rose to the challenge of diversification, since the subsidiary entered the market for oil and gas companies, with the Olympic contract in Piura and the Cepsa con-tract in the Peruvian Amazon.

For corporate catering, the Group reached a 100% client-retention point. Simultaneously, we landed several contracts: Petrex, Mota Engil, Inkafarma, Kimberly Clark, Belcorp and the Ministry of Foreign

M E X I CO3,000Meals served per day

7Clients

1 Production unit

The Newrest Group is present in Mexico, a country with a considerable surface area, with its production unit specialized in airline catering.

This unit is located close to the Cancun airport, the second largest in the country. Air routes mainly include chartered flights from the United States and Canada, offering meals loaded at the airport of departure, as well as transatlantic flights from Europe.

With two other airline catering companies work-ing out of the same base, business is subject to stiff competition. The year was also market by the

Russian economic crisis, causing the devaluation of the rouble and consequently, since March 2014, the removal of flights destined to Cancun from Russian airlines such as Transaero Airlines. The Mexican sub-sidiary was highly impacted since this was their sec-ond-biggest client, whose total sales share had been constantly increasing over the last several years. In 2013/14, Transaero Airlines accounted for almost a third of total sales.

Despite this economic pitfall, Newrest in Mexico sprung back on its feet quickly and effectively, allow-ing it to pursue financial objectives while maintaining quality and hygienic standards. The subsidiary was able to optimize costs by restructuring its teams and integrating certain services internally, such as pastry services.

Commercially speaking, the Newrest landed a con-tract with a new client in Mexico, the American com-pany JetBlue, which runs an average of 160 flights per month. Moreover, several bids were completed during the 2014/15 financial year, for companies such as Air Berlin and British Airways.

Newrest in Mexico is continuing its efforts in Quality and Health. Since obtaining ISO 9001:2008 certifica-tion in July 2004, the subsidiary constantly improved its QHSE standards, based on a strict policy led by the Group. These positive results were confirmed with the British Airways audit (93%). Moreover, cli-ent-related incidents have decreased significantly. Special meals were the main issue, and the subsidi-ary decided to train all the staff involved and to put a guide in place: the special meals manual (SPML).

098 099A M E R I C A D I V I S I O N M e x i co / Pe r u

Production area in Newrest’s

San José inflight kitchen –

Costa Rica

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Loading of Wamos Air’s Boing 747 – Cancun, Mexico

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in Mexico


in Peru

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Commercially speaking, Newrest reinforced its main contracts and initiated processes with public mar-kets and associations, particularly with the public service concession, in light of self-managed school cafeterias.

Our Polynesian subsidiary also strengthened its qual-ity process by requesting ISO 22000 certification for its two production centers (Fa’aa and Papara) and by forging ahead with several actions related to nutri-tion (particularly in schools, but also in collaboration with the State Directorate for Health). In this context, the Group highlighted its interventions and citizen-ship on the territory by implementing partnerships with educational organizations, for example their sponsorship of the University of French Polynesia and agreements with the Puna’auia Hotel School.

Finally, the Newrest Group Polynesian subsidiary reaffirmed its ambitions for the upcoming years by launching a new study on a new industrial production tool, synonymous with an investment of over 5M €. within the current economic context, this strong message was well received and appreciated by local public authorities, and will allow Newrest to build its future in a more serene manner in Polynesia.

Business among others. In terms of education, we also had successful business with the Universidad Catolica, Universidad Heredia Cayetano in Lima and the Universidad de Piura, and can now boast true legitimacy in this sector of activity. These develop-ments strengthen our leading position on the B&I catering segment.

In terms of retail, Caffé Lindo, located at Lima air-port, experienced an excellent year for customer traffic, thanks to the increase in passengers using the Lima airport. The Peruvian subsidiary also acquired a cafeteria in the Cusco airport, operated under the Deli’ Malinche brand, which opened its doors at the end of September 2015.

The continuation of expected growth on the airline catering sector as well as the dynamism occurring in Newrest’s other business sectors in Peru, allow the Group to envisage a 2015/16 financial year with a harmony of growth and performance.

F R E N C H P O LY N E S I A11Clients

3Pointsof sale

1Production unit

Against a contrasting economic and social backdrop, the Newrest Group launched, in French Polynesia, several projects essential for its continued existence. The Group’s dynamic effort, motivated by our desire for growth, brought in the first results this year.

Newrest’s turnover in French Polynesia experienced a contrasted year. On the one hand, some unprofit-able activities were voluntarily ended or limited. On the other hand, economic tensions appeared in a dif-ficult and restricted overall economic context, such as the financial difficulties encountered by several of our clients, and tensions created by issues of pur-chasing power for Polynesian families.

In order to preserve our markets, the Group’s Poly-nesian subsidiary worked long and hard to improve its productivity on a clearly defined roadmap: indus-trial organizations were reworked, with a switch to cook and chill process for the central kitchen at Fa’aa, production organization was rationalized, with a transfer of hospital / clinic activity to the main Papara kitchen, units were secured and anti-shrink-age actions implemented, as well as management tools to improve day-today operational performance. This year also saw the creation of a centralized pur-chasing function to improve supplier performance, homogenization of menu plans per client type and the improvement of ordering and delivery proce-dures across all businesses.

Moreover, in favor of implementing these new struc-tures, the work organization of the production units were revisited as part of the restructuring, and a voluntary departure plan was put in place, in close and constructive collaboration with social partners. These performances, strengthened by massive improvements in cash collection with clients, allowed the Polynesian subsidiary to improve its operational profitability by 17%.

100 101A M E R I C A D I V I S I O N Pe r u / Fr e n c h Po l y n e s i a

▲

Self service restaurant

of our ca-tering client TASA – Peru

Newrest employee on the road to Mejillones – Chili

◀


in French Polynesia

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Food prepara-tion ‒ QDVC Um Al Hawaya labour community, Qatar

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OU

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04

Whether with regard to its employees, clients or suppliers, Newrest is committed to excellence in essential areas: the taste and dietary balance of meals, the quality and safety of products and services, respect for human rights and working conditions, as well as the environment, and the fight against corruption. Newrest also strictly complies with international standards and recommendations and takes all measures required to ensure conformity.

104 105

A PA SSION FOR TA S TEAt Newrest, meals are not just about eating. We make sure meals are delightful for the palate and a pleasant moment of sharing.

GROUP ∙ TA STING PA NEL (1 )

We have created a panel in all of our business sec-tors to taste the dishes we plan to offer our consum-ers. In partnership with our clients, these taste tests help us evaluate the organoleptic properties of our dishes so we can adapt them to demand. The fre-quency of these taste tests depends on the business sector: for example, for our Remote sites, each meal is systematically tasted by a Chef and the Newrest team before being offered to employees.

FR A NCE ∙ “B O CO” ON B OA RD THE TG V (2)

A partnership with the “boco” collective has been entered into regarding catering for the SNCF trains. Close to 12 Michelin-starred Chefs and Pastry Chefs prepare new recipes every four months, which are then offered on board TGV trains.

PERU ∙ G A STRONOM Y DAYS (3) On a number of Remote sites, Newrest's team in Peru launched the weekly “Gastronomy Days” con-cept. These events allow Remote site staff to dis-cover exotic as well as local dishes. A specific decor enhances the premises on each of these Days.

ALGERIA ∙ THE HYDR A SCHOOL TASTE WORKSHOP (4)

Training the palates of children is important to teach them good dietary habits at the earliest age. During the “Semaine du Goût” taste training week, children in the Petite Ecole d'Hydra (PEH) in Algiers participated in a taste-test workshop organised by the Newrest team in Algeria.

N E W R E S T ' S CO M M I T M E N TS TO I TS C L I E N TS A N D CO NS U M E R S

In all of our kitchens and canteens, our employees are committed to offering consumers balanced, varied and tasty

meals, while scrupulously complying with hygiene standards.

Gastronomic meal prepared

at Charles de Gaulle's unit

(CDG) – Paris, France

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served per week

954chefs employed

by the Group

1,350cooking workshops

in 2014∙15

106 107

HE ALTH Y NUTRITIONNewrest establishes healthy meal plans in all of its locations in partnership with its clients. On group catering and Remote site premises, we have implemented a nutrition campaign called “Mar-cel & Linda” for adults and “Madeleine” for children. A poster campaign raises personnel's awareness on dietary balance, the importance of physical activity, the prevention of cardiovascular problems, etc. This communication often includes a nutritional assess-ment that is offered to consumers.

54nutrition

campaigns in 2014/15

86 %of our restaurants

decorated with “Marcel & Linda”

18,500children trained

in 2014/15 in the school catering sector

GROUP ∙ SUPPORTING OUR CLIENTS WITH THEIR HE A LTH - ORIENTED A PPROACHESIn most of the catering or Remote site canteens, an optional dietetic menu is offered. The calorie break-down of dishes is displayed so everyone can cus-tomise a menu best suited to their dietary needs. On some sites, a nutritionist is available on a regular basis and offers anyone who wishes a personal pro-gramme that includes sports activities and lifestyle recommendations.

OM A N ∙ “HE A LTH Y L I V ING” C A MPA IGN (5)

Aware of the importance of a healthy diet, Newrest Wacasco, our joint venture in Oman, implemented

its own educational programme, the “Healthy Living” campaign, in February 2015. This nutritional aware-ness campaign is present on the 105 sites managed by Newrest Wacasco and targets 1,600 employees who serve close to 5,000 meals per day.

Newrest Wacasco's objective is to train as many people as possible to provide our employees and cli-ents as well as the local population with healthy life-style rules. This campaign focuses on five key areas: choosing a sport, adopting a healthy diet, being more active, eating better and taking care of one's heart. These topics are addressed through activities and contests, with prizes awarded at the end.

PERU ∙ “ V IDA S A LUDA BLE” C A MPA IGNTo fight pathologies caused by poor diets and lack of physical activity (diabetes, high blood pressure, obe-sity and cardiovascular diseases), Newrest in Peru has just launched the “Vida Saludable” (“healthy life-style”) campaign. This programme calls on nutritional experts who organise personal nutritional consult-ing, and includes training and “health and nutrition” awareness campaigns, as well as recreational and sports activities. It is already in place in 20 corporate canteens and will be extended to other sites next year. The Peruvian subsidiary offers all consumers a “light menu” composed of vegetable cream soups, salads, fish or white meat and a fruit.

TUNISI A ∙ “DIA BE TES PRE V ENTION” DAYOn the World Diabetes Day, Newrest in Tunisia, in collaboration with the “Med Diet” association, organised a diabetes prevention day to raise the awareness of consumers regarding an illness that is

widespread in the country: diabetes. On this occa-sion, the QHSE team facilitated a meeting to provide information, backed by communication materials. A special menu that scrupulously complied with rec-ommendations regarding the consumption of sugar was also provided.

M A DAG A SC A R ∙ FO OD DI V ERSIF IC ATION PROJEC T IN TA NJONDROA (6)

Newrest in Madagascar supports a food diversifica-tion project in a school in Tanjondroa in collabora-tion with the Aéropartage and B’SaN Asso associa-tions. Since June 2015, this monthly programme has been offered to 294 children in collaboration with the Bien-être Santé Nutrition association. Its objec-tive is to ensure meals include the right amount of proteins and calcium. The subsidiary in Madagascar participates by making a monthly donation of food products. The programme's objective is to use the existing structure, design projects that support the daily well-being and health of the children, fight hun-ger and promote better education.

SPA IN ∙ M A DELEINE A ND SCHO OL C ATERING (7)

Newrest in Spain is very involved in the dietary bal-ance issue, in particular at kindergarten and pri-mary school canteens. Discussions in small groups are organised for children with our nutritionists and cover subjects related to healthy diets. Educational but entertaining workshops focus on the “food pyr-amid”, and the Madeleine stuffed toy tells children food-related stories. The Spanish subsidiary also organises Zumba dance classes in schools to pro-mote physical activity.

OP TIM A L QUA LIT Y A ND H YGIENE CONDITIONSThe Newrest Group applies very strict hygiene and quality rules, which is required in a stringent, demanding and sensitive sector: Catering. Service quality is at the heart of employee concerns. Every day, they endeavour to satisfy the needs and requirements of our clients.

Newrest has implemented a Quality Management System that includes very strict processes covering all of the stages of the preparation of a meal, from menu design to service. These processes apply to all of the Newrest Group teams. In fact, the objective of our Management System is to be integrated, which has allowed us to achieve other certifications when our clients so require for their markets.

42.5 %of our turnover

certified ISO 22000

▲ + 75 % of certifications

between 2013 and 2015

61 %of our turnover

certified ISO 9001

∙ ISO 9 0 01 Cer tif icationIn September 2015, for Hygiene and Quality, ISO 9001-certified activities represented 61% of our turnover for the entire Group and 99.4% of turnover in the rail sector.

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∙ ISO 2 20 0 0 Cer tif icationIn September 2015, in the food safety sector (ISO 22000 or BRC standard), certified activities represented 42.6% of our turnover.

∙ ISO 14 0 01 Cer tif icationIn September 2015, in the environmental manage-ment sector, ISO 14001-certified activities repre-sented 14.3% of our turnover.

CUSTOMER SATISFAC TIONNewrest implemented a number of tools to identify the level of satisfaction of its clients.For Inflight catering, the Group created a common QMS database for all of the businesses, which includes all incidents of which the Group has been informed. However, when we are in direct contact with the client, such as in canteens or corporate cafeterias and on Remote sites, areas of improve-ment are identified through customised satisfaction surveys.

83 %Contract renewal rate in countries

in which we have been present for over three years

80 %of client audits

score over 90%

AUS TRI A ∙ COLL A B OR ATION FOR THE PA ST 8 5 Y E A RS WITH ÖBB (8)

Our Austrian Newrest Wagons-Lits subsidiary, for-merly “Compagnie des Wagons-Lits”, has been serv-ing its main client for over 85 years: the Austrian rail company ÖBB. This is an optimal collaboration, based on trust. These positive commercial results were rewarded this year in the form of an evalua-tion of our service: “ghost travellers” now assess the quality of our services - cleaning, service quality, meal quality, information for travellers, etc. - every month. The result is extremely encouraging and the incident rate is 0.7%.

A NGOL A ∙ CONSUMER S ATISFAC TION FOLLOW- UP ON THE L A NCELOTOn the Lancelot barge hotel, satisfaction surveys are regularly conducted via samples and complaint forms. In 2014/15, the consumer satisfaction rate reached 90%, an increase of 6% over the prior year.

SPA IN ∙ NE WREST ELEC TED “BEST EUROPE C ATERER 2014” BY QATA R A IRWAYSThe production unit of Newrest in Spain, which is located in Madrid, was named the “Best Europe Caterer 2014” by Qatar Airways. Overall, the con-tract renewal rate for Newrest in Spain with its cli-ents is 95%.

OM A N ∙ IMPLEMENTATION OF A “H A PP Y OR NOT ” S ATISFAC TION SUR V E YIn all of its canteens in Oman, Newrest Wacasco has installed a computer terminal to evaluate the level of satisfaction of consumers with the quality of their meals. They can provide their opinion by indicating whether they are happy or not.

TUNISI A ∙ 97% OF CONTR AC TS A RE RENE WA L STunisia has implemented a very sophisticated sys-tem to exchange information with its clients based on satisfaction surveys conducted every six months and regular telephone conversations. This initiative has been successful: the contract renewal rate for Newrest in Tunisia is 97%. For example, its oldest client is the Club Méditerranée, which it has served for 10 years.

OPER ATIONAL OPTIMI-SATION A N D I T TO O L SThanks to its constant search for innovative solutions to optimise its operations and improve its responsiveness, Newrest has acquired specific expertise in catering. By reducing its costs in the procurement chain and by realising internal synergies, the Group can offer its clients the best service at the best price. With this in mind, we have acquired specific IT tools to allow our employees to better manage their tasks on a daily basis: Winflight and Winrest software.

85 % of countries involved in the Inflight sector

use Winflight

2,482 training hours on

Winflight and Winrest in 2014∙15

∙ The “ W inf l ight ” toolFor over eight years, in-house software has been developed for our inflight catering business. This software allows for the design of menus for each airline, with the printing of related recipes. Require-ments can be updated to reflect the seat occu-pancy rate of the flights. Inventory and the cost of food products can be managed and special dietary requests of passengers (gluten-free, vegetarian, etc.) can be fulfilled.

∙ The “ W inres t ” toolWinrest, formerly Unirest, is a software package spe-cific to group and Remote site catering, and allows Newrest's teams to better manage their business. Detailed menu plans can be created to meet the specific needs of each client, as well as recipes with a list of the food products required. Food product inventory is optimally managed, and the nutritional impact of each dish is described. Since its launch in 2012, this software has allowed for a significant optimisation of the food product inventory. Winrest is currently used in 60% of our countries that provide group and/or Remote site catering, and it should be deployed in 80% of these countries next year.

A LONG -TERM VISION Newrest's strategic choices are based on an overall vision that includes calculated risk-taking, and favours solid opportunities and long-term investments. To promote this long-term vision of the business among management, Newrest constantly ensures transparency and equity.

N E W R E S T ' S C O M M I T M E N T S T O I T S C L I E N T S A N D C O N S U M E R S

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EQUAL OPPORTUNIT Y & ANTI-DISCRIMINA-TION IN EMPLOY MENTNewrest is committed to ensur-ing all employees are treated equally. In accordance with its recruitment policy, it is atten-tive to the experience and dyna-mism of applicants while guaran-teeing equal opportunity for everyone.

AUS TRI A ∙ COLL A B OR ATION WITH THE “LEBENSHILFE WIEN” A S SO CIATIONNewrest Wagons-Lits in Austria has worked with the “Lebenshilfe Wien” organisation, which offers paid work to the disabled, for a number of years. A group of approximately 10 attend our Austrian subsidiary at its premises in Matzleinsdorfer Platz to work for one day a week. They complete packaging tasks for night trains. This programme allows disabled individ-uals to find paid work and be involved in a normal work activity in a business environment in contact with able individuals.

C A N A DA ∙ COLL A B OR ATION WITH “CIWA”Our production unit in Calgary has worked for a num-ber of years with “CIWA” (Calgary Immigrant Wom-en's Association). This association helps individuals, in particular women, who have immigrated to Can-ada, do not speak English and have difficulty find-ing a job. The association trains these women, who are then found a permanent job in our production unit. Until 2015, our Canadian subsidiary was able to hire around 10 women, three of which remained for lengthy periods.

SPAIN ∙ “GENDER EQUALIT Y” PL ANSince 2011, Newrest in Spain has been highly involved in issues related to gender equality. Our subsidiary was the first company in the catering sector in Spain to sign the “Plano de igualdad de oportunidades entre hombres y mujeres”. In this framework, Newrest in Spain also works with local associations such as Cáritas Empleo Madrid and Federación de Mujeres Progresístas, which focus on access to employment for women who are excluded and beaten. This collaboration resulted in the hiring of three women in the Madrid centre. Next year, our Spanish subsidiary's objective is to achieve the “Distintivo de Igualdad” gender equality certification awarded by the Spanish government.

OMAN ∙ SCHOL ARSHIPSOur Newrest Wacasco joint venture signed an agree-ment with the Ministry of Higher Education of Oman in September 2015 with a view to financing the stud-ies of 44 students at the Waljat College of Applied Sciences. Scholarship beneficiaries were selected by a unified admission centre. A three-year programme will allow the beneficiaries to graduate with diverse university degrees.

N E W R E S T ' S CO M M I T M E N TS TO I TS E M PLOY E E S

Newrest is very vigilant in terms of human resources to ensure it provides quality services to its clients. The optimal management

of employees and skill development for all personnel are the cornerstone of our strategy. The Group takes the position

that respect for working conditions is a fundamental value. It also undertakes to motivate its teams and promote the continuous

training of personnel.

Employees receiving

certificates ‒ QDVC Um

Al Hawaya labour commu-

nity, Qatar

▶

A part of Santiago's unit team ‒ Chili ◀

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415 youth hired on apprenticeship

programmes in 2014∙15

800,000 training hours

taken in 2014∙15

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O P T I M A L W O R K I N G CO N D I T I O N S & O CCU -PAT I O N A L S A F E T YThe Group is committed to strict compliance with labour laws and to offering its employees a com-fortable, healthy and safe work environment.

26 ‰Occupational accident rate

for 2014∙15

÷ 5 of number of occupational

accidents between 2005 and 2015

OM A N ∙ THE SIX TH ACCIDENT- FREE Y E A R AT PE TRO G A SIn November 2014, Newrest Wacasco celebrated its sixth year free of incidents leading to medical leave on the Petrogas LLC site. On its Sahmah site, it organised an awareness-raising day on the topic of occupational health and safety.

PERU ∙ 2,70 0,0 0 0 ACCIDENT- FREE HOURS (1 )

In 2014/15, Newrest in Peru celebrated three major events related to safety at work: 2,000,000 acci-dent-free hours at Hudbay; 500,000 accident-free hours at Goldfields and 200,000 accident-free hours at Tintaya/Antapaccay. These positive results can be attributed to the highly effective QHSE structure on

site, supervised and monitored by Newrest in Lima. Five-minute daily meetings take place on site, and our Peruvian subsidiary works hand in hand with our clients on their safety campaigns.

W E L L- B E I N G O F E M P LOY E E SNewrest is very attentive to the health and well-being of its employees the Group takes all possible measures to offer the best access possible to healthcare services, in par-ticular in the developing coun-tries in which it operates. Through small and more extensive actions, Newrest is also committed to making sure the daily work envi-ronment is more pleasant and comfortable for all of its employees.

GREECE ∙ C A SH A DVA NCES FOR EMERGENCIESIn a difficult economic environment, Newrest in Greece offers its employees cash advances for emergencies, in particular when health problems occur. This programme provides for a maximum advance of two months' salary, which must be reim-bursed within a time-frame defined at the time the advance is made. Since this system has been in place, 13 employees have taken advantage of this opportunity.

ME XICO ∙ PERSON A L NUTRITION CONSULTINGIn this country, the rate of obesity is close to 30% and 70% of the population is overweight. Hence, nutrition is a serious problem. In 2014/15, a full medical exam focused on nutrition and obesity was launched for all employees. After the exam, a personal nutrition plan was designed to allow everyone to take preventive and corrective measures.

OM A N ∙ BRE A ST C A NCER SCREENING (2)

Our joint venture in Oman, Newrest Wacasco, part-nered with a hospital in support of an awareness campaign to encourage its workers to undergo breast cancer screening. Early detection can save lives, as we all know, with a recovery rate of up to 98%.

BOLI V I A ∙ PAY MENT OF SCHO OL SUPPLIESIn Bolivia, Newrest partially pays for the school sup-plies of the children of its employees who work at the Minera San Cristobal. This grant allows them to purchase pens, notebooks and other required sup-plies. In 2014/15, close to 230 employees were able to take advantage of this measure.

E M P LOY E E T R A I N I N GIn a market in constant change, skills must be upgraded. Newrest is highly committed to the pro-fessionalism of its employees and takes every measure required to offer appropriate training regard-less of the employee's position. This training relates to general subjects (languages, computers, team management, etc.); topics specific to catering trades (food safety, HACCP, kitchen pro-duction, food allergies, traceability, etc.); subjects

specific to aviation (aviation safety, safety proce-dures for aircraft access, airplane landing for the inflight handling business, etc.), and topics specific to Remote sites (HUET and BOSIET for offshore oil sites, survival at sea, etc.). This training is provided either externally or internally by our HSE managers, site managers or chef trainers.

More than

20,000toolbox training

sessions for more than 5,000 employees

Increase of

+470 %in the number

of training hours as com-pared to 2013∙14

MOROCCO ∙ 5 39,136 TR A INING HOURSNewrest in Morocco provided a total of 539,136 training hours to its 624 employees, regardless of their position within the company. The training covered catering, human resources, safety and management.

QATA R ∙ TR A INING OF 10 0 % OF NE WREST GULF EMPLOY EES (3)

Newrest Gulf, our joint venture in Qatar, trained all of its 224 employees for a total of 2,862 training hours. The training covered hygiene, HACCP, safety and customer relations. Also, 365 toolbox sessions were organised.

GH A N A ∙ 6,0 0 0 TR A INING HOURSNewrest in Ghana provided 6,000 training hours to all of its employees. The most important subjects

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were safety, HACCP, driving and halal cuisine. The Ghanaian subsidiary trains 10 employees every week via toolbox training: in 2014/15, close to 50 training sessions took place.

A NGOL A ∙ TR A INING OF A LL EMPLOY EESIn 2014/15, every Newrest employee in Angola took training. In total, close to 3,800 training hours and 6,570 toolbox sessions were provided to 500 employees. The majority of the topics related to food safety, occupational safety, hygiene and HACCP.

HE A DQUA RTERS ∙ TR A INING OF 6 0 % OF THE HE A D OFFICE EMPLOY EES60% of Newrest's head office employees in Toulouse took part in training sessions in 2014/15. For the most part, this training covered foreign languages, computer tools, finance, and quality and hygiene. To this end, the Group allocated 1.37% of its budget (the legal minimum being 0.9%).

S P O R T S - B A S E D M OT I VAT I O N All sorts of different sports events were organised through-out the Group in 2014/15. In fact, Newrest encourages its employees to partic-ipate in a sports activity on a regular basis, as well as in sports events. Sports, which are beneficial for both the body and mind, boost personal energy and favour a team spirit.

GROUP ∙ PA RTNERSHIP WITH FA BRICE A MEDEO (4)

This year, the Group renewed its partnership with the skipper Fabrice Amedeo. Fabrice Amedeo sails an IMOCA bearing the “Newrest-Matmut” names. In particular, he participated in the Transat Jacques Vabre race in October 2015. The race was passion-ately followed by a large number of our employees. Many messages of encouragement from Le Havre to Brazil were sent to Fabrice Amedeo.

S WITZERL A ND ∙ PA RTICIPATION IN THE CORPOR ATE G A MES (5)

In July 2015, many employees who work at Newrest Canonica, our joint venture in Switzerland, partici-pated in the Corporate Games at Annecy-le-Vieux in France. The competition, which has brought together employees from private companies, territorial author-ities and institutions for the past 25 years, consisted in three days of sporting challenges. Our Swiss team participated with a great deal of enthusiasm.

OM A N ∙ NE WREST WAC A SCO'S CRICK E T TE A M (6)

A number of Newrest Wacasco employees created a team to play cricket. The team trains regularly and performs well at competitions. In June 2015, our team came in second at the cricket tournament organised each year by the “Oman Cricket Council”.

GH A N A ∙ PA RTICIPATION IN THE BUSINES S G A MES OLY MPIC S (7)

In September 2015, a number of Newrest's employ-ees in Ghana participated in the fourth edition of the Business Games Olympics in Accra. The Ghanaian subsidiary came in second out of the 40 companies that participated. Newrest Ghana's employees won a gold medal in swimming.

THE NE THERL A NDS ∙ A B OWLING TE A M & T WO VOLLE Y B A LL TE A MS (8)

Newrest's and Airshop's employees in the Neth-erlands created a bowling team and two volleyball teams. The bowling team meets once per month and trains for the Business League in which four of our best players represent the Group. The volleyball teams compete in an inter-company tournament in April and October.

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SOUTH A FRIC A ∙ IMPLEMENTATION OF A N “OPEN DO OR ” POLIC YA transparency, anti-favouritism policy has been implemented internally. Our dnata Newrest joint ven-ture maintains this transparency thanks to an open door policy that allows everyone to express their fears or report practices that do not comply with the anti-corruption policy.

S WITZERL A ND ∙ B A N ON GIF TS & IN V ITATIONS No year-end gift is accepted from any supplier and invi-tations to any event whatsoever are politely declined.

FA I R CO M PE TITI O NFoul play is unacceptable in any invitation to tender that Newrest Group responds to.Contracts can only be won during normal tender processes involving various participants. Dumping practices regarding labour and prices do not com-ply with market rules and are not tolerated. Prices are studied independently. No agreements are made with the competition. Offers proposed for all con-tracts are evaluated jointly by country, zone and sales managers in the business corresponding to the invitation to tender. The process of answering and awarding contracts is also closely monitored by the matrix organisation.

FA I R S U P P L I E R S E L EC T I O N Suppliers are selected by exter-nal audit. To be approved, sup-pliers must imperatively comply with certain rules.The only criteria on which we base our selection are quality of products, inventory management,

freshness, transport system and a continuous cold chain. Supplier audit procedures and questionnaires have been established by Newrest and are used in all countries. During invitation to tender processes, each country must receive a price quote from at least three different suppliers and the process must be deployed at least once per year for all the fami-lies of products purchased. Obviously, contracts are always drafted locally to ensure there is a legal tie between Newrest's entities and the suppliers.

A NGOL A ∙ IMPLEMENTATION OF A PURCH A SING PRO CES SA new team took over the management of the pur-chasing department this year. Its primary objective was to implement a system to better control the purchasing process. Suppliers are now invited to the office and a questionnaire is filled out to better identify their capabilities and reliability. During nego-tiations on potential discounts, a number of man-agement team members are present. Then all of the information is set out in the contract drafted by the legal department.

CROATI A ∙ CHOICE OF SUPPLI -ERS B A SED ON QUA LIT YNewrest in Croatia selects its suppliers and struc-tures its client/supplier relations very carefully. Negotiations cover not only price and quality but also compliance with QHSE rules, the supplier's reputa-tion and its honesty. Our team has always strictly complied with the principles adopted despite various attempts at bribery. All fraudulent offers have been refused and management alerted immediately.

PHILIPPINE S ∙ PA RTICIPATION IN THE A NNUA L “INTEGRIT Y SUMMIT”In September 2014, Newrest SOS participated in the annual “Integrity Summit” as an innovative com-pany in terms of raising awareness on corruption. The event was organised by the Business Centre of Makati. Many representatives of the public and private sectors, as well as youth representatives were present.

F I G H T A G A I N S T CO R R U P T I O NThe Group formally prohibits its employees from making gifts or offering cash to its clients' representatives or officials as incentives for the signing of contracts.

Additionally, Newrest personnel refuse any gift offered by suppliers or partners that are approved or seeking approval in order to close a deal or lower prices. The Group also prohibits all forms of pressure or bribery towards sanitation inspection personnel in order to have them ignore potential breaches of

hygiene standards. All of these rules apply to every country, regardless of whether corruption is com-mon or not.

Newrest has implemented strict procedures to iden-tify persons at risk (purchasing managers, commer-cial directors) who are monitored by national direc-tors, zone directors and through internal audits that verify the financial statements of each country every month as well as procedures when they visit on a regular basis. Finally, an overall anti-corruption pol-icy has been drafted and translated into a number of languages.

ME XICO ∙ STRONGER A NTI - CORRUPTION PRO CEDURESDespite the high level of corruption in the country, Newrest's operations in Cancun are transparent: no member of our personnel has given in to untoward prop-ositions from suppliers or administrative authorities.

N E W R E S T ' S CO M M I T M E N TS TO I TS PA R T N E R S

117

Regardless of which country is involved, relations with the Newrest Group's partners must be fully transparent and based on honesty. This requirement

applies in particular to our suppliers: unfair competition is not allowed.

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N E W R E S T ' S CO M M I T M E N TS

TO I TS S O C I A L E N V I R O N M E N T

Newrest is committed to the social environment of every country in which it is present. In light of our respect for the principles

of the Universal Declaration of Human Rights, we support NGO activi-ties in countries where we work or undertake our own actions.

Children in orphanage

of “Family Outreach”

Organization – Accra, Ghana

▶

LO C A L P R O C U R E M E N T & CO L L A B O R AT I O N W I T H CO O P E R AT I V E STo support local products, Newrest has entered into partnerships with farm coopera-tives throughout the world. These purchases may represent up to 12% of the amount of local purchases, as is the case, for exam-ple, in Morocco. Most of the products purchased from the cooperatives are fresh produce such as fruits and vegetables, dairy products and eggs.

In 45% of our countries

100 %of purchases are

made locally

Up to

12 %of local purchases come

from cooperatives

C A MEROUN ∙ COLL A B OR ATION WITH LO C A L PRODUCERS & SM A LL CO OPER ATI V ESTo support local manufacturing and farm production, Newrest in Cameroon has increased its partnerships with local suppliers to purchase all of its products locally. For example, 100% of fruit and vegetable pur-chases made by the subsidiary in Cameroon come from small producers or cooperatives.

PERU ∙ LO C A L PURCH A SES AT HUAG AYO C (1 )

To entrench its local involvement in the area of the Huagayoc mine, Newrest in Peru decided to work with families in the community for all of its pur-chases. These families, who resell but are not pro-ducers, are organised in a “purchase-sale” structure. Each product category (meat, dry products, fruits and vegetables) is supplied by a different family, which allows us to support as many families as we can. We also work with the community for our vehi-cle leases of pick-up trucks and lorries.

MOROCCO ∙ COLL A B OR ATION WITH THE “COPAG” CO OPER ATI V ENewrest in Morocco works with COPAG, an agri-cultural cooperative that includes 39 farmers in the Taroudant region in the central part of the country. Today, our Moroccan subsidiary purchases close to 12% of its products from this cooperative: milk, dairy products and fruit juices.

I N V O LV E M E N T I N LO C A L CO M M U N I T I E SWherever the Newrest Group is present, it is involved in the life of local communities and neigh-bouring towns. We hire our personnel close to our work sites, pro-vide training and enter into partnerships to improve daily life in these communities.

23actions were conducted

in 2014/15 in local communities

85 %of our countries hire more

than 95% of their personnel within the local population

C A MEROON ∙ CRE ATION OF A WELLIn Cameroon, a well was dug on the land surrounding Newrest's warehouse in October 2014. The water is used in particular for the warehouse's requirements.

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4,789 individuals have benefited from Newrest's assistance

(direct actions / donations)

87 %of purchases

in the Group are made locally

320employees

involved in social actions

120 121N E W R E S T ' S C O M M I T M E N T S T O I T S S O C I A L E N V I R O N M E N T

Next year, the subsidiary in Cameroon intends to distribute this water to the communities and fami-lies who live close to the New Bell neighbourhood of Douala.

BOLI V I A ∙ COMMITMENT TO COMMUNITIES CLOSE TO MINER A S A N CRISTOB A L (2)

Newrest in Bolivia is involved in local events organ-ised by the three communities close to the San Cris-tobal mine. Via its foundation, our Bolivian subsidiary participates by donating food to the communities or purchasing gifts for their draws.

PERU ∙ TR A INING CENTRE AT MINER A CONSTA NCIAIn February 2015, Newrest in Peru launched training at the Training Centre for Sustainable Development

for the communities. Located in Hudbay close to the Minera Constancia, this centre provides various theoretical and practical courses on cooking, food hygiene, and cleaning and maintenance, which are taught in part by Newrest employees. Our Peruvian subsidiary also introduces families in the Huaylla Huaylla community to the nutritional and medicinal benefits of the vegetables grown in their gardens.

S O C I A L R E S P O N S I B I L I T YIn the countries in which it is present, the Newrest Group par-ticipates in projects and social actions to which it is committed.

FR A NCE ∙ SUPPORT FOR THE TELE THONIn December 2014, in support of the Telethon, a vast marathon was held to collect funds for research on rare diseases. Newrest Private participated in mak-ing a 75-metre long sausage roll. The gigantic sau-sage was sliced and sold in the streets of Versailles. The organisers turned over all of the proceeds to the Telethon held in support of the Association Française contre les Myopathies.

M A DAG A SC A R ∙ COLL A B OR A -TION WITH THE CI V IL DEFENCE UNIT OF TA M ATAV EIn September 2015, Newrest in Madagascar signed a donation agreement in favour of the Civil Defence unit of Tamatave. By contributing equipment, the Group is supporting the construction of a new camp for this army corps whose primary role is to pro-vide aid to the population. Construction work has started and the camp should open in approximately six months.

S WITZERL A ND ∙ PA RTICIPATION IN “PA DDLE FOR C A NCER ”In August 2015, our joint venture in Switzerland, Newrest Canonica, partnered with “Paddle for Can-cer”, an association that organises a sailing class

once per year, the profits of which are donated to the ESCA association (English Speaking Cancer Association) in Geneva. Newrest Canonica partici-pated in this event by providing 50 lunch boxes to participants.

S O C I A L A C T I O N S I N FAV O U R O F C H I L D R E NIn recent years, the Group has committed to the reduction of its budget for press ads and paid advertising, and to transfer these savings to social actions, in particular involving children.

M A DAG A SC A R ∙ “HE A R THE WORLD” PROJEC T IN A MB ATOV Y (3)

Newrest in Madagascar has partnered with the “Hear the World” association in order to assist the children of Madagascar. Two surgeons and two anaesthetists who practise in Toulouse, France provide assistance and use their expertise to treat children and support the medical teams at the hospitals in Morafeno and Analakininina. In November 2015, the four physicians visited Tamatave. They examined around 30 children and operated on three. They also shared their exper-tise by training medical-surgical teams and provided medical equipment. Newrest in Madagascar sup-ported this mission by making available logistical, financial and human resources.

ME XICO ∙ COLL A B OR ATION WITH “DR . SONRIS A S” IN C A NCUN (4)

Newrest in Mexico works with the local Dr. Sonrisas (“Doctor Smiles”) association. This charitable pro-ject consists in working with children in the terminal stages of chronic diseases. The team endeavours to alleviate their suffering with hope and happiness, in accordance with the association's slogan: “Our first responsibility is to be happy and then to make others happy.” The entire Newrest team participated in the project by preparing cakes for the 300 children in the Alamo school in Cancun.

SOUTH A FRIC A ∙ COLL A B OR A -TION WITH “OLI V ER ’S HOUSE” IN JOH A NNESBURG (5)

Our joint venture, dnata Newrest, worked with Oli-ver's House, an association that helps poor chil-dren and orphans in the slums of Johannesburg. In December 2014, the Association organised a grad-uation ceremony for children in its kindergarten, fol-lowed by a Christmas party. The dnata Newrest team participated in these celebrations by providing food, toys and clothing for the children. An interactive dig-ital board was also donated to the school to improve its teaching environment.

C A MEROON ∙ INTRODUC TION TO RUGBY FOR ORPH A NSIn collaboration with the “Foyer Saint-Nicodème” that cares for orphans, Newrest in Cameroon organ-ised an introduction to rugby day. Sixty orphans between the ages of five and twelve were able to participate in this sports event.

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BOLI V I A ∙ BRE A K FA ST FOR SCHO OLCHILDREN AT MINER A S A N CRISTOB A LThrough its foundation, our Bolivian subsidiary pro-vides breakfast every Monday to children who attend the school close to Minera San Cristobal. A hundred children benefit from this breakfast every week.

N E W R E S T ' S CO M M I T M E N TS TO T H E PL A N E T

An ecological balance is the one and only guarantee of achieving harmony between the needs of mankind and nature.

Newrest, aware of the importance of sustainable development, has adopted essential environmental values. The use

of local seasonal products, waste treatment and reduction, and the “Zero Paper” policy are just a few examples

of the Group's objectives.

Servicing of solar panels on Madrid's unit roof ‒ Spain ◀

Meal distri-bution at the

orphanage of “Family Outreach”

Organization – Accra, Ghana

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1/5 of our subsidiaries decreased

their waste in 2014∙15

6 countries certified

ISO 14001

23,500meals prepared every day

with organic products

N E W R E S T ' S C O M M I T M E N T S T O I T S S O C I A L E N V I R O N M E N T

N E W R E S T ' S C O M M I T M E N T S T O T H E P L A N E T124 125

I S O 14 0 01 C E R T I F I C AT I O N P O L I C YIn 2014, the Newrest Group launched an extensive ISO 14001 certification campaign for its units. ISO 14001 certi-fication covers environmental management. It is based on the principle of continuous improve-ment in environmental performance by managing the impact of the company's business. In the framework of this certification, today, 6 countries have been certified ISO 14001:2004: Austria, Bolivia, Greece, Cyprus, Switzerland and Tunisia.

LO C A L P R O CU R E-M E N T & O R G A N I C P R O D U C T STo minimise its environmental impact, a major policy of the Group targets the management of its purchases: by reducing transport and favouring produce

farmed without pesticides, Newrest supports sustainable, responsible agriculture.

23,500 meals prepared ever y day with

organic products

44 %of our countries

use pesticide-free products

CONGO ∙ PURCH A SES FROM THE “AGRO - CONTAC T” POULTRY CO OPER ATI V EFor the past two years, Newrest Congo has been pro-curing eggs from Wilfried Koutiki's (or Willy's) poul-try project. This rural development engineer, who studied at the university in Brazzaville, manages the Agro-contact cooperative in Tchibamba. Our Congo-lese subsidiary is pleased to support local resources by purchasing all of the eggs laid in Willy's coopera-tive, as well as all of his vegetable production.

ME XICO ∙ SUSTA IN A BLE F ISHINGIn Mexico, 24% of Newrest's fish purchases come from sustainable fishing. The fish are farmed instead of being fished at sea. It should also be noted that 24% of the fish bought by Newrest Servair in Belgium is MSC-certified.

S WITZERL A ND ∙ ME A L S PREPA RED WITH ORG A NIC PRODUC TSIn the framework of its catering activities, Newrest Canonica, our joint venture which has been accred-ited as “Fourchette Verte” and “Région Terre d'Avenir”, offers special organic meals on most of its sites. These balanced, organic meals are backed by awareness campaigns and quizzes organised to introduce con-sumers to local products. It should be noted that 30% of purchases are made in cantons in which we operate.

SPA IN ∙ ORG A NIC PRODUC TS FOR SCHO OL C ATERINGIn Palma de Mallorca, Newrest in Spain has included special menus in its school catering offer: 10% of the food products purchased are sourced from certified

organic suppliers accredited by the “Consell Balear d'Agricultura Ecologica”. The Spanish subsidiary pur-chases pasta and rice from these suppliers in par-ticular, but also fruits and vegetables when they are in season.

W A S T E R EC YC L I N G & R E D U C T I O N P O L I C YA major endeavour to minimise our environmental footprint is the reduction and recycling of waste. On all of our sites and in all of our production units, a waste-sorting process has been systematically created to reuse a large part of our waste, such as cardboard, glass, paper, electronic devices, green waste, etc.

65 %of our

countries sort their waste

85 %of our units and sites have “Fight against food waste” communication materials

GROUP ∙ FIGHT AG A INST FO OD WA STE (1 )

An awareness campaign on waste, particularly food waste, was launched on a broad number of sites and units the use of Winflight software for inflight cater-ing and Winrest software for group and Remote site catering allows many countries to optimally adjust their production to consumption. Winflight provides real-time forecasts of meals to be produced, leading to optimal use of raw materials.

PHILIPPINE S ∙ REPA IR & REUSEInstead of disposing of objects and machines, Newrest SOS in the Philippines attempts to repair them to give these objects as long a lifespan as possible: a workshop in the company manages the repairs and refurbishing of equipment. Objects such as chairs, tables, fans and water fountains are given a second life. When an object or machine can no longer be repaired, the parts are used to repair other

objects. When they are no longer used, they are donated to schools, NGOs or associations.

GREECE & C Y PRUS ∙ RECOV ERY OF CO OK ING OIL TO PRODUCE BIODIESELOur subsidiaries in Greece and Cyprus have found another use for their cooking oil. The oil is collected once per month by local accredited providers who take it to plants to be transformed into biodiesel. In 2014/15, in Greece, 1,670 kg of oil were recycled and, in Cyprus, 240 kg.

S WITZERL A ND ∙ WA STE-SORTING A F TER FLIGHTSIn the framework of the application of the ISO 14001 standards, Newrest Canonica in Switzerland organ-ised waste sorting for return flights as part of its inflight business: dirty trolleys are recovered and the waste is sorted. Reusable and recyclable mat-ter is sorted and food waste is taken to a pig-raising industrialist. The joint venture was able to recycle 40 tonnes of waste in 2014.

FRENCH POLY NE SI A ∙ WINNER OF THE “SELEC TI V E WA STE SORTING PRIZE” FOR 2014Newrest's Polynesian subsidiary, specifically the production unit in Faa'a, won the Selective Waste Sorting Prize for 2014. This prize is awarded to the company that launches the most waste management initiatives. Newrest in Polynesia recycles a large part of its waste by sorting cardboard, glass, steel and aluminium cans, and plastic materials, and then transporting them to local sorting units.

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L E S S US E O F PA P E RSince the Group was founded, Newrest has committed to a paper reduction policy. We favour digital communication while using - for paper copies that we cannot avoid - eco-friendly materials. The basic rule in this case is black and white printing on both sides of a sheet.

HE ADQUARTERS ∙ PRINTING ON 70 % REC YCLED PA PERSince 2012, all of the Head Office's printing uses non-toxic, 100% biodegradable ink. The paper used is 70% recycled and 100% recyclable. The use of this paper to print this business report saved 396 kg of CO2. Next year, our estimates are even more encour-aging: we plan on reducing our quantities of printed materials by 15% by acquiring screens and organis-ing awareness-raising sessions for our employees and partners. We estimate approximate savings of 101 tonnes of CO2.

AUSTRIA ∙ USE OF REC YCL A BLE PACK AGING ON B OA RD THE ÖBBFor services on board the ÖBB trains, our Austrian subsidiary has chosen 100% recycled and 100% recy-clable coffee and tea cups and 70% recycled and 100% recyclable bags. Garbage bags are also made of biodegradable materials. Organic plastic glasses are reusable and the packaging of cutlery is biode-gradable. This initiative has allowed our subsidiary to save 20 tonnes of waste every year.

FR ANCE ∙ INSTA LL ATION OF DIGITA L PL ATFORMSNewrest Wagons-Lits in France has put a number of IT tools in place to reduce the use of paper. A blog called “SAB Ensemble” was created to communicate with all of the subsidiary's 1,500 employees. Simi-larly, absences have been tracked since 2015 by a digital platform. New printers were purchased that provide more optimal use of ink.

E N E R G Y CO N S U M P -T I O N R E D U C T I O NThe Group's sustainable devel-opment plan sets out strict rules in terms of the reduction of elec-tricity and fuel. In prior years, simple initiatives allowed us to reduce our ecological footprint: systematic closing of doors and turning off lights, computers, heating and air conditioning.

FRENCH POLYNESIA ∙ INSTA L-L ATION OF A SOL A R- POWERED WATER HE ATEROur Polynesian subsidiary significantly reduced its energy consumption: last year, gas consumed to produce hot water declined by 100% in the Faa'a production unit once a solar-powered water heater was installed. Starting this year, all units have been systematically equipped with LED lighting.

SWITZERL AND ∙ C A RB ON FO OTPRINT REDUC TIONSince the beginning of 2015, our Swiss joint ven-ture, Newrest Canonica, systematically uses an eco-friendly courier service for its deliveries in Geneva: a taxi-bike delivers administrative papers or files within the city, leaving a minimal carbon footprint. Also, Newrest Canonica renewed its fleet of vehicles and purchased trucks that consume and pollute less. The Swiss joint venture thereby reduced its fuel con-sumption by 15% compared to the previous year.

“Recycled Christmas

Decorations Competition”

at Newrest Peru's head-

quarters in Lima

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V IS I T O U R W E B S I T E

Newrest Activity Report 2014/ 15is available on our website:

www.newrest.eu

P H OTO C R E D I TS Frédér ic Maligne for Newrest , Newrest Alger ia, Newrest Angola, Newrest Bolivia, Newrest Cameroon, Newrest Canada, Alexandre Badot for Newrest Canonica, Newrest Canonica in Switzerland, CGA Newrest, Newrest Chile, Newrest Congo, Newre s t Cos ta Rica, Newre s t Croat ia, Newre s t Cypr us , Stephan from Orangeline de Pretoria for dnata Newrest, dnata Newrest, Newrest French Polynesia, Newrest Gabon, Newrest Ghana, Kopalas Kyriakos from NLS Studio for Newrest Greece, Newrest Gulf, Rija Randrianasolo for Newrest Madagascar, Newrest Madagascar, Luis Javier Sandoval for Newrest Mexico, Newrest Mexico, Marc Giraud for Newrest Morocco, Newrest Morocco, Newrest Netherlands, Newrest New Caledonia, Newrest Niger, Newrest Peru, Mario Jorge for Newrest Wagons-Lits in Por tugal, Newrest Private, Corine Tellier for Newrest in Reunion Island, Newrest Saudia Airlines Catering, Newrest Ser vair in Belgium, Newrest Ser vair in Canada, Newrest Ser vair in the United Kingdom, Newrest SOS, Newrest Spain, Newrest Tunisia, Newrest UIS, Newrest Wacasco, Muneeb Khan for Newrest Wacasco, ÖBB-PV AG for Newrest Wagons-Lits in Austria, Studio Vezelay for Newrest Wagons-Lits in France, Xanthe Cooke for Newrest Zambia, Fotolia.

Newrest/Matmut's boat photos: Repor tersdularge.com and Transat Jacques Vabre ‒ transat-jacques-vabre.com.

Cover: Hernan Hernandez, Newrest chef at Paris Orly unit (ORY). Portrait by Frédéric Maligne.

Creation: Newrest

Printing: Reprint Toulouse

This activity report was printed on 70% recycled and 100% recyclable paper.

Used ink is not toxic and 100% degradable.

Airplane loading ‒ Rolland Garros airport (RUN), Réunion Island

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E X ECU T I V E M A N A G E M E N T O F F I C E

61, boulevard Lazare Carnot 31000 Toulouse, France

Phone: +33 (0)5 62 89 39 88 ∙ Fax: +33 (0)5 62 89 39 70

CO M M U N I C AT I O N

Dominique PIL ATTE ∙ Communication Director61, boulevard Lazare Carnot ‒ 31000 Toulouse, France

Phone: +33 (0)5 62 89 39 79 ∙ Fax: +33 (0)5 62 89 39 70

I N V E S TO R S R E L AT I O N S

Matthieu JE ANDEL ∙ Vice President Finances61, boulevard Lazare Carnot ‒ 31000 Toulouse, France

Phone: +33 (0)5 62 89 39 87 ∙ Fax: +33 (0)5 62 89 39 70

www.newrest.eu

activity report 2014 ∙ 15

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