Good evening, all. With Sarah, a good example of nine tunnel borers, and soon 10, operational on Grand Paris Express. Thanks for being present today for this presentation of this H1 results of the group. Thanks to those who joined us in this audience. We decided to keep this meeting live, reducing the amount of present people so as to abide by the rules of physical distance due to the situation. Let me commend those who are with us usually, and given the circumstances, are following us remotely. It seemed important to gather and share directly. We are experiencing a unheard of time, perturbated, turning our professional and private lives topsy-turvy. We adapted permanently to the changing situation to make sure that we can go a continuous operation of our core activity, preserve health and safety of our employees, our partners, and clients, have always been our guide.
I wish to thank our employees. Their motivation remained intact during this time, and it is greatly thanks to them that we could face the situation. Their faultless engagement enabled us to go on operating for some jobs, and in the countries enabling us to do so, and it's with professionalism that they mobilize to find solutions enabling to resume our activities in satisfactory health conditions. I do not forget those who have been impacted or whose next of kin have been impacted, and I want to reassure them of our support. We have ensured during this health crisis the operational continuity of our core activities and with the functioning of our countries where we are present.
Our teams remain mobilized on the ground in the service of everybody in order to maintain the hospital maintenance, system availability of the food chain, provision of electricity, water and gas, and operational continuity for the motorways, trucks, and airports. We led solidarity actions as close as possible to the ground. Besides financial aid, we provided masks to hospitals or associations. We implemented specific operations on our highways, motorways for the drivers, truck drivers, health staff, and those in the service of public. I wish to commend the personal actions led by many employees of the group as well as by the Eiffage Foundation. Beyond the shadow of a doubt, the compact organization of the group has been a major asset to react with agility as close as possible to the territories where we are present.
In order to cast a light on the impact of COVID-19 on our activities, it seemed important to share with you the effect on our activity rate in the four main countries where we are present. As you notice, measures of lockdown chosen by the various governments had a very different impact for works and public works, with the exception with the activities for the essential sectors who remained totally operational in all of the countries. The positive side of this graph is to prove that we know how to integrate the barrier gestures in our lines of business. We learn how to work by incorporating the health constraints of COVID.
In France, in order to make the turnaround possible, we participated in the implementation of the guide of the Public Office of Public Works, enabling everybody to integrate the barrier gestures in the operation so as to preserve the safety of everybody. The recovery has been done progressively, safely for all our employees. Beginning of April, several operations had restarted. End of June, almost all of the construction sites were working with 90% of our staff. The fight against the virus requires to be aware at every second and to care for one another. The teams in all our locations adapted their organization of work so as to integrate those barrier gestures, taking into account the specificities of each business line. The group proved that we know how to work under sanitary constraint and receiving all the protection equipment necessary to our operations.
We are totally organized not to stop our activities. In case an eruption of COVID, our processes will enable to stop the dissemination so that the effect would remain local and limited in time. Following these few words about this unprecedented crisis, allow me to come back to the activity, because in spite of an interruption, sometimes of some weeks, our construction sites were expecting us, and our teams were happy to be back as soon as possible. The group, as you know, is very committed on the program of Grand Paris Express on all of the construction lines. We have 3,250 employees involved in all the projects on this map. On the line 16.1, five tunnel borers are operational, and the sixth and last will start digging in fall 2020. As I said last February, six machines on the same process is absolutely exceptional.
We have reached, in 27 months of time, 400,000 hours of insertion out of the 500,000 that we committed to deliver during the whole period of the works. On Line 15 South, two tunnel borers are operational. Camille progressed 1.7 kilometers out of the 4.3. Tunnel borer Aïcha, who started in December, it progressed 874 meters out of the 3.2 kilometers. It's a full-speed construction. On Line 14, Claire tunnel borer completed 70% of the track. It should reach the last station of Chevilly-Trois-Communes end of September, and finish digging beginning of December 2020. A year and a half of civil engineering will be necessary to finalize the works. On the Eole project, Virginie, who trod half of the path, is nearing Porte Maillot. Final destination station, Haussmann-Saint-Lazare, will be reached third quarter 2021. On screen is the 1,000th girder that took place in June. Pont de Bezons.
The bridges are ready. They will be started in implementation fourth quarter 2021. On the track, we delivered Gargenville garage and finished the refurbishing of the tracks Magenta and Haussmann-Saint-Lazare. Teams of Eiffage Énergie Systèmes follow up on the high and low voltage networks. We are still working on several batches on CDG Express. We refurbished all of the tracks on the operational network that required five weeks of continuous work in a very tricky environment. Besides the Grand Paris Express project, we are operating on the train tunnel Lyon- Turin. We didn't stop during the crisis. We have only 600 meters to dig out of the 12 km. End of digging summer 2021. Three batches are under tender for a total of EUR 4 billion. The decision will be taken end of 2020.
Beyond tunnels, in spite of the constraint linked to the health context, the three buildings of Floresco were finalized on May 15th. 29,000 sq m will host the teams of Ubisoft. Project illustrating the strategy of the group in terms of sustainable construction, as witnessed or testified with the various labels for its environmental performances. We inaugurated in February the Reflets program in Versailles, 72 housing units over three buildings. The teams of Eiffage Route start in May the earthwork and access roads on Claye-Souilly for Eiffage Aménagement. 20-hectare project for a residential purpose with 530 new housing units. It will mobilize also the teams of Eiffage Énergie Systèmes. July 8th, we erected the first pylon Équilibre, designed, made, and implemented by Eiffage Énergie Systèmes and Eiffage Métal in the framework of the refurbishing of the 400,000 volts line, Avelin-Gavrelle, who will feed 530 little towns in Hauts-de-France.
The aim is to reduce the impact on the way of life of the inhabitants. In spite of the lockdown, we've successfully sold 1,863 housing units compared to 2,534 in 2019. There's a strong traction on real estate, especially in Île-de-France area. Eiffage, as you know, is never far away from the Eiffel Tower. Our teams of Eiffage Métal work on the renovation of the elevator on the northern pillar. In August, we used the process Low Carbon Recytal-ARM on the road 746 in Western France. It was about to regenerate three kilometers of the road with a vegetal biosourced emulsion I already discussed earlier. We're doing the same on the D96 in the Seine-et-Marne department. Maybe you've seen those pictures on TV, or maybe you read about it in the press.
Our teams, this Sunday morning, demolished through an explosion of a tower of 55-meter height and 40,000 tons of concrete. It hadn't been done for the past 13 years. Operation implemented in the framework of development of the new neighborhood, Grand Canal - Plaine Sud, led by Eiffage Aménagement. In Belgium, we have delivered the Dam Lock Harelbeke, 230 meters long, 12.5 meters width, in the framework of the Project Seine-Escaut, about to improve the link between the River Seine and the River Escaut, Scheldt. In Spain, we have delivered the largest solar farm in Europe, Núñez de Balboa, a solar farm of 500 MW on 1,000 hectares operated by Iberdrola in April. Since 2010, it's 50 solar farms built by Eiffage Énergie Systèmes International in Spain, Africa, Latin America, and the Caribbeans. Over 1.6 gigawatts, sorry, of electric capacity being delivered.
In Germany, we implement the renovation work of a piece of 10 km on the track Oldenburg-Wilhelmshaven in Lower Saxony. Out of the six contracts of projects, five have been allotted to a group led by Eiffage, over EUR 300 million worth. At Goyer, the traction remains very good for the activity. In Warsaw, our subsidiary delivered the 41,700 sq m of the facades of the Hub Tower, 130 m high. Sénégal, works went on the local train of Dakar. May has been highlighted by the last fine-tuning that we're able to deliver this track of 37 km in the weeks to come. The stations are already ready to welcome the first travelers. In Africa, in the framework of the Millennium Challenge Corporation, under American financing, we have secured four contracts.
Four high voltage positions in Benin, two electric lines in Benin, and two high voltage posts in Ghana, enabling the electrification of Africa. Concession side, as you see on screen, the brutal decrease of the motorway traffic during the lockdown. The quarter of the traffic came back to the level of 2007. In the same times, the airports of Lille and Toulouse saw the traffic reduced to the tune of 95%. With the end of the lockdown, then the restriction of displacement of moves, the resumption of the motorway traffic has been significant. Traffic in July and August in APRR is very close to the one of 2019. Conversely so, the recovery of the air traffic is very slow since July, remained around 25% in August. It is expected slightly over 30% of the 2019 traffic.
In the motorway concessions, Eiffage finalized the acquisition of 2% of APRR and ADELAC for a net investment of EUR 150 million financed on its cash flow. In September, we'll launch on a piece of eight km of the motorway A48 direction Lyon, Grenoble, the first path in France devoted to car sharing and to cars with low carbon release. At peak hours, when the white light will flash, the left way will be devoted to car sharing. Maximum speed will then be 50 km an hour, i.e., 30 miles per hour. In spite of the pandemic, we went on winning important contracts. March 3rd, Eiffage Construction received in general enterprise by the Gecina group, the renovation of the former headquarters of Peugeot in Paris, named L1ve. A refurbishing of 33,500 sq m on nine floors and six floor below ground, beginning in December and delivery in 2022.
March 5th, Eiffage Concessions won in group on the contract of public service for 20 years of the future swimming pool of Mérignac. Global amount investment for this project is above EUR 47 million. Eiffage Construction will deal with the design construction of the project. With the start of the contract, we resumed the operation of the future motorway A79. March 16, our specialist, Goyer, signed a contract for the facade of the Tour To-Lyon designed by Dominique Perrault. April 7, Eiffage Concessions, the group in 50/50, finalized the financing and signed the PPP contract of motorway A3 for 30 years. Works with an amount of EUR 1.5 billion implemented by Eiffage and JOHANN BUNTE, Germany. April 15, following the authorization of starting the works, Eiffage and Kier started the execution studies and the building of a section of 80 km of the phase I of HS2 between London and Birmingham.
15 viaducts, 5 km of covered trenches, 52 km of road, 67 flyover bridges, and 30 million cubic meters of excavation for EUR 2.6 billion, 35% of it for Eiffage. May 6, signing by Eiffage Construction and Egmont for a contract for design, construction, and maintenance for five years of the Paris-Saclay Hospital for an amount of EUR 141 million. It's the fourth major operation signed by the group in the health sector in 2020 for a total of EUR 210 million. June 9, Eiffage Métal won an Egmont, a market for a substation for the wind farm Hollandse Kust in Northern Sea. A structure of 70 meters high, the equivalent of a tower of 25 stairs, 25 flights. July 2nd, Eiffage Construction was appointed laureate for the market of construction of the tertiary projects Joya, 49,000 square meters in R+7, i.e. ground floor plus seven floors in Fontenay-sous-Bois.
July 6, Eiffage Énergie Systèmes won the contract for the delivery, installation, and implementation operation of system of ventilation for Line 16 and 17 of Grand Paris Express. 23rd July, study signaling [reification] of replacement of signals of over 500 kilometers of high-speed line train, Paris alone, with 58 new signaling stations, a contract for over EUR 50 million. As you have seen, the business activity remained very dense in spite of the lockdown. Yesterday in Belgium, we won an Egmont, the contract for the construction of the new headquarters of the RTBF, the public radio and TV in Belgium, a building of six floors, 38,000 sq m, together with housing units, schools, kindergartens, and shops. All the significant contracts enabled a strong growth of our book of orders.
However, we remain careful about the renewal of the goodwill who were impacted by the postponement of the local elections in France and the effects of the pandemic on some of our industrial customers. In addition to those highlights of our activities, works, and concessions, we went on spreading our low carbon strategy, as I explained several times. We published in April our first climate report defined according to the TCFD framework, precising risks and opportunities of finance linked to the energy transition and to climate change. The group will align itself on the trajectory of two degrees centigrade adopted by the agreement of Paris of 2015. I'm convinced that we cannot do it on our own. We must mobilize the collective intelligence to make ASAP the standard of low carbon, which is still in pioneering stage.
Aware of the challenges to adopt a sustainable growth, we ambition to measure, to gauge the impact of each and every line of business of ours to assess the environmental damage. We published our biodiversity plan in the framework of the process Committed Enterprises for Nature, Act4nature France. It's been over 10 years that Eiffage committed itself in the fight against the erosion of biodiversity. Our successive commitments enabled us to integrate the operation of the preservation of the living stock in our businesses. The recovery plans being implemented in order to get out from the economic crisis, outcome of the sanitary crisis, are used in Europe as accelerators for climate and environmental transition. It's very good news for our line of business. We intend to put forward our assets. Our group also implemented new tools to strengthen and diversifies our means at attractive conditions.
Eiffage was rated F2 short-term by Fitch and implemented its first floating of bonds, EUR 500 million, seven years. APRR refinanced EUR 1.1 billion in its book of debt and was credited A- at S&P. Financing were very welcomed by banks and investors in general, showing their trust in our group. Let's get to the major figures of the half year. A very strong decrease of the revenue by 18.9%, totally linked to COVID, linking a decrease of operating profit to the tune of EUR 262 million. Facing this exceptional crisis, our loss remains limited to EUR 8 million. The financial net debt at EUR 10.9 billion enjoys the conservatory measures taken at the beginning of the pandemic. The order book is increasing by 15% to over EUR 15 billion.
It's EUR 1.4 billion, the activity that we could not implement due to the COVID, it also an order intake on the half year above EUR 700 million above those of 2019. Regarding the short-term perspective, a certain amount of elements make us trust our capacity to have a turnaround on the second half year. All our construction sites have resumed. With the end of the restriction, our motorway concessions enjoy the traffic very close to the one of the past year. All the governments are very sensitized to adapt very locally, and as close as possible to the territories, the health conditions in case of the resumption of the pandemic. Even if we may have localized impact, we hope to avoid significant lockdowns. Our teams integrated well the health constraint, their productivity is very close now to the one we had without the COVID.
On this base, we anticipate a decrease of activity and of the profits on all of the year. A significant turnaround at the second half year. Medium range, our construction works and concessions are at the core of the environmental transition. We have a very wide portfolio of solutions on which we've been working for several years, because we remain convinced that the challenges of climate and biodiversity are fantastic opportunities for our businesses. Consistency of our geographic positioning, our strategy of development of our businesses in all of the territories where we are sustainably present, positions naturally as partners for those territories in the acceleration of their environmental transition. Thank you for your attention. I invite Christian to deliver the in-detail explanation of the financial elements. Thank you.
Good evening, everyone. Good evening to those of you in the room and those watching us online. Let's go through the figures that we just mentioned. There are no surprises. Revenue is down, both in contracting and concession, to the tune of about 20%, 19%, 20% down. There's very little by scope effect regarding contracts, apart from a few acquisitions here and there. In concessions, we integrated Toulouse–Blagnac Airport as a change in scope. On the right-hand side, you can see that there's lower revenue. Well, the drop of revenue is much worse in France, twice as much in France, 21% down, compared to the international situation, only 11% down. If you look at the picture on the left-hand side, revenue is down more significantly in construction. Well, there's more so than international, because we have less exposure internationally, and the international sector resisted better.
You can see there's infrastructure. We also have less degradation in maintenance service on vital functions. They were not interrupted, but we have less presence there. This is mostly the case for energy systems. On the right-hand side, you can see a breakdown of the countries. On the three major countries outside France, which in a full year generated about EUR 1 billion in revenue, Germany remained very dynamic, +8.7%. Spain remains stable, whereas in Belgium, the drop in revenue was due to the crisis, was about the same as in France, -22%. If you look at the difference in contracting between H2 2020, H1 2020, and last year, you can see that, of course, revenue is significantly down.
By and large, if you look at civil engineering and public works, road works, and building, not including energy, and this is not on the slide, but the margin is down by about 6% in France and only 2% international. I'm talking about public works, not including property development or energy. This is a bit significant, but that targets the main difference in the drop of profitability. You have, for contracting, a loss of EUR 146 million compared with a profit of EUR 115 million in H1 2019. Of course, you have the health crisis, but on top of that, you have high seasonality that, in any case, tends to bring income down. Concessions, because of their cost structure, have a positive margin, 36%, but it's still down, and the income is down about 40%. All in all, operating profit remains positive, the operating margin 3.8%.
What we can see that profitability is down compared with the four years of stability that came before. Now, if you look at all the sectors in contracting, France, of course, we are very much exposed, and that's the country that suffered most. Also you have another situation. Contracts tend to be lump sum contract, and they're not revisable, so you cannot really get compensations, and that means that the margins were eroded there. Because of this combination, lump fixed prices and volumes, this is why you have a significant drop in income. Property development resisted rather well. We see that the number of bookings were up. The profit is better because we generated about EUR 20 million in profits. Margin is up 6%. The only concern is that because of the postponed elections in France, there was fewer building permits.
This is a concern not just for property development, but also other urban developments. You may remember that as part of the pandemic, we started a number of projects here in the Limousin. We decided to build a plant of FFP2 protection masks, that will be operational as early as November, that means France will gain more autonomy in providing its own mask. Over and beyond the present health crisis, we are gaining some form of autonomy. In infrastructure, revenue is down by 15%, overall 20% down in France in civil engineering. Less so in Eiffage Métal because we started the offshore wind farm in Saint-Nazaire. In civil engineering, where Grand Paris Express accounts for about EUR 300 million on the half year compared with EUR 313 million last year.
Of course, there would have been even more of a growth had it not been for the pandemic. In France, in roadworks is what suffered the most. Income is 23% down, so 23%. Both in volume, but also in income. This is the business where we have the highest fixed cost because this is our own works. We also bought back the balance of the Minier Quarries in Deux-Sèvres and Vendée. We anticipated that. Now we have 100% of that, so that's an additional expense. Internationally, in civil engineering, we have a good momentum in Germany, especially for infrastructure. For the past three or four half years, we've been enjoying this. Production didn't stop in Germany with the pandemic. In fact, we generated almost 11% growth in civil engineering and roadwork in Germany. Let's go to Sénégal.
In Sénégal, we had this internal support operation for our own employees. There are about 2,000 employees there. During the pandemic, we supplied them with these food baskets. Energy system is the sector that resisted best during the lockdown period in France. In Germany and Spain, these two countries were most resilient. We had 10% growth over the half year in these two countries. Even though the profit margin is down, it remains positive at 1.1%. What you have is a slightly positive profit margin in France and a very limited decline internationally because we are only 1% down compared to last year with a strong, robust performance in Germany, in the Netherlands, and in Spain.
Indeed, in Spain is where we were able, mobilizing 30 people 24 hours a day, we were able to set up a countryside hospital in Albacete, near the medical school, and that was built in record time. We talked about lower traffic, APRR. Of course, weekly traffic varied between its normal level and -83% for the lowest week and came back to -14% on the last week in June. This amplitude and variation accounts for the drop in revenue at about - 25%, likewise for profit. EBITDA margin remains high because we have less by way of fixed costs, less certainly than in contracting, and we are very careful about expenses. On other financial aspects, we continued the implementation of the CapEx plan, and we refinanced our FRH's bank debt and the undrawn credit line of APRR.
We do this every five or seven years, on top of the issuance of bonds. Then we have this vegetable garden city operation, and the idea is that we have urban vegetable patches where we can provide local produce to local inhabitants, which presents less risk for consumers. We have another slide here regarding concessions. On the left-hand side, we have something new, and we have a recap of the main operations and concessions. Revenue was down, but less so, -20%, less so than for overall concessions than for motorways for two reasons, because with the PPPs have no risk, and they generate stable income, such as BPL. We have two airports. To be absolutely clear, the revenue of Toulouse is a change in scope, and that of Lille is organic growth because it's a new concession.
There's less operating profit on the right-hand side, that's because there's less traffic on highways. Another point, we depreciated, we wrote down, we had an impairment on the Pierre- Mauroy Stadium for its commercial activity because of the uncertain commercial income. Now we only look at the income that can come from the PPP, because that's where we have a fixed, guaranteed income. We took that decision on the basis of the whole year for the commercial part because there's uncertainty both on shows that can be programmed and indeed the reopening, for we don't know when we will be able to reopen the facility for other sporting events or other shows.
Another example of operations conducted during the lockdown, the boarding school at Noisy-le-Grand was developed in PPP by Eiffage, and for a period of two weeks, we received young students who normally stayed in foster homes or who were ill with COVID. We had them there. We housed them there for two weeks. On the consolidated income statement, apart from income and revenue, we have other income and expenses, non-current expenses, they're down. They now amount to a net expense of EUR 12 million. We will look at the details of that. That's where we have the impairment of the stadium, outside the concessions. We also took into account the EUR 61 balancing payment that we received as part of the transaction on the buyback of 2% of APRR and ADELAC. That is in line with accounting regulations.
The cost of net debt, now it's stabilized, but it's still down EUR 11 million because of the new bonds that APRR issued and are less expensive than previous bonds. In other financial income and expenses we had in 2019, the dividend paid by Getlink, we don't have it this year. The effective tax rate is 30.3% compared with 30% Sorry, it's almost 33%. We'll be close to 32% this year compared with last year at 30%. All in all, this is why we have a net loss of EUR 8 million. Regarding the balance sheet, if we look at the cost of net debt, here is the transition bridge. We started off with EUR 10.2 billion. Of course, EBITDA was down for EUR 142 million, predictably.
The seasonal variation in working capital requirement is less so than in 2019 as a result of the lesser business in April and May. That means that we had fewer receivables in the pipelines, as it were. We had, at the same time, the payment of bills that were issued in Q1 where business was normal. Likewise for bills received from third parties, which are less than the former, hence the positive effect on the WCR, not just in our company, but elsewhere in the industry. Taxes are down, especially corporate income tax. All in all, we have an operational cash flow of EUR 104 million. We generated cash even though this was a very challenging period.
Regarding operational CapEx, we have increase in contracting, related to the TBMs, the tunnel boring machines, I beg your pardon, for the Grand Paris Express, and the concession with the starting of the work on the A79 motorway to the tune of EUR 50 million. This is normal. We have a negative cash flow in H1, and now it's very negative to the tune of EUR 373 million. It's amplified. It was less so last year. We have also the buyback of 2% of APRR, so that's external growth. In capital operations, we have the dividends paid by APRR to its minority shareholder, increase in capital reserve to employees, and the buyback of shares less than in 2019. We limited that because of the pandemic. In the same logic, we decided not to pay a dividend for the year 2019.
As a result of that, the net debt at June 30, at the end of the period, was EUR 10.9 billion. On the next slide, you compare with the last year, June 30, 2019, it was EUR 10.7 billion. The difference is not so big. A limited increase in spite of this challenging half year because of the preventive measures that I just mentioned, and because we kept WCR under control in H1. You have to keep in mind to keep the analysis complete that there were external growth operations over the past 12 months. We acquired Toulouse, and that meant we also had to acquire the debt of Toulouse Airport and of course the 2% of APRR and the small operations of external growth. Indeed, we started work on A79 that was financed on our own funds during the COVID period.
The net cash position is EUR 202 million, and the non-recourse debt stands at EUR 11.1 billion. That's for concessions. This is a new slide that we want to propose to share. Some of you, during the pandemic, some analysts and investors want to be concerned about our cash position. If you start with the bottom slide, you can see on the bottom boxes the numbers I gave you, EUR 202 million, well, EUR 2.2 billion in net cash, for the holding company and contracting, and EUR 11.1 billion on concessions. If you go up, you have the breakdown, for the holding in terms of net and gross cash positions. Of course, we have a number of instruments. We have a program to securitize receivables. We have two commercial paper programs and the issue of an opening bond for EUR 500 million in June for principal.
On top of that, you have the undrawn credit line, EUR 2 billion for the holding company. That means we have EUR 4.6 billion in cash at 30 June. Likewise, in concessions at APRR, we have EUR 1.1 billion in short-term cash and EUR 2 billion in undrawn credit line, we have EUR 3.1 billion in cash. That's a snapshot of the cash position. We don't sum up the totals because we have flows where Eiffage SA is in control, but other flows in concessions where some assets are held by minority interests, and you have debt covenants without recourse. That is why we show the net debt of the group in this way, because this is in line with the contract concession model. Finally, we have our order book that stands at EUR 7.1 billion, as Benoît said, increased for the reasons we mentioned.
If you look at the various business areas, we have a 21% in infrastructure, which secured the major contracts, which gives us more visibility on top of the major projects of Grand Paris Express. Much for this presentation, but now we are ready for questions. Unusually, we will take questions from analysts by phone because of the quarantine. Some of the analysts had to remain in London or elsewhere. Then we'll have questions from the audience, then we have questions in French by phone, and then questions in English by phone. We will translate answers to these questions. We will have now the first questions. Benoît now joins me.
Two questions. One, [FTM, FRH], and APRR, and the second about the works. Given the amount of provisional amounts and costs, will Eiffage Construction, Eiffage Infra be positive again. Secondly, on APRR, same question on investment budgets, given what can be expected this year and next year. There was a restructuring of the shareholding of APRR, not through FRH, Eiffage took 4% on MAF2. Is this the forerunner of a strengthening position there?
First question regarding APRR and MAF2. What's happened basically is they're taking the 4% from MAF2. We didn't change at all the way we control today through FRH, the initial alliance. The only thing is that being 4% of MAF2, if there were evolutions in MAF, they would be part of those evolutions, not very highly.
The most basic element is for the time being that as you know, the most important part of MAF2 is in the pocket of an Australian company, so no internal evolution on the shareholding of APRR. We consolidate those 52%, the governance remains the same as previously. The only thing is that being clearly the leading shareholder, we deliver a certain amount of services. This is why we did it, and we explained it then. Two additional elements to the acquisition of those 4% of MAF2. One was the remnant, since it's in the books. We have a management fee of Eiffage SA for all of the services delivered to deal with the assets. I think honestly, that there's no evolution to be expected yet. The positioning is that would there be an evolution, we are the co-shareholders of MAF2. It's within MAF2 that things could happen.
I can explain about the CapEx of APRR given the interruption of the sites, given the figures, the amount is slightly below this year at EUR 450 million, but it will be EUR 450 million also next year in 2022, EUR 350 that we gave you, and we go on the next years. Regarding more generally, the second question on the works. Basically, today, the assumptions as we see them, and as I tried to explain in my presentation, we operate in spite of COVID. All the operations have resumed. We imagine to be close to the activity we had last year, and we still have some effects that can impact our profitability. If you take those elements, you put them together, of course, we are on the turnaround of the second half year that should really bring back a positive aspect on all the construction sites or line of business.
We might be positive on the whole of the year. Yes. Was the answer. Yes.
HSBC. Book of order, margins, concessions. First question about the books of order. What are the rules you're entering a new business in the book of order? What is the risk for cancellation if things go wrong? What is your security in the book of order? Second question on margins. Beyond this year, which has been perturbed, can we expect in 2021 margins similar to the one of 2019? Third question about the concession. Do you think that the current atmosphere gives some sustainability before the presidential election?
A deal, for instance, of extension of the concession in exchange of tariffs. Book of orders. Signed contract means signed contract. Internationally, we expect first to get the down payment.
In terms of cancellation. All the contracts seem to us to be without any risk of cancellation for all the major contracts. A small order could be canceled, but nothing significant. Our book of order will be implemented. We do not expect any loss of order. For the time being, we had no cancellation. We had sometimes, in some industrial lines of business, postponements. For the time being, we didn't notice any significant loss in the book of order. Your general question about the margins. Globally speaking, we integrated in a satisfactory way the health constraints, the effects on productivity, which are weaker and weaker. Most of the impact is the installations necessary on the construction site for the on-site restaurants and so on and so forth. We lost almost one hour per employee and per day. Eventually, those downtime is reduced reasonably.
There will be no intrinsic effect on the quality of the margins and the way we can home them. Today, we have important books of order, but on the goodwill, I put it forward. The calendar of the local elections really impacted them because we didn't have whom to talk to. There were lots of tenders. Yes, the local municipalities are in financial conditions which are not bad. The other element is that we understand the will of the government to go on helping the local territories because this is the net for the SMIs, SMEs. If it goes better at the beginning of next year, we will remain at the same volumes. Well, if we don't have the same volumes, that's going to be some impact, indeed. I hope to have been clear enough in my answers. Philippe, do you want to give an answer?
Generally speaking, we work to make suggestions to improve the networks in the framework of the low carbon. We worked a lot internally on all the issues of environmental transition, which will have a meaning for our motorways. Some months ago, the government and the Cabinet Minister of Transport asked us for our ideas of investment, enabling to improve and speed up the environmental transition on the motorways to reconquer biodiversity. This investment plan would aim at the turnaround of the economy. Without getting into the details, this plan could incorporate a massive development of charging stations, tunnels for wildlife, more parking lots, lanes devoted to car sharing. We were forerunners in this area with the integration of an extra lane in Grenoble, building of secure parking lots for HGVs, a certain amount of investments going into the direction of environmental transition and biodiversity.
Discussions are underway, moving forward at a reasonable pace, but it's too early to speak about the content of the plan, its volume.
Thank you, Philippe.
Eric Lemarié.
Two questions on digitization. Due to the health situation, could this speed up the digital solution on your construction sites? Second question. You, Eiffage, could you be interested by external growth in those businesses? Acquire software companies, for instance?
I'll start with the second question, if you don't mind. Quite often, when you have an idea or a solution, it's roll your own solutions to be as close as possible to the ground. But our job is our job, and I think you have to know how to open up quickly. Doing something internally enables us to find the solution, which is as close as what is expected. We have a partnership with Finalcad .
All this started about a solution developed internally that we're using already. The means of the pure players of the software to be at the right speed and integrate new ideas out without comparison with what we can do. We remain a line of business where there's a lot. Ecosystem is very complex. We need very powerful machines to be able to integrate all this. We don't have the right sciences, so we feed ourselves on the others. There's no interest for us to internalize. We already have enough core businesses. We're not looking to softwares. We just have to bet on the right horse, helping us to move faster. On the acceleration provoked by the crisis, well, what is linked to digitization, yes, of course. We moved faster.
Those who were dilly-dallying progressed like never before in their lives, where there's no tools and with their limits. We like human contact. Distance is not an easy game. Yeah, the company progressed. We talked about the ERP group. Eiffage decided to have an ERP with shared service centers. It made us very powerful to maintain the capacity of billing, cashing in. All this worked perfectly during the lockdown. It helped the speeding up of this in our lines of businesses. We'll go on doing it. The true digitization is the one going to the core of our business. I see it more into the industrialization of our jobs. Both are working together, and we noticed that the locations who are bearing more on digitization turn around much faster compared to a very traditional environment.
Yes, it is accelerating a more industrial vision of our businesses, and I'm convinced that our experience will help us to move faster in this direction.
Virginie Rousseau, Oddo. Traffic.
You mentioned the fact that the summer traffic was close to the level of 2019. Can you elaborate? Is it true for the HGV and LVs? Did you notice or analyze different dynamics? Did teleworking change the uses? Is there a wider diversity of traffic? Do you have an idea of the distance traveled by the users? We have the feeling that Friday nights and Saturdays didn't see traffic jams on the motorways. How do you analyze that? What can you say about it?
With the impact on the S2. Indeed, if we look into July, August, traffic volumes are equivalent to the ones we had in 2019, with an increase in August, with people going on vacation.
This year, we enjoyed mostly French clients, almost exclusively French, with a deficit of foreign clients, very visible in our networks. To be close to 2019, we're very close in both segments, LVs and HGVs. Trends due to teleworking, so far, we didn't notice any major change on the composition of traffic. Honestly, it's difficult to say if things moved or will move in the short or medium term. I don't think there's going to be an impact on the traffic. I've seen studies concluding that teleworking will develop traffic on the motorways, so it's rather complex as an issue, as a topic. Some surveys show that people would rather telework from their countryside rather than from their city apartment.
Some segments of the network are excessively used by to-and-fro traffic between Annecy and Geneva, which was most impacted by the nature of traffic because it is truly an intrinsic characteristic of this motorway, so it's easier to look there. We had also issues with the border. We don't know what is the share for teleworking and the fact that there were some problems of health issues between Switzerland and France. That's what we can say. It's one of the topics we will monitor in the second half of the year. As I said in the presentation, the effect of the restriction of travels in the 100 km area. Well, there was an upsurge in traffic when the restriction of the limitation of travel to 100 km around your home was lifted.
I want to ask a question, additional one.
You said that in July, August, traffic HGV was equivalent to the one in 2019. Do you think that the resumption of the HGV will go faster than the 2008 crisis, when it took 10 years to resume to the same level? Second question about the tenders you mentioned for EUR 4 billion on Grand Paris in the next year and a half. You have enough capacity to win one of the three tenders?
First question regarding HGVs. We never delivered information about the traffic from that point of view. We are all the same elements to imagine something. We did not do it usually, so in this time, we cannot deliver any more information. However, what we noticed, yes, we told it clearly, the HGV traffic as well as the LV traffics are very close to the one we experienced in 2019. Tenders are linked to the Lyon-Turin railroad.
It's not the same teams. We have a work in progress on the Lyon-Turin. We're with the same partners and would be able to take one more batch of the Lyon-Turin because the core of the team is really already existing. Well, there are other tenders on Grand Paris. We didn't say anything in the presentation, but which are going on, and on which we will have also, in due times, teams which will be more and more available.
Additional question, APRR, with a margin resisting very well in the first half year. Staff costs, professional tax, and various local taxes. What can you say about that?
The only thing which can be said by definition, they are proportional. Production taxes are variable compared to the sales, and the decrease is 24%. When the sales decrease by 25%, well, the taxes decrease by the same proportion.
What we may add, we had a very, how should I say, warm winter. We didn't have many expenses.
On the decrease of staff expenses, how did things change during the second half year? Is the partial layoff still working or is it over?
Look, the health situation is stabilized. If things do not go in the wrong way, it's over with.
Staff expenses should be on the rise in the second half year? They decreased by 4% or 5%.
I don't have the figure. I cannot give you figures. They have decreased. Yes, they have decreased.
By some percentage, three, four, five, six, I cannot say.
Are we done with questions in the audience? Apparently so. All righty then. Now we can take questions online in French. All right. We'll have questions in French online. Question number one comes from Elodie Rall from JPMorgan. The line's open.
Good evening. Thank you. Thank you for giving us the opportunity to put the question on the phone. We appreciate this. I hope we can do this in the future. Regarding motorway traffic, a question because you saw some changes in traffic patterns over the past few weeks, in particular because of the quarantine measures, not just in the U.K., but in other countries as well.
Do you believe that this means that it will take a while for traffic to come back to normal over the next few months because of the resurgence of the virus? That was question number one. Question number two, on contracting, you referred to profit margins being degraded, but could you give us a guidance on 2021? We were told that some of your competitors are looking at margin coming back to normal in 2021. Is that your feeling as well? Question number 3 on the capital allocation. You have some acquisitions, but you could also pay out dividends. What will be the deciding criterion on how you will spend the money? How much will go to investment and how much will be spent on the dividend? Regarding acquisitions, you started off with airports, but what is your view on that, on acquisitions in general as well?
Thank you.
Well, regarding motorway traffic, before giving you any numbers, we looked at the numbers last night. We haven't found much, but we have only a few days to go in August, and it's based on that we told you that July plus August would be very much the same as the same period last year. No visible effect as a result of the sanitary measures. The traffic remains unchanged. Regarding guidance, the profit margin has no reason to deteriorate. We know how to work under restrictions. There are some residual effects, but there are fewer and fewer of those because our teams now have taken it in their stride. In any case, we have reason to believe that there will be less of these restrictions than in the past. However, we're more concerned about recurring operations.
Of course, if you go back to previous volumes, we should be able to recoup the margins. Of course, it all depends on the volumes. In our recurring operations, especially roadworks and in Energy Systems, of course, when there are strong volume variations, that has, of course, a big effect on profit. The other issue is recurring operations in Energy Systems with some industrial clients. Some of them decide to adjust some of their operations, so adjustments on our side. There may be some cutbacks there, but that may be compensated by other operations elsewhere. I'm fairly confident that we should be able to redeploy our capacities. In fact, we found ourselves in overcapacity. We had trouble hiring. If anything, we would be more or less back to normal.
On dividends, we said so very clearly, the decision we made not to pay out a dividend was, of course, because of the political context. In the present state of affairs, we were asked, A, to ensure that we should pay our dividends only if we did not resort to any kind of state subsidy. Furlough benefits were applied to a limited extent, also Spain and Germany. We decided, even though we were in a position we could have paid out a dividend, we decided not to do it because of the overall context. Having said that, the board of directors is well aware of the situation. When it comes to deciding on the dividends for 2020, well, of course, the board of directors will take into account the fact that the 2019 dividend wasn't paid out. Regarding capital allocation, there's no change in our policies there.
We are in a position to pay for our own growth, to finance our own organic growth, or external growth, and we will continue to do so in the future. Precisely, in terms of external growth, there are a few acquisitions, some contracting acquisitions that may show up. If such opportunities arise, we will take them, of course. If we have some targeted or specific targets, especially in Energy Systems, we will be looking at that. We're looking at small bolt-on acquisitions, either indeed in France or elsewhere in Europe. Regarding airports, I believe we already explained that our policy is to look at territories. On those territories where we do have a presence, then we will be proactive and deploy all our know-how, so not just for contracting, but also for concessions. Of course, our main territory is Europe, needless to say.
We will be looking at greenfield PPP concessions. Of course, these are the most attractive because we provide most of the value added. Of course, we have an integrated offer whenever that comes about.
Well, thank you very much.
Thank you. The next question comes from Nabil Ahmed from Barclays. You have the floor. Please put your question now.
Good evening. I had three sets of questions, if I may. Number one, could you give us a figure for the furlough benefits that were the expense in H1? What's the effect on the cash position? Well, not just that, but also the various forms of financial support. How much did that cost you? Still on costs and on construction margins, I wasn't quite sure how you arrived at your numbers.
You have additional costs because of the sanitary restrictions, and then there's some business that was taken out, some revenue that was taken out. At 30 June, you had not signed with all your customers on the distribution of these additional costs. Did you take provisions to take on board this degradation in productivity in H2? As a follow-up question, now that you have a modus operandi with your customers, can you expect an improvement, in fact, in the profit margins in H2? Second question, can you tell us about order intake over the summer? For recurring operations, you mentioned the fact that there were delayed municipal elections. Still, regarding private clients, private customers, what do orders look like?
Final question, you have the climate measures and a number of stimulus packages that have been put out. Can that mean more opportunities in the medium term?
Regarding furlough, it cost us about EUR 50 million in reimbursing these costs. You have EUR 40 million in France and EUR 10 million outside France. This is where we reimburse that cost. The payroll taxes are less. If you work it out, had it not been for the benefits of these furlough benefits, the results would have been different. In any case, the profit for the period and the cash position for the period has been affected. Give or take a few million. Of course, when we put in a request for reimbursement, we got the money more or less immediately. Of course, when that money came in, it meant that the loss was less.
The additional cost because of the pandemic and degraded productivity and consumables and additional overheads, cleaning and such like, of course, there was an increase there, and that was recognized in H1. In accounting terms, we wanted that to be only considered in H1, and that should not be spread out over the year because we took it as a loss for H1. Conversely, whenever there was an agreement from the customer to cancel a charge, an expense that was written immediately. I don't believe there will be further claims in the weeks and months to come. All the cases were taken care of in due time, it's unlikely that there should be new developments that would have an impact on our numbers, on our figures after 30 June. Especially on long-term contracts, everything was integrated in our budgets.
Of course, for additional costs, all the additional costs were factored in, and they are marginal debt. The main impact was felt at 30 June, both in terms of income and expense. When there was an expense, we booked it, we recognized it, but likewise when money came in. Now, this quarter now, we're only halfway through the quarter, and we don't have the numbers in real time. We get the numbers at the end of the period. At this point, we only have the numbers for July. Of course, there's less business in the summer anyway. I don't think we have much to tell you for the quarter. We did have major orders, the headquarters for RTBF in Belgium, but for recurring operations, it's early days now. We can't give you the trend or, well, the numbers for sure. We're looking, monitoring the situation.
The main chapter is municipalities. The main concern, as we said, was the municipal elections were delayed. 31,000 mayors were elected in the first round of elections, but when we have a conurbation with several towns, it simply doesn't work. A lot of everything was on hold. You had this postponed elections, you had the summer holidays, we'll have to wait till September to see if operations resume on a normal footing. Of course, government authorities would like things to get back to normal, we'll see how it goes. We can look at the number of call for tenders, and see that as an indicator. A final point. Yes. Regarding the climate measures. More generally, the one area where everything is clear is the German plan, because they know exactly what they want.
Our people in Germany take a look at the stimulus plan, see if they can provide anything, and of course, if they're in a position to offer anything, they do so. That's Germany. In France, there are a few areas where we have some visibility. A number of decisions were made as part of the stimulus package. There is the case for the automotive industry, for the aviation industry. There again, we are in a position to offer solutions, and this has been covered by these stimulus packages. Of course, the big question mark is on the energy transition for buildings, and that is, of course, part of the announcements to be expected in the coming weeks. In this respect, we also have a portfolio of solutions that we can put forward. Of course, it is for us to become accelerators.
We're not talking about huge developments. What we told you about truck drivers and Recytal, these are small projects, but with a significant effect. Of course, the more significant the effect, the more this draws attention, and we will be in a position to have pilot sites all over the place. It is underway, indeed. We sent our climate report and our biodiversity plan to many of our clients, now people want to hear more about this. They want us to come and give presentations. The public, the general public, voters expect their local authorities to take action, very often they don't quite know how to go about it. If we come up with a portfolio of solutions and with solutions that will make a difference, this is an opportunity for us. Is this short, medium, or long-term?
A couple of years ago, I would have told you medium-term, but now it can be short-term, it can be almost immediate, and so that's, of course, excellent news.
Thank you. If I may put a final follow-up question, just on the working capital requirement.
You have less of a requirement than same period last year, might you expect a resurgence later this year in H2? Well, of course, when there's less operating profit, it means that there's less cash. If there's more in H2, well, yes, there might well have be more of a WCR. There was some cash paid out in July. It will continue in August, but that's simply because there's been a delay, a lag, in the cash position coming in and going out. Of course, that will reflect as a new working capital requirement. Since because there was some operations, some good business done over the summer, we can expect cash to come in at the end of the year. We don't expect much of a change in WCR over the year. I'm not in a position to tell you more.
Of course, there will be a low point at the end of Q3, where the money has gone out and the cash hasn't come back in.
Right. The next question comes from Nicolas Mora from Morgan Stanley in the U.K. You have the floor. Please go ahead.
Good evening, gentlemen. We had a fairly exhaustive presentation, but, on Energy Systems, what's the order book like? It looked like it was quite robust. Did you take in some big contracts in Energy Systems? When you negotiate receivables with your clients, you said there was no big changes in H2, but I believe that you took big provisions in H1. The idea being that you would be able to have some room for maneuver in H2. Now you're telling us that there won't be much happening there, so could you give us details there? Yes.
Regarding contracts between local authorities or with industrial customers, are there any weak points in the pipeline? Are there situations where private clients in the construction business, in property development, is that where the weak point might be? That's for private clients. Apart from local authorities and industrial clients, are there other things that keeps you awake at night, looking especially at construction and private clients?
On your first question, Energy System, we had some significant contracts that were discussed on Grand Paris Express, because especially at Eiffage, at Energy System, to do a lot of goodwill activity, but still have significant contracts, specialized, and also an activity which is rather dynamic on the Spanish side of the operation on solar farms and last leg, the African contracts.
It's been several half years we're in a weak position about the export globally in Africa, distribution of electricity, transportation of electricity lines and stations. Well, we homed a certain amount of contracts in this program, mainly initiated by President Obama, wishing to make a large gift to Africa for electrifying it. Well, it's quickly EUR 40 million-EUR 50 million per contract. It's rather heavy contracts. The other effect is that we are rather French in terms of average of activity, percentage of activity. We had an activity rate more impacted negatively. What we didn't do remains in the book of order for the future. On the client negotiations, nothing to add. We didn't over-provision H1 to ease H2, no. No such thing. I have nothing to add to what Christian said earlier. We can note a certain amount of public clients, especially French, with important discussions.
We were heard when we said we have to try to put the general framework enabling to help public clients, especially in the local areas, telling them what they could take and what they could not take. We shared with the government that the worry after the lockdown would be in protracted discussions, who would take the brunt of this or that rather than negotiate the contracts.
We were heard. The French government did a good job explaining what could be done, what could not be done, not impacting the private sector. For the public sector, it helped to move things quicker. This is why we do not expect important effect at H2. Whatever was done in H1 is already in the books. The weak points. Still, this topic around the local governments and municipalities might have several effects. A direct effect on roads, motorways, part of the jobs of energy system, and medium long-term on the building permits impacting Eiffage Construction and its real estate, but also as a designer of buildings for other builders. One element on which we can be sensitive is that we're aware that a certain amount of red tape bureaucracy was blocked.
Teleworking made that nothing happened. It's clear that the new elected mayors and municipal councils didn't start working. We have to wait. If everybody was working from home, it will be much more difficult to move forward for call for tenders and decisions to be taken locally, generally speaking. This is really the most sensitive part. The postponement of orders. No, we didn't notice it. It's not a stoppage, but maybe a postponement. Another element that I share with Olivier Genis is there won't be tertiary programs started just like a blank check like we've seen before the COVID. This will not be the case. Given the load of work, you see no need to go back to the restructuring we witnessed in 2014, 2015. Today, the operations are very low level.
You don't feel like restarting that concessions building sensitive to the decrease in volumes that would require restructuring. Olivier, can you answer that one?
Answering a question raised earlier. Since the end of the lockdown, we came back to an intake of orders equal to the one we experienced previously. I have no concern. As Benoît said, we'll have to see what's going to happen in months to come. We're very aware about the structure costs, and every month we see and we look where it could go wrong to anticipate a possible reorganization. For the time, this is marginal. We have no weak signals on the order intake, even if it's very diversified. We have three sectors which are sleeping is the tertiary, the accommodation, and shops. We hope that the fourth sector will be developed itself. Major question, what's going to happen with real estate?
It's 40% of our activity. According to the measures taken and their efficiency, new and refurbishing, it would offset some decreases in markets in other sectors. Laurent.
On the roads, we took a measure as to slow down with the investments. It was a decision, an immediate decision. Looking into it, how it's going to evolve in the months to come. On the production means by themselves, especially the staff, efforts were made largely before the COVID. We worked in 2019 with short-term contracts employees. Of course, we do some thinking, but it's permanent on the adjustment of our overheads and the decrease of those overheads for the end of 2020 and 2021. Guillaume Sauvé .
Civil engineering, metal, we're on long-term contracts. We're still hiring with a volume of short-term contracts, which is important, gives some visibility on the short term.
Benoît quoted a certain amount of operations on the long term, like the Lyon-Turin and the Grand Paris area. We will remain on those operations, which are rather structuring. We have some operations that will take the relay once the Grand Paris works will be finalized. We see an evolution on the medium-sized projects compared to the Grand Paris contracts of EUR 50 million, EUR 100 million. I have in mind some operations for military. Third is Metal. Good traction for offshore and wind farm. That was the strategy that led to the acquisition of Smulders a few years ago. No worry on the short term, but we're looking to what's going to happen in years to come. "What will be saved, will be saved," says the gentleman. Thanks to all of you.
I really think, in conclusion, regarding this issue of awareness and the fact that we are quite secure about the volumes, is what shouldn't be forgotten is during the major restructuring done several years ago, we took a lot of volume without having a progression of our overheads in parallel. We're much more flexible today than we were some years ago in our businesses. The dimension of the structure and the agility when one line of business is not doing as well as the others, is really an awareness for the teams of all our teams.
Next question, Stéphanie [Balse], ABC, Hong Kong.
Good evening. You almost answered to most of my questions. Sorry if my questions were already asked. First, participation of 5% in Getlink. What's your strategy? Can you increase the capital? Second question, regarding the airports of Toulouse and Lille.
They'll suffer more than the highways, motorways. What are your expectations regarding those airports? What is your contract of regulation with those two airports?
Participation in Getlink, our situation is the same as the one we had in the past half-years. We're still convinced about the interest of this asset, the interest that one industrialist might have in improving its competitiveness. We're very focused on the entrance price. The share price of Getlink is not matching a capacity to strengthen our position. On the airports of Toulouse and Lille, the issues are slightly different because on Lille, it's a delegation of public service that we won on a tender with a program, an important program of development and CapEx on the span of the 20 years of the concession. Given the traffic and new dimensioning, we will have the possibility to adapt the phasing.
Globally, the phasing will remain the same, but we'll start with a lesser part at the beginning rather than what we thought of doing initially. Today, the traffic of Lille resumed in a more important way than the one of Toulouse, since there's no effect of the shuttle between Paris and Toulouse, which is quite important. It is impacted by the non-opening of Northern Africa, which is an important area for this airport of Lille, namely. On Toulouse, we are on a path of turnaround. We have no real guidance. We're just noticing what's happening. We imagine upturns
Similar to the one of the union of the French airports. We do not expect to resume a level of traffic before 2023. You had a question about regulation. Lille is an airport beyond the threshold of a certain amount of passengers who were somewhere out of some regulation. We have a curve of sharing the profits above a certain amount of customers sharing with the owner of the airport, I mean, the state. Toulouse, we had to have a decrease of tariffs and discuss a new grid of regulation. All this was postponed because we don't have the elements and the capacity to set a framework for this discussion. We are on an extension of last year's tariffs. No decrease in tariffs in 2020 as the tariffs of 2019, which were already those of 2018.
What we think is about regulation, quote-unquote, during the year, expecting the new framework that the DGAC will share with all of the airports to define a regulation contract. For the time being, we're unable of doing it. As you know, the contracts of the regional airports in France have grids of economic regulations. The impact we experience today will be part and parcel of the negotiation that will take place when it will take place.
Thank you very much. No more questions in French, we have one question in English.
The questions come from line of Gregor Kuglitsch from UBS. Please ask your question.
Hi. Thanks for taking my questions. Many have been answered, so maybe a couple. Just if you could provide us with some guidance, maybe for the next two years, or indeed beyond, for concession CapEx. I think there's been maybe some rephasing, so if you could just help us out there, please, on so concession CapEx is the question? Then just to be crystal clear what you're saying on margins. What I'm hearing is that you're saying your operating margin in contracting, which last year was 5.4% in H2, shouldn't be materially impacted by COVID. In other words, you're saying broadly flat, just to be very clear that that's what you're communicating today? Thank you.
Right. Regarding concession CapEx, we did give you the numbers for APRR. You have EUR 405 million in 2020 instead of EUR 500 million, that will be postponed to 2021. It moves from EUR 400 million-EUR 450 million, including EUR 350 million on APRR without any additional concession CapEx. Over and beyond APRR, there is an important issue, and that is the new Greenfield A79 motorway in the Allier department in the southwest of France. Here we're looking at EUR 200 million in CapEx this year, EUR 300 million in 2021, and the residual EUR 50 million in 2022. That's for the A79. For everything else, we have a few PPPs that we had for buildings. We have a aquatic stadium.
We have a leisure port, plus airports, but that, of course, we halved what we're looking at in terms of CapEx, and so we're looking at about EUR 100 million in CapEx this year, EUR 150 million in 2021, and about EUR 120 million in 2022. If you add it up, you get the concession CapEx of EUR 750 this year, EUR 900 million in 2021, and EUR 550 million in 2022, with the end of the work on the new A79 motorway. Is that clear?
Yep.
Thank you. There are no further questions.
Regarding the profit margins, what I was saying earlier on the effect of COVID on the way we generate productivity, well, there's less and less productivity impact of COVID. We are looking at intrinsic profitabilities similar to pre-COVID numbers. In this respect, we don't expect much of a change. Regarding the other effect, where we don't have full visibility is volumes. The profit margins, the percentage may remain the same, if volumes remain the same, profit numbers should be the same, income numbers should be the same, because productivity will be essentially unscathed.
Yes. Well, of course, it all depends on how much we will be able to do in H2 this year compared to H2 last year. We are looking at revenue. We said that in our press release, revenue to be slightly down in H2 in terms of volumes then. Therefore, profit should also be down. Then there would be a marginal effect of, well, in some cases, indeed, working under COVID restriction means that there are some productivity impacts. We'll see six months down the road how much we were able to do and how much we can expect to do in 2021.
Gregor, can I just confirm there are no further questions from you?
Thank you. Yes, that's fine. Thank you.
Thank you very much. There are no further questions on the English line. Thank you.
Further questions from the audience. We'll take a last question from the audience here.
[Foreign language] Guillaume.
Thank you. I would like to ask about roadworks and infrastructure. The profit numbers were 415 basis points down. That's true for roadworks. Is that true for infrastructure as a whole?
Well, we don't give out individual numbers, but of course, in roadworks, the degradation is worse because we do mostly our roadworks in France, less so internationally, and we have more fixed costs in France, and it works both ways. Of course, when we work at full volume, this is accretive, but conversely, the fixed costs are relatively higher when there's less business, and so the profit margin goes down there, too.
Right. Well, if there are no further questions, thank you so very much. Thank you to those of you who came to the auditorium, and of course, to all of you following us online. Of course, look after yourselves. See you soon. Bye-bye.