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RATP’s new strategic guidelines

Elisabeth Borne, chairwoman and CEO of the RATP Group, met with the press on 3 November 2015 to present the Group’s new strategic priorities. The Vision 2020 plan, approved by the French government in 2012, consolidated the Group’s future in the Ile-de-France region and launched new momentum for its development both in France and abroad. This plan, along with the new STIF contract for 2016-2020 signed in October, lays the foundations for RATP’s strategic trajectory.

 


Zoom_elisabeth_borneTo anticipate and meet the challenges facing RATP today and in the future – especially with the programmed opening of its historical bus network to competition and the implementation of the Grand Paris network, and to ensure ongoing improvements in the quality of passengers services – it was necessary to adopt new strategic guidelines in keeping with these stakes.

In a competitive environment, which calls for the group to stand out by proposing the highest international standards, the RATP Group’s ambition is to embody sustainable mobility and smart city on behalf of passengers.

To achieve this ambition, the Group has identified three top priorities, addressed by 10 concrete working areas:

Chantier-8Priority number one: passenger service. The goal is to strengthen the technical excellence of RATP and its subsidiaries in order to remain the benchmark for quality service;

  • 1st working area: position RATP as an international group offering the highest global standards
  • 2nd working area: reinforce the Group’s culture of safety and security
  • 3rd working area: enhance the Group’s engineering performance on behalf of internal and external clients
  • 4th working area: mobilise the entire company around the RER

 

Chantier-7Priority number two: innovation. Be it the rubber-tyred metro, the world’s first full-gauge automated metro line, or the automation of the first classical metro line without any major traffic disruptions, innovation has always been part of RATP’s DNA. Today, the Group must build a comprehensive, cross-functional and ambitious innovation procedure to become one of the leaders in connected mobility. This will be the mission of a new department dedicated to strategy, innovation and development.

  • 5th working area: develop the Group’s capacity to innovate still more and faster
  • 6th working area: continue to be on the leading edge of social innovation and to keep people at the heart of the Group’s development
  • 7th working area: use the metro to leverage the RATP Group’s development in France and abroad
  • 8th working area: create new customised, digital services

 

Chantier-6Priority number three: the sustainable city. In terms of CO² per passenger, our metros, RERs and trams generate 50 times less CO² than cars. But RATP wants to go further. For example, with the Bus2025 plan, which calls for a fleet of 4,500 buses that are 80% electric and 20% biogas within the next ten years, RATP will be the world leader in green buses.

  • 9th working area: build on the Group’s economic, social and environmental contribution on behalf of urban challenges
  • 10th working area: modernise the so-called “surface network” (bus and tramways) to prepare for the arrival of competitors

 

New strategic guidelines require new working methods. The implementation of RATP’s strategy will be based on listening and an ongoing dialogue:

- Listen to passengers, who will be consulted more regularly in order to imagine the services of tomorrow, services that are ever more adapted to their needs.

- Listen to employees, with the launch of major internal consultations on the future challenges facing RATP by the horizon of 2025.

- Listen to the transport organising authorities and local representatives, the company’s day-to-day partners.

 

Updated on 3 November 2015