Continuous and lively dialogue
Improving the quality of the services passengers receive requires constant dialogue within the Company as well as quality dialogue with staff representative organisations.
Social dialogue, driving change
Social dialogue is a crucial factor in RATP's development process, since it helps everyone to adopt the same overall objectives and gets social partners involved in their implementation.
The dynamism of the contracts policy is testament to the vitality of social dialogue within the RATP group: several dozen agreement protocols are signed each year by Company management and social partners. They affect all aspects of corporate life (training and career paths, gender equality, etc.) and are part of a change-oriented logic that optimises corporate performance.
Listening and dialogue to reduce conflict
Social dialogue has helped RATP forge social prevention tools which have proven their effectiveness since 1996. The "social alarm" tool gives social partners and management time to talk things over whenever there is a risk of a conflict.
An innovative new mechanism called "request for attention" was added to this tool in 2006 to prevent individual conflicts. This prolongs, on an individual level, the "social alarm" dedicated to collective conflicts.
A participatory approach
The drafting of the RATP group's 2008-2012 Company business plan involved all 45,000 employees via work groups and discussion forums. This participatory method resulted in 9,000 proposals and identified several action plans. The RATP executive committee validated this work, which represents a corporate vision shared by all employees.