Company business plan
The “Ambition 2012, à nous de faire aimer la ville” (It’s up to us to make people love the city) Company business plan was launched on 4 February, 2008 in the wake of a long debate in which all staff members took part. The plan defined five main priorities translated into 22 projects. The implementation of the plan aims to amplify change dynamics and place the RATP group in a position to deal with future challenges. For each project, the process is coordinated by pilots and coordinators from all of the company's departments and professions. When these projects reach a sufficiently advanced stage, they are closed and incorporated into the company's normal processes.
The 5 objectives of the Company business plan
1. Innovation and customer service: Gaining passenger loyalty and influencing local officials by building RATP’s service and innovation capacities.
2. Growth strategy: Gaining a foothold among the global top 5 by accelerating conquest dynamics.
3. Economic and financial performance: Building a durable and high performance business model to develop the means for the Company’s ambitions.
4. Integration and cross-departmentality: Successful integration to provide our passengers with the widest possible range of services.
5. Extracting value from human resources: RATP’s men and women must be motivated to drive the Company business plan.
The 22 priority projects
1 and 2) Improving
customer service quality
3) Drafting a catalogue of Group services
4) Reducing congestion on the metro, RER and surface networks
5) Enhancing the industrial apparatus through a sustainable legacy policy
6) Defining an information system master plan
7) Playing a full role in the Île-de-France orbital metro project
8) Tripling subsidiary revenues
9) Diversifying and modulating our transport services
10) Serving sustainability by building engineering capabilities into RATP’s strike force
11) Right sizing investments
12) Achieving annual productivity gains of 2% to create room for manoeuvre
13) Transforming the purchasing and sourcing functions into performance tools
14) Working together to cut costs
15) Deploying a multimodal passenger information system across all of the networks
16) Improving risk management
17) Improving internal and managerial communications to increase challenges
18) Building career paths adapted to the Company’s development needs
19) Adopting shared benchmarks for local managerial competencies
20) Decreasing absenteeism by one day a year
21) Improving the Company’s attractiveness
22) Supporting change through social dialogue
A 23rd project in 2010: "Become a paragon of sustainability"
At the midway point of the 2008-2012 Company business plan, the 22 projects are well underway. Six projects (3, 4, 7, 9, 16 and 17) have even sufficiently attained their objectives to be fully incorporated into RATP processes.
In line with its global strategy and values, RATP wanted to intensify its collective sustainability efforts; it therefore launched a 23rd project aimed at making RATP "a paragon of sustainability". This project's areas of focus are eco-mobility, lower energy consumption, exemplary professional practices and an equal opportunities policy.