Why RATP au féminin?
The “RATP au féminin” program was launched in 2017 as part of the 2025 Challenge strategy plan and is aimed at all group employees – both men and women. It intends to encourage and facilitate women’s access to all our professions. Promoting diversity and parity is still its primary objective. It makes it possible to create a network of relations to share experience and advice, but also to counter isolation in teams experienced by some women.
On a more general level, the program benefits all employees, because it generates proposals to show new management and organisation models and to create a better work environment.
What method did you adopt to structure the program?
We began by taking stock of the situation based on data in the RATP comparative situation report with each department director along with his or her human resources manager. The key findings of the shared analysis are the major disparities between support and core business functions. Management committees apart from bus and metro divisions have a stronger proportion of women essentially in support functions. Internal and external pools do not have enough women for all departments, which makes it harder to find applications from women when jobs become vacant. Women are practically not represented in training curriculums in the maintenance sector for all categories.
We then commissioned the independent agency OpinionWay to conduct a study of a sample of 7,500 employees with three major objectives in mind:
- Better appreciate the career and experience of women employees at RATP in the day-to-day careers
- Identify their needs and expectations to make the most of their careers on a daily basis and change their careers within RATP along with those of their women reports if they are managers
- Identify the stakes in the “RATP au féminin” project and avenues for action to be implemented.
The study helped us create a map of employees’ needs and expectations.
What are the program’s objectives?
The preliminary analysis phase highlighted four avenues for work around which the “RATP au féminin” program is structured:
- Balancing career and personal life (parenting actions)
- Changing work environments (greater proportion of women in executive and team bodies, actions in managing relational difficulties between men and women)
- Making women want to aspire to positions of responsibility, helping them project (actions to demystify functions on the development of women’s leadership); the attraction of the company (promoting the recruitment of women, enhancing the image of RATP jobs for the general public).
To achieve these objectives, the “RATP au féminin” coordinates a network that spans across the company and interfaces with the ‘business line/domain’ networks in departments and supports the implementation of their actions.
These networks are intended to offer gender parity, but also offer the possibility for women to make use of the discussion times made available exclusively to them.
What kind of initiatives are you implementing with departments and subsidiaries?
The “RATP au féminin” program works to enhance the visibility of professions in RATP by highlighting the women in those jobs. The programme also offers women employees the possibility of support in their various career approaches, for example when they join the company or move into a new position. It can also help some forge a network of relations to share the experience and advice, but also to overcome isolation in teams, which is felt by some women.
The actions proposed by the program are structured around conferences focusing on various themes (countering stereotypes, unconscious prejudices, etc.), analysis seminars (helping women to integrate in teams), implementing networks of discussion, attendance at external seminars.
To facilitate buy-in by each department, the “RATP au féminin” program supports them in implementing concrete actions tailored to their work environment, and which can vary significantly from one department to the next and within the same subsidiary. We are talking here about tailored actions meeting the specific features of each business and/or organisation. This is one of the success conditions for the program, just like the commitment by executive teams in applying the program as a whole.
In 2018 the target is to raise awareness for each employee about adopting a dynamic role in gender parity.
As a corporate citizen, RATP must promote equal opportunities to all jobs and business lines, including those with major responsibilities. I am delighted to carry the commitment I have felt for many years as part of the “Grandes écoles au féminin” organisation in my role as sponsor of the “RATP au féminin” program. The many tasks I have carried out in this capacity have given me a clear idea of effective actions in this field.
To support our ambition to stand out as a special partner for smart, sustainable towns and cities, gender parity and, more generally, diversity, are major assets in ensuring a better understanding of our customers’ expectations and capturing new contracts.
General management has accordingly aimed to include increased gender parity as one of the programs in the 2025 Challenge strategy plan, which can be seen in the implementation of the “RATP au féminin” program.
By including parity marketing at the core of our HR policy, we are giving ourselves every possible opportunity to attract new talent concerned by the issues of justice and social diversity. But we are also helping to improve creativity and innovation in our company by diversifying ways of thinking and cultural references. The “RATP au féminin” program must be one of the vectors of our collective commitment to making parity progress in our organisations.