01. Good to know
Good to know
The RATP Group’s new strategic priorities, defined in late 2015 by RATP Group CEO and Chairwoman Elisabeth Borne, led to the elaboration of a new strategic plan for the company
entitled “Défis 2025”. Elaborated as part of an in-house participative process launched in 2016 (to date, employees throughout the Group have submitted 70,000 contributions and comments), “Défis 2025” was approved by the board of directors on 28 February 2017.
02. Exemplary passenger services
What people expect from public transport is evolving. Passengers want safe, reliable and comfortable transport services, but also flexible offers, personalised information that is put into context as they move about the network, and additional stores and services. To meet their expectations, we place the passenger’s needs at the heart of our concerns, doing everything we can to be the reference for quality service in public transport.
03. Innovation in all our lines of business
Innovation is part of our Group’s DNA and provides key leverage for our development. Through innovation, we remain at the forefront of our sector, where we can lay claim to several world firsts. Today we encourage innovation methods that are rapid and agile, and practice an open approach to innovation to make the most of new digital technology and our numerous partnerships with start-ups.
04. A key player in the sustainable city
Our experience in sustainable mobility makes our Group a key urban player. We explore innovative solutions to save energy and natural resources, and to fight climate change. We build close relations with all our stakeholders to strengthen our social, economic and environmental contribution to the city of tomorrow.
05. 10 challenges for 2025
The “Défis 2025” plan is structured around 10 challenges to enable the Group to fulfil its ambitions. The 10 challenges are outlined below:
Assert ourselves as an international group with the highest global standards
By strengthening our position in the Île-de-France region and by pursuing our development outside of our historical home base, we enrich both our experience and expertise, and bolster our economic model. Attentive to changes in our working environment, we strive to develop a group culture focused on ongoing improvements in our performance.
Place the client/passenger experience at the heart of our actions
Attentive to our passengers’ expectations, we want to offer them an evolving line of services that are tailored to their needs and take full advantage of our staff’s presence in the network. We modernise our spaces by keeping in mind the station of tomorrow.
Rely on the company’s women and men, the motors of the Group’s performance and development
Historically a trendsetter in social innovation, our Group places people at the heart of its development, within a collective framework that fosters confidence and agility. We will further strengthen the attention we give to the career development of each of our employees and their daily experiences as part of a stimulating working environment.
Propose modern, high-performance ground transport services
We are positioned as both a global player in ground transport and a world leader in green, connected buses. The tramway must be enhanced as a transport mode, and as a contributor to our group’s development.
Mobilise our company behind the RER
With the ambitious investment programme we currently have underway, the modernisation of our organisational procedures and the general mobilisation of our staff, we should be able to significantly improve the passenger experience on the RER, the backbone of our heavily travelled regional transport network.
Use the metro to leverage the Group’s development in the Île-de-France region and across the globe
In addition to the modernisation of our metro network in the Île-de-France region, upcoming bids to tender on the Grand Paris Express and international projects open major development prospects for our Group, which has forged an international reputation for our expertise in automated metros.
Develop our engineering performance on behalf of domestic and international clients
While we have proven the effectiveness of our integrated engineering model through the realisation of major extension operations in the midst of an operating network, we must further improve its performance (risk control, turnaround times and costs) to better respond to the expectations of our domestic and international clients.
Bolster the Group’s culture of security and safety
The security and safety of our mobility services and our passengers, as well as fully controlling the many risks associated with our business, are part of our core commitments. They are the daily concerns of all our teams. This is particularly true in a period marked by major technical developments and an unprecedented pace of investment in the Île-de-France region.
Strengthen our contribution to the challenges of a sustainable city
We demonstrate excellence through our ambitious policy of corporate social responsibility, our resolute commitment to reduce the Group’s carbon footprint, and our active participation in territorial development.
Accelerate the company’s digital transformation
We want to take advantage of the opportunities offered by digital technology to build a closer relationship with our passengers and to improve their mobility experience. The digital revolution currently underway calls on us to accompany our employees in this transformation, which is a
necessary condition for strengthening the Group’s operational excellence, in the name of sustainable, urban development.
A group that listens
To implement this strategy, we must be attentive and maintain an ongoing dialogue by:
- Listening to our passengers, who are regularly asked to imagine the services of tomorrow that will be ever better adapted to their needs
- Listening to our employees, so as to develop an attentiveness to our employees’ concerns that mirrors our focus on passengers.
- Listening to the transport organising authorities and local officials, our company’s daily partners.