Jean-Pierre FARANDOU
Biographical note
Jean-Pierre Farandou has been President of the Executive Board – Keolis Group since August 2012. He was General Manager of SNCF Proximités from 2006 to 2012, after being Managing Director of Keolis Lyon from 2005 to 2006. Previously he took on the role of HR Manager, Deputy General Manager of the Long Distance Passenger Division and Regional Manager, SNCF Rhône-Alpes.
Jean-Pierre Farandou has been Chairman of UTP since June 2015. UTP is the professional association of public and rail transport. It brings together more than 220 full members and associated or partner members who represent the entire sustainable mobility chain.
Presentation 1: The social framework of French urban public transport: how to adapt to changes?
The rise in self-driving vehicles and smart transport systems, greater demand from passengers, ageing employees in the sector, increased safety issues: France’s urban public transport is having to deal with some major changes. In a bid to work through these changes and prepare businesses and employees for them, the UTP is focusing efforts on forecasting how occupations are evolving and encouraging the development of professional training. To meet the level of service quality and reliability expected by passengers, and to remain competitive in the face of competition from new transport options, changes in regulations could be examined together with social partners.
Presentation 2: KeoLife: The Keolis corporate programme dedicated to continuous improvement
Built around seven workstreams KeoLife has provided a clearly defined business vision since its launch in 2013: to support all Group subsidiaries in continually improving their performance and in sharing best practices to develop a culture of service excellence.
In its goal to make public transport increasingly attractive, Keolis has translated its philosophy ‘Thinking like a passenger’, one of the seven workstreams, into action placing service excellence and customer relationship at the heart of KeoLife.
In 2016, KeoLife cemented its role as the Group’s shared framework through which each subsidiary can develop their own action plan, in line with local needs. The ‘Full Deployment’ phase of the programme also began, encouraging all employees to become involved.
