Why and how does competitive tendering drive improvements in mobility?

Laurent Probst IDFM
Laurent Probst, Managing Director of Île-de-France Mobilités Rédigé le February 20, 2024
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“We cannot think about mobility without thinking about urban planning. The way a city is designed and organised ultimately dictates mobility flows. So if we want mobility that is smoother and more sustainable, urban planning needs to integrate these issues from the very beginning. This means we must stop thinking of the city as a stacking of neighbourhoods or functions, and instead see it as an ecosystem where mobility is the link that brings the whole together. And this is where urban furniture plays a key role, because it sits at the interface between public space and the user. It must be designed to facilitate movement, provide real‑time information, and make the city more legible and accessible for everyone.”

Laurent Probst, Managing Director of Île-de-France Mobilités, talks about the importance of competition in the transport sector.

 

This competitive bidding is regulated. We have contracts and we finance public operators. We provide them with guarantees against possible crises, as we saw with Covid. These contracts also provide a social framework: we have a charter of social commitments which guarantees that employees who are transferred will retain their social benefits, working conditions and salary.

The results of competitive tendering are there: on all the networks we have put out to tender, we have seen an improvement in service quality. Taking the example of regularity on former bus lines, we had a regularity of 86%, which we managed to increase by 2% on all networks.

This competitive bidding is regulated. We have contracts and we finance public operators. We provide them with guarantees against possible crises, as we saw with Covid. These contracts also provide a social framework: we have a charter of social commitments which guarantees that employees who are transferred will retain their social benefits, working conditions and salary.

The results of competitive tendering are there: on all the networks we have put out to tender, we have seen an improvement in service quality. Taking the example of regularity on former bus lines, we had a regularity of 86%, which we managed to increase by 2% on all networks.

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