The TOUS SNCF Ambition Réseau strategic development plan steps up the development that began in 2018 with the Nouvel’R programme, which aimed primarily to improve operational quality. This new approach signals the company’s commitment to expand existing efforts as well as adding new elements.
The focal point of all today’s ambitions is customer satisfaction.
As a result, a great many performance targets have been set, both for core business activities (operational and service quality, operational safety) and in cross-functional areas such as sustainable mobility, profitability and regional relationships.
The TOUS SNCF Ambition Réseau plan describes the levers for transformation required to meet these targets in 2 to 10 years’ time via phased, systematically prioritised courses of action.
The key strategic directions
The TOUS SNCF Ambition Réseau strategic development plan plots the course for 2030 based on four guiding principles:
- Total customer focus
Develop a strong, proactive customer-oriented culture by triggering a cultural shift in which every decision or action we take starts with the customer. - Demand for operational quality
Focus our efforts on modernising the network, offering train paths and operational reliability, answerable only to customers. - Imperative of operational and workplace safety
Regard everyone's safety as a prerequisite for everything we do. - Break-even
Achieve a self-imposed balanced cash flow by 2024.
Main areas focus
There are six strategic pillars underpinning these directions. For each pillar, SNCF Réseau is setting a specific target, identifying its strengths and what it needs to do to address the different issues. Performance indicators are used to measure progress in these focus areas, with quantified, time-bound targets.
Aim Develop the share of rail in passenger and freight transport by fulfilling customers’ needs (transporters, public transport authorities, manufacturers).
Example performance indicators Customer satisfaction index: 7/10 in 2026.
Aim Committed employees who are proud to work at SNCF Réseau, optimistic about the future and whose efforts are acknowledged. SNCF Réseau is an employer of choice that trusts its staff and is a good place to work.
Example performance indicators Employee satisfaction/engagement index: 66% in 2026.
Aim
- Operations and services: run trains in line with the commitment to increase punctuality, improve the way that works are organised and manage incidents and crises better.
- Maintenance: improve overall maintenance performance by strengthening its contribution to safety and punctuality, at the same time as optimising costs.
- Projects: design and deliver successful projects that live up to the service promise, on schedule and in line with economic objectives.
Example performance indicators
- Opérations and services : departure punctuality of 90%.
- Maintenance: keep delays attributable to SNCF Réseau below 4%.
- Projects: meet quality, cost and completion timeline targets for 90% of projects in 2023.
Aim Achieve break-even in 2024 to ensure the longevity of the company and generate the financial leeway to safeguard its investments.
Example performance indicators
- Development of traffic: +9% in 2026.
- Increased revenue: +20% in 2026.
Aim Leverage its policy of environmental and social responsibility to foster credibility and trust amongst customers and regional authorities.
Example performance indicators
- Collection by 2025 of 100% of the materials used in track construction (rails, sleepers, ballast, overhead contact lines) in order to recover them.
- Reduce carbon emissions by 35% by 2030 via a circular economy policy.
Aim Provide a level of operational and infrastructure safety and security that ensure a leading role in Europe.
Example performance indicators
- Reduce the number of Notable Safety Events(1) linked to rail infrastructure operations by 35%: from 114 in 2018 to 74 in 2026.
- Reduce the lost-time workplace accident rate at SNCF Réseau by 35%: from 10.5 in 2018 to 6.8 in 2026.
Local roll-out by individual facilities
SNCF Réseau handles the practical aspects of the strategic plan to ensure consistent, impactful implementation from head office to regional operations. The company achieves this by making the specific challenges and issues facing each individual entity a central focus of its efforts. In an environment of trust and empowerment, facilities decide independently on how they will achieve the set objectives, thereby ensuring local ownership of the strategic development plan.
A PLAN FOR A WORLD FULL OF CHALLENGES AND OPPORTUNITIES
The world faces some major structural challenges, with growing demand for mobility, the ecological transition and now, the risk of epidemics. Current social, environmental and technological trends are all creating opportunities that SNCF Réseau plans to exploit, despite the challenges of the economic environment. In 2021, the business is turning a corner with its sights firmly set on a return to break-even from 2024, and a decisive role to play in opening up competition and developing European rail. To support and embody this vision and its ambitions for 2030, the company is investing in four landmark areas in synergy with SNCF Group: people, the environment, regions and lastly, digital and innovation.
