Bringing the works councils of the paris region urban passenger transport company (RATP) within the scope of ordinary law
Guillas-Cavan, Kevin
Bringing the works councils of the paris region urban passenger transport company (RATP) within the scope of ordinary law - 2024.
89
As a state-owned company, RATP had its own kind of works council until the ordinance of 2017 changed the regulations and should have brought RATP’s representative bodies within the scope of ordinary law. However, despite being regulated by the same ordinance, RATP’s new Works Council remains different from its counterparts in the private sector. In reality, the state-owned company was divided into several limited companies as part of the introduction of greater levels of competition in passenger transport. This has actually led to the creation of new works councils in anticipation of future decentralisation of management functions. This is in contrast to the centralization of such institutions that has generally observed in other organisations. In addition, the scale and type of activities that continue to be conducted by the councils continue to reflect the historical trajectory of RATP’s trade union organisations. In this context where trade union organisations are relatively developed, the weakening of the works council’s institutional power at RATP has led to a shift in trade union strategies towards organisational power. In turn, we have noted a certain de-institutionalisation of conflict and crises.
Bringing the works councils of the paris region urban passenger transport company (RATP) within the scope of ordinary law - 2024.
89
As a state-owned company, RATP had its own kind of works council until the ordinance of 2017 changed the regulations and should have brought RATP’s representative bodies within the scope of ordinary law. However, despite being regulated by the same ordinance, RATP’s new Works Council remains different from its counterparts in the private sector. In reality, the state-owned company was divided into several limited companies as part of the introduction of greater levels of competition in passenger transport. This has actually led to the creation of new works councils in anticipation of future decentralisation of management functions. This is in contrast to the centralization of such institutions that has generally observed in other organisations. In addition, the scale and type of activities that continue to be conducted by the councils continue to reflect the historical trajectory of RATP’s trade union organisations. In this context where trade union organisations are relatively developed, the weakening of the works council’s institutional power at RATP has led to a shift in trade union strategies towards organisational power. In turn, we have noted a certain de-institutionalisation of conflict and crises.
Réseaux sociaux