Forbes France: Since your appointment in 2020, what have been the major projects? What achievements make you most proud?
Marie-Ange Debon : There are many, but I’d highlight the human element first. At Keolis I discovered a team of remarkable quality, highly dedicated people, with a strong field culture. We are a group that is half French, half international — which is rare — and that diversity is a real strength.
We’ve also driven a cultural transformation within the executive committee and leadership, with more female and business-oriented profiles. I’m proud of our environmental commitment too: we’ve trained our employees using tools like the Climate Fresk, and now build environmental considerations into every strategic decision.
In terms of projects, winning major tenders like lines 16, 17 and 18 of the Grand Paris Express or the ambitious high-speed rail project Alto in Canada — from Quebec City to Toronto — shows our competitiveness. The renewal of the Docklands Light Railway (DLR) contract in London is also strong recognition of our expertise
What sets Keolis apart from its (particularly publicly owned) competitors?
M.-A. D. :Our strength lies in our passenger-centric culture. We don’t just transport users; we strive to understand their expectations, habits, and profiles. The service we provide is never generic — it’s tailored. We have recognised multimodal expertise, capable of integrating rail, buses, bikes, and car sharing into a seamless experience.
I also place great emphasis on agility: we are a large company (€7.7 billion turnover in 2024) but operate with short decision-making circuits, like a small business. When a client has a need, we can respond quickly. This commercial reactivity, always with client and passenger satisfaction in mind, is a defining trait of our culture.
Competition is intensifying in Île-de-France. What role does Keolis intend to play?
M.-A. D. : We’ve always operated in a competitive environment — except historically in Île-de-France. That is changing, as it has across Europe. The traditional Paris metro will be tendered out from 2040.
However, the new lines have already been tendered out to competition. Of the first four, Keolis won three (lines 16, 17 and 18 of the Grand Paris Express). A new era in mobility is opening for Île-de-France, and Keolis is playing a major role.
Of course, pricing matters in these tenders — but that’s not the only factor. You have to be able to demonstrate the ability to ensure a smooth transition with the previous operator and its employees, guarantee exemplary service quality, and have competent teams. For example, electrifying bus fleets means learning everything from scratch again: driving, maintenance, regulation.
What technological innovations are you promoting to improve the passenger experience?
M.-A. D. : Innovation is as much social as it is technological. We collaborate with tech startups on data, AI and predictive maintenance, but also with organisations like Graines de Footballeuses and APELS to help people get into employment through sport.
Mobility as a Service (MaaS) is a key focus: we are developing integrated platforms that allow users to plan, book and pay for journeys — whatever the mode of transport. We’ve rolled this out successfully in Bordeaux and Dijon. Digital usage is also central to our offers. Contactless payment by card or smartphone is now standard across most networks we operate in France and abroad.
The sector is facing recruitment pressures. How is Keolis responding?
M.-A. D. : Recruitment pressures were high during the pandemic but have eased since 2022–2023. Having said that, we remain highly proactive. Last November, we recruited more than in the entire year of 2019. Some positions have attracted three times more applications than before.
Our campaign “That’s the way we move” seeks to attract women, challenge stereotypes, and highlight meaningful and practical jobs. We also target people changing careers — through partnerships with the army and industry — and invest in localised training with strong managerial involvement.
Beyond recruitment, the challenge is to retain talent and avoid high employee churn. This involves training, remuneration, and a robust corporate vision centred on employee needs. We also use tech innovation to improve daily life. With our “Kustomize” tool, we use AI to adapt drivers’ shifts to individual preferences. The result is better-structured schedules, more aligned with people’s family lives, and more reliable service for passengers.
How can public transport adapt to climate change?
M.-A. D. : Public transport emits little CO₂ but is a major lever to help reduce emissions, since transport represents 30% of total emissions — mostly from private cars.
But global warming affects us directly. Floods, subsidence, heatwaves — our infrastructure suffers. In Dubai, during the April 2024 floods, the metro — the city’s backbone — was severely impacted.
Keolis’s climate strategy relies on two pillars: adaptation and mitigation. On adaptation, we’ve audited over 1,000 at-risk sites to anticipate vulnerabilities and inform public authorities. Medium-term, we aim for “curative” adaptation — technical actions to quickly mitigate the impact of weather events. In Bordeaux, for instance, we’re testing the “Fresh Air” system on trams to recycle interior air (which is cooler) rather than draw in hotter air from outside. This reduces strain on air conditioners and saves energy.
We must also rethink infrastructure with local authorities: redesign bus or tram stops, relocate depots, or work with manufacturers on material choices.
Is free public transport a viable model?
M.-A. D. : As an operator, we adapt to the wishes of local authorities, but we don’t recommend making transport free of charge.
It’s a political choice, and exists in cities like Montpellier, but it means higher taxes. The risk is underfunding transport authorities, which may reduce service quality. Yet, studies show the top three factors driving modal shift from private car to public transport are: 1) service quality, 2) safety, and only 3) price.
I believe in targeted pricing, adjusted to income and user profiles — what’s we might call concessionary fares. An average monthly pass in a French city other than Paris costs €35, and most often 50–75% of this is reimbursed by the employer. That’s a more sustainable model.
Keolis’s turnover rose by 9.6% thanks to the US. What are the prospects given the geopolitical context?
M.-A. D. : We’re not directly impacted by tariff pressures, as we deliver local services — not imported goods. But inflation, remote working trends and political priorities all matter. For example, the US administration wants to reduce remote working — that could boost public transport use, notably in Washington where we operate the rail network.
How as a leader do you deal with economic uncertainty?
M.-A. D. : A leader’s role is to anticipate. I’ve been here through the pandemic, the war in Ukraine, energy price hikes... You have to stay flexible, agile, attentive. I also strongly believe in team diversity, which helps better anticipate the future.
And what’s your advice to women leaders?
M.-A. D. : You have to allow yourself to lead differently — to be yourself. I encourage all women to take up these roles, including in the transport sector.
What’s your personal relationship with public transport?
M.-A. D. : .: I’m a frequent user, both in France and abroad. One network that particularly impressed me is the Dubai metro, which carries 860,000 passengers every day with 99.9% punctuality. Between 2021 and 2022, when Expo 2020 was held, it had a few extremely busy days, and delivered unparalleled service quality. It reflects the high standards to which we hold ourselves. I’d also mention line b of the Rennes metro, launched in September 2022 — a visionary project serving the city’s development — and the Paris tram line T9 from Porte de Choisy to Orly Ville, which is an emblematic example of new urban mobility challenges.
What are the next frontiers for Keolis?
M.-A. D. : We’ve just won the networks of Perpignan and Valenciennes, and we’re getting closer to the heart of Paris. Automatic metros don’t stop at Lines 14 or 1. We already operate, among others, those in Lille — a French pioneer — and the DLR in London. With the energy transition, increased competition, and intermodality with soft mobility, the years ahead will be decisive. And Keolis is prepared.
By Pierre Berthoux
