2019 Integrated Annual Report
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2019 Integrated
Annual Report
4
Orange
The people at Orange
working to respond to Covid-19
The Coronavirus health crisis has meant Orange has had to act
fast and fulfil its responsibility to ensure unprecedented service
availability for people to ensure they can stay in touch with their
friends and family, access news and continue to work wherever
possible to mitigate business and economic impacts. Everyone
should be able to count on network reliability everywhere in the
world during this major peak in connectivity. This technical feat
is only possible thanks to the commitment of Orange teams
working day in, day out to maintain ties between communities,
businesses, the public sector and healthcare workers.
Responding to the health emergency
a In France and around the world, we support healthcare providers who need
reliable and effective technology to respond to this situation. Orange was called upon by
hospitals to roll out solutions to help manage the crisis, such as alert and call systems to
simultaneously mobilise care workers. In order to safeguard hospital data, Orange
Cyberdefense offered its expertise free of charge to assist the medical community in
preventing cyberattacks, which unfortunately have multiplied. We also encourage our
entire Group to develop emergency solutions, whether on a small or large scale, and
whether digital or material. The Orange Digital Center in Tunisia, in collaboration with the
Ministry for Health, is leading around 40 Solidarity FabLabs to use digital technology to
produce 20,000 approved plastic face shields for healthcare professionals, which have
been distributed to local hospitals.
Maintaining service continuity
a The Group is working to enable all its business customers to continue
operations throughout the world. Orange Business Services has increased the capacity
of its networks and platforms to support the surge in secure connections, facilitate the
widespread implementation of remote working and scale up customer service
capabilities (including contact numbers, voice guides, chatbots, call centres and
multi-channel messages) to handle the rising number of calls. A total of nearly
3,500 employees are working to maintain customers’ critical and essential operations
out in the field as well as in our monitoring centres and data centres, which are vital to
ensure the availability, security and integrity of our networks.
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Coping with life in lockdown
a During the lockdown period, all our entities are offering free extras to enable
our customers to maintain ties with their family and friends. For example, Orange
France has offered an additional 10GB of data to its 16 million Orange and Sosh
mobile subscribers.
We have also made 20 pay-TV channels available free of charge to all customers
who own an Orange TV set-top box. To allow children to continue following the school
curriculum as best they can, we have opened up our educational content for free and
are supporting teachers throughout the world with our Digitaliada learning management
system in Romania, webinars for teachers in Poland as well as free mobile connectivity
to access a range of school and university content in Africa and the Middle East. Elderly
people are the most at risk not only from Covid-19, but also the isolation inevitably
caused by the lockdown. That’s why we have donated a number of adapted devices
(mobiles, tablets and SIM cards) to hospitals, healthcare facilities and nursing homes to
enable patients and residents to stay in touch with their loved ones. In France, we have
also launched the #OnResteEnsemble initiative to allow everyone, whether or not they
are Orange customers, to send short video clips to their parents, grandparents and
friends during the ad breaks on France’s main TV channels.
Supporting public authorities
a In line with our Human Inside philosophy, we have conducted a significant
number of community initiatives in our operating countries. Orange has donated
€8 million to support initiatives in Europe, Africa and the Middle East to prevent, protect
and care for patients as well as provide essential equipment such as masks, hand gel,
gloves, glasses and gowns. In France, the Minister for the Economy and Finance
enlisted Orange to set up an emergency number for struggling businesses in record
time. Because the lockdown can unfortunately lead to a rise in domestic violence, our
teams have also developed a solution to allow the telephone operators working for
France’s 3919 domestic violence helpline to continue handling calls from their homes.
Furthermore, we have worked in collaboration with Inserm, the French National Institute
of Health and Medical Research, to introduce a system to collect and analyse
anonymous data to study the correlation between the lockdown measures introduced
and the spread of the virus in order to anticipate ongoing waves of infection.
Rising to the challenge
a We have set up a crisis unit reporting directly to Stéphane Richard and each
day the Executive Committee monitors the measures taken and action put in place. Our
VPN servers continue to enable our 100,000 employees throughout the world to work
from home.
And, above all else, we are paying special attention to the health and safety of our
people working in the field by implementing extra protective hygiene and prevention
measures in line with the latest health and government recommendations.
6
Orange
Orange
2019 Integrated Annual Report
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Summary
Our purpose as seen by our stakeholders
Orange at a glance
Editorial by Stéphane Richard
Engage 2025 strategic plan
A business model focused on creating and sharing value
Considerations, risks and opportunities
Governance
2019 highlights
Commitment
Promoting digital equality
Combating climate change
Ambitions
Reinventing our operator model
Accelerating in growth areas
Placing data and AI at the heart of our innovation model
Co-creating a future-facing company
Performance
Financial and non-fnancial results
Performance in 2019
Social and economic impact
Risk management
Mission accomplished for Essentials2020
—P.08
—P.26
—P.28
—P.32
—P.34
—P.38
—P.40
—P.49
—P.56
—P.60
—P.68
—P.76
—P.84
—P.90
—P.100
—P.106
—P.108
—P.110
—P.114
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Orange
An unprecedented,
collaborative effort
Our purpose highlights the role our company plays in society. By
incorporating it into our bylaws, we are setting those words in
stone to guide the company’s decisions and build trust with all
stakeholders.
a The approval of the Group’s purpose, submitted to the Shareholders’ Meeting
on 19 May 2020, and its subsequent integration into Orange’s bylaws, marked the
completion of the collaborative project launched by Chairman and Chief Executive
Officer Stéphane Richard at the 2019 Shareholders’ Meeting. In the summer of 2019,
we began the process of putting our collective vision into words by consulting Group
employees. In this context, Stéphane Richard posted a question on Twitter that
attracted more than 15,000 comments and proposals from employees in a month. A
consultation phase followed at the end of August, during which 130,000 votes were
collected via a multilingual mobile app developed by the start-up Toguna. The Group
CSR Department organised two events with a number of think tanks and opinion
leaders, as it has done to discuss key issues over the past six years, while the Executive
Committee attended three half-day workshops on the Group’s purpose. The final stage
involved one-on-one meetings with employee representatives, Board members, NGOs,
think tanks, customers, authorities, sub-contractors and investors, building on the
collaborative approach. This input helped develop the Group’s purpose, unveiled by
Stéphane Richard on 10 December 2019: “As a trusted partner, Orange gives everyone
the keys to a responsible digital world.”
The meaning behind Orange’s Purpose and its contribution
to society
a Trust was mentioned by all of our stakeholders in the consultation process.
This is a core strength and essential to setting us apart from other organisations in the
digital sector. Orange provides the keys to digital autonomy and empowerment through
technology while guaranteeing data protection. We offer these keys to everyone and
everywhere, as Orange is committed to digital equality.
Finally, these keys grant people access to a responsible digital world. Our vision
for digital technology is wholly positive and purposeful; we want digital technology to
be more people-focused, more inclusive and more sustainable. More people-focused
because technology should support relationships, whether social or business. More
inclusive because technology should serve to connect everyone with the broader world
in a way that reduces inequality. And more sustainable because technology should be
designed to reduce its environmental impact and facilitate the emergence of a
low-carbon world.
2019 Integrated Annual Report
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We would like to thank
our 10 stakeholders
— an Orange director, an
Orange employee and
representatives from an
international organisation, a
responsible investor, a
non-profit organisation, a local
authority, a think tank, as well
as a journalist, a customer and
a partner — who candidly
shared their thoughts on our
purpose and the expectations it
raises.
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Orange
“Once approved
and integrated into
the bylaws, the purpose
will guide the Group’s
strategic decisions.”
Charles-Henri Filippi
Lead director of the Orange Board of Directors
(2008-2020)
a Prior to the enactment of France’s Action Plan for Business Growth and
Transformation (PACTE) in 2019, Orange was already considering its contribution to
society. Many of the Group’s stakeholders were pleased to see we were planning to
define our purpose. Employees and customers alike maintain a strong attachment to
Orange’s public service heritage and the tenets of trust, proximity, service quality and
humanity in which its identity is rooted.
First as a member of the Audit Committee, then as Chairman of the Governance
and Corporate Social and Environmental Responsibility Committee, and now as lead
director of the Board of Directors, I have witnessed the Group’s profound transformation
over the past decade. Orange has made a number of crucial strategic decisions –
investing heavily in infrastructure and service quality, deploying new value-added
activities and streamlining global operations – and thereby restored the Group to its
position as a market leader, set it back on a growth trajectory and earned back the trust
of its stakeholders. In this way, Orange was able to both reconnect with its culture and
transform it significantly in response to major shifts in society, always with the same
priority to place people at the heart of its business.
Orange as a group understands its history and role in society while remaining
firmly focused on the future. We listen to our various audiences and maintain constant
dialogue with all of our stakeholders. It was with all this in mind that we constructed the
purpose. We opened the development process to all stakeholders, which saw an
unprecedented level of participation. In this, my last year on the Board of Directors, it
was with great interest that I took part in the process and was delighted to see everyone
buy into a shared vision of what Orange stands for.
Our purpose sets out a number of universal responsibilities as well as those
specific to the nature and role of our Group in society. It acts as our compass at a time
when humanity is facing so many environmental, health, demographic, technological
and economic challenges. During the current global health crisis, the unwavering efforts
of the teams at Orange enable everyone to remain connected to families, loved ones,
work and lives. It goes beyond words and formal statements to demonstrate the reality
of our commitment.
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Orange
“Digital technology
is essential for
growth in Africa.”
Fatoumata Sy
Investigator with the Global Fund to Fight AIDS,
Tuberculosis and Malaria
a In developing countries, especially in Africa, technology acts as an effective
catalyst for social development, revolutionising healthcare in particular. Collecting data
in real time enables public health bodies such as the WHO to deliver suitable and timely
responses, even in the most hard-to-reach areas. Digital health opens access to quality
healthcare, which in the past was only available in societies with the most
comprehensive medical knowledge and effective systems. It’s also making the work of
health professionals easier, in particular by raising awareness of major public health
issues, such as vaccinations and smoking, supporting prevention, for example with
health text-messaging programmes as with the current Covid-19 pandemic, and
providing remote health services via telemedicine. Nonetheless, Africa still suffers from
glaring inequalities in digital access. For example, 56% of people in South Africa use
the internet compared with 1% of people in Eritrea. It is essential to reduce such
inequalities and provide everyone with key digital services.
The Orange group’s purpose “to give everyone the keys to a responsible digital
world” targets all countries and all populations. In Orange’s 18 operating countries in
the Middle East and Africa, the Group can set the example and lead a business
strategy that’s people-focused and positions social development and the well-being of
populations as a priority. By setting up ever-more international partnerships in both the
public and private sectors, telecoms companies must spearhead the digital revolution
and ensure it serves the common good. The 17 United Nations Sustainable
Development Goals calling for global action in the areas of education, health, social
inclusion and the environment will be impossible to achieve without universal access to
powerful digital tools, and without these tools being distributed fairly across all
populations.
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Orange
“We would approve
of a clear and genuine
commitment.”
Sabrina Ritossa Fernandez
Analyst and ESG* Specialist at Sycomore AM, a responsible
investor
a When it first came about, sustainable development was dealt with by separate
teams of people within the marketing departments of major corporations. Over time, it
has gradually come to be seen as a core strategic focus for business. Nowadays, to be
virtuous, a company has to build its operations around its CSR objectives in the same
way it does with financial performance. This approach is encouraged in France as
businesses are now able to define and adopt a specific purpose. In 2019, many
companies seized this opportunity to set out their ambition to benefit the common
good. At Sycomore AM, a responsible investor, we closely assess these ambitions. We
would approve of a clear and genuine commitment in line with the corporate strategy.
A company’s purpose shouldn’t just pay lip service to a cause. Every decision, at every
level of the company, must factor in their reason for being. It’s still too early to assess
the impact of the measures put in place; we’ll have to wait five years before we can
start drawing any kind of conclusions.
Orange’s purpose accurately reflects the language used and action taken by the
Group over recent years. As a major telecoms operator, Orange has a leading role to
play in society in two ways. As an internet access provider, it promotes inclusive
internet access in all its operating countries as well as financial services, especially
through Orange Money in Africa and the Middle East. Orange also acts as a safeguard
in the digital world, guaranteeing individual freedoms on the web. To achieve its
corporate strategy while offering the highest quality services at affordable prices, the
Group must continue its efforts in innovation, cybersecurity and transparency.
*ESG: environmental, social and governance criteria.
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“I made the decision to join the Group 12 years
ago because the company is sincere about its
promises. My own values and ethics were
reflected in the way people work at Orange and
are integrated into the Group’s very strategy.
By defining its purpose, Orange is once
again blazing a trail. In Spain, it’s a very innovative
approach, and I’m sure businesses throughout the
country will feel inclined to follow suit.
I was part of a working group that helped define
the purpose, and we felt it was really important to
underline the responsibility Orange has as an
international group towards its employees and the
process to develop digital technology for its
customers. We have a duty to make these tools
accessible and teach everyone how to use them,
especially children. We also believed that Orange’s
purpose should include its efforts to combat
climate change.”
Bénédicte Pluquin
Big Data Business Developer with Orange Wholesale Spain
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Orange
“Building a better world
for future generations.”
Lyes Bouabdallah
Chief Executive Officer at Positive Planet International, a French
non-profit organisation that stimulates growth and fights poverty
through entrepreneurship
a Many businesses still view the integration of social and environmental
considerations as a constraint, when in reality it’s an opportunity to bring about
long-term growth that benefits us all. By incorporating its purpose in its bylaws and
making the Group accountable to people and the planet, Orange proves that it’s
possible, maybe even necessary, to align financial profitability with social and
environmental progress.
In this way, Orange’s purpose reflects our own values and strategy to support
positive entrepreneurs looking to change the world. Orange’s purpose can only
strengthen the long-standing relationship we’ve built by collaborating on major
development projects that benefit disadvantaged communities.
Our two companies have been working together over many years to help female
entrepreneurs in Africa, and more recently we’ve teamed up to promote and support
companies in West Africa. We appreciate the Group’s genuine commitment to digital
inclusion, its strong regional presence as a benchmark operator in West Africa and its
innovative, socially-beneficial solutions such as Orange Money, which is why Orange
is one of our main partners.
For example, our close partnership means we both support the French
Development Agency for Inclusive and Digital Business in Africa programme
(AFIDBA). Set up by the French Development Agency in 2019, the programme seeks
to identify and accelerate 60 positive start-ups, helping them to flourish in Morocco,
Ghana, Senegal and Burkina Faso.
2019 Integrated Annual Report
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Orange
“Digital technology
represents a
powerful tool for
regional inclusion.”
Laure de La Raudière,
MP for the 3rd constituency of Eure-et-Loir, France
a People living in rural areas have the same needs as those living in urban
centres. It’s nothing new to say that it is an absolute necessity to ensure equal access
to the internet and mobile telephone network across regions. Just over 10 years ago,
when we started deploying fibre cables in built-up, highly populated areas, I called on
the government to turn their approach on its head and prioritise rural communities
where internet connections were already weakest due to the length of the lines. We’ve
made significant progress over recent years, helped in part by the Public Initiative
Networks, such as the one put in place in Eure-et-Loir by the local authority in
collaboration with Orange. Nowadays, as mobile coverage still suffers from too many
black spots, the upcoming deployment of 5G must seek to provide an identical high
quality service to the entire country. By connecting people, encouraging the
emergence of new kinds of remote working and paving the way to a new economy,
inclusive digital technology offers a genuine opportunity to help resolve regional
development issues and overturn rural isolation. Major digital companies and
politicians must continue to work together to achieve this goal.
Through its purpose, Orange has pledged to give “everyone the keys to a
responsible digital world”. This promise needs to be brought to life starting with the
CEO and management team and extending all the way out through employees,
including those on the front line dealing with customers and sub-contractors. As a
long-standing operator and a local outfit that is trusted by individuals and businesses
alike, Orange has the means and the will to conduct this project successfully.
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Orange
“It’s up to businesses
to foster the necessary
conditions for change.”
Laurent Bigorgne
Director of the Institut Montaigne, a European-focused
independent French think tank
a When a company the size of Orange defines its purpose, it demonstrates a
significant shift in the way economic agents see their role in global society. It is possible
that Orange’s initiative to include its purpose in its bylaws could encourage other
companies in France, Europe and around the world to do the same. Today, all
businesses need to strongly define and demonstrate their commitment to society and
the environment. There is no need for restrictive top-down legislation applied only by a
few governments – indeed this kind of approach tends to suffocate competition. The
only way to drive change is for companies to take action and increase awareness.
Orange’s purpose addresses one of the key challenges we are facing in today’s
world, that of trust. Traceability, transparency and security are essential considerations
in an era when mistrust in institutions, businesses and each other is growing and
people are all too keen to turn to social media to express their opinion, often with vitriol.
Digital technology is a double-edged sword. While it can bring about exceptional
progress that improves well-being, health, justice and democracy for humanity the
world over, it has a dark, sometimes scary side that can appear both uncontrolled and
uncontrollable. In this context, the fact that a major European provider of inclusive
digital services like Orange has stated its intention to become a trusted partner
represents a significant commitment that is exceptionally important for the future of our
society.
We hope Orange will continue to reinforce its position as a force for economic
good and take on an active role as a major driver of digital transition in France, Europe
and the world. We are also relying on Orange to adapt its action to suit local priorities
and different regional realities as well as a full range of needs across all generations.
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Orange
“Taking an inclusive
design approach to
innovation.”
Jean-Marc Maillet-Contoz
Entrepreneur and founder of the disability magazine Handirect
a The recent health crisis brought about by Covid-19 has confirmed the power
of technology in maintaining relationships and social ties. This situation demonstrates
how digital tools improve the lives of people with disabilities by the way they transcend
situations such as national lockdowns and make it easier to connect with others. Digital
technology significantly facilitates communication, access to knowledge and
information, as well as administrative tasks. It gives people with disabilities the
possibility to express their talent at work using specially adapted tools.
It’s easy to see how such technology can serve to empower people with
disabilities as well as integrate them into society and the workplace, but we still have a
long way to go. All digital businesses must integrate “inclusive design” principles into
their innovation strategy in order to further develop tools that everyone can use. The
challenge is even greater when you consider that, in an ageing society such as ours in
France, increasing numbers of people are finding themselves incapacitated. It’s
unthinkable to exclude entire groups just because they can’t adapt to technology.
Indeed, it is the technology that needs to adapt.
Orange already goes a long way in these efforts, offering customers solutions to
improve autonomy with a wide range of products (broadband, mobile and connected
devices) and services, and an adapted retail network and customer services. Yet it also
needs to support its partner companies to move towards an “inclusive design”
approach, helping them to progress technologically in a way that’s accessible to as
many members of society as possible.
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2 emissions by allowing us to drastically
s more,
“For over a decade, Orange has been
providing us with videoconferencing
solutions and data communication
networks around the world. Orange’s digital
technology helps reduce our company’s
CO
cut down on business travel. What’
aggregating data makes it possible to
streamline and optimise the energy we use
in manufacturing processes, plant
operations, and the way we transport
goods. Orange’s purpose reflects the way it
conducts its business – trust is implicit in
partnerships and will undoubtedly reinforce
the strong relationships we have built
together. Its commitment to environmental
sustainability and social responsibility is
laudable. We value social commitment very
highly, so much so, we have factored it into
our partner-selection process.”
Peter Dew
Chief Digital Officer at DSM, an international company
specialised in life sciences and material sciences based
in the Netherlands
24
Orange
“Innovation, especially
digital innovation,
must respect people.”
Carlo Purassanta
Area Vice President of Microsoft France
a It is up to businesses to make the world a better place. This is especially true of
tech companies, as they are able to capitalise on new digital intelligence to drive this
major transformation forwards. To help build the kind of world we want to live in, more
than ever before, innovation must take into consideration the ways it impacts and
benefits individuals, society and the environment.
That is why innovation, especially digital innovation, must respect people, their
data and their work, in order to have a much greater impact in terms of value added as a
result of such innovation. It should also do what it can to protect biodiversity and
combat the climate challenge, the urgency of which is now unquestionable.
Furthermore, it has to reduce inequality and help drive economic growth and social
development for all.
These beliefs are central to the way we work at Microsoft and form the foundation
for our corporate mission to “empower every person and every organisation on the
planet to achieve more”. It’s a simple phrase that we apply to everything we do. We also
seek to bring this commitment to life to help the environment by investing heavily in
research into solutions to capture CO2. We aim to go above and beyond carbon
neutrality and completely eliminate our carbon footprint by 2050, by offsetting all the
CO2 Microsoft has emitted since it was founded in 1975.
Orange and Microsoft share the same vision of what digital companies should
bring to society and the world. Indeed, Orange’s purpose perfectly complements the
mission pursued by Microsoft. As partners, we are closely aligned and carefully
coordinated. We share the same goals and the same vision for the future. We need to
keep thinking together about not only the impact our businesses have on society and the
environment, but also the role we can play in making the world a better place. Now more
than ever, we have to constantly remain on the same track about the way we think and
the things we do.
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Our
purpose
As a trusted
partner,
Orange gives
everyone the
keys to a
responsible
digital world.
26
Orange
At a glance
€42.2
147,000
billion in revenues
employees
266
million customers worldwide
26
countries and a global presence with
Orange Business Services
2019 Integrated Annual Report
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€7.3
billion in investment
N°1
for broadband and mobile convergence
packages in Europe
5.4%
reduction in CO2 emissions
between 2018 and 2019
82.2%
of electrical and electronic waste recovered
at Group level
4 business activities
Enhanced connectivity (retail,
business and wholesale customers)
Business IT support services
Cybersecurity
Financial services
28
Orange
Stepping up to the plate
by Stéphane Richard
Chairman and Chief Executive Officer
At the time of writing, the entire world is going through a very challenging time, and no-one is
able to say with any kind of certainty when it might end. Guided by our purpose, we are helping
to tackle the Coronavirus pandemic wherever we can. As an essential service provider, we are
proud of the way our Orange teams have really stepped up to the plate.
a “As a trusted partner, Orange gives everyone the
keys to a responsible digital world.” Such is our purpose,
which informs the role that drives us and brings us together
as a community. It reflects where we’ve come from and paves
the way for where we’re going. By integrating our purpose
into the company bylaws, it forms the central element to who
we are and the precious relationships that connect us with our
customers and all our stakeholders.
Our purpose becomes all the more meaningful during
this health crisis that has spread from China to the entire
world. In this unprecedented crisis, the Orange group has an
essential part to play in all its operating countries. That’s
because our networks help organise the emergency response
under unrelenting pressure, they have had to cope with a
huge number of different digital uses and remote working,
and they are enabling us all to stay in touch with one another,
maintaining social ties. Our data can also be very useful for
public authorities trying to anticipate the spread of the virus
and adapt the availability of healthcare in certain countries.
I am very proud that a business like ours is orienting its
expertise and innovation capabilities to serve the public
interest in strict compliance with data protection
requirements.
The mobilisation we have seen across our businesses
and regions has been incredible. I would like to thank
everyone at Orange, especially those out in the field – our
teams are working day and night to keep operations ticking
over. I would also like to thank those behind the great many
acts of kindness seen throughout the Group. It warms my
heart to see Orange demonstrate such community spirit in
these difficult times.
Our purpose also binds us and fuels our strategy, as
reflected in the new Engage 2025 strategic plan. It ensures
we fulfil our environmental and societal commitment, where
our primary focus is promoting digital equality. We are keen to
further improve inclusion by tackling the digital divide. Our
initial response involves rolling out networks in rural areas –
the easiest answer given our operator model. This is
especially true in France, as part of the New Deal and Public
Initiative Networks but also in Africa and the Middle East,
where the Group leverages innovative technical solutions to
expand coverage in rural areas. Contrary to what people may
think, the digital divide isn’t due to a lack of coverage. Indeed,
one of the main obstacles to getting people online is their lack
of know-how and resources. That’s why, in all our operating
countries, we promise to help people access digital
technology and teach them how to use it. We’re also
deploying special plans for low-income families in Europe and
2019 Integrated Annual Report
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30
Orange
we’ll continue to offer ever-more affordable smartphones in
Africa and the Middle East.
Our second focus is to address the climate emergency,
which undoubtedly represents the greatest challenge facing
humanity. It affects people of all ages, across the world and in
all areas of the economy, and I firmly believe we can play an
essential role in the transition to a low-carbon world. That’s
why we’ve set ourselves an ambitious target to achieve the
commitments undertaken by the telecoms industry to reach
net carbon zero by 2040, 10 years ahead of schedule, despite
the considerable surge in uses and data on our networks. To
do so, we will increase the proportion of renewable energies
we use and make unprecedented strides forwards in energy
efficiency, largely due to our investment in the networks of the
future. For example, fibre uses on average three times less
energy than ADSL, and 5G outperforms all other networks for
an equivalent consumption.
This core commitment runs through our entire strategic
plan, which is structured around four ambitions.
The first is to reinvent our operator model by
capitalising on our leading position in networks. The telecoms
industry is at a critical junction. It has to invest heavily in the
networks of the future, despite increasingly intense
competition, with OTT providers continuing to permeate the
telecoms industry. At Orange more specifically, we are keenly
aware that our unique selling points – our deployments and
network quality – are becoming less of a factor. We therefore
have to completely overhaul our operator model in Europe to
identify news ways to offer customers enhanced fibre
broadband and 5G mobile connectivity. This enriched
performance will bring about speeds of up to 10 Gb/s and a
multitude of new services such as immersive content, smart
home services, edge computing and massive IOT (Internet of
Things).
Furthermore, we will completely reinvent our operator
model by developing our infrastructure and diversifying into
other areas. We will continue to invest in our own fibre
technology while at the same time identify investor partners
for certain deployments, particularly through Public Initiative
Networks in France. Orange will also step up the transition
from copper to fibre in France. We will develop mobile
network RAN sharing agreements while maintaining our
points of difference and developing TowerCos in most of our
operating countries in Europe.
Beyond our core business, the second ambition of the
Engage 2025 plan is to accelerate in growth areas, including
Africa and the Middle East, BtoB and financial services. In
Africa and the Middle East, we aim to become the reference
digital operator through several effective growth drivers, such
as mobile data and a multi-service strategy in energy, e-health
and content.
BtoB and IT services represent the second growth area
for the Group. More than ever, we believe in bringing together
telecoms and IT businesses, as reflected in the incredible
surge in interest for on-demand and virtual connectivity
services. We will take advantage of our local presence and
recognised position as market leader to offer our business
customers the best connectivity through 5G and fibre. Above
all else, we will continue to expand our integration services in
cybersecurity, the cloud, smart mobility and data intelligence.
Orange will look to financial services as the third growth
area. The banking licence we have recently been granted will
enable us to supplement our Orange Money payment and
money transfer services in Africa with banking services such
as micro-credit deals. In Europe, we will capitalise on the
considerable success achieved by Orange Bank, rolling out
these services in all our operating countries by 2025 and we
will put together packages combining banking and telecoms
services to develop new products in payments, credit and
insurance.
The third ambition of our strategic plan involves placing
data and AI at the heart of our innovation model so as to enter
a new stage in our digital transformation. I am convinced these
new technologies offer considerable potential that will make it
possible to redefine the customer experience to offer the best
physical and digital services. We will develop an “enhanced”
customer experience in which services are easy to use,
specialised and responsible. Orange will also use AI and data
to improve its networks, initially by optimising its deployments
and management of mobile sites.
The fourth ambition of the Engage 2025 strategic plan
seeks to tackle the skills challenge. In 2025, the company’s
profile will be considerably different from what it is today. We
will be more international, with 50% of our workforce
employed outside France, compared with 38% currently. The
proportion of BtoB employees will have nearly doubled
compared with 2015 levels and we will need twice as many
specialists in cutting-edge technologies. To support these
2019 Integrated Annual Report
31
“Our commitment
to digital equality
and the environment
runs through
the entire
Engage 2025
strategic plan.”
changes, we will put in place an ambitious upskilling and
professional reorientation programme open to all employees.
Further to our focus on strengthening the skills we already
have within the Group, we must also attract top talent from
outside Orange, which is why our strategy prioritises
increasing the appeal of the company. Orange aims to rank
among the 10 most popular companies for university
graduates.
Our growth plan may be ambitious, but we believe it is
entirely achievable. Once we have overcome this virus that is
currently confining and isolating us, we will be able to look to
the future. The most important thing we can do right now is
help the authorities, support hospitals and healthcare workers,
provide essential services to our customers and take care of
one another.
We can be proud of the fact that we really have stepped
I would like to sincerely thank all our employees on the front
line working to maintain our networks and serving our
customers in the few stores that have remained open, as well
as everyone working from home in conditions that are
sometimes far from ideal. You are keeping our company going
and safeguarding essential services in our operating countries.
We are living in a very difficult time, and no-one can say
when things might settle back down, but the crisis is likely to
last for quite a while. That’s why we need to stay focused and
stick together. Together, we will come through this challenge
stronger, more united and more solid than ever.
But until then, take care of yourselves and your loved
ones.
up to the plate since the start of the Covid-19 pandemic.
Stéphane Richard
32
Orange
Engage 2025 is the new strategic plan that will carry the Group through to 2025,
picking up from the Essentials2020 plan launched in 2015. To achieve our social and
environmental commitment, Engage 2025 combines two major focuses: growth and
responsibility.
Engage 2025
strategic plan
Setting an example in social and
environmental responsibility
a At Orange we are convinced that in the years ahead
strong economic performance will not be possible without
exemplary performance on social and environmental issues.
That’s why our positioning is based on a responsible business
model committed to our employees, customers and society.
Orange is taking action to promote digital equality so
that everyone can benefit from the digital revolution. As well as
committing to providing digital coverage in rural areas, Orange
has pledged to train and support those excluded from the
digital world by offering inclusive services through Orange
Digital Centers, which are opening in all the Group’s operating
countries.
To combat the climate breakdown, the Group has set
itself the ambitious goal of reaching the telecoms industry’s
(GSMA) net zero carbon commitment by 2040 – 10 years
ahead of schedule – and this despite of the explosive rise in
data on its networks. This will be achieved through further
investments in renewable energies and the circular economy
as well as ongoing efforts to improve energy efficiency.
Reinventing Orange to pave the way to
sustainable growth
a We will reinvent our operator model by offering our
customers enhanced connectivity, with higher speeds and
new complementary services, and by strengthening our
leadership in more open infrastructure. We will also stimulate
growth in three key areas. First, Orange has set its sights on
becoming the reference digital operator in the Middle East
and Africa by growing mobile data, deploying 4G and
implementing its multi-service strategy. Next, we will take
advantage of the convergence of telecoms and IT services by
boosting the transformation of our BtoB activities while also
meeting businesses’ ever-growing needs for cybersecurity
services. Finally, Orange Bank, which has attracted over
500,000 customers in just two years, will launch its financial
services in all of our operating countries in Europe by 2025,
while we also expand the range of Orange Money services on
offer in Africa and the Middle East.
To achieve its growth targets for 2025, Orange will
continue pursuing its digital transformation, placing AI and
data at the heart of its innovation model to improve the
customer experience by personalising offers, providing
smarter networks and becoming a more agile company as a
whole.
To meet its promise of being a digital and caring
employer, Orange must also address the skills challenge by
supporting all its employees. In 2025, the company will be
more international, more focused on BtoB and at the cutting
edge of new technologies. The Group aims to rank among the
most attractive employers. We will back up our growth targets
with an operational efficiency programme that will focus on
boosting agility to improve Group-wide collaboration,
automating network management and maintenance
processes and further developing shared services.
2019 Integrated Annual Report
33
Reinventing
our operator
model
Placing data and
AI at the heart
of our innovation
model
Engage
2025
Making a lasting
commitment
to digital equality and
the planet
Accelerating
in growth areas
Co-creating
a future-facing
company
34
Orange
By deploying a robust network and developing innovative and responsible products and
services, we play an active role in society and enable customers around the world to take
advantage of digital technologies.
A business model
focused on creating and
sharing value
Trust, a fundamental value at Orange
a Orange champions a vision of a positive digital world
through four key values: trust, proximity, service quality and
humanity. Trust is at the heart of both our business model and
the relationships we build with our customers, stakeholders and
partners. It forms the foundation for our vision, offering an
alternative to other major operators in the world of technology,
connectivity and, more generally, inclusive digital relationships.
promoting digital equality and achieving net zero carbon
emissions by 2040 underpin our new strategic plan.
Understanding the impact of, and the role we play in the
technological, economic, environmental and social factors
that shape the world, has led us to champion a vision of a
digital world that is people-focused, inclusive and responsible.
Sharing value for a digitally
responsible world
Our business model
a Our infrastructure provides greater connectivity to our
retail, business and wholesale customers. Indeed, we’re
offering faster speeds by rolling out fibre-optic broadband,
deploying 5G and developing additional services in
customers’ homes (content, at-home services as well as
remote surveillance and assistance). Our expertise as both a
network operator and digital services integrator all along the
digital value chain means we combine the full range of skills
required to support businesses with SDN technology, data
and AI, cybersecurity, multicloud and smart mobility services
and more. It’s through our smart and reliable networks that we
develop financial services for Orange Money and Orange
Bank.
Each of our Engage 2025 ambitions – which include
reinventing our operator model, accelerating in growth areas,
placing data and AI at the heart of our innovation model and
co-creating a future-facing company – has been designed to
maximise the value we create. We also strongly believe that
financial performance goes hand in hand with social and
environmental responsibility, which is why our goals of
a The following pages illustrate the way in which
Orange shares the value it creates with its stakeholders. Our
employees represent our most valuable asset, which is why we
promote employability and skills development to effectively
implement our strategy. Our infrastructure enables us to offer a
customer experience that combines the best in human and
digital services. In 2019, Orange invested €672 million in
research and development to drive responsible innovation
centred on inclusive products and services, cybersecurity and
eco-design.
Our robust financial position ensures profitability and
performance for our lenders, investors and shareholders.
External purchases accounted for €19.3 billion in 2019,
demonstrating that our suppliers are the first to benefit from our
cash flows. We foster responsible, ethical collaboration with
our suppliers, to ultimately create jobs and improve the quality
of working conditions across our entire value chain. The strong
presence we have built up in regional communities means we
actively contribute to digital inclusion and wealth creation both
locally and nationally. Furthermore, we’re taking action to
respond to the climate emergency by reducing our CO2
emissions and improving energy efficiency.
C onsiderations
Our commitmen t s
Considerations
Technological considerations
High-speed connectivity,
AI and big data, network and data security,
network virtualisation
35
Economic considerations
Competition, regulation,
key suppliers,
macroeconomic context
C onsiderations
O u r commitments
Digital equality
Reinventing
our operator
model
O u r ambitions
O u r services
Accelerating
in growth
areas
Enhanced connectivity
(retail, business and wholesale
customers)
A trusted partner that gives
everyone the keys to a responsible
digital world
Financial
services
Cybersecurity
Business IT
support services
Our servic e s
Our ambitio n s
Net zero carbon
by 2040
Our commitmen t s
Considerations
Co-creating a
future-facing
company
Placing data and
AI at the heart of
our innovation
model
Social considerations
Social cohesion, human rights, demographic changes,
privacy and data protection, and regional development
Environmental considerations
Climate breakdown, preservation of
resources and biodiversity
2019 Integrated Annual Report
36
Our
assets
People
147,000 employees across the world
31.1% of women in management networks
Industrial
and
commercial
assets
A mobile network with 40,000 towers directly owned in Europe
39.5 million homes connectable to very high-speed broadband
450,000 km of submarine cable owned or co-owned
A powerful brand: ranked 64th in the BrandZ Top 100 most valuable
global brands
5,169 stores across the world and 900,000 resellers in Africa
Orange
Value
created
Developing skills
for the future
and employability
for all
Leading the
feld
Intellectual
assets
€672 million invested in Research & Innovation
Operator with the most patents fled in Europe, developing
230 patent-protected inventions in 2019
Responsible
innovation
Financial
assets
Signifcant equity of €34.4 billion
Reasonable debt ratio: net debt/EBITDAaL of
telecoms activities = 1.96x
A stable and long-term shareholder base: 23% public sector,
5.42% employees and former employees
Solid fnancial
performance
Our ecosystem
Suppliers and
partners
Regions and
society
BuyIn, a joint venture between Orange & Deutsche Telekom,
optimises procurement of networks, terminals and IT services
platforms and equipment
Every critical supplier has signed a CSR clause
124 CSR audits conducted under the Joint Audit Cooperation (JAC)
26 countries for consumer services and a global presence with
Orange Business Services
4G network covers 98% of the population in 8 operating countries
in Europe and 17 countries (including two minority shareholdings)
in Africa and the Middle East
Network of 17 Orange Fabs, 109 Solidarity FabLabs and 2 Orange
Digital Centers, Orange Foundation present in 30 countries
Responsible and
ethical working
relationships
throughout the value
chain
Regional presence
and digital inclusion
Environment
2
CO emissions: 1.3 million tonnes (Scopes 1 and 2)
Environmental management (ISO 14001) certifcation for 60% of the
Group’s scope
Towards carbon
neutrality and a
circular economy
2019 Integrated Annual Report
37
11,000 recruitments on unlimited contracts across the Group, including 3,000 in
France
Over 6,000 internships and work-study programmes in France
26 hours of training per Group employee (65% of the workforce)
266 million customers, including 3,000 multinationals outside France
No.1 in convergence in Europe with 10.8 million customers
No.1 in mobile network quality for the 9th year running (Arcep)
18 million active Orange Money customers and over 500,000 Orange Bank
customers
Accessibility: Over 70% of Orange stores in mainland France are Autonomy-
certified, and 117,000 telephones adapted for the elderly were sold in France
Eco-design approach to products: the carbon footprint of the Livebox 5 is 29%
lower than the Livebox 4
Cybersecurity: over 200 malicious websites shut down every day
EBITDAaL: €12.9 billion
Organic cash-flow from telecoms activities: €2.3 billion
Improved working conditions for 1.3 million people employed by suppliers since
2010 through audits conducted by the JAC
Responsible supplier relations and procurement label in France, which integrates
ISO 20400 guidelines
Contribution to wealth creation, such as 11% of GDP in Senegal and 2% in
Moldova
€23 million invested by the Orange Foundation, primarily to help vulnerable
women and young people
€295 million invested to support entrepreneurship over the last 10 years
5.4% reduction in CO2 emissions and 2.3% reduction in energy consumption
between 2018 and 2019
82.2% of electrical and electronic waste recovered at Group level
16.3% of unwanted mobile devices sold by Orange across Europe are collected
2019 data
Customers
€42.2 billion
Revenues
Suppliers and partners
€19.3 billion
External purchases and leases
Employees
€8.5 billion
Wages and employee
benefit expenses
Regions
€5.0 billion
Investments in
the networks
Public sector
€3.8 billion
Licences and taxes
Shareholders
€2.1 billion
Dividends paid
Lenders and
financial investors
€1.5 billion
Finance costs
38
Orange
The advent of digital technology has revolutionised our world and ushered in major changes
to our lives, jobs, education, health, etc. Though the realm of possibilities brought about by
technology has never been so vast, it comes with certain risks that have to be assessed in
order to factor in social, environmental and economic considerations. This risk assessment is
built into our Engage 2025 strategic plan.
Major considerations,
risks and opportunities
Technological considerations
a Internet access is expanding in the Middle East and
Africa, primarily through the deployment of 4G mobile networks
and in Europe, with investments in fibre-optic broadband and
5G launches. It is through these new networks, along with
greater capacity in existing networks and increasingly
widespread ownership of smartphones, that the growing
demand for video streaming and online services is being met.
At the same time, Network Function Virtualisation, which
involves separating the hardware from the software, makes
networks more flexible and responsive, and it’s now possible to
automate, programme and control them remotely. AI and data
will transform operations and considerably improve efficiency,
with estimates suggesting that by 2025, 70% of value created
by AI technology will arise from redesigning process. Similarly,
the active market for selling stolen data and the threat of
cyberattacks that hangs over every company mean network
security is more crucial than ever.
Economic considerations
a Our industry is undergoing an economic shift and
competition is intensifying. Over-the-top (OTT) companies,
which offer media services directly via the internet, are
becoming increasingly popular with the general public and
businesses alike. Meanwhile, big tech companies are looking
to capitalise on their infrastructure in BtoB and wholesale
markets while multiplying their low-cost packages on the retail
market. The Group faces major economic challenges due to
concentration in certain key sectors of its supply chain as well
as from an ever-increasing number of strict regulations,
particularly when it comes to obtaining and renewing licences.
Furthermore, telecoms operators are essential in maintaining
public services, economic activity and social ties due to the
quality and reliability of the networks they deploy.
Social considerations
a Four billion people in the world – more than half the
global population – do not have access to the internet,
including 3.2 billion who lack the means or know-how. This
means there is not only a lack of access to connectivity,
equipment, basic services, information and knowledge, but
also to a large portion of the economy and the labour market.
Digital inclusion is all the more pressing as more than half of the
world’s population growth by 2025 will come from Africa,
where the Group is present. On top of this, consumers expect
telecoms operators to earn their trust by protecting their
privacy and data, contributing to regional development by
bringing very high-speed broadband to sparsely populated
areas and promoting freedom of speech in their operating
countries. These expectations are arising alongside
stakeholders’ ever-increasing demands on companies to
uphold human rights in their operations and supply chains.
Environmental considerations
a The climate breakdown is felt even more keenly with
the increasingly extreme weather events we’re experiencing
and the impact this has on the economy, society and
biodiversity. While data and data usage are projected to
account for nearly 20% of global electricity consumption
by 2025, operators are first and foremost essential in the
transition to a low-carbon world, primarily by helping to reduce
the CO2 footprint of other industries.
2019 Integrated Annual Report
39
Opportunities
Risks
Technological
considerations
Very high-speed
broadband, AI and data,
network and data security,
network virtualisation
Enhanced connectivity
New BtoB/BtoC/wholesale services
Improved customer experience
Cybersecurity services
Innovation in financial services
Operational efficiency
Cyber threats
Investment capacity
Rarity of skills
Disintermediation
Social acceptability
Economic
considerations
Competition,
regulation,
key suppliers,
macroeconomic context
Social
considerations
Social cohesion,
human rights,
demographic changes,
privacy and data
protection, and regional
development
Environmental
considerations
Climate breakdown,
preservation
of resources
and biodiversity
Growth in multi-services
Growth in Africa and the Middle East
Network sharing
Collaborative development of solutions
Business continuity
Monetisation of investment
Unpredictable changes in tax and regulations
Supply chain disruption
Pressure on tariffs
Concentration of key suppliers
Geopolitical instability
Development of inclusive and
accessible solutions
Deployment and expansion of
coverage
Protection of freedom of expression
Control of excessive use
Support for people in new uses
Digital divide
Breaches of human rights by a
third-party connected to Orange
Breaches of fundamental freedoms
resulting from injunctions from local
authorities
Cyberattacks and data theft
Low-carbon solutions and innovations
Development of the circular economy
Avoidance of certain emissions through
the use of digital technology
Development of offers to reduce
emissions in other industries
Stakeholder dialogue
Impact of extreme weather events
Multiplication of regulatory constraints
Obstacles hampering the development
of new technology
Delay in the energy transition
40
Orange
Orange has a stable, robust and experienced governance team to steer the Engage 2025
strategic plan and achieve its long-term performance goals. The governance structure is
balanced at every level and includes independent directors and directors representing our
main shareholders (public sector and employees). Members are chosen to ensure a diverse
range of skills, broad international experience and a more balanced representation of men
and women.
Strong
governance
Core and complementary expertise
on the Board of Directors
a The Board of Directors sets the Group’s major
strategic, economic, social, financial and technological
policies and oversees their effective implementation by senior
management. At the end of 2019, the Board was made up of
15 members, each appointed for a four-year term of office.
Together they bring the general business skills and specialist
areas of expertise required to achieve the Group’s strategy
and ambitions (see the following pages). Such
complementarity and diversity enrich the Board’s discussions
and guarantee its strength. A representative from the Orange
Works Council attends Board meetings, as does a
representative from the Global Works Council when the Board
presents its financial results. Both representatives attend as
non-voting members.
At the end of 2016, the independent director Charles-
Henri Filippi was also appointed lead director. His term of
office is due to expire at the end of the Shareholders’ Meeting
of 19 May 2020. The lead director exercises statutory powers
and is entrusted with the duties and powers set out in the
Internal Guidelines of the Board. He ensures the Board is able
to carry out its responsibilities effectively and maintains
smooth relations with senior management. He is responsible
for identifying and preventing potential conflicts of interest,
ensuring the governance system is effective – in particular in
crisis situations – and is involved in evaluating the Board. The
lead director is the point of contact for senior management in
compliance-related matters and reports to all members of the
Board on the effectiveness of the compliance procedures and
risk levels. In addition, he attends a meeting of the Risks
Committee each year. The lead director also engages with the
Group’s investors and shareholders.
In 2019, in addition to the standard monitoring of Group
operations – which included assessing operational
performance, financial results, risk factors, budgets and
setting the compensation of the Group’s corporate officers –
the Board reviewed the acquisitions completed by Orange
Business Services since 2013, especially Enovacom, Business
& Decision and Basefarm. It also scrutinised the acquisition of
Spanish football broadcasting rights, the first two years of
Orange Bank and the acquisition of 5G frequencies. More
specifically, in 2019, the Board approved the sale of its
remaining stake (2.49%) in the BT Group and the full 95.5%
interest in Orange Niger. It also discussed the proposed
acquisition of SecureData and approved the acquisition of
SecureLink. Furthermore, it approved the Group’s trajectory
after the Engage 2025 strategic plan was agreed.
As set out in its Internal Guidelines, the Board assessed
its operating practices and committees in 2019. The
assessment, which this year was conducted by an
independent firm, concluded that the Board’s operations
(effective coordination between directors and members of
senior management) and performance (quality of work and
decisions) were deemed to be satisfactory by the substantial
majority of directors. Directors believe the governance bodies
operate effectively and the Board works in a cooperative and
collegial manner, in accordance with the best practice
recommended by the Afep-Medef Code. The areas of
improvement identified mainly concerned improved
succession planning, greater diversity of international and
2019 Integrated Annual Report
The Board of Directors
in 2019
Average no. of years of service (at end-2019)
Average age
Number of meetings
Collective attendance rate
Gender representation
Proportion of independent directors
Committee meetings
Composition
Chairman and Chief Executive Officer
Independent directors
Directors representing the public sector
Directors representing employees
Director representing employee shareholders
41
4.2
56
11 (level on 2018)
89.9%
45% (women) / 55% (men)
63%
(excluding directors representing employees
and employee shareholders)
9 for the Audit Committee
9 for the Governance and Corporate Social
and Environmental Responsibility Committe
2 for the Innovation and Technology Committee
Stéphane Richard
Alexandre Bompard
Charles-Henri Filippi
Anne-Gabrielle Heilbronner
Christel Heydemann
Helle Kristoffersen
Bernard Ramanantsoa
Jean-Michel Severino
Bpifrance Participations
(represented by Nicolas Dufourcq)
Hélène Dantoine
Anne Lange
Sébastien Crozier
Fabrice Jolys
René Ollier
Philippe Charry
For details of the dates at which the terms of office of each director began or are due to expire,
see section 5.1.1 of the 2019 Universal Registration Document.
42
Orange
technical experience on the Board and more detailed
follow-up of decisions taken to ensure the Board receives full
and accurate information.
An Executive Committee focused on
Engage 2025
Active specialised committees
a Three committees provide proposals,
recommendations and opinions in their respective areas of
expertise to inform the Board of Directors’ discussions and
decisions. They are the Audit Committee, the Governance
and Corporate Social and Environmental Responsibility
Committee and the Innovation and Technology Committee.
Committee members are chosen to reflect the principles of
balance and diversity that apply within the Board. These three
committees are chaired by independent directors and all
include one director representing employees and one
representing the public sector. In 2019, the Audit Committee
worked on financial reporting, internal control, risk
management, the Code of Ethics and strategic growth
projects, including interests in Africa and the Middle East. The
Governance and Corporate Social and Environmental
Responsibility Committee assessed the compensation of the
Group’s corporate officers, the governance system and the
effectiveness of the Board of Directors. It also continued to
review the Group’s corporate social responsibility actions,
such as implementing the Code of Conduct and the Group’s
Duty of care plan, as well as preparing any non-financial
performance statements. The Innovation and Technology
Committee focused on safeguarding cybersecurity (BtoB and
BtoC) and 5G deployment. Directors travelled to Lille in
northern France to oversee field testing on 10 5G towers that
were deployed in 2018.
a The Chairman and Chief Executive Officer works
alongside two Delegate Chief Executive Officers with clearly
defined areas of expertise. A lead director is entrusted with
significant responsibilities and authority, ensuring robust
corporate governance that focuses on efficiency and
performance while guaranteeing a balance of power.
The Executive Committee was restructured in 2018 to
boost expertise in the key areas of cybersecurity, digital
transformation and mobile financial services. The new team is
also more international, with the addition of directors from
high-growth regions such as Spain and the Middle East and
Africa.
The Orange director programme
a As well as placing great importance on governance
at Group level, Orange also promotes excellence within its
entities. To consistently improve the management and
supervision of its subsidiaries and joint ventures, Orange
continuously maintains a dynamic programme — including
training courses, conferences and debates, as well as various
tools and shared standards highlighting best practice — for
members of its local boards of directors and supervisory
boards. Orange firmly believes that applying the highest
standards of governance improves performance.
2019 Integrated Annual Report
43
Balanced
and varied skills
on the Board
International
experience
An independent frm conducted an analysis of
the range of skills possessed by members of the
Board, confrming that it demonstrates the
qualities required to critically consider the
matters with which it is presented. The charts
opposite present the balanced range of essential
skills possessed by the 15 members of the
Board.
15
7
6
3
Industry
expertise
11
5
4
4
Corporate
expertise
Legal/Compliance/Governance/Ethics
CSR and sustainable development
HR and employee support
Senior management
Finance/Audit/Accounting/Risk
M&A and investor relations
Regulatory framework
Innovation and technology
Sales/Marketing
Production/Supply chain
12
11
10
10
9
8
8
7
6
4
Europe
Americas
Africa/Middle East
Asia
Telecoms/Technology/
Digital/Media
Retail
Banking/Finance
Industry
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
44
Orange
Executive Committee
The Executive Committee comprises 15 members who coordinate the implementation
of the Engage 2025 strategic plan, monitor operational, social and technical targets and
optimise the allocation of resources.
15
12
1
3
6
5
8
1.
2.
3.
Stéphane Richard
Ramon Fernandez
Gervais Pellissier
Chairman and Chief Executive Officer
Delegate Chief Executive Officer, CEO Finance, Performance and Europe
Delegate Chief Executive Officer, Group Transformation and President
of Orange Business Services
Deputy Chief Executive Officer, Orange France
Fabienne Dulac
4.
5. Mari-Noëlle Jégo-Laveissière Deputy Chief Executive Officer, Technology and Global Innovation
6.
7.
Deputy Chief Executive Officer, Mobile Financial Services
Deputy Chief Executive Officer, Orange Spain
Paul de Leusse
Laurent Paillassot
2019 Integrated Annual Report
45
7
13
11
2
9
10
4
14
8. Christine Albanel
9.
Jérôme Barré
10. Hugues Foulon
11. Nicolas Guérin
12. Valérie Le Boulanger
13. Béatrice Mandine
14.
15.
Alioune Ndiaye
Helmut Reisinger
Senior Executive Vice-President, Corporate Social Responsibility, Diversity,
Partnerships and Inclusiveness, Deputy Chairwoman of the Orange Foundation
Senior Executive Vice-President, Orange Wholesale and International Networks
Senior Executive Vice-President, Strategy and Cybersecurity activities
Senior Executive Vice-President, Group General Secretary and Secretary
of the Board of Directors
Senior Executive Vice-President, Group Human Resources
Senior Executive Vice-President, Internal and External Communication for
the Group and Brand
Senior Executive Vice-President, Orange Middle East and Africa
Senior Executive Vice-President, Orange Business Services
46
Orange
The Orange compensation policy for senior executives reflects the focus on corporate social
responsibility at the highest level of the Group’s governance, the Engage 2025 strategic plan
and performance targets for the short, medium and long term.
Compensation balanced
equally between
financial and non-financial
performance targets
A comprehensive compensation policy
a Each year, the compensation of Orange’s corporate
officers is assessed by the Board of Directors on the basis of
recommendations made by the Governance and Corporate
Social and Environmental Responsibility Committee. It is also
subject to approval at the annual Ordinary Shareholders’
Meeting as part of shareholders’ Say on Pay.
We implement our Corporate Social Responsibility (CSR)
strategy by incorporating non-financial performance criteria
into the compensation packages of corporate officers and
members of the Executive Committee. These criteria include
social indicators, such as workforce participation rates for
women, accident frequency rates and the Employee
Barometer, and environmental indicators, including the change
in CO2 rate per customer use and the renewable electricity rate.
This last indicator was introduced in 2020 as part of the
Group’s efforts to reach net zero carbon emissions, which will
be achieved in particular by switching to renewable energy
sources.
Non-financial criteria help to reconcile short-term
operational profitability targets with longer-term objectives to
create value and defend shareholder interests. The policy
applies to all senior executives to ensure they are working
towards the same targets.
The three pillars of executive compensation
a The compensation of Orange’s corporate officers is
made up of three components.
determined based on the level and complexity of their
responsibilities, their experience and professional background,
and market analysis for comparable positions. In 2019, it
remained unchanged from the previous year.
Variable compensation
Variable compensation is intended to give corporate
officers an incentive to fulfil the annual performance targets set
by the Board of Directors in line with the corporate strategy.
The variable component is split into levels of performance with
a balanced weighting between financial (50%) and
non-financial (50%) criteria. The variable component is
determined using specific objectives and quantitative
performance measures, including non-financial indicators.
The variable component represents 80% of the fixed
compensation awarded to the Chairman and Chief Executive
Officer, and can increase to 100% where targets are
exceeded, and a maximum of 60% of the fixed compensation
awarded to the Delegate Chief Executive Officers*.
Performance shares
Corporate officers benefit from performance shares
grants under the Long-Term Incentive Plan (LTIP) in order to
effectively align their interests with those of the company and
the expectations of shareholders. Performance is measured
over a three-year period and is based on criteria that take into
account the direct contribution of executives to the long-term
overall performance of the company. The plan is open to
members of the Executive Committee, as well as executive
and leadership networks.
Fixed compensation
The fixed compensation of corporate officers is
* For more information, see the 2019 Universal Registration Document.
2019 Integrated Annual Report
47
2019 Compensation:
quantitative, measurable criteria
Chairman and CEO
Delegate Chief Executive Officers
Fixed 50.6%
LTIP 14.5%
Annual
variable 34.9%
Fixed 58.9%
LTIP 13.8%
Annual
variable 27.3%
Annual variable compensation
Financial criteria
30% operating cash flow
20% change in revenues
Non-financial criteria
33% employee experience indicators
17% BtoC and BtoB customer experience indicators
2019-2021 LTIP
Performance indicators
50% total shareholder return
50% organic cash flow (telecoms activities)
Moderating criteria
CO2 rate per customer usage, Net Promoter Score, Brand Power Index
average broadband and mobile data throughput, revenues from diversification
48
Orange
By making ethical conduct central to the way the Group operates, Orange is going above and
beyond regulatory requirements to meet its stakeholders’ growing demand for transparency.
We believe that sustainable performance is only possible when it is built on trust.
Ethical principles
to enable sustainable
performance
Ethics and compliance
The ethical implications of AI
a Orange’s Compliance Department ensures
compliance with laws and regulations in order to protect the
Group, its employees and its executives from the risks of
non-compliance. We do so by identifying and analysing risks
as well as by implementing operational action plans and taking
a structured approach to raising awareness, training and
sharing best practices. This approach finds its roots in our
Code of Ethics, which sets out guidelines for our stakeholders
and governs the professional conduct of our employees. Our
network of ethics advisors implements the approach
operationally, and the Group Compliance Department
organises international ethics events, such as the Ethics &
Compliance Day, which are orchestrated at entity level by the
Ethics and Compliance network.
Anti-corruption
a Orange follows a zero-tolerance policy when it comes
to corruption and influence peddling. Our network of
Compliance Officers runs the anti-corruption compliance
programme, which focuses in particular on staff training. With
versions already available in both French and English, the
UN-Orange online anti-corruption certification was translated
into Spanish in 2019, and 35,000 certificates were issued in
the past year alone. The Group’s Fraud & Compliance
approach to due diligence, which underwent a thorough
review in 2019, has been deployed across the vast majority of
the Group’s divisions and operating countries. The new
version of the “Eliot” system for declaring gifts and other
benefits received and offered is used in 80% of the Group’s
entities.
a While AI has been identified as one of Orange’s key
growth drivers, a number of ethical principles need be met in
order to ensure that the technology benefits everyone. This
includes respect for diversity, privacy, transparency of
algorithms and system security. To further develop this
approach to AI, the Group has teamed up with the non-profit
organisation Impact AI, which works with industry stakeholders
to produce a collective response to the ethical and societal
challenges that AI presents, and supports innovative positive
impact projects. Furthermore, we support initiatives in France
such as Objectif IA and we train our employees at our Orange
Campus. We also signed the first International Charter for
inclusive Artifical Intelligence with the Arborus fund in early 2020.
Responsible purchasing
a Orange pursues a responsible approach to purchasing
and upholds its social responsibility principles in its relationships
with suppliers. The policy requires a CSR clause to be written
into all of the Group’s framework agreements and local
contracts. A Code of Conduct details the ethical, social and
environmental commitments expected from suppliers. Orange
is listed on the EcoVadis platform, and it ensures its suppliers
are too. The Group also conducts its own audits. In 2019, the
Orange France purchasing department received ISO 20400
certification and the Responsible supplier relations and
procurement label. Over the past five years, the amount of
goods and services Orange has sourced from France’s
sheltered employment sector has been steadily increasing,
reaching €20.1 million in 2019. Orange is also helping to boost
responsible purchasing standards through the JAC (Joint Audit
Cooperation), an association of telecoms operators that
monitors and assesses compliance with CSR principles among
the largest suppliers in the industry.
2019 Integrated Annual Report
49
2019
highlights
Purpose
Orange unveils its collectively
defined purpose
“As a trusted partner, Orange gives everyone the keys to a
responsible digital world.” Orange’s purpose, defined in
collaboration with its employees and stakeholders, was
unveiled by Stéphane Richard in December. It was
integrated into the Group’s bylaws and reflects Orange’s
contribution to society (see pages 8 to 25).
Brand
An international campaign on digital
responsibility
“We all have great power. We all have great responsibility.”
Such is the message of our new ad campaign that shows
a father giving his teenage daughter her first smartphone.
Digital technology opens a world of possibilities,
but such unparalleled freedom imposes a duty of
responsibility on us all. Orange is helping to shape a world
where everyone uses digital technologies in a safe and
enlightened way.
Strategy
On 4 December, Stéphane Richard
presented the Group’s
new Engage 2025 strategic plan
to set a new example in social
and environmental responsibility
(see pages 32-33 and 55-97).
Cybersecurity
Acquisition of SecureData and
SecureLink
In 2019, Orange finalised the acquisition of the Dutch
company SecureLink, the market leading independent
provider of cybersecurity in Europe, and SecureData, the
UK’s largest independent cybersecurity service provider.
Consequently, Orange became Europe’s leading
cybersecurity company, operating in eight countries.
50
Orange
Financial services
Orange Bank in Spain
Launched in November, this innovative 100% mobile-based
banking offer includes a variety of services, such as a bank
account, a Mastercard debit card, mobile payment and a
savings account.
Networks
Networks
Orange builds its 10 millionth fibre
connection
In March 2019, Orange celebrated building its 10 millionth
FTTH connection in France. As a core stakeholder in the digital
development of the region, and less populated areas in
particular, the Group has built over 70% of the fibre network in
France. At the same time, Orange also supports other
operators in deploying their own networks by providing
commercial fibre solutions.
Faster deployment in international
networks
In November, Orange announced the construction of a new
international backbone network connecting eight countries in
West Africa and recently invested in the most cutting-edge
MainOne submarine cable, which connects Senegal and Côte
d’Ivoire with Europe. The Group also partnered with PCCW
and PEACE to deploy a new submarine cable between Europe
and Asia via East Africa by 2021.
Workplace gender equality
Content
A global Group agreement on
workplace gender equality
Orange signed a global Group agreement with
UNI Global Union to improve gender equality in the
workplace, support a positive work-life balance, and
combat discrimination and violence across the Group’s
26 operating countries.
OCS reached the symbolic
threshold of 3 million subscribers
towards the end of 2019, the year in
which it broadcast the last season
of Game of Thrones, the series
that took the world by storm and
was shown exclusively on OCS in
France.
Eco-design approach to product
development
Launching the Livebox 5
Launched in October 2019, the Livebox 5 makes it possible
for the entire family to use their devices at the same time,
with download speeds of up to 2 Gb/s. From the design
stage, Orange worked with its many partners to reduce the
device’s carbon footprint by 29%, in particular by
developing a 100% recycled plastic case.
2019 Integrated Annual Report
51
Collaborative innovation
The Orange Business Summit
in April 2019 brought together
1,000 customers of Orange
Business Services, LACROIX
group, Schneider Electric,
Renault and the SNCF, who
all pledged to work with us to
develop new uses for 5G.
Networks
Orange Romania put technological
innovation and premium packages
at the heart of its 5G offer
In November, Orange Romania was the first subsidiary in
the Group to roll out 5G services. With mobile throughputs
that can reach up to 1.2 Gb/s, Orange customers can enjoy
a comprehensive range of premium services and devices
designed to improve the 5G experience, such as eSIMs
and Number Share, which allows people to use the same
mobile phone number on several devices without a
Bluetooth or Wi-Fi connection.
Networks
At 31 December 2019, 67.5 million
customers around the world had
signed up to Orange’s 4G offers
(up 20.1% on the previous year),
including 23.8 million in Africa and
the Middle East.
Digital equality
A new hub concept to promote
innovation and integration
In 2019, the Group inaugurated its first two Orange Digital
Centers (ODC) in Tunisia and Senegal, bringing several
strategic programmes together under one roof as well as
courses to train young people in digital technology,
a start-up incubator and initiatives to promote investment
in their projects, representing one of the tangible ways in
which Orange’s Engage 2025 plan is taking action to
promote digital equality.
Artificial intelligence
Launching the virtual voice
assistant Djingo
Orange has launched its own smart speaker developed
with Deutsche Telekom, featuring an integrated virtual
voice assistant named Djingo. The technology is also
available via remote control at no extra cost to Orange
customers equipped with UHD TV boxes so they can
operate all Orange TV services using voice controls.
52
Orange
2019 Integrated Annual Report
53
54
Orange
55
Commitment
Orange has centred its new Engage 2025 strategic plan around digital
equality and the environment. In all our operating countries,
we promise to reduce inequality to enable everyone, whatever their
situation, to take advantage of the wealth of opportunities brought
about by digital technology. As we take on the biggest challenge
humanity has ever faced, we have a responsibility to start taking
action right away, especially since telecoms operators have such an
important role to play in bringing about a low-carbon economy.
2019 Integrated Annual Report
56
Orange
Promoting digital
equality
In addition to our efforts to provide coverage in all areas, we are combating the digital divide
on all fronts. Our initiatives target those left behind by the digital revolution because
they lack the resources or know-how or because of their social situation. We aim to help them
access the digital tools and services essential to allow them to take part in and develop
their own projects to generate economic growth and social well-being.
Coverage for all
Inclusive offers and affordable devices
a To enable everyone to access digital technology and
a The consultation on vulnerability and digital
promote digital equality, Orange focuses on expanding
network coverage. In France, the Orange Connected Territories
programme significantly improves access to high quality
high-speed and very high-speed fixed and mobile broadband
for homes and businesses in rural areas. We connect urban
areas to fibre networks and support local authorities in their
Public Initiative Networks (PIN) projects. Orange currently holds
the concession for 4 million PIN sockets. In addition, the
French government has asked us to operate the programme to
eliminate black spots and ensure every town in France enjoys
mobile voice and 3G data coverage. In 2018, France’s major
operators came together on the New Deal for Mobile, an
initiative to improve reception quality throughout the country,
especially in rural areas, which has so far brought 4G coverage
to an additional 10 million people.
In the Middle East and Africa (MEA), we rely on
innovative technical solutions to expand coverage in rural areas
such as lightweight masts that are easier and cheaper to install
and more wide reaching antennae. The Group will set up
8,000 new 4G mobile sites by 2023, strengthening the core
networks that carry the majority of traffic. The Group is
simultaneously expanding global coverage through its Orange
Marine subsidiary that specialises in laying and maintaining
submarine cables.
technology conducted in France in 2017 highlighted the need
to develop offers for low-income households. Families in the
north of France who lack digital access can benefit from a
discounted Coup de Pouce initiative that equips homes with a
broadband and landline connection, reconditioned PC and
free training. This is now being extended to the rest of the
country and, given its success within pilot communities
(4,000 customers), our Engage 2025 strategic plan now
includes a commitment to launch subsidised offers in all of
our operating countries in Europe.
In Spain, the Gigas Solidarios programme enables
customers to donate their unused data to low-income families
with school-aged children, to whom Orange also offers a
connected tablet with free internet access and preinstalled
software.
Orange is continuing to increase network coverage
through the Middle East and Africa. In 2019, we launched our
latest digital inclusion device, Sanza, a mobile phone with
voice recognition features that’s available in 11 African
countries for a price of around $20. With a battery life of
5 days, 3G+, Wi-Fi and Bluetooth as well as voice, text and
data services, customers can enjoy smartphone-style
features and access to the most popular apps. Sanza users
can access the My Orange app as well as mobile money
transfer solutions through Orange Money. In January 2020,
the 4G Sanza XL was launched in three African countries at
the average price of $28.
2019 Integrated Annual Report
57
Orange Digital
Centers — a unique
concept to support
innovation and
promote access to
technology for all
a As part of the Group’s sustained efforts to foster an
innovative and inclusive digital ecosystem, Orange launched
the first Orange Digital Centers (ODC) in 2019. ODCs are
launchpads for new ideas that are free, open to all and
designed to host an extensive range of programmes, from
digital literacy training for young people to start-up
accelerators, all in one location.
Each ODC has its own Coding School, which combines
a training centre, numerous events, a Solidarity FabLab and a
digital fabrication workshop teaching 12 to 25 year-olds to
use emerging technology in their projects such as 3D printers
and laser cutters. ODCs also host Orange Fabs, our network
of start-up accelerators active on four continents. For three
months, start-ups receive mentoring and logistical support as
they develop their solutions. ODCs operate as a network so
they are able to take advantage of learnings from each other
across several countries. Start-ups also have the opportunity
to develop national and international partnerships with one or
more entities from the Group. The ODCs work in close
collaboration with our corporate venture fund, Orange
Ventures, to identify the start-ups with the greatest potential.
After the first ODCs were launched in Tunis in April and Dakar
in October of 2019, we are preparing to open others in all of
our operating countries and every operating division in
France.
1.
2.
3.
4.
Coding school
Tech training and events
centre
Solidarity FabLab
Digital fabrication workshop
Orange Fab
Start-up accelerator
Orange Ventures
Collaboration with the Group’s
corporate venture fund
58
Orange
Meeting basic needs
a We boost growth by providing essential services,
primarily connectivity. In the Middle East and Africa, we have
identified a number of areas for improvement, such as
education and agriculture. E-education, or new technology in
schools, is proving a low-cost, efficient solution for expanding
resources and educating children across the entire region.
Africa is expected to see the largest population growth in the
21st century, making it the youngest and most dynamic
continent on Earth; it is therefore crucial to ensure young
people have the education they need. In the Democratic
Republic of Congo, Burkina Faso and Senegal, we have
launched mobile offers collating high quality educational
content in partnership with leading online learning platforms.
To open quality education services to an even wider
audience, we increasingly establish partnerships with
e-learning providers such as Virtual Universities in Senegal
and Tunisia, the CNED and edX (the world’s leading provider
of MOOCs). Mobile applications are proving to be very useful
in agriculture, namely for managing farming activities. Orange
Burkina Faso has launched an app called ASMA that lets
farmers remotely manage irrigation control systems using
their mobile phones, as sensors placed in the fields are
equipped SIM cards that communicate with the management
software. The solution reduces irrigation costs by over 70%
while increasing productivity and income by 20%.
Accessible products and services for
people of all ages and abilities
a Orange takes accessibility into consideration right
from the product design phase, developed with inclusivity in
mind to meet customer needs and uses and ensure everyone
is able to take advantage of digital technology.
In mainland France, Orange leverages its unique retail
network of 247 Autonomy-certified stores to offer solutions for
vulnerable, elderly, and disabled people.
The range of accessible Autonomy products and
services is available in stores and online at orange.fr, and
includes Viktor, a smart cushion that maintains
intergenerational ties to help senior citizens, the SmartVision
mobile phone, the Braille smartwatch Dot Watch, and
Handieasy accessories to enable people in wheelchairs to use
smartphones and tablets. In October 2019, Orange reiterated
its commitment to accessibility when it signed a manifesto
alongside several other French companies promoting the
integration of disabled people in the workforce.
The Autonomy programme, run by the Group’s
Accessibility Department, is being rolled out in several Orange
operating countries in the form of services (Tactile Facile in
France, Spain and Romania) and products (ranges vary across
France, Spain and Poland), with work underway in Jordan
(customer relations accessibility plan) and Tunisia (accessible
customer service). The Group also became a member of the
global initiative The Valuable 500, which brings together
500 major corporations that have undertaken to employ
people with disabilities.
Promoting digital solidarity
a Orange sets up and runs support and education
programmes that harness digital tools as a means to
economic and social integration. Since 2014, the Orange
Foundation has been supporting vulnerable groups, namely
young people and women by helping them access these
programmes.
Since 2014, 109 Solidarity FabLabs in 17 different
countries have been inspiring and retraining young people
who are not in employment or training. The FabLabs offer
training in digital production so they can access jobs in the
digital economy. The Foundation’s 250 Digital Houses active
in 20 countries also empower and train thousands of women
in digital technologies. In addition, 200,000 pupils learning at
isolated schools without books or internet now have access
to educational content through the Foundation’s 820 Digital
Schools in 16 countries.
In total, the voluntary support of 8,000 Orange
employees, investments of €23 million in 2019 and the help of
460 partner associations allows the Foundation to help nearly
two million people in 30 countries. To step up our community
support, our new strategic plan pledges to extend the
Foundation’s presence to all of our operating countries, and
coordinate all philanthropic projects within the same structure
so as to promote synergies between the various initiatives.
Finally, in order to encourage every Orange employee to play
a part, the Group aims to extend opportunities for skills
sponsorships, which up until now were available only to
2019 Integrated Annual Report
59
3.2
billion
Of the 4 billion people in the world
unable to access the internet,
3.2 billion live in areas with network
coverage but are unable to connect
because they lack the resources
or know-how.
Our 2025 agenda
for digital inclusion
Social Responsibility
Open an Orange Digital Center in all operating countries and in every
operating division in France
Set up a Foundation in every operating country and coordinate
outreach programmes
Customers
Create special offers for low-income households in every European
operating country
Expand the range of affordable smartphones in the Middle East and Africa
Launch a mobile loan or rental plan along with a pre-owned phone range
Employees
Offer every employee in every country the opportunity to take part in an
outreach programme
specific groups of employees. Everyone will now be able to
get involved running digital workshops or volunteering in
various projects supported by the Foundation.
Educating children and parents
about using digital technology
responsibly
a We want to promote safe and informed use of digital
technology for everyone. The Group has developed several
online platforms dedicated to educating both children and
parents about using digital technology responsibly, such as
Bien vivre le digital (making technology work for you) in
France, and Por un uso Love de la tecnologia (spreading love
through technology) in Spain. These online platforms are
complemented with face-to-face workshops and conferences.
We support parents to better educate their children and
incorporate parental control features so they can restrict
access to certain content. In France, more than 1,800 people
took part in Orange digital workshops in stores or at other
locations in 2019. In our Better Internet for Kids programme,
integrating child-friendly uses of products, services and
content starts at the design phase. The #SuperCoders
initiative, launched in some 20 countries in Europe and Africa,
promotes digital creativity, collaboration, entrepreneurship and
civic engagement. This programme has helped more than
46,000 children since it was set up in 2014. Teaming up with
industry experts, we also run awareness-raising and
communications campaigns such as “For a Love use of
technology”, a campaign run by Orange Spain to promote the
responsible use of technology and the internet among young
people and children.
60
Orange
Combating
climate change
Orange has a part to play in combating the climate challenge, which is why it has set itself an
ambitious target to achieve net zero carbon by 2040. We therefore need to undertake
unprecedented efforts to become more energy efficient, make greater use of renewable
energy and integrate more of our production processes and business lines into the circular
economy. Telecoms operators are also able to bring about the low-carbon transition, which
means we have a duty to provide other industries with solutions to reduce their
CO2 emissions.
The environmental impact of digital
technology
a 3.5% of global CO2 emissions excluding
deforestation: this is the estimated* environmental footprint of
the digital sector, due primarily to the manufacture and use of
electronic equipment. Risk factors include exhausting natural
resources (such as metals and rare earth elements). It is also
important to remember the digital industry generates 12 times
less CO2 globally than manufacturing and seven times less
than transport and construction.
Targeting net zero carbon by 2040
a In response to the climate challenge, Orange has
committed to achieving net zero carbon by 2040, 10 years
ahead of the target set by the GSMA and the recommendation
made by the Intergovernmental Panel on Climate Change.
Achieving net zero carbon means:
Reducing our direct and indirect CO2 emissions
(generated by energy consumption and product life
cycles) by 30% by 2025 compared with 2015 levels.
Initiating projects to capture the carbon generated
by the residual emissions on which we have a direct
impact.
Helping avoid emissions outside our scope by
selling products and services that are more carbon
friendly than those currently on the market, or by
financing certified and accredited projects to avoid
emissions.
Reducing network consumption
a Orange’s networks and IT systems account for over
80% of the Group’s CO2 emissions. Since 2010, we have been
implementing energy action plans in partnership with our
operating countries through our Green ITN programme. For
example, we help to optimise the energy consumed by data
centres such as the one opened in Antwerp, Belgium, in
2019. We reduce physical equipment and electricity costs via
free cooling systems and virtual servers. In 2019, despite
increased traffic on our networks, we were able to reduce our
CO2 emissions by 4.2% on the previous year. The Green ITN
programme has enabled us to reduce CO2 equivalent by
2.7 million tonnes over the period between 2010 and 2019.
Furthermore, our cable ships are connected to the power
source of their onshore base when they are in port, which is
about a quarter of the time, avoiding the need to run the
engines or generators to produce electricity on board and
thereby significantly reducing emissions of gas and pollutants.
2019 Integrated Annual Report
61
Net zero carbon
by 2040
CO2 emission reduction targets by 2025
30%
50%
50%
lower CO2 emissions in 2025 compared with 2015 levels
of electricity from renewable sources in
the Group’s energy mix
of our vehicle fleet electrified
Circular economy targets by 2025
20% of network installations reconditioned
100% of Orange-branded pr
oducts developed in line with
an eco-design approach
We also optimise the development of new networks. For
example, 5G integrates various systems designed to consume
less energy per quantity of data transported, such as deep
standby mode.
Improving energy efficiency in buildings
and transport systems
a In 2019, the CO2 emissions generated by buildings
and transport systems fell 15.9% on the previous year as old
infrastructure is gradually replaced with more efficient
installations. Optimisation strategies have enabled several
subsidiaries to reduce consumption of their IT and office
equipment by 30% since 2015. In addition, we now have the
largest company car-sharing pool in Europe, with over
2,600 vehicles. We are also aiming to expand our stock of
electrified vehicles (hybrid and electric), so they account for
50% of our entire fleet in 2025. Furthermore, we have
equipped approximately 270 rooms in France and nearly
100 around the world with video conferencing technology to
reduce the need for business travel. Orange MEA** has put in
place a video conferencing solution in its new head office in
Casablanca, which will help reduce business travel by 25%
from 2021.
Increasing the proportion of renewable
energy in our energy mix
a Currently, 26% of the Group’s electricity needs are
met using energy from renewable sources, taking into account
our own business activities and the energy mix in our operating
countries. We are aiming to increase this proportion to 50% by
2025, in particular by signing power purchase agreements
(PPA) in Europe and expanding solar farms and power plants.
We are focusing heavily on harnessing solar energy in
Africa and the Middle East. Eight countries already benefit from
solar energy through partnerships Orange has developed with
energy services providers, known as ESCo (Energy Services
Company) projects. At the same time, over 2,800 sites in the
MEA region located in rural areas are equipped with solar
panels.
Our three solar farms in Jordan cover 73% of the
electricity needs of our subsidiary, and in time this figure will
reach 100%. In Europe, an initial selection of 47 Orange Slovakia
sites were fitted with solar panels, with a view to equipping
between 5 and 10% of sites by 2023.
* The Energy and Carbon Footprint of the Global ICT and E&M Sectors
2010–2015, J. Malmodin and D. Lundén, Sustainability 2018.
** Orange Middle East and Africa.
62
Orange
Applying a circular economy approach to
our devices and products
a At COP21, Orange pledged to integrate the circular
economy into its processes and business lines. Our strategy
now focuses on prolonging the life cycle of our products and
devices (in particular on how they can be reused), optimising
the way they are processed at the end of their life cycle and
developing products and services in line with an eco-design
approach. Within the Group, the OSCAR programme is used
by all subsidiaries to industrialise the purchase and resale
cycle for reconditioned IT and network equipment. It
harnesses the circular economy to minimise the volume of
new equipment purchased and therefore reduce our overall
carbon footprint. We are aiming to recondition 20% of
equipment by 2025, while maintaining the same level of
service quality.
Environmental considerations are taken into account in
the life cycle assessment of our products, from design to
recycling. For example, the carbon footprint of the Livebox 5
is 29% lower than the Livebox 4 as it is smaller and uses
recycled plastic and fewer components. By 2025, 100% of
the products marketed under the Orange brand will be
developed in line with an eco-design approach. Furthermore,
our retail network stocks the Fairphone 3, a modular
smartphone designed to be fairer and more sustainable.
To increase the proportion of our products that are
recycled, we run collection drives and in the last 10 years we
have collected nearly 15 million telephones in Europe,
including 8 million in France. Through our partnership
established in 2009 with the French community charity
Emmaüs, we have set up collection stations in France and
five countries in Africa for unwanted mobile phones, which
gave rise to community action creating jobs locally in France
and Africa. At the same time, we now collect nearly 90% of
our multimedia devices (Liveboxes, set-top boxes and
Airboxes). The equipment can be used, repaired and
reconditioned up to five times. In addition to reusing
equipment in this way, we run campaigns to raise awareness
among customers and employees about environmentally
friendly behaviour, like monitoring the energy consumption of
devices and appliances that are plugged in or charging,
recycling devices and appliances, opting for digital billing and
minimising plastic waste.
Protecting biodiversity through
partnerships
a Orange applies its digital expertise to several
biodiversity research programmes. In 2014, we became a
partner to the CREA Mont Blanc Research Center for Alpine
Ecosystems, an NGO that analyses the impact of the climate
challenge on biodiversity. Orange helps by collecting,
processing and popularising scientific information for
decision makers and society in general. Our subsidiary,
Orange Marine, also established a partnership with the
European Research Infrastructure Consortium Euro-Argo and
the ocean chapter of the Global Climate Observing System
(GCOS). Furthermore, Orange Business Services joined the
consortium set up by Airbus and Capgemini to work on the
Sobloo project, a one-stop-shop to process all geospatial
data on the DIAS platform (Data and Information Access
Service). Sobloo offers individuals, businesses and
organisations the world over access to data from the
Copernicus programme, paving the way to and new era in the
analysis of Earth observation data.
2019 Integrated Annual Report
63
Digital
technology –
part of the
solution for
tackling the climate challenge
Quentin-en-Yvelines. The widespread
use of connected devices and
appliances and the greater processing
of data can lead to innovative solutions
that optimise traffic circulation, energy
consumption and waste collection as
well as minimise the consequences of
natural disasters.
a Uses of digital technology are
growing considerably. It is therefore
essential to measure and minimise the
impact by developing solutions that
meet the genuine needs of customers.
We have developed offers with net
positive carbon footprints, such as
collaborative tools, fleet management
and smart buildings. The drop in the
carbon footprint achieved through some
of these offers can be estimated using a
carbon calculator.
We strongly believe digital
technology can bring about solutions
that have a positive environmental
impact on other industries in the
economy, including transport, energy,
construction, healthcare and education.
Our research labs and collaborative
innovation projects help design and
develop sustainable alternative services
and solutions for smart cities and
energy networks, the Internet of Things
(IoT), smart metering and multimodal,
environmentally friendly mobility. Big
data and AI have a role to play in
improving the performance of energy
efficient solutions for urban
development, transport and industrial
machinery. For example, France’s
Environment and Energy Management
Agency (ADEME) has calculated that
data analysis could make energy
savings of 20% by 2030 in French
manufacturing.
Since setting up the Smart Cities
programme in 2011, Orange has helped
regions with urban environmental
management, for example by applying
IoT solutions to expand monitoring. For
example, in France, they monitor
temperature and air quality in nurseries
and schools in Narbonne and measure
the water level in reservoirs in Saint-
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Orange
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66
Orange
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67
Ambitions
Our Engage 2025 strategic plan revolves around four bold ambitions to
enable us to tackle the changes in our industry. These ambitions
involve reinventing our operator model, accelerating in growth areas,
placing data and AI at the heart of our innovation model and
co-creating a future-facing company.
68
Orange
Ambition 1
Reinventing
our operator
model
2019 Integrated Annual Report
69
As the leading 4G provider and number
one Fibre to the Home (FTTH) operator in
Europe, Orange capitalises on its head
start in broadband and mobile networks to
offer its customers enhanced connectivity
with faster speeds and new complementary
services. The Group is also aiming to
optimise, develop and better exploit its
infrastructure to strengthen its leadership.
70
Orange
Enhanced connectivity
for all our customers
Our high performing network infrastructure gives us the opportunity to offer an unmatched
customer experience. However, we also have to continually reinvent the way we position
ourselves against our competitors and provide enhanced connectivity, both in broadband and
mobile networks. We deliver this through increasingly fast throughput speeds and new
complementary services.
Faster throughputs at home and at work
a Orange was the first broadband operator in Europe to
make the strategic decision to roll out Fibre to the Home and
provide the Group’s operating countries with very high-speed
broadband. Our FTTH packages bring retail customers
speeds of up to 2 Gb/s, and speeds will soon reach 10 Gb/s
as we progressively upgrade infrastructure, ready for when
faster throughputs are required. At end-2019, 39.5 million
homes throughout the world were connectable to Orange’s
very high-speed broadband, including 16.3 million in France,
14.9 million in Spain, 4.2 million in Poland and over 500,000 in
Slovakia. By 2023, we will connect over 65 million homes in
Europe to fibre by deploying our own cables as well as using
third-party networks, thereby consolidating our leadership
position on the continent.
At the same time, in order to guarantee maximum-
capacity broadband access for our European customers, we
will improve “Homelan” connectivity, their in-home network.
Using smart Wi-Fi technology, set-top boxes and Wi-Fi
repeaters will optimise Wi-Fi resources to ensure a robust and
stable connection.
The Fibre to the Office (FTTO) network meets the
specific needs of businesses keen to take advantage of fibre
optic performance at their major and critical business
facilities, with a choice of upward (uploading data to the
network) and downward (downloading data from the internet)
data flow up to 10 Gb/s. The Group is aiming to grow its
market share in BtoB connectivity and support businesses as
they transition to fibre. By 2025, we are seeking to achieve a
fourfold increase in the number of business customers using
fibre in France.
As uses change, companies are increasingly looking for
flexibility and responsiveness. That’s why we are continuing
to virtualise network functions, for example by integrating
cutting-edge SD-WAN (Software-Defined Wide Area Network)
technology, which makes it possible to centrally automate,
programme and control end-to-end network infrastructure
from remote sites to the cloud with guaranteed levels of
performance and security. Network Function Virtualisation will
progress in the coming years, driven in particular by
advanced 5G services. Orange Business Services supports a
number of companies through the transition – for example
Sony, which in 2019 chose our Flexible SD-WAN solution to
transform its global network into a single automated, smart
system. Its network will connect over 500 locations across
50 countries and five continents to optimise performance,
security and scalability of operations.
2019 Integrated Annual Report
71
10 Gb/s
Fibre optic broadband speeds
by 2025
Over
65
million
homes connectable to FTTH by 2023
Content that everyone will love, available on
every device
New services for the homes
of the future
a With broadband speeds gradually increasing and
a We continue to develop offers that make homes safer
home connectivity continually improving, this is a timely
moment for Orange to expand its content distribution
activities. That’s why we’re developing partnerships with
content services providers (including Canal+, Discovery,
Netflix and Eleven Sports) and rights owners for OCS and
VOD (HBO, Sony and the French film industry) to provide
access to the best content for our customers. Set up in 2017,
Orange Content spearheads this strategy and supports all the
Group’s operating countries. As an aggregator and distributor
of content, we aim to become a “super aggregator” so that
our customers can enjoy all their content services through a
single interface that’s simple, intuitive and centralised.
To stay in step with our customers’ changing uses, we will
extend the Orange TV experience across all their connected
devices. We have also adopted an ambitious policy to
produce and coproduce films and series through our
subsidiary Orange Studio. Our premium content service OCS
totalled 3.1 million subscribers at end-2019 and is available
through most distributors in France as well as directly over
the internet.
and easier to manage. In France in 2019, we successfully
launched Protected Home, our remote home surveillance
system that detects intrusions, as well as our Connected
Home mobile app for installing and remotely managing smart
household appliances. Similarly, in Spain, our Alarma solution
allows users to remotely manage security equipment with their
smartphone, while Orange Smart Home manages smart
devices and appliances remotely or via a smartphone or a
smart speaker in the home. Furthermore, Serena offers an
emergency remote assistance service for the elderly using an
app or directly via a button on their mobile phone.
In November 2019, we launched our own smart speaker
developed with Deutsche Telekom, featuring an integrated
virtual voice assistant named Djingo. The technology helps to
simplify services, including making hands-free phone calls,
using voice controls to operate Orange TV and controlling
smart lighting and sockets through Connected Home.
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Orange
The essential role of wholesale
a In addition to services for retail and business
customers, Orange sells wholesale services to other
operators. Offering enhanced connectivity to wholesale
customers – specialist telephony providers, domestic and
international operators in the wholesale and retail markets as
well as content and internet service providers — broadens the
range of solutions for their specific needs in fixed or mobile
broadband.
The aim is to provide more flexibility in network capacity,
lower waiting times and more secure solutions. The customer
journey is becoming increasingly digital, and we are looking to
make large network capacities available in just a few clicks.
Furthermore, to provide Orange customers with a simplified
experience, aggregation with offers from other infrastructure
operators is key. These other fixed infrastructure operators can
in turn become customers in our domestic markets using our
civil engineering infrastructure and hosting solutions. Orange is
also favourably positioned when it comes to content delivery.
In the wholesale mobile market, Orange offers national
and international roaming services to virtual mobile network
operators along with targeted solutions for IoT markets.
Europe’s leading provider of 4G coverage
a In Europe, Orange continues to develop its 4G and
4G+ mobile networks in order to increase speeds and
population coverage. At end-2019, coverage rates reached
nearly 100% in countries such as Poland (99.9%), France
(99%) and Romania (98.1%). In six of our eight operating
countries in Europe, we remain the operator with the most
customers, over 43 million in total. In 2019, the Orange mobile
network was ranked No. 1 in France for the ninth consecutive
year by Arcep (France’s regulatory authority for electronic
communications, postal and print media distribution). In
addition, our coverage policy targets the most sparsely
populated areas so we can bring very high-speed broadband
and fibre to rural communities.
A turning point for 5G
aIn November 2019, Orange deployed the first
commercial 5G networks in the three Romanian cities of
Bucharest, Cluj-Napoca and Iasi. Over the course of 2020, we
will continue to roll out 5G where it is needed in most of the
Group’s European operating countries depending on the
availability of bandwidth and changes in customer needs. We
want to provide coverage for more than 85% of the population
in France by 2023.
As soon as it goes live, 5G will provide much faster
speeds with more bandwidth compared to 4G. From 2023,
when our core networks will have transitioned to 5G, we will
be able to reduce transfer delay and prioritise certain network
slices for critical uses and specific services such as network
security and industrial 5G. Furthermore, 5G will gradually
become 10 times more energy efficient than other mobile
networks for comparable uses by 2025. Such increased
efficiency will be achieved through a number of ways,
including deep standby mode for base station equipment.
Orange pushed to integrate this functionality in end-to-end
requirements for 5G both at the NGMN operator forum as well
as with the 3GPP standards body. Other significant
developments include new optimisation features through
on-demand architecture and artificial intelligence. With 5G’s
technical performance, more use cases will emerge for
business customers. The new network will bring about a major
step change in the industry, making it possible to automate
and optimise production lines, reduce QC issues, control
machinery remotely and carry out predictive maintenance.
Edge computing, an open distributed computing paradigm,
could eventually allow data to be processed as close to the
source as possible. The volume of data collected would
increase tenfold along with processing and transmission
speeds, opening the door for business to enter the age of
real-time computing. 5G will offer retail customers smoother
mobile connectivity and enhanced immersive experiences
(virtual reality, augmented reality and high-definition 360°
video) for educational, cultural and sports content. It will also
enable virtualised computing and gaming, standardising
mobile cloud-based apps.
Imagining the future of 5G with our
customers and partners
a Since 2012, we have been developing 5G in
collaboration with research partners, universities as well as
standards and regulatory bodies. We carry out tests and trials
with manufacturing companies, business customers and
start-ups to anticipate future uses. With that in mind, we are
leading a collaborative innovation initiative with several French
and European partners focusing on the factory of the future,
predictive maintenance, connected and autonomous vehicles,
the travel experience and the immersive sports experience.
Joining forces with technological equipment supplier LACROIX
Group, Orange is looking to get involved in developing the
factory of the future by testing 5G use cases at the group’s
industrial campus and assessing the impact on production
efficiency. Specifically, the industrial 5G network will operate
autonomous connected trolleys to transport materials.
2019 Integrated Annual Report
73
5G — a game
changer for business
An exceptional tool to step up the digital
transformation of businesses
2019
5G deployed in 11 European
cities and initial customer
testing conducted.
First 100% 5G (standalone)
data and voice call made in
Valencia, Spain.
Stéphane Richard presented
Orange’s ambition to develop
future 5G uses to more than
1,000 business customers
present at the Orange
Business Summit.
5G testing conducted using
the 26 GHz frequency band
with Group partners and
businesses at the Orange
Gardens 5G Lab.
Commercial 5G launched in
Romania.
Orange Industry 4.0 Campus
launched, a 5G test hub for
businesses located in the port
of Antwerp, Belgium.
5G progressively rolled out
at existing 4G sites in major
cities and other economic
activity centres.
5G goes live in European
countries based on bandwidth
availability.
2020
2021
2023
Core networks transition
to 5G.
a The powerful throughput and
reduced waiting times enabled by 5G
will open up a new world of possibilities
for businesses, revolutionising their
operations. Network slicing, which
allocates “slices” of networks to service
use, will increase the reliability and
security of connectivity. 5G will
contribute to the widespread adoption
of the Internet of Things (IoT) – millions
of connected devices and appliances,
such as connected sensors and 360°
cameras in smart cities, robots in
manufacturing and healthcare, etc.
communicating with each other and
able to be controlled remotely. 5G’s
transmission reliability will also expand
the use of critical IoT in sectors where
real-time data transfer is crucial, such
as in healthcare with telemedicine, or in
transport with connected and
autonomous vehicles.
Once it becomes possible for
vehicles to communicate with each
other, as well as other road users
(pedestrians and cyclists) and
infrastructure (such as roads, road signs
and traffic lights), apps will help reduce
accidents and congestion, improving
road safety and journey times. Such
technological progress could also have
a significant impact on distribution
companies and their fuel consumption.
5G will also make it possible to
accurately track deliveries from online
retailers. And in the case of a production
line malfunction, real-time monitoring
would immediately recalculate the
production plan and directly inform the
end customer of a potential delivery
delay.
For businesses, many use cases
will impact both the workspace – the
physical or virtual space in which
people work – and the workplace, the
physical space we occupy when we
work. 5G capacities will enable
increased and more widespread use of
virtual, augmented and mixed reality.
Virtual reality will be useful for training
and remote meetings, while technicians
equipped with augmented reality
glasses can be assisted remotely by
colleagues to guide them through
service operations. Such new uses will
also allow companies to reduce their
carbon footprint by reducing travel.
74
Orange
More open, higher value
network infrastructure
Our network infrastructure represents an asset that sets us apart from the competition.
That’s why we’re looking to optimise, develop and capitalise on it while remaining in control.
Continuing to roll out fibre
a We continue to invest in fibre broadband services
and remain committed to deploying the technology,
particularly in France, by investing in both our own
infrastructure as well as Public Initiative Networks (PINs) that
bring broadband to sparsely populated areas. By 2025,
Orange will make over 20 million homes in France connectable
to very high-speed broadband, twice as many as there are
today. To speed up deployment in rural areas, Orange will set
up a new subsidiary in 2020 called Orange Concessions,
which will bring together the four million connectable PIN
sockets owned by local authorities and managed by Orange.
In Spain and Poland, we’re working on a project called
“Fiber Companies” (or “FiberCos”) to share future FTTH
roll-outs with other operators. By 2025, FiberCos aim to own a
long-term infrastructure asset unlike any other in Europe.
Decommissioning old networks
a Orange is preparing for France to transition from
copper to fibre. Once the 2025 plan has deployed fibre
throughout almost the entire country, we will start
decommissioning copper infrastructure and switching all
landlines to the new network. The work is set to begin in 2023
and projected to finish around 2030. We remain committed to
supporting every one of our network users through their
transition to fibre.
Expanding our networks across the globe
a Projects such as the PEACE submarine cable, which
connects Europe to Asia via Pakistan and East Africa, will
strengthen our position as a leader in the submarine cable
market. Today, Orange is a majority investor in over
40 submarine cables, and it continues to invest in various
projects to provide enriched, high-quality connectivity across
the globe. Orange Marine, which installs and maintains
submarine cables for the Group and other operators,
continues its activities, diversifying by installing several new
cables in 2019, including one connecting Patagonia and the
islands in the south of Chile to the rest of the world.
The Wholesale & International Networks division is also
continuing to invest in developing its infrastructure
internationally. It is expanding its international networks by
increasing its presence throughout the world and creating
2019 Integrated Annual Report
75
40,000 mobile towers
directly owned in Europe
France
Spain
Poland
Romania
Belgium
Slovakia
Moldova
Luxembourg
17,100 sites
7,700 sites
5,200 sites
3,600 sites
3,100 sites
1,800 sites
1,500 sites
200 sites
synergies between its retail and business telphony and IP
networks. Furthermore, it will build a new international
backbone network in West Africa, connecting eight countries
through a combination of land and submarine fibre optic
cables to meet the growing need for connectivity in the
region.
More open and shared mobile networks
a In order to optimise the speed, coverage and cost of
deploying our mobile network throughout Europe, we share
part of our infrastructure with other operators. Agreements for
radio access network sharing (RAN sharing) have been set up
in Spain, Poland and Romania. In Belgium, the RAN sharing
agreement between Proximus and Orange Belgium covers
2G, 3G and 4G technologies, and will allow for a faster, more
comprehensive 5G roll-out. The shared network will improve
coverage and increase the consolidated number of mobile
sites. Both companies will retain full control of their own
spectrum resources and continue to independently operate
their core networks in order to guarantee their own unique
service and customer experience. In Spain, we have
expanded our RAN sharing agreement with Vodafone to cities
with populations of less than 175,000. The number of shared
sites is expected to reach 14,800. The company has also
extended the fixed and mobile network agreements with
MasMovil and Euskaltel. RAN sharing agreements guarantee
environmental efficiency as they reduce the number of
equipment deployments.
In Europe, Orange owns 40,000 mobile towers – both
masts and rooftop structures – 17,000 of which are in France.
With the roll-out of 5G, increasing network densification and
rising demand for connectivity in rural areas, our tower
infrastructure is one of our most valuable assets. With our
strategic locations, the potential to increase occupation rates
is strong. To best capitalise on this infrastructure, we are
setting up “Tower Companies” that will manage our towers in
France and Spain from 2020, followed by the rest of our
operating countries in Europe. Managed by a special division
within Orange, these TowerCos will increase rates of tower
sharing and improve operational efficiency and mobile CAPEX.
In the long term, we plan to consolidate all or part of the
regional TowerCos into a larger European TowerCo and
increase our appeal in the broader European tower market to
take advantage of every opportunity for consolidation.
76
Orange
Ambition 2
Accelerating
in growth
areas
2019 Integrated Annual Report
77
Orange is looking to become the
benchmark digital operator in the Middle
East and Africa by capitalising on the
growth of mobile data and its multi-service
strategy. The Group will maintain its
leadership position in connectivity in the
BtoB market and continue to expand
integration services. Finally, Orange Bank
will extend its financial services to all of our
operating countries in Europe and Orange
Money will expand its range of services in
the MEA zone.
78
Making Orange MEA* the
benchmark operator
for digital services in the
Middle East and Africa
Active for more than 20 years in the Middle East and Africa, Orange has set its sights on
becoming the region’s preferred multi-service operator by 2025 by focusing on digital services,
reinventing the customer experience and opening up the digital ecosystem with greater voice,
data and mobile money connectivity. To achieve this goal, we will harness our mobile and
distribution networks, customer insights and winning multi-service operator strategy.
* Orange Middle East and Africa
Broader mobile coverage
Financial services powering our strategy
a By 2021, there is expected to be one billion
a The driving force behind our multi-service operator
smartphones in Africa and mobile data traffc will have
increased drastically. To keep in step with rising demand, we’re
continuing to expand our network, which numbered over
30,000 sites in late 2019, primarily located in rural or extremely
rural areas. 4G is currently available in almost all of our MEA
operating countries and TDD-LTE, providing 4G broadband, is
available in eight countries. Network-sharing agreements help
to expand coverage while keeping investment and operation
costs low. We’re deploying innovative and energy-effcient
technologies in our infrastructure, namely lighter, less energy-
intensive towers to provide coverage in rural areas. As both
smartphone ownership and 4G coverage grow, digital inclusion
is improving in our operating countries. Even in the most remote
areas, people can use their mobile phones to easily access
reliable fnancial and health services, energy provision and
digital content. We are also planning to make our entire
multi-service offer available via a one-stop-shop application
called WeOrange.
strategy in the MEA is our money transfer and mobile payment
service, Orange Money. Since the service was launched in
2008, millions of people excluded from the conventional
banking system have been able to conduct fnancial
transactions through our quick, secure and reliable service.
With more than 45 million customers and growth rates
exceeding 14% every year, Orange Money has earned the
trust of people in Africa, demonstrating the importance of
secure, high quality services. This business line represented
27% of revenue growth and 8% of revenues for the region. In
2019, Orange Money sustained its exponential growth and
boosted fnancial services in the region by providing an
enhanced customer experience to its users and new
smartphone owners alike. In 2020, Orange Money will expand
services into Morocco and Jordan.
In July 2019, we obtained a banking licence from the
Central Bank of West African States in order to launch Orange
Bank Africa in our operating countries in the West African
Monetary Union. This vote of confdence is a testament to the
Orange
79
energy. In late 2019, Greenlight Planet joined Bboxx and Niwa
as offcial Orange partners for providing clean energy
solutions. Greenlight Planet is the largest supplier of prepaid
solar energy products in Africa, and together we will be rolling
out its Sun King off-grid energy systems to homes in remote
parts of Burkina Faso.
Content-driven digitisation in Africa
a Content represents an essential component of
Orange’s multi-service strategy in Africa and the Middle East,
as it will help promote access and develop its local operator
roots. To do so, we will be extending our local production and
pay-TV offers.
In September 2019, Orange signed a partnership with
Canal+ Afrique to make Canal+ pay-TV packages available to
Orange customers in Sub-Saharan Africa in 2020. At the same
time, we’re also investing in local production, namely in
Senegal with season 7 of Idoles and in Côte d’Ivoire with
Assinie. Orange customers have access to Sonatel’s new
video-streaming mobile app Wido, which features a large
library of flms and series to which Orange owns exclusive
streaming rights. Orange has also entered into distribution
partnerships with several third-party content providers such as
beIN SPORTS in Egypt.
Orange is actively promoting the international rise of
eSports, organising in 2019 its second annual pan-African
video game tournament, the Orange eSports Experience. This
year, the competition, which is the largest of its kind, brought
together 12 countries and 36 champions for the fnals in Tunis.
The 2020 tournament is due to take place in December in
Kinshasa.
Lastly, Orange stepped up innovation in Africa by
launching a streaming library of ebooks, magazines and more
with French start-up partner YouScribe, available in Senegal,
Côte d’Ivoire and Cameroon.
Keeping pace with advances in e-health in
the Middle East and Africa
20%
of revenues generated
by Orange in the Middle East and
Africa will come from multi-service
offers by 2025
value of our efforts to improve fnancial inclusion in the region,
and Orange Bank Africa offers further proof of our
commitment to provide increasingly inclusive fnancial
services, including savings and loans.
Providing vital access to energy
a With 60% of people in Africa living without access to
a Orange is supporting regional governments by
reliable energy sources, this utility represents an important
growth driver in the MEA. As a telecoms operator, we’re able
to provide all communities with new services such as
energy-effcient solar power equipment, making it possible to
study, work, enjoy entertainment and charge devices and
appliances without having to leave home. Solar kits with or
without energy-effcient TVs were installed in over
20,000 homes in off-grid areas in Mali, Senegal, Burkina Faso,
Cameroon, Côte d’Ivoire, Guinea and Madagascar. In areas
with access to grid power, we installed back-up solar kits in
14,000 homes in the Democratic Republic of Congo and
equipped 650 homes in Burkina Faso with smart metering
technology that displays real-time energy consumption
feedback so customers can adjust their behaviour to save
promoting e-health services. In partnership with the
Moroccan Ministry of Health and the Global Fund to Fight
AIDS, Tuberculosis and Malaria, we launched an e-health pilot
project in Morocco that will improve care for HIV and
tuberculosis patients with the long-term goal to eradicate
these epidemics in the country. Through a new call and text
notifcation system, patients beneft from faster, more
effective communication with healthcare providers. We’ve
also made it easier than ever to schedule appointments,
which increases access to care, and appointment
notifcations help to prevent patients from missing their
consultation. Overall, signifcant improvements have already
been seen in the level of patient care, particularly for people
living with chronic health conditions.
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Orange
Accelerating the
development of IT services
and cybersecurity
Our identity as a telecoms operator and our expertise as a services integrator give us a unique
understanding in how to integrate, deliver and orchestrate IT networks and services. We
capitalise on this strength to build an end-to-end offer combining our solutions with those of
our partners to create unmatched added value. Orange is a digital service provider that grew
from a network designed to connect, protect and innovate to drive long-term growth for
businesses and organisations.
Harnessing data analytics to drive
performance and innovation
Gathering and exploiting data with
specialist cloud services
a Across the entire economy – in industry, healthcare,
transport and the media – data analytics and AI remain central
to our offers. By merging Orange Business Services and
Business & Decision, we increased the ability of our 2,400 data
and AI experts to support companies to process and analyse
their data. Orange is also working with data specialists to
expand the innovative ways in which data can be exploited. For
example, our partnership with four bodies from the public
(Haropa - Port du Havre and Le Havre Seine Métropole) and
private (Cisco and Soget) sector has helped launch a Smart
Data Services platform in Le Havre, northern France, which
reduces congestion in goods being transported through the
port area and improves passenger connections for local
residents by making it easier for them to use several modes of
transport to get from A to B. We are also continuing to develop
the Flux Vision solution, which processes over 15 billion
technical datasets each day in Europe.
a There are many cloud-based data storage solutions,
including the public cloud, private or hybrid clouds and
multi-cloud services. With the rise of edge computing,
organisations can also process data locally without migrating it
to a central cloud system. We support businesses to define their
strategy and help them best manage these complex systems,
while also developing specific solutions on the ground wherever
necessary. The acquisition of Basefarm Holding AS
strengthened our offer by enriching our expertise in state-of-
the-art technology for data management, critical application
management, big data and multi-cloud services and extending
the geographic coverage of our cloud services. Midea, the
world’s leading supplier of consumer electronics and robotics,
chose Orange Business Services as its exclusive supplier to
reinvent its global “industrial platform”, which will be rolled out in
Asia, Europe, North America and South America. The French
public employment integration body (Epide) has also placed
their trust in our services to enhance the agility of their
professional software by developing native cloud apps for its
4,000 users. To become more agile and innovative, future-facing
businesses must profoundly transform their business model
and technology, in particular by moving to native cloud services.
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Over
50%
of BtoB revenue
will be generated through new
connectivity services
(SD-WAN, 5G) and IT services in
2023
E-health: using digital
technology to improve
healthcare
The teams from Orange Healthcare and Enovacom are helping healthcare providers in
France and around the world to navigate their digital transformation. Orange
Healthcare is one of the few suppliers to be certified as a health data host in France to
provide physical host centres, physical and virtual infrastructure and software
platforms. Our interoperable solutions encourage sharing and dialogue between
structures by allowing communication between different healthcare software and
optimising the management of daily data flows. Our voicemail (MSSanté) and file
transfer (BlueFiles) services ensure the secure transmission of healthcare data required
to coordinate treatment. Enovacom Surycat offers a smart solution to manage critical
communications, which is used as part of France’s national emergency response “plan
blanc” to cope with the increase in demand for healthcare. At the same time, we are
working to digitise the patient journey using in particular Memoquest, a chatbot to
monitor outpatient care that is able to hold personalised dialogue with patients using
AI algorithms. Furthermore, our Healthcare Data Warehouses make it easier to exploit
healthcare data for clinical and research needs.
Gaining a strategic advantage through
network and data security
a As IT services migrate to the cloud, the question of
security becomes increasingly critical. Drawing on the
expertise of Orange Cyberdefense, we guarantee the security
of all our cloud offers, extending our extremely secure
technology to native cloud solutions. Through the acquisition
of SecureLink, the market leading independent provider of
cybersecurity in Europe, and SecureData, the UK’s largest
independent cybersecurity service provider, Orange has
considerably strengthened its ability to support its customers
in all regions to combat cyber threats. With 26 detection
centres in 13 countries, Orange Cyberdefense analyses over
50 billion pieces of statistical information each day.
Following the fire in Notre Dame Cathedral, our teams
offered their support to the French Heritage Foundation to
safeguard its website and recognise attempted fraudulent
transactions and identity fraud. In 2019, we also launched an
escape game to raise awareness among businesses about
the importance of cybersecurity.
With Orange Cyberdefense, the Group is positioned as
the leading provider of cybersecurity services in Europe,
generating €708 million in revenue.
Revolutionising uses with IoT
a The Internet of Things (IoT) is revolutionising business
models and the daily lives of users with innovations such as
autonomous vehicles, public transport management, industrial
campuses and urban monitoring. Orange Business Services is
helping to bring about this transformation with a number of
turnkey IoT solutions that combine connectivity, data
collection, security and real-time data processing. We also
provide professional apps so customers can easily operate
their facilities, improving both operational efficiency and
service quality. Orange also draws strength from partnerships,
such as the collaboration with Mobileye, an Intel subsidiary
and leading developer of advanced driver-assistance systems
(ADAS), to interconnect its cutting-edge anti-collision
software. Named Mobileye 8 Connect™, this technology
marks a new milestone in autonomous vehicle technology by
making roads safer. Each IoT project receives end-to-end
support from a team of 500 IoT experts and 400 developers
who work on over 1,000 software and integration projects
each year. In 2019, the Group managed over 18 million
connected devices and appliances, representing 330 million
datasets processed every minute, through its global IoT
coverage enabled by over 500 roaming agreements.
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Orange
Continuing to expand
financial services across all
our operating countries
Boosted by synergies between our telecoms and banking-insurance businesses, financial
services are driving growth in Europe as well as Africa and the Middle East. We’re gearing up
to broaden the scope of Orange Money services available in Africa and the Middle East and
capitalise on the success of Orange Bank in France by deploying the model throughout
Europe.
Expanding presence and services for
Orange Money
a Orange aims to become one of the leading providers
of mobile financial services in Africa and the Middle East. A
major growth driver in Africa, Orange Money is present in
16 countries and serves 45 million customers who rely on
mobile services to make their lives easier each day. With
220,000 points of sale throughout the continent, it’s a
convenient solution for cash deposits and withdrawals. It also
promotes economic development, which is why these
services are growing in so many countries. Indeed, many
governments and institutions now use Orange Money, such as
Côte d’Ivoire to pay school enrolment fees, Guinea to pay
vehicle taxes or Mali to pay pensions.
We will continue to grow by entering new markets in
Morocco and Jordan, while also making the entire Orange
Money ecosystem digital. For example, a banking app already
enables customers to better manage their finances and
transactions, and we’ve implemented the first Chatbot
Messenger in Côte d’Ivoire. The next step is to develop the
use of QR codes for customer payments.
Furthermore, following success in Madagascar, we’ll be
extending savings and loan services to new countries in 2020
and building alliances with new banking partners as well as
with Orange Bank Africa. Operations are set to begin this year
after the Group received its licence from the Central Bank of
West African States in July 2019.
Ramping up deployment of banking and
financial services in Europe
a Launching Orange Bank in 2017 was a landmark
moment in our Essentials2020 plan. Attracting over
500,000 customers in just two years – an average of
20,000 new customers per month – Orange Bank has
confirmed its potential for commercial success in France. Of
these customers, 75% joined to open a bank account and
25% to apply for a loan, which translated into growth rates for
their business that are far above the average achieved with
neobanks.
This success encouraged the Group to launch mobile
banking in Spain in late 2019. Orange Bank Spain offers a
number of new features and advantages, including a high-
interest savings account, a payment sharing service for
customers to transfer money and manage payments between
groups of people, for example to pay utility bills or a Netflix
subscription together.
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83
5
million
Orange Bank
customers in Europe
and over 10 million
in Africa and the
Middle East by 2023
Orange Bank celebrates
its two-year anniversary
Since 2017, Orange Bank has established a strong foothold in the
banking sector through regular new service offers. In 2019, we
launched the Visa Premium card, for which 26,000 customers signed
up, allowing them to make purchases and withdraw money free of
charge anywhere in the world. Likewise, in the past year we have
integrated text payment request capabilities and, as of October 2019,
we offer eligible customers financing for equipment purchased in
Orange stores. Lastly, we have made Google Pay available to
customers with NFC-enabled Android phones, allowing them to enjoy
its highly appreciated mobile payment advantages as well as monitor
their account in real time and transfer money via text message.
By 2025, Orange Bank will be rolled out in every
European country Orange currently operates in, with the goal
of reaching five million customers by 2023.
In France, the easy-to-use mobile services are highly
competitive and key to winning over customers. The Orange
Bank mobile app was one of the first of its kind to incorporate
artificial intelligence to improve the customer experience. Our
motto is to reinvent banking by placing trust and simplicity at
the heart of the customer relationship. In keeping pace with
modern lifestyles and responding to the growing demand for
better personal financial management solutions, Orange Bank
offers customers a banking experience that’s unlike any other.
That’s why transparency and accessibility are central at
Orange Bank. With zero income requirements, eligible
customers can enjoy access to our basic self-service banking
tools free of charge. We provide banking services through a
network that combines both human and virtual assistance. In
300 Orange stores in France, customers can sign up for
banking services with advisors who are certified to act as
intermediaries in banking operations and payment services.
Customer relations are further enhanced by our virtual
assistant, Djingo, which provides round-the-clock support.
Since its launch, Djingo has handled over 2 million
conversations with customers, and advisors are on standby in
Customer Relations Centres in Montreuil and Amiens in
France, whenever it’s necessary to escalate the call.
Orange Bank’s growth is built on creating value and
providing an unmatched customer experience. For the second
year in a row, the French rating agency D-Rating ranked it the
Best Digital Proposition based on 420 digital performance
criteria. Meanwhile, Orange Bank’s app store ratings have
steadily improved, reaching 4.5/5 stars in the App Store and
4.3/5 in the Play Store.
Building on this progress, we’ve also further developed
our strategy of creating combined offers with other branches
of Orange and Groupama. Customers with a Visa Premium
card are eligible for financing services and, since July 2019,
5% cash back on any equipment bought in Orange stores.
The Groupama insurance group offers our customers an
exclusive deal on a car loan when purchasing their auto
insurance. Lastly, the partnership Orange forged with property
services platform Nexity in late 2019 will simplify the home
loans we offer and lead to new products, namely in insurance.
We’re now assessing options to provide insurance services to
professionals and small businesses.
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Orange
Ambition 3
Placing data
and AI
at the heart
of our
innovation
model
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85
These new technologies will enable Orange
to improve the customer experience that
combines the best in human and digital
services, which are easy to use, specialised
and responsible. We will harness data and
AI technology to improve our networks so
as to optimise the deployment of new
mobile and broadband sites as well as
facilitate maintenance while also reducing
costs and enhancing service quality. AI will
also help to make our internal processes
and back office activities more efficient.
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Orange
Augmenting
the customer experience
Delivering an unmatched customer experience was a key objective for our previous
Essentials2020 strategy. To achieve it, we transformed our networks to meet expectations for
speed, simplified our offers, stepped up the pace of our digital transformation and developed
the Smart Store concept. Today, we are capitalising on this success and integrating
cutting-edge technology to combine the best in professional and digital services and move
towards a genuinely augmented customer experience.
A hassle-free customer experience in a
multi-service world
a Offering our customers a hassle-free experience
means allowing them to customise their own journey and
access our solutions and advice whenever they need through
digital tools. This transformation is already well under way at
Orange – in 2019, 54% of customer interactions in Europe
were conducted using digital channels.
In Europe, Africa and the Middle East, the “My Orange”
app makes life easier for over 25 million customers who want
a real time overview of their Orange accounts. This figure is
expected to rise to 50 million by 2023. In 2019, Orange
Poland launched Flex, a fully digital and customisable app
that allows customers to sign up to a service and activate it
immediately on an eSIM. By 2023 in Europe, 30% of Orange
mobile or internet packages will be sold on a contract and
80% of remote customer service interactions will take place
through a digital channel.
To meet this demand, Orange has expanded the use of
chatbots to Belgium, Tunisia and Côte d’Ivoire. Conversations
handled by virtual assistants in France, Spain, Poland,
Romania and Jordan increased fivefold, from 3 to 15 million,
between 2018 and 2019. By 2023, chatbots will be able to
handle 80% of customer conversations from start to finish.
Offering customers a hassle-free experience also
means providing them with services that are customised,
omnichannel and seamless. On digital platforms as well as in
store, artificial intelligence and big data have a major role to
play to support our customers. Analysing the customer
journey helps us better understand their expectations in order
to provide a more tailored experience on their local Orange
website. Using machine learning to analyse browsing data
allows us to make their most used services more prominent
for frequent visitors and promote our most popular packages
and services to occasional visitors.
Digital and caring expertise to support our
customers
a An augmented customer experience provides better
access to expert advisors, both virtual and human, across all
services and points of contact. Our in-store or remote
advisors will always be there to assist and support our
customers with more complex issues, so whether or not they
are comfortable using digital technology, they are able to
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87
0
9/1
customers recommend
Orange in all its operating
countries — 2025 target
Engage 2025:
our ambition in numbers
2019
2023
2019
2023
2025
2025
2025
2025
An effective digital channel
10% of revenues in Europe via
30% digital channels
55% of remote customer interactions
80% using digital tools in Europe
50% reduction in customer calls in Europe between
2019 and 2023
Proximity and expertise in human contact
85% of customer issues resolved during the first
contact
100% of Orange stores transformed into Smart Stores
in Europe and accessible to all in under
30 minutes
A responsible customer experience
30% of unwanted mobile devices collected
100% of Orange branded devices using an
eco-designed approach
receive expert advice in an Orange store close to where
they live.
This customer experience culture now extends to every
level of the company through training schemes such as
Orange in Touch or the Customer Journeys Onboarding
programme. The “Future-facing Advisor” programme goes
even further as the increasingly digital customer relationship
is transforming the role of customer advisors in stores and in
call centres. We organised pilot workshops in France and
Jordan to communicate about different customer
engagement drivers and identify the core skills that are
required to enhance customer relations today and into the
future.
The impressive performance of our 1,320 Smart Stores
also demonstrates the way in which customers have bought
into the combined face-to-face and digital relationship to
achieve unmatched service quality. Beyond the revenue they
generate, Smart Stores are highly rated by visitors, with an
average satisfaction score of 8.5/10. The stores regularly
enrich their offer with useful and technological innovations,
such as geolocation, visibility of stocks and an in-store
pick-up service, led by our Digital Retail programme. Orange
is gradually upgrading all stores into Smart Stores.
A responsible customer experience
a In addition to our own environmental commitments,
we encourage our customers to do their bit to combat the
climate breakdown by helping them to minimise their digital
footprint. That’s why we apply an eco-design approach to
developing products such as the Livebox 5, which has a
carbon footprint that is a third lower than with the Livebox 4.
We also promote responsible digital behaviour and uses and,
in France and Spain, we offer a range of reconditioned
devices.
Furthermore, we encourage customers to bring their old
mobile phones back to our Orange stores so we can recycle
the handsets. We’re aiming to reach a handset recycling rate
of 30% by 2025.
At the same time, Orange customers can also take part
in initiatives to improve digital inclusion. For example,
customers in Spain, Slovakia, Poland and Romania donated
their unused data, meaning we were able to offer equipment
and internet access to 20 schools and over
1,100 disadvantaged families with children in education in
2019.
88
Orange
Working for smarter
networks and greater
operational efficiency
Orange places great importance on network quality. We use AI and data to identify the best
locations to deploy new mobile sites. Automating certain network features will considerably
improve maintenance and therefore enhance service quality while also reducing costs. At the
same time, digital transformation and AI will increase the operational efficiency of our internal
processes.
Optimising broadband and mobile network
deployments
a Statistical models that use big data and artificial
intelligence help to determine the most favourable locations to
deploy a network of sites and identify where resources should
be allocated as a priority. In Spain, we use machine learning to
optimise our investments and mobile network deployment
plans by correlating dozens of variables, such as the number
of users, average revenue per subscriber or the level of
investment. Our Smart Capex tool forecasts the demand for
mobile connectivity and its impact on network quality, as well
as determines the value generated by the various deployment
scenarios and identifies the towers that will offer the highest
return on investment. We are keen to gradually roll out the use
of machine learning to all our operating countries in Europe.
Such statistical influence also extends to our broadband
network. For example, in Poland, we have developed a big
data tool to optimise our investments in fibre installations. By
simulating various deployment scenarios and taking into
account a number of different parameters, such as geographic
constraints and the presence of competitors, the solution
supports our decision-making process for maximising
coverage while minimising costs.
Automating network management and
maintenance
a Artificial intelligence and data are becoming
increasingly essential to manage our networks each day. For
example, these tools enable our technical teams to identify
congestion and degradation in the mobile network, so as to
automatically adjust throughput and energy consumption
according to usage.
In France, Orange works with online tools that use AI
and data to diagnose and detect incidents, which has
significantly reduced the number of interventions for
high-speed internet customers and resolve problems faster,
generating savings of €20 million per year.
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89
€350
million
total assets under management of
Orange Ventures, corporate venture
fund of Orange
Strengthening the Orange
Ventures investment fund
To continue to support the culture of open innovation and the ambition of creating
an innovative digital world, Orange is transforming its Venture Capital activities.
Orange Digital Ventures has become Orange Ventures and been provided with an
increased financial commitment from the Group, taking its total assets under
management to €350 million. With €50 million ringfenced for investments in Africa
and the Middle East, and €30 million for investments in new sustainable and
responsible business models that are in line with the Group’s societal
commitments. Synergies between start-ups within the Orange Ventures portfolio
and the Group will be strengthened via structured processes to increase its
anticipation, growth and operational efficiency. Four years after it was launched,
Orange Ventures currently has a portfolio of 21 start-ups, including the UK-based
fintech unicorn Monzo, the leading provider of cloud interconnection services
InterCloud, and the Pan African EdTech and online Marketplace for developers
Gebeya. Our aim is to grow Orange Ventures into one of the top ten European
Corporate Venture Capital operations to stay at the cutting edge of technology.
Combating fraud and tightening security
a Fraudsters have developed many highly sophisticated
techniques to traffic voice data internationally. To counteract
such malicious acts, Orange experts design innovative tools
that harness AI to detect fraud with a high degree of precision
and adapt to the ever-evolving processes and methods of
fraudsters. Fraud was detected manually in the past but a
ground-breaking machine learning system Orionis has now
been put in place by the Wholesale & International Networks
division (W&IN) with support from Orange Labs to analyse call
reports. Automatic processing of this kind considerably
reduces search times, improving the level of satisfaction
among our wholsesale customers and enabling the Group to
make revenue savings of nearly €40 million each year.
Expanding operations, back office and
support departments
a The W&IN division has designed a single data
platform used by all teams. The data pool, developed with
Orange Cloud for Business and Business & Decision,
conducts in-depth analysis of our performance and customer
base and offers the additional advantage of advanced
business intelligence.
Furthermore, AI algorithms form the core of chatbot
technology, which can automatically process a certain
number of internal procedures. In the same way, robotic
process automation (RPA) can be applied to a number of
administrative tasks such as invoicing, purchasing,
processing deliveries and handling customer emails. To
accelerate the deployment of RPA to our various Group
entities and subsidiaries, Orange launched the RPA Academy
in 2019 in Spain and Poland, two RPA pilot countries with
350 operational chatbots. For example in Spain, over
140 employees are RPA certified. Participants from
13 countries attended workshops to acquire core skills in
automation and better identify the ways in which different
professions can take advantage of this technology.
90
Orange
Ambition 4
Co-creating
a future-
facing
company
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91
In 2025, the company’s profile will be
considerably different from what it is today.
It will be more international, more
BtoB-oriented, more experienced yet still
multi-generational and at the forefront of
cutting-edge technologies. To successfully
bring about this change, the Group will rely on
its most important asset – the expertise and
engagement of the men and women who
make Orange what it is. Building a
future-facing company means working with
employees to develop core skills, confirming
our position among the world’s attractive
employers and remaining responsible by
supporting employees every step of the way.
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Orange
Addressing the
skills challenge
Orange is keen to prepare its employees for future technological and market shifts by
developing their skills. That’s why we’ve set up innovative learning systems that combine the
best in digital and human services in cooperation with our vocational training schools and
select third-party partners.
a Today, Orange is upholding its responsibility and
leading the field in upskilling its workforce for the digital
economy. To enable the Group to remain at the forefront of
emerging technology trends for years to come and harness
new skills to form the foundation of our business, we are
helping employees acquire the expertise they need to face the
changes that lie ahead in our industry.
We also believe that in order for Orange to succeed its
corporate transformation, employees must be able to share
knowledge with one another and incorporate new ways of
learning. Their ability to combine technical and soft skills is
integral to our future success.
Enhancing employability for everyone
a Orange will expand its business primarily by growing
AI, data, cybersecurity, IT development, cloud services and
Network Function Virtualisation. Between now and 2025, the
Group will invest more than €1.5 billion in an ambitious skills
development programme to strengthen, adapt and refresh
employee expertise. Our long-term goal is to double the
number of specialists we have working in these areas to
over 20,000 and harness these technologies and skills in our
future operations, particularly in our marketing and network
management teams. In addition to developing highly skilled
specialists, all Orange employees will receive training in these
new skill sets. In 2019, training initiatives in France focused on
boosting interpersonal skills among customer services teams,
transforming existing stores into Smart Stores and upskilling
employees in networks of the future and IT. Orange Business
Services has structured its BtoB training around
understanding customer needs, digital trust, technological
leadership and business agility. In the Middle East and Africa,
training has focused on cybersecurity, big data and new
financial services.
We also encourage all our employees to gain digital
know-how by providing them with online resources such as
our massive online open courses (MOOCs) on big data and
blockchain. The blockchain MOOC has since been transferred
to the online learning platform Moodle and is therefore
accessible free of charge to anyone interested in
understanding how new technologies are being leveraged in
the business world.
Transforming Orange Campus
a The skills challenge is very real, and in order to
address it, the Group is updating employee training through its
Orange Campus network of schools, which is now accessible
not only to all Orange employees but also to new audiences
outside the company. Focused on four priority areas of
expertise – data/AI, cybersecurity, management and soft
€1.5
billion
invested in enhancing the skills
of all employees worldwide
by 2025
93
Committed to
gender equality in
the workplace
Our focus on gender equality in the workplace is built around four priorities: access for
women to managerial positions; gender balance in all professional roles, namely
technical roles; equal pay; and work-life balance. To improve gender balance in
technical and digital professions, Orange is investing in retraining. Already a member of
the French Femmes@Numérique Foundation to promote gender diversity in the digital
economy, the Group joined other companies in May 2019 in signing a manifesto to
encourage women to change careers into digital professions in France. In addition, in
July 2019, Orange signed a ground-breaking global agreement on gender equality in
the workplace with UNI Global Union. The agreement seeks to improve gender
equality, support a positive work-life balance and combat discrimination and violence.
Orange was the frst CAC 40 company to do so and the frst in the telecommunications
sector globally. But more importantly, it represents another step in the Group’s
commitment to social responsibility.
skills – Orange Campus provides a modern learning
experience by drawing on its business experts, digital
platforms, key partners and specifc training locations
throughout France, Europe and Africa. Training courses will
become increasingly tailored, combining short information-
based courses with more in-depth longer format training
programmes to upskill or even retrain participants, earning
them certifcates and diplomas. The training experience will
also incorporate newer, more immersive approaches and
digital formats and promote innovative methods such as
virtual reality, mobile learning and hacking rooms.
A collaborative HR innovation Lab
a The HR Innovation Lab, launched by Orange
Business Services in April 2019, champions research and
experimental initiatives. It brings together a wide range of
stakeholders in the HR ecosystem – large corporations and
small companies, freelancers, start-ups and employees – to
understand how technological innovation can transform
human resources, including its systems, skills, ways of
working, organisation, employee experience and business
culture. HR webinars, round tables and “learning expeditions”
bring together academics, sociologists, experts and
researchers from Orange Labs, with a view to publishing the
conclusions of their discussions and research. Through the HR
Innovation Lab, Orange Business Services is focusing on
collaboration as a key to anticipate and shape future-facing
companies.
Stimulating social innovation by promoting
equal opportunity and diversity
a Our diversity policy gives priority to equal
opportunity, namely for young people from underprivileged
backgrounds in our work-study training and workforce
integration initiatives. In 2018, Orange joined forces with
Microsoft and Simplon to create the Microsoft AI School,
which helps people successfully change careers or fnd a
job after long-term unemployment by offering training in
skills required for the digital economy. The frst Orange
intake graduated from the school in 2019.
With 7% of Orange France employees registered as
disabled, Orange is looking to extend its inclusion promise
which encapsulates recruitment, retention, workplace
accessibility and career development. In 2019, Orange
reiterated this promise when it joined a number of major
French companies in signing a manifesto for the integration
of disabled people in the workforce. It likewise became a
member of the global initiative The Valuable 500, which
brings together 500 major corporations that have
undertaken to employ people with disabilities.
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Orange
Ranking among
the world’s most attractive
employers
Upskilling our employees is one way of responding to technological and market shifts;
however, we must also be able to attract and retain top talent outside the company. Orange is
leveraging its strong employer brand and internal career development programmes to stand
out from the competition.
Navigating emerging challenges in
recruitment
a Between now and 2025, the Orange workforce will
need to hire more experts in AI, data, cybersecurity, cloud
services and Network Function Virtualisation. We want to
establish a true competitive advantage rooted in distinctive
expertise, which is why we identify, recruit and retain the best
talent on the market. To improve recruitment practices, we’re
harnessing technology and open innovation with the leading
start-ups in the field to select candidates, assess skills and
prepare jobs offers. We also organise Orange gaming events
to attract people with core skills.
In 2020, Orange will launch its own apprentice training
centre to underpin growth and share expertise in the digital
economy. The Group already takes on around 5,000 work-
study students each year in France, 3,500 of whom were
working as apprentices in the company in late December
2019. In addition to the talent pool it attracts, the apprentice
training centre offers courses that meet genuine industry
needs so as to boost the employability of young people and
accelerate their integration into the workforce. With support
from Orange Campus, the apprentice training centre will offer
prospective apprentices the opportunity to become customer
service technicians, cloud engineers, cybersecurity engineers
or data analysts starting in September 2020. It will be open to
young people in initial training as well as anyone looking to
change careers. At the same time, we are strengthening our
partnerships with schools to attract candidates. Specifically,
we’re outlining career paths that meet the Group’s needs,
such as the master’s in Data Science launched at the Institut
national polytechnique Félix Houphouët-Boigny in Côte
d’Ivoire. The course trains students to become experts in
statistics, AI and big data.
Making the employer brand more
appealing
a Orange is keen to leverage its employer brand and
showcase the opportunities the Group has to offer, from
internships to certified training programmes. In 2019, the
Group was awarded Top Employer Global certification for the
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95
fourth year running and remains the only telecoms operator in
the Top 14. In the LinkedIn Top Companies 2019 list, which
ranks the most attractive employers in France, Orange broke
into the Top 10.
In addition, 19 Group entities in 17 different countries
received the Gender Equality European & International
Standard (GEEIS) label for diversity and gender equality in the
workplace.
We are increasing our visibility on social media to better
reach our target audiences. Today, over 80,000 Orange
employees have a LinkedIn profile and represent potential
advocates of the life at Orange that prospective employees can
expect. We understand the importance of the candidate
experience, which is why we continually update Orange Jobs,
where candidates can browse vacancies on a simple,
easy-to-use recruitment platform. After being completely
overhauled in 2019, Orange Jobs now features innovative
technology that includes skills matching and a chatbot service.
Based on feedback from candidates, Orange was awarded the
Happy Candidates label in recognition of its overall recruitment
experience. For several years running, Orange has ranked
among the Top 3 companies in terms of candidate experience.
Lastly, we maintain long-standing partnerships with
schools and educational institutions that feed into the Group’s
business lines. Our Campus Managers manage our network of
professional or academic institutions in France, which help fulfil
our wide variety of recruitment needs. They also act as
ambassadors to students by organising recruitment events.
Further empowering employees through
internal career paths
a Being an attractive employer isn’t just important for
bringing in new talent. It also reflects a company’s ability to
retain and grow its existing talent. Orange is a learning
organisation that provides career development opportunities
and the possibility to change careers or business lines. We
capitalise on the diversity of our businesses in France and
abroad in order to offer fulfilling career paths, in particular in
high growth fields such as data and cybersecurity. Our
employees enjoy tailored support from our dedicated teams,
and they are likewise equipped with easy-to-use tools such as
the “Mon Itinéraire” system to map out potential career paths
based on their current job.
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Orange
Supporting employees
every step of the way
We take our role as an employer very seriously and work hard to ensure any transformation is
both sustainable and responsible. We therefore design initiatives that improve our employees’
experience and stimulate internal innovation. At the same time, we maintain an open
approach to social dialogue throughout the workplace as well as our efforts to continuously
improve quality of life at work.
Employee experience as a Group priority
Improving quality of life at work
a In order to live up to our employer promise, we are
investing heavily in digital tools. A key example is Plazza, our
internal social network with 78,000 members in nearly
100 countries, which today represents the largest corporate
social network in Europe. In 2019, we also developed Manao,
our community app that connects employees across the Group.
Lastly, we are building a company chatbot called MyBot. Based
on the customer service chatbots we use in our operations, it
will use AI technology to help employees access our corporate
services more easily.
Stimulating innovation
a Our innovation programme Oz, implemented in
17 countries, inspires employees to develop their initiative and
collaborate. They are encouraged to solve problems by
applying a continuous improvement mindset and share their
solutions on an ideas wall. The leaders of projects selected for
development are invited to join Orange’s intrapreneurial
incubator. Similarly, Orange organises community challenges
as a way to get teams to work together and come up with
innovative and practical ideas. In 2019, 7,500 employees in
France took part in an environment challenge.
a As a crucial factor for employee engagement and
employer appeal, quality of life at work is vital to helping us
become more competitive. We have developed a collaborative
and sustained approach to improving quality of life at work
focused on five key areas: individual well-being, work,
management, working conditions, occupational health and
risk prevention. Our efforts are reflected in the key agreements
we have renewed with employee representatives on gender
equality, remote working and assessing and preventing health
risks in the workplace.
Internationally, Orange entities are developing numerous
initiatives to facilitate internal collaboration. Orange Spain has
launched seven Agile tribes and the “Agilidad para todos”
programme. Both are designed to extend agile ways of
working across the entire organisation to enable agile
responses to complex and changing situations. In Poland,
Wtopy (Blunder) meetings encourage employees to talk about
learning from mistakes. Nearly 2,000 employees have taken
part in this initiative, helping to spread a culture of dialogue.
Open social dialogue in France and
around the world
a Social dialogue is part of who we are at Orange. It is an
essential component of every transformation the company has
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97
Using internal social networks to drive
transformation
plazza
Launch date
Number of users (at end-March 2020) Over 78,000
Keywords
2010
collaboration, performance
sharing
2019
Over 18,000
group, skills,
belonging
undertaken and something the Group continues to consider
integral to its operations and performance. Our cohesion and
collective success rely on strong labour relations. Key
agreements negotiated across several of our operating regions
demonstrate its strategic importance. For example, in France, a
wage agreement for 2019 was unanimously signed by Orange
SA and the representatives from five trade unions. We also
defined the new structure of our employee representative
bodies, adapting the framework of the 2017 reforms to our
internal operations. Internationally, we signed a Group-wide
agreement on gender equality in the workplace with UNI Global
Union. Our social dialogue approach also relies on listening to
employees. Every year, our Employee Barometer calls on all
employees to give us feedback about their experience. Data
collected in the most recent survey showed that 88% of
employees say they are proud to be a part of the Group.
98
Orange
2019 Integrated Annual Report
99
Performance
In 2019, we achieved solid financial and non-financial performance.
We also extended our studies on the economic and social value we
create in our operating countries. These strong results were made
possible in part by our risk management strategy, but they were
primarily the fruit of the Essentials2020 strategy and the high level of
engagement among our employees.
100
Orange
2019
financial results
In 2019, Orange continued to grow revenues and EBITDAaL, with an acceleration in
the fourth quarter. These strong results can be attributed to the Group’s strategy, which
focuses on enhanced connectivity and new growth areas.
Rising revenue
Net income
a Orange Group revenues reached €42.2 billion in
a Net income totalled €3,226 million compared with
2019, representing a 0.6%* rise on 2018. This performance
was driven by the very strong momentum the Group continues
to enjoy in Africa & Middle East (up 6.2%), solid results in
Europe (up 1.4%) and the return to growth in BtoB (up 1%).
This success more than compensated for the very slight 0.3%
decline in revenues in France and the 1.5% drop in Spain in
2019 due to the shift towards low cost providers in this
market. Our leadership position in networks allowed us to
maintain excellent commercial performance. Convergence
packages totalled 10.8 million customers at 31 December
2019, up 3.4% year on year, enabling Orange to consolidate
its position as Europe’s leading convergent operator. Orange
is also the undisputed leader in fibre in Europe with 7.3 million
fibre customers, and 207 million mobile customers worldwide.
EBITDAaL and eCAPEX**
a EBITDAaL, which represents Orange’s operational
profitability, rose 0.8% in 2019, reaching €12.9 billion.
EBITDAaL from telecom activities accounted for 30.8% of
revenues in 2019, up 0.1 percentage points. The Group’s
capital expenditure (eCAPEX) of €7.3 billion was up 0.6% on
2018, even when taking into account mobile access network
sharing with Vodafone in Spain. Excluding this, eCAPEX
decreased slightly against a backdrop of accelerating fibre
deployment in France.
€2,158 million in 2018. The increase came from growth in
operating income and financial income (due in particular to the
decreasing cost of gross financial debt), partially offset by the
increase in the corporate tax charge.
Organic Cash Flow
a In 2019, Organic Cash Flow for Group telecom
activities reached €2.3 billion, in line with guidance. This
represents a decrease of €145 million on a historical basis
compared with 2018, which includes an increase in the
amount of corporation tax paid.
Dividend
a Due to the exceptional crisis caused by the outbreak
of Covid-19, the Orange Board of Directors recommends
paying a dividend of €0.50 per share in respect of 2019.
* Unless otherwise stated, changes are on a comparable basis.
** Definitions for EBITDAaL and eCAPEX can be found in the Universal
Registration Document, available on www.orange.com.
2019 Integrated Annual Report
101
Key figures
Data at 31 December
In millions of euros
Revenues
France
Spain
Europe
Africa & Middle East
Enterprise
International Carriers & Shared Services
Intra-Group eliminations
EBITDAaL
o/w telecom activities
As % of revenues
France
Spain
Europe
Africa & Middle East
Enterprise
International Carriers & Shared Services
o/w Orange Bank
Operating Income
o/w telecom activities
o/w Orange Bank
Consolidated net income
Net income attributable to equity owners of the Group
eCAPEX
o/w telecom activities
as % of revenues
o/w Orange Bank
12M 2019
12M 2018
comparable
basis
12M 2018
historical
basis
change
comparable
basis
change
historical
basis
42,238
18,154
5,280
5,783
5,646
7,820
1,498
(1,942)
12,860
13,019
30.8%
7,135
1,646
1,492
1,815
1,191
(261)
(160)
5,927
6,112
(186)
3,226
3,006
7,293
7,265
17.2%
28
41,986
18,204
5,360
5,701
5,314
7,745
1,584
(1,922)
12,762
12,907
30.7%
7,130
1,642
1,443
1,659
1,212
(178)
(147)
7,248
7,212
17.2%
36
41,381
18,211
5,349
5,687
5,190
7,292
1,534
(1,882)
na
na
na
na
na
na
na
na
na
na
4,829
4,997
(169)
2,158
1,954
na
na
na
na
na
0.6%
(0.3)%
(1.5)%
1.4%
6.2%
1.0%
(5.4)%
0.8%
0.9%
0.1 pts
0.1%
0.3%
3.4%
9.4%
(1.7)%
(46.3)%
(8.5)%
0.6%
0.7%
0.0 pt
(23.4)%
1.0%
2.1%
(0.3)%
(1.3)%
1.7%
8.8%
7.2%
(2.3)%
na
na
na
na
na
na
na
na
na
na
22.7%
22.3%
(9.8)%
49.4%
53.8%
na
na
na
na
na
31
December
2019
31
December
2018
2,345
25,466
1.96
2,490
25,441
na
Operating cash-flow (EBITDAaL - eCAPEX)
5,568
5,513 :
Organic Cash Flow from telecoms activities
Net financial debt*
Ratio of financial debt / EBITDAaL from telecom activities**
na: non applicable.
* Net financial debt as defined and used by Orange does not take into account the activities of Orange Bank, for which this concept is not relevant.
** The ratio of net financial debt to EBITDAaL from telecom activities is calculated on the basis of the Group’s net financial debt to EBITDAaL from telecom activities
calculated over the previous 12 months.
102
Consolidated revenues
France
Spain
Europe (excl. France and Spain)
Africa and the Middle East
Entreprise
International Carriers & Shared Services
41.4%
12.4%
13.5%
12.9%
17.6%
2.3%
Orange share:
total shareholder return*
110.00
105.00
100.00
95.00
90.00
85.00
80
Jan 2019 Feb 2019 Mar 2019 Apr 2019 May 2019 Jun 2019 July 2019 Aug 2019 Sept 2019 Oct 2019 Nov 2019 Dec 2019 Jan 2020 Feb 2020
Share price at 31/12/2019: €13.12
Orange
Stoxx Europe 600 Telecom index
*Base 100: 1 January 2019 (dividends reinvested)
Orange
2019 Integrated Annual Report
103
2019 non-financial
results
To guarantee strong performance over the long-term, we monitor a number of
non-financial criteria. We take into account the impact of our operations on employees,
society and the environment while ensuring the protection of human rights.
Human rights
a In 2019, the Group renewed its support for the United
Nations Global Compact, a voluntary initiative encouraging
companies, charities and non-governmental organisations to
pledge to uphold 10 universal principles in the areas of human
rights, labour, environment and anti-corruption. Orange also
sits on the Board of Directors of the Global Network Initiative
(GNI), an alliance of internet and telecommunications
companies that protects freedom of expression and privacy
against government demands. When the GNI audited Orange
in 2019, it concluded, “Orange is genuinely committed to
implementing the GNI principles through a process of
continuous improvement.”
Data protection
a To protect privacy in line with the European Union’s
2018 General Data Protection Regulation (GDPR), the Group
conducted 30 data security reviews within five entities in
Europe and Africa in 2019. In addition, data protection
delegates have been appointed in all of our subsidiaries in
Europe as well as in Orange Business Services. Our Security
teams raise awareness of risks among employees and spread
best practice through data protection training. Our entities have
also developed follow-up training to these courses through
e-learning modules and face-to-face classes, some of which
have attracted participation rates of over 80% of employees.
Employees
a At 31 December 2019, Orange employed
146,768 people, of which 143,526 on unlimited contracts and
3,242 on temporary contracts. The Group also supported
6,150 young people to enter the job market in France at
end-2019; including 3,510 work-study students and
2,640 interns. Gender equality in the workplace is also a core
focus for the Group. We aim to increase the number of women
in our management networks to 35% in 2020 against 31.1% in
2019. Women currently make up 33.3% of our Executive
Committee.
Digital equality
a Today, digital technology is considered an essential
utility. To meet this need, Orange is working to provide network
access to as many people as possible by deploying
responsible and inclusive digital services, while also supporting
entrepreneurship and open innovation. That’s why the Group
opened the first two Orange Digital Centers in Tunisia and
Senegal, launched two discounted inclusion packages for
low-income households in France and Spain, and created
special offers to promote the digital inclusion of seniors and
people with disabilities. Since 2014, the Orange Foundation’s
Digital Schools programme has donated tablets to 820 schools
in 16 of the Group’s operating countries. Over 200,000 children
are now able to access essential educational content.
The environment
a In 2019, for the third year in a row, the Group
exceeded its target to halve CO2 emissions per customer
usage compared with 2006 levels, achieving a reduction of
64.2%. This Group record was achieved through energy
efficiency improvements, in particular in our network, IT
systems and technical infrastructure, which together represent
82% of CO2 emissions. Tertiary buildings and business travel
account for 11.7% and 6.7% of emissions, respectively. At the
same time, Orange has stepped up its efforts to collect and
recycle unwanted mobile devices. In the fourth quarter of 2019,
we reached an all-time high, collecting 30% of mobile devices
sold over the same period in France.
104
Orange
Employee distribution
Employees by business line
Management*
Customers
Support departments
Innovation and technology**
Others
Employees by geographical area
France
Spain
Poland
Other European countries
Africa
Asia-Pacific
Americas
2019
19.6%
33.0%
12.1%
32.3%
3.0%
2019
59.4%
4.0%
8.5%
15.5%
9.7%
1.3%
1.6%
2018
19.5%
32.8%
12.6%
32.3%
2.8%
2018
61.0%
3.8%
9.0%
8.3%
11.6%
3.9%
2.4%
2017
62.1%
3.6%
9.9%
7.3%
11.2%
3.7%
2.2%
Gender equality in the workplace
% of women in the active workforce
% of women in managerial positions
% of women in management networks
2019
36.0%
30.9%
31.1%
2018
36.1%
30.6%
29.8%
2017
36.1%
29.9%
28.5%
* Managers, project managers and process managers.
** Including employees required to deploy and operate networks.
2019 Integrated Annual Report
105
Environmental performance
Environmental performance
(energy)
Facilities presenting a risk
Fuel tank units
Energy consumption – Scope 1
Fuel oil (all buildings and all uses)
Gas
Coal
Fuel
– Gasoline-LPG for company cars
– Diesel for company vehicles
Total energy Scope 1
2
Scope 1 CO emissions (energy only)
– CO emissions from fuel oil, gas and coal
– CO emissions from vehicles
– CO emissions from greenhouse gases (refrigerants)
2
2
2
Scope 1 CO emissions
2
CO not emitted due to carbon mitigation**
2
tonnes CO
2
tonnes CO e
2
Energy consumption – Scope 2
Electricity
of which from renewable sources
– Electricity supply from renewable sources
with guarantee of origin
– Electricity supply from renewable sources
through ESCo contracts, solar farms or
Group solar generation
– Electricity supply from renewable sources
through PPAs
GWh
GWh
GWh
GWh
GWh
Units
2019
2018
2017
France*
Rest of
the world
Group
Values
Group
Values
units
1,369
2,668
4,037
4,255
m³
m³
tonnes
litres
litres
litres
GWh
tonnes CO 2
tonnes CO 2
tonnes CO 2
tonnes CO e
2
12,825
11,763,009
na
21,180,725
4,181,827
16,998,898
480
121,615
66,276
55,339
-
121,615
47,684
3,169,515
51
12,244,899
4,038,301
8,206,598
705
60,509
14,932,524
51
33,425,624
8,220,128
25,205,496
aa1,184
289,437
202,766
86,671
6,198
174,021 aa295,636
(2,405)
(2,405)
167,823
136,490
31,333
6,198
66,931
19,995,141
56
36,040,004
5,997,432
30,042,572
1,340
316,212
219,321
96,891
17,478
333,690
(2,229)
Group
Values
4,228
72,163
17,884,871
71
35,253,976
3,408,576
31,845,400
1,373
325,036
229,349
95,687
6,723
331,759
(2,154)
2,246
-
2,138 aa4,384
542
542
4,357
526
4,299
493
-
-
482
482
61
-
61
-
-
Scope 2 CO emissions
2
Total energy consumption
(Scopes 1 & 2)
Total CO emissions (Scope 1 + Scope 2)
2
Energy consumption – Scope 3
Distance travelled by plane
Distance travelled by train
Scope 3 CO emissions
2
Total CO emissions (Scope 1 + 2 + 3)
2
tonnes CO 2
117,473
889,572
aa1,007,045
1,043,144
1,001,900
GWh
tonnes CO 2
2,726
2,843
5,569
5,698
5,889
239,088
1,063,593
1,302,681
1,376,834
1,333,659
km
km
tonnes CO 2
tonnes CO 2
174,437,635
95,204,758
41,693
280,781
77,551,265
10,285,343
251,988,900
105,490,101
18,418 aa60,111
1,082,010 aa1,362,791
246,564,097
91,033,830
250,765,793
94,097,363
46,170
47,041
1,423,004
1,380,700
na: non applicable.
As the values have been rounded to the nearest million, Group data may not represent the sum exact of the data published for France and the Rest of the World.
* Data for France includes Orange France, head office, Orange Marine and entities of Orange Business Services operating in France.
** In accordance with the 2019 guidelines issued by the Net Zero Initiative in which Orange takes part, the emissions avoided by projects outside the Group are not
removed from the Group’s Scope 1 emissions. The Scope 1 CO2 emissions for 2017 and 2018 have been revised accordingly.
aa Data reviewed by KPMG: reasonable assurance.
106
Orange
Performance
in 2019
France
Europe
a In 2019, revenues in France totalled €18.2 billion,
a Orange’s seven other operating countries in Europe
accounting for 41.4% of the Group’s consolidated revenues,
and down 0.3%* on 2018. Stripping out the impact of online
press services, revenues increased 0.2% year on year, with a
significant uptick in the fourth quarter (up 1.1%).
In 2019, Orange continued to step up deployments of
fibre and very high-speed broadband on its directly owned and
third-party infrastructure, in particular in urban areas and
through its participation in Public Initiative Networks run by
local authorities. We signed a further three agreements in 2019
on Reunion Island, in Kourou in French Guiana and in the
Auvergne region of France. Orange has also achieved a new
record, making over 4.5 million additional homes connectable
to FTTH (Fibre to the Home) in 2019 (compared with over
2.7 million in 2018). With 3.3 million customers and 16.3 million
fibre-ready homes in 2019, Orange has positioned itself as the
undisputed leader in fibre services in France. Indeed, of all the
country’s fibre optic cables deployments in 2019, 70% were
carried out by the Group.
We continued to deploy 4G in 2019, meaning our mobile
network now covers 99% of the population in France (up
0.4 percentage points on end-2018) – the most widespread 4G
coverage in the country. Orange was ranked No. 1 for the ninth
consecutive year by Arcep.
Convergence revenue rose by 3.9%, driven by the
success of the Group’s strategy. At 31 December 2019, Orange
had 5.8 million customers subscribing to more than one
service, representing 55% of the Group’s retail customer base.
In October 2019, Orange launched the Livebox 5,
designed to have a lower carbon footprint and faster
throughputs to satisfy the growth in customer uses and the
demand for family data-sharing plans. The Livebox 5 was
already being used in 140,000 homes by end-2019. Orange
also launched Connected Home (remote management of smart
household appliances) and Protected Home (remote
surveillance system), which proved highly successful among
customers, with sales doubling in the fourth quarter.
(excluding France) generated total revenues of over €11 billion
in 2019. The Group now has nearly 51 million mobile
customers and 7.5 million broadband customers across the
region. Underpinning this strong performance are the ongoing
roll-out of very high-speed mobile and fixed broadband and a
convergence customer base that now stands at five million,
4.4% higher than in 2018. This consolidates Orange’s position
as the leading operator for convergence in Europe.
In Spain, revenues fell 1.5% due to greater levels of
competition and a shift in the market towards low-cost
providers. In 2019, we continued rolling out our FTTH network,
with over 1.1 million additional homes now fibre-ready. New
network sharing agreements with other operators and the
improvement of existing agreements enable us to optimise our
infrastructure and leverage one of the most high-performing,
profitable networks on the market. At the same time, our
multi-service strategy offers a competitive alternative to
connectivity, encompassing our Orange Bank mobile banking
service. Furthermore, we have signed content agreements
with suppliers such as Amazon, Fox (Fox Now), AXN (AXN
Now), Starz (StarzPlay), Rakuten, AMC and FlixOlé, offering
one of the greatest levels of variety and choice available on the
market, with content to delight the whole family.
For the sixth quarter in a row, revenues in Poland have
increased, up 2.1% in 2019. In addition to the success of its
convergence packages, growth in Poland was driven by
increased equipment sales, expansion of other revenues
(energy services) and better performance in IT and integration
services. In 2019, we trialled 5G in nearly 10 cities, exceeding
speeds of 1.5 Gb/s in Zakopane.
In Central Europe, Orange Romania was the first
subsidiary in the Group to roll out 5G networks in three cities.
Furthermore, we inaugurated our first FTTH network at the end
of 2019 and launched new payment methods in mobile financial
services, including debit cards and Near Field Communication
in March 2019 and Apple Pay in June 2019. In Slovakia, we
concentrated on extending our coverage of FTTH high-speed
broadband so that 522,000 homes were fibre-ready at
end-2019, and we began rolling out the network in Moldova.
2019 Integrated Annual Report
107
We achieved 3.3% growth in revenues in Belgium and
Luxembourg, mainly through increased net sales of mobile and
convergence packages. We also launched the Love Duo
package in Belgium, which combines a mobile contract and
unlimited very high-speed broadband. In late 2019, Orange
Belgium became the first operator in the country to inaugurate
a 5G testing hub for business.
Africa and the Middle East
a Africa and the Middle East represented Orange’s
highest growth region in 2019, with revenues jumping 6.2%
year on year and 6.1% in the fourth quarter. The total figure
rose to €5.6 billion, accounting for 12.9% of the Group’s
consolidated revenues. This performance was driven in
particular by strong momentum in customer services (up 8.6%)
and sustained growth in mobile. Seven countries clocked up
double-digit growth in 2019.
Orange continues to deploy 4G and is investing in all
countries to upgrade and extend its networks. In 2019, we
picked up the pace of deployment, primarily in Egypt, Morocco
and Côte d’Ivoire. The MEA region now has a total of
23.8 million 4G customers, up 42.6% on the previous year.
Standalone broadband also grew 10.3% in 2019, mainly due to
high-speed services, which have now attracted 1.2 million
customers (up 20.5%). Furthermore, the Group is rapidly
expanding its presence on mobile financial service markets
with Orange Money, which is enjoying considerable success
with 45 million customers at 31 December 2019, including
18.2 million active users (up 20.1%) who take advantage of the
service monthly.
EBITDAaL for the MEA region increased 9.4%, outstripping
the rate of growth in revenues, for a 32.2% margin, up
0.9 percentage points year on year as a result of tighter cost
control.
Enterprises
a The Enterprises segment registered its fifth
integration services were primarily responsible for this
performance, expanding by 6.5% in 2019, compared with
4.8% in 2018. This momentum reflects the strong performance
of both cybersecurity and cloud services.
In 2019, Orange pursued its strategy to expand its
cybersecurity business in order to increase its footprint around
the world and its expertise in this area by completing two major
acquisitions – SecureData and SecureLink.
The negative growth trend in broadband services (down
1.7%) is starting to let up thanks to positive momentum in data,
which rose 1.0% in 2019 and 1.6% in the fourth quarter. WAN
(Wide Area Network) offers in France drove a significant
proportion of this result, supported by the penetration of fibre
with our Enterprise customers.
Strong performance in IT and integration services and
the resilience of data in 2019 more than offset the drop in
revenue from mobile (down 3.6%) and voice services (down
6.8%). In 2019, Orange signed a number of major contracts to
support its customers throughout the world, in particular with
Mars Incorporated to build an Intelligent Automated Network
(IAN), and with Sony to consolidate and transform the
communications infrastructure of its two largest operating
companies into a harmonised, future-proof network for an
improved user experience around the world. Finally, eCAPEX
rose 10.3% in 2019, as a result of several large-scale
deployments for key customer accounts.
International Carriers & Shared Services
a International Carriers & Shared Services generated
revenues of €1.5 billion in 2019, down 5.4% year on year,
reflecting the slowdown in international carrier services. Other
revenues rose 11% in 2019, which includes in particular laying
and maintaining submarine cable, content services (OCS and
Orange Studio), consulting (Sofrecom) and TV access control
services (Viaccess).
consecutive quarter of growth, reaching revenues of €7.8 billion
(up 1% year on year) for the first time since 2016. IT and
* Unless otherwise indicated, all changes are presented on a
comparable basis.
108
Orange
Social and economic impact
The impact of Group operations on the
UN Sustainable Development Goals
generated by our operations drive economic activity and
employment nationally (purchases, wages and tax).
a Orange continuously considers its impact at Group
level against a number of priority Sustainable Development
Goals (SDGs). These efforts help the Group to understand and
measure its contribution to the SDGs, determine which SDGs
are most relevant to Group operations, measure the impact of
its operations by 2030 and encourage adoption by its
stakeholders.
Impact investing
a By identifying the SDGs on which we are able to
have the most considerable influence, we are responding
to the strong demand from socially responsible investment
(SRI) funds and are able to consider our contribution
through the multisectoral lens of the SDGs.
The socio-economic impact of our
operations on regional communities
a In order to measure our contribution to driving growth
in our operating countries, we conduct regular socio-
economic impact studies on the economic and social value
we create. After France and Niger in 2017, then five more
African countries in 2018, two European countries, Romania
and Moldova, were the focus of impact studies in 2019. The
studies look beyond the Group’s local presence alone,
measuring the impact of its social and economic footprint on
several levels.
The analysis framework
Simple economic footprint (local expenditure)
The input-output method, based on the work of Wassily
Leontief for which he won the Nobel Prize in Economics, is
used to analyse the extent to which the monetary flows
Extended economic footprint
This wider measure builds on the above method, enabling us to
assess the value generated by:
The use of our infrastructure, products and services,
estimating the value created for businesses and retail
customers, increasing productivity, accelerating
regional development and contributing to national
GDP growth.
Our CSR actions, or the value created by our
corporate social responsibility programmes such as
Orange Foundation initiatives for the education and
protection of young girls, or projects with broader
impacts such as device recycling and financial
inclusion services offered by Orange Money. The
method estimates the impact of these programmes in
terms of improving society or the purchasing power of
beneficiaries who consequently are able to access a
new service more easily or avoid certain costs.
Demonstrating social impact through Orange Digital
Centers
As part of the Engage 2025 strategic plan, Orange is aiming to
enhance digital equality. To do this, the Group is working to
ensure that everyone is able to benefit from support
programmes tailored to their needs. The main focus of our
strategic commitment lies in setting up an Orange Digital
Center (ODC) in all of our operating countries and every
operating division in France. This flagship initiative promotes
skills acquisition and development as well as innovation and
entrepreneurship. It strengthens the digital fabric of local
communities by providing somewhere for young people and
entrepreneurs to go for training and support. We conduct social
impact analysis to measure the footprint of our responsible
action and contribution, or in other words, the numbers of jobs
created and start-ups supported as a direct result of our efforts.
2019 Integrated Annual Report
109
Orange’s local, extended and total footprint in five African
countries and three European countries*
Local footprint
Extended footprint
Total footprint
Value
added
Direct
jobs
Value
added
Induced
jobs
% of GDP
Cameroon
Côte d’Ivoire
Guinea
Democratic Republic of Congo
Senegal**
Moldova***
Romania***
France****
€107m
€530m
€112m
€49m
€404m
€53m
€243m
€15,100m
601
1,965
350
580
1,805
1,189
3,594
91,733
×3.0
×2.1
×1.8
×3.5
×2.3
×4.0
×10.0
×2.2
×80
×46
×180
×150
×40
×81
×24
×4
7.8%
11%
8%
1.5%
9,8%
2%
1.2%
1.4%
Source: Goodwill-management
Results updated in 2019 using 2018 data (% of GDP dropped from 11% using 2016 data to 9.8% using 2018 data).
*
**
*** 2019 results using 2018 data.
**** Results updated by Utopies in 2019 using 2018 data for Orange SA.
The results
Simple economic footprint
In every region, the monetary flows generated by our
operations significantly multiplied local value, with intensity
varying among the countries studied from at least twofold to,
as in the case of Romania, tenfold. The results expressed in
terms of induced jobs were also significant and presented
equally strong variations between countries (×180 in Guinea,
×150 in the Democratic Republic of Congo and x46 in Côte
d’Ivoire). The same trends were visible in Europe, though to a
lesser extent (×81 in Moldova, ×24 in Romania and ×4 in
France). These figures predominantly reflect wage differences
between countries.
Total economic footprint
The total footprint is the sum of the local, simple and
extended footprints, expressed here as Orange’s contribution
to GDP per country. This was considerable, boosting GDP by
1.4% in France to 11% in Côte d’Ivoire. KPMG prepared a
reasonable assurance report to verify the Group’s social value
calculation and the results obtained for Senegal. Both the
verification and a methodology note by consultancy firm
Goodwill Management, which supported Orange with the
analysis, are available on www.orange.com.
The social footprint of Orange Digital Centers
The Orange Digital Center in Dakar is a laboratory for digital
experimentation that creates €12 million of value added and
1,337 jobs per year. By the end of 2020, Orange is aiming to
extend its international ODC network to 14 centres. If we
extrapolate the Dakar results on this scale, around 20,000 jobs
would be created, with an annual impact of 7,500 direct jobs
created and nearly 10,000 indirect and induced jobs across
the entire value chain for a total value added of over
€150 million.
110
Orange
Managing risks
to support sustainable
performance
Our Engage 2025 strategic plan and operations expose us to a number of risks* that can
affect our stakeholders, prevent us from achieving our targets, invoke legal liability or
undermine trust in our brand. Several years ago, we put in place a structure, procedures and
control systems to detect risks and take targeted measures to prevent and mitigate them.
a Our internal control and risk management systems
address the various operational, legal, financial and non-
financial risks we face (see the table on the following page).
They are based on an organisation and procedures that have
been put in place by Senior Management, the Executive
Committee and employees. The goal is to provide reasonable
assurance that we will meet our operating targets, comply with
current laws and regulations and disclose reliable financial and
non-financial information.
Group-wide involvement
a Within this integrated approach to audit and control
risks certified by the ISO 9001 quality management standard,
the Risk division within the Group Audit, Control and Risk
Management Department sets out the Group’s risk
management strategy and implements it by:
Anticipating risks relating to Engage 2025 and
identifying emerging risks
Leading the risk mapping and assessment process
on behalf of the Executive Committee’s Risk
Committee
Supporting subsidiaries and entities when they
prepare their own risk maps and following up their
action plans
risks), and the network of risk managers and internal control
officers in the subsidiaries and entities.
At least once a year, each department identifies and
maps the risks faced by its stakeholders within its scope and
prepares additional action plans to mitigate those risks more
effectively. Progress on these plans, significant events and
updates to the risk map are discussed during internal control
reviews in each department.
At the same time, subsidiaries and entities roll out and
continuously improve their risk management system by:
Training executives in risk management
Aligning audit plans with the principal risks identified
Adapting and applying policies and practices
defined and identified by the Group
Setting up self-assessment processes
The Risk Committee also examines the Group’s risk
management system once a year. The Audit Committee, which
is tasked by the Board of Directors to ensure the effectiveness
of internal control and risk management systems (including
those relating to financial security laws), also oversees the
review of the Group’s exposure to social and environmental
risks, in accordance with the Afep-Medef Code.
It does this in conjunction with the relevant departments (in
particular the Group CSR Department regarding non-financial
* For more information about risks, see the Duty of care plan and Section 2.1 (Risk
factors) of the 2019 Universal Registration Document.
2019 Integrated Annual Report
111
Board of Directors
Audit Committee
Monitors the effectiveness of internal control and risk management systems
Executive Committee
Risk Committee
Reviews the top-line risk management report
Approves all decisions regarding risk management and the quality of internal control
Chaired by the Delegate Chief Executive Officer
CEO Finance, Performance and Europe
Group Audit, Control and Risk Management
Department (DACRG)
Internal
audit
Internal
control
Risk
Management
Fraud & Revenue
Assurance
General
Control
Credit
management
Defines, deploys, manages and assesses operations and the risk management and internal
control systems on behalf of the Executive Committee
Implements processes certified under ISO 9001 (2015) with an integrated approach to audit, control and risk
In cooperation with the following departments
Corporate Social Responsibility, Security, Data Protection, Compliance,
Human Resources, Procurement, Insurance, etc.
Communicate, lead and support
Entities/Operating subsidiaries
Roll out and continuously improve risk management and internal control systems
Identify, assess, process and report the risks within their scope
112
Orange
Risk
Description and impact
a Breach of integrity or
confidentiality of data or information
a Unlawful access to data and information through cyberattacks, injunctions from authorities or new
technology not yet fully mastered may compromise information and data integrity, confidentiality
or storage and potentially invade individuals’ privacy or compromise business continuity
a Ethical breach
a
a
Damage to the Group’s image and reputation due to non-compliance with internal and external rules
Sanctions against the company and/or its employees, damage to Group property and assets
a Overreliance on a supplier
a Disruptive business models or innovation
a
a
a
a
a
Deterioration in quality or performance due to failure on the part of a key supplier
Contractual terms imposed by a monopoly supplier
Supply chain disruption
Business disruption
Revision of the Group’s strategy following the integration of new technologies
(5G, AI and big data, etc.)
a
a
a
a
a
Infrastructure obsolescence
Insuffcient scale of infrastructure
Loss of contact with customers
Societal obstacles hampering the development of new technology
Drop in performance due to disruptive technology, business models or regulation that could affect
the appeal or proftability of our products and services
a Failure to adapt and/or diversify
a
a
a
a
Financial losses
Decline in employee morale
Failure of the energy transition
Damage to our image and reputation
a Geopolitical and macroeconomic
instability
a
a
a
Threat to the security and safety of people and property
Breaches of fundamental freedoms resulting from injunctions from local authorities
Decline in fnancial performance
a Major business disruption
a Loss in quality or disruption or interruption of services provided due to a technical malfunction,
operational failure, cyberattack, damage to our infrastructure or injunctions from authorities
a Lack of key or rare skills
a
a
a
a
Delayed launch or discontinuation of new businesses or transformation initiatives
Major business disruption
Increased reliance on suppliers
Decline in employee morale
a Non-compliance with laws, regulations
or contractual obligations
a
a
Additional costs to achieve compliance, in particular in areas where the legal framework remains in
fux (IoT, AI, blockchain, etc.)
Litigation, administrative, civil or criminal sanctions at either local or international level, revocation
of business licences
a Health and safety of people
a
a
a
a
Deterioration in working conditions
Physical and mental harm to employees, customers and partners
Strengthening of the law regarding the precautionary principle in the context of
internet and mobile use
Restriction of use
2019 Integrated Annual Report
113
Examples of protection/prevention measures
The Group Security Department oversees a comprehensive security system. It also contributes to improving measures to protect infrastructure, products and
services by implementing a Security by Design approach (to address security issues right from the design phase) and rolling out targeted mechanisms to
protect and supervise networks and the IT system.
The Data Protection Officer coordinates all privacy-related programmes and measures.
The Group helps develop skills in new technology and cybersecurity through a variety of organisations (such as the Orange Cyberdefense Academy and the
Microsoft AI school).
The Group is improving digital inclusion and addressing other social issues by expanding its network and developing specific packages and services,
through the Orange Foundation and Duty of care plan, as well as its involvement in various think tanks including the European Commission’s AI Impact
group.
It runs employee training and awareness programmes on a regular basis, and the Governance and Corporate Social and Environmental Responsibility
Committee ensures employees adhere to charters and policies and oversees compliance programmes (ethics, anti-corruption, CSR, etc.). The associated
management and control systems undergo regular internal and external assessments.
The purchasing policy, steered by the Global Procurement & Supply Chain Department, includes a risk assessment in the supplier selection and
monitoring process. The Group conducts regular audits of its suppliers and closely monitors suppliers at risk of bankruptcy.
As a founding member of the Joint Audit Cooperation (JAC), Orange plays a very active part in this association of operators, which seeks to audit, assess
and develop the implementation on CSR in the production plants of the largest multinational telecoms suppliers.
The Group readily updates its procurement strategy and frequently reviews its choice of suppliers in light of market threats and opportunities.
The Group’s investment policy focuses heavily on research and innovation, contributing to programmes run by the private and public sector
(in France and the EU for example), getting involved with standard-setting bodies (such as the GSMA) and supporting start-up accelerators through the
Orange Fabs network. The Technology and Global Innovation Department supports the Group’s transformation to becoming a multi-service operator. It
brings together strategic innovation design and research and implementation of technical and data strategies for the Group.
The Group continues to progress with its new Engage 2025 strategy, led by the various relevant departments including its Transformation Department.
The practical measures it is taking to do so include entering into partnerships with key industry stakeholders, investing in ventures that will further strategic
innovation and diversification priorities, and working on projects aimed at improving the Group’s working methods.
Orange uses monitoring systems to anticipate a number of eventualities including national conflicts, international tensions, crises of all kinds (financial
crashes, health crises and mass migration, etc.) and to take appropriate steps to avoid or mitigate the risks and protect people and assets.
Orange factors resilience into its solutions right from the design phase, using a variety of mechanisms (Security by Design, backups, thorough acceptance
tests, etc.).
The Business Continuity Management System (BCMS) run by the Security Department is deployed across our business units. The system includes
backup sites, preventive movement of infrastructure, system redundancy, business recovery plans, etc.
The Group implements a strategic workforce planning policy.
Orange Campus develops varied and innovative learning experiences with, where necessary, the support of a network of key partners (schools,
universities, companies, start-ups, non-profit organisations and institutions).
The Group provides these courses, which are also available on the Orange learning website, to support employees in developing their careers.
The Group’s Legal Department ensures all its operating regions and businesses are covered, including the programmes and organisations focused on key
issues in the present day or the future: General Data Protection Regulation, Duty of care, international economic sanctions, international corruption laws,
climate reporting (TCFD etc.)
The Group pursues a proactive risk prevention policy with its own budget and special agreements. The policy has led to the application of the social
contract and our pledge to be a digital and caring employer, the occupational health office’s initiatives and the implementation of our Duty of care
plan. The Group ensures its equipment and devices meet all current health requirements and supports public and private epidemiological research
programmes (conducted by the World Health Organization and the Scientific Committee on Emerging and Newly Identified Health Risks, etc.). It
develops tools to measure wave intensity and circulates safety information to employees and customers on the responsible use of technology, in
particular through websites designed to support families (betterinternetforkids.eu, bienvivreledigital.fr, etc.).
114
Orange
Mission accomplished
for Essentials2020
In 2015, as part of the Essentials2020 plan, Orange took on a unique, challenging and
powerful ambition to offer all its customers around the world an unmatched experience.
To achieve this, we focused on five priorities: offering enriched connectivity, reinventing
the customer relationship, building a company model that is both digital and caring, guiding
businesses through their own digital transformation and diversifying by capitalising on
our assets. All the while, we continued our efforts to become an efficient and responsible
digital company.
Our excellent business performance over the last five years confirms the success of our
strategic choice to develop fibre and convergence offers. We have also made substantial
strides forward in improving our customers’ experience. Furthermore, the Group has
successfully begun transforming its business lines, in particular its BtoB activities. These
results have been made possible by the loyalty and engagement of our employees, over 80%
of whom would recommend Orange as an employer today.
Customer experience
Become and remain No.1 in Net Promoter Score (NPS) for 3 out of 4 customers by 2018
Improve Orange’s Brand Power Index (BPI) in our various markets by 2018
Offering enriched connectivity
Triple the average data throughput of our customers on both fixed and mobile networks
by 2018 compared with 2014
Reinventing the consumer
Conduct 50% of customer interactions in Europe via digital channels by 2018
Building a company that is both
digital and caring
Reach 90% of employees recommending Orange as an employer in 2018
Guiding businesses through
their own digital transformation
Increase the share of IT & Integration services in the Orange Business Services revenue mix
by 10 percentage points by 2020
Diversifying by capitalising on
our assets
Successfully diversify into new services to exceed €1 billion in revenues in 2018
Revenues
Ensure 2018 revenues exceed 2014 revenues
Adjusted EBITDA
Ensure 2018 adjusted EBITDA exceeds 2014 adjusted EBITDA and is at least level on 2015
on a comparable basis
Dividend
Maintain the dividend at least at €0.60 per share each year between 2015 and 2018
Ratio of net financial debt to
adjusted EBITDA
Maintain the ratio of net financial debt to adjusted EBITDA in telecom activities
For further details on the Essentials2020 indicators and Group indicators, see the 2018 Integrated Annual Report.
Objective fully
achieved
Objective achieved
> 75%
Objective achieved between
60 and 75%
2019 Integrated Annual Report
115
116
Orange
2019 Integrated Annual Report
117
Useful links and contacts
Useful links
Integrated Annual Report
Corporate website
Orange Business Services
Universal Registration Document
Corporate Social Responsibility
Working at Orange
Orange Healthcare
Orange Foundation
Digital Society Forum
Bien vivre le digital
Follow us on Facebook
Follow us on Twitter
Contacts
Investors and analysts
Individual shareholders
rai2019.orange.com/en
orange.com
orange-business.com
orange.com/en/Investors/Regulated-information
gallery.orange.com/rse
orange.jobs
healthcare.orange.com
fondationorange.com/en
digital-society-forum.orange.com/en
bienvivreledigital.orange.fr (French only)
facebook.com/Orange
@orange
@orangeRSE
@presseorange
investor.relations@orange.com
orange@relations-actionnaires.com
orange.com/shareholders
118
Orange
Orange – Communication and Brand Department
78, rue Olivier de Serres – 75015 Paris (France)
+33 (0)1 44 44 22 22
A French société anonyme with a share capital of €10,640,226,396
Registration number 380 129 866 (Paris Trade and Companies Register)
Copywriting and graphic design
Pelham Media & Studio L’Éclaireur
Translation
Alto International
Credits
© angelabower.fr, Getty Images, Thomas Gogny, Nicolas Gouhier, Orange brand site, Unsplash
All rights reserved
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