2020 Integrated Annual Report
Summary
Foreword
01
03 — In 2020, we...
47 — Orange, a responsible group
107 — Performance that benefits everyone
2020 was a year like no other in every
possible way. The health crisis brought
about by the Covid-19 pandemic
upended life as we knew it and our
networks played an important role in
enabling people to work, learn, entertain
themselves and, most importantly, keep
in touch with their loved ones. Whether
working remotely or in the field, our
employees went above and beyond the
call of duty to support our customers and
ensure our networks could cope at such
an unusual time. Meanwhile, our teams
worked hard so we could accelerate the
roll-out of our Engage 2025 strategic
plan, reaching several milestones in the
process.
Stéphane Richard, Chairman and Chief Executive Officer
Orange
2020 Integrated Annual Report
Orange2020 Integrated Annual Report
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03
Orange’s sixth Integrated Annual Report was
prepared within the framework of the
International Integrated Reporting Council
(IIRC). It integrates the Orange group’s social,
ethical, environmental and economic data
within its business model and strategy.
The Integrated Annual Report presents the
Group’s financial and non‑financial
information, as well as its strategic vision and
organization that enables it to create long‑term
value.
The report is sponsored by three members of
the Executive Committee—Ramon Fernandez
(Delegate Chief Executive Officer and
Executive Director Finance, Performance and
Development), Béatrice Mandine (Executive
Director Communication, Brand and
Engagement) and Elizabeth Tchoungui
(Executive Director of CSR, Diversity and
Philanthropy and Deputy Chair for the Orange
Foundation).
The Shareholder Relations Department is
responsible for drafting and publishing the
Integrated Annual Report, a collaborative
report that brings together information and
contributions from the Group’s main operating
countries and departments. The steering
committee involves representatives from
Shareholder Relations, CSR, Legal, Strategy,
Brand and Risk Management Departments.
Orange
In 2020
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In 2020
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Page 12/13
Lyon — 15 December 2020
Over one million FTTH
connectable sockets have
now been installed in the
23 Public Initiative Networks
in our portfolio in France,
marking an important
milestone.
Page 14/15
Paris — 8 October 2020
Orange launched the “RE”
program centered on
recycling, recovering and
reconditioning mobiles in
France, raising public
awareness of the
environmental impact of
these devices and
strengthening the Group’s
circular economy approach.
Page 16/17
Douala — 30 November 2020
We continued to set up and
run support and training
initiatives by opening the
Orange Digital Center in
Cameroon and launching
Orange Campus Africa to
harness digital technology to
promote equal opportunities.
Page 04/05
Barcelona — 14 March 2020
Orange maintained service
continuity around the world
to ensure people could
continue going about their
lives and making lockdown
easier to bear.
Page 06/07
Antwerp — 22 October 2020
Orange Belgium introduced
innovative applications
developed in collaboration
with its industrial partners,
harnessing its 5G network in
the area around the Port of
Antwerp.
Page 08/09
Paris — 28 September 2020
We gave spectators at
Roland Garros a sneak peek
of how they might enjoy
sports events in the future
through three innovative
demonstrations incorporating
5G.
Page 10/11
Abidjan — 23 July 2020
Orange and NSIA, the
leading banking and
insurance group in Africa,
launched Orange Bank Africa
to make financial services
more accessible and
enhance financial inclusion in
West Africa.
In 2020,
we...
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38
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— Tackled Covid‑19
— Accelerated the roll‑out of 5G and fiber, and extended
network coverage
— Maintained growth momentum in Africa
— Further enhanced and shared our networks
— Helped bring about a responsible digital world
Orange
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In 2020, we...
Tackled
Covid-19
Six Orange employees share their
experiences of this most unusual
year.
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Nicola Jakeman, Head of UK CyberSOC (Security Operations
Center), Orange Cyberdefense
Saloua Bolaachoub, Business Manager, Orange
Money Morocco
David Craig, Customer Services & Operations, Business
Continuity & Data Protection, Orange Business Services
“It was great to see our teams
working together to
contribute to a safer digital
society.”
a To respond to the pandemic, we had to be agile in
adapting the business while ensuring that our customers
were protected at all times. Our IT team did an incredible
job of ensuring we could continue to provide the same
level of service to our customers remotely. In addition to
this, we successfully formed a global entity by joining
forces with other CyberSOCs from France, Germany, the
Netherlands and Sweden, uniting all of the Orange
Cyberdefense CyberSOCs. It was great to see our teams
working together to contribute to a safer digital society
when there are people out there trying to take advantage
of the pandemic. For instance, malicious criminals set
up fake sites with Covid‑19 maps, putting users at risk of
malware infection and, in another breach, 8 million
Covid‑19 test results on a healthcare establishment’s
website were leaked into the public domain. We really
care about helping people through our work and the
more secure a business is, the lesser the risk to other
businesses as well as to consumers. —
Local solidarity
EOLAS, a subsidiary of Orange Business Services, set up an online
mutual aid platform as a matter of urgency for French local
authorities, making it easier for individuals to offer or ask for help
in their local area.
“Given the urgency of the
situation, we made our
money transfer service free
of charge.”
“An amazing
display of resilience
at every level.”
a I joined the team in March 2020,
shortly before Orange Money launched in
Morocco, and pretty much the day before
the country went into lockdown! I met my
colleagues via a video call and we had to
deploy Orange Money while working
from home. It was a huge challenge to
educate customers about new ways they
could manage their accounts in the
middle of a pandemic, but we adapted
the way we did things, prioritized certain
services and developed tools so people
could do most things online. Given the
urgency of the situation, we made our
real‑time money transfer service free of
charge. We are proud to have helped our
customers through this challenging
period and made their day‑to‑day lives
easier for years to come.
a Our job in Business Continuity is to plan for crises.
When the virus first began to spread, we didn’t realize
we were headed for many crises big and small, but we
took steps to ensure Orange Business Services and, in
turn, our clients kept running at full capacity. When
lockdowns went into effect around the world, employees
at our Major Service Centers in Egypt, India, Mauritius,
Brazil and France shifted to remote working. The local
teams took control of the situation very quickly,
especially in Mauritius, where the government only gave
four hours’ notice before the lockdown came into force.
Our remote access services proved up to the task of
switching to full remote working. Local teams had to
adapt to a new mode of teamwork and they really went
above and beyond the call of duty to ensure our clients’
operations did not suffer.
Throughout this period, we stayed in constant contact
with our clients, identifying their priorities and
responding accordingly. We increased network capacity
with voice and remote access gateways to cater for the
rise in demand, provided greater client support and, in
some cases, advised them how to best adapt to the
crisis. One year down the line, we’ve grown used to the
“new normal” and I remain amazed by the resilience and
skill all our teams have shown in meeting such tight
deadlines. We are continuously drawing lessons from
this most unusual year and I believe this makes us more
resilient than ever. —
Orange
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In 2020, we...
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Christelle Costa, Customer intervention
technician, Orange France
José Ramón Sorribas Pozo, Smart Store Manager
in Madrid, Orange Spain
Gaetano D’Agnelli, Head of Voice Planning, Orange International Networks,
Infrastructures and Services (OINIS)
“I’ve never been so proud
and happy to do the job I do.”
“We are closer to our
customers than ever before.”
a Our smart store in Madrid’s financial
district has been open throughout the
pandemic. We ensure that people
continue to work, study, live, and enjoy
themselves despite the lockdowns,
quarantines and curfews. Our priority has
been to keep our customers and team
safe at all times. The store needed to be a
safe space for providing our customers
with information and solutions. Beyond
the store, we expanded our capacity for
remote appointment scheduling and click
and collect services so that customers
could “shop” anywhere. As part of the
“Paciente Conectado” project, Orange
donated tablets to local hospitals so that
patients could keep in touch with their
loved ones. Former hospital patients
often come into the store to thank us.
Moments like those are what give new
meaning to our work.
a Since the first lockdown, the internet has been central
to our daily lives. Our individual and business customers
really needed us to be there for them. The pandemic
upended the way we used to work and live. I volunteered
to work with “Covid A” customers, which include
hospitals, care homes, doctors, emergency services, fire
departments and elderly people. We had to adapt,
introduce enhanced safety protocols for call‑outs,
disinfect everything, wear special suits, FFP2 masks,
shoe covers—the whole lot. It was challenging when it
was all new and we didn’t know how things were going
to pan out. The situation was a bit worrying, but our
teams and managers made sure we were safe.
I remember connecting a care home so that the
residents, who were completely cut off from the outside
world, could video call their families. I also helped an
elderly woman living on her own who had no internet,
television or phone. She was in tears when I got there.
Being able to help her reconnect with the outside world
was a really rewarding experience.—
1.8 m
network operations were completed in the field in France
by Orange technicians during the first lockdown to ensure the
Group was able to provide an after-sales service and deploy its
infrastructure.
Orange
“The pandemic
showed that,
ultimately, we serve
society as a whole.”
A t OINIS, we provide our international
customers with communication and
collaboration solutions, from audio and
videoconferencing apps to contact
centers, so they can communicate with
their own customers and business partners. Our
infrastructure covers up to 160 countries, which gave
us a global view of the pandemic as it unfolded and
impacted our day to‑day work. We could see a direct
correlation between the rising number of Covid‑19
cases and the additional traffic generated in every
country we serve. In late February 2020, our operational
planning went from happening monthly to becoming a
daily, hourly, or even minute‑by‑minute concern to
ensure we provided enough capacity worldwide. After
meeting the huge demand increases in China and
Russia, we acted on a country‑by‑country basis in
Europe. After a while, monitoring the public health
indicators enabled us to anticipate capacity upgrades
when different countries passed the thresholds they’d
set to bring in lockdowns. Overall, we added almost
10,000 lines around the world to meet the
unprecedented surge in demand.
The pandemic showed that, ultimately, we serve
society as a whole. Our solutions made a difference to
so many people, including governments coordinating
health services, airlines contacting thousands of
travelers stuck in airports, as well as everybody working
from home. I am also proud to work for a Group that,
when the situation got truly dire, continued to put
people’s need to communicate first. All our teams went
above and beyond the call of duty, showing great
solidarity in helping one another out. We saw the
concrete impact our work has on people and the whole
world—a motivating and meaningful experience for us
all.—
200 Gbit/s
In March 2020, the teams at Orange in charge of international
networks upgraded the Group’s transatlantic capacity
from 400 to 600 Gbit/s by integrating two additional 100 Gbit/s
connections to avoid any risk of congestion.
2020 Integrated Annual Report
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In 2020, we...
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Ramped up efforts to
support people through
the pandemic
Producing face shields at Solidarity
FabLabs
a With the supply of face masks seriously lagging behind demand in the
first half of 2020, several FabLabs (digital fabrication workshops) started to
design and produce their own face shields. This community‑oriented
reaction to the emergency facing the world was made possible thanks to the
flexibility and potential of digital technology. The Orange Foundation helped
52 of our Solidarity FabLabs across 10 countries to produce over
220,000 certified face shields that they donated to local hospitals.
An emergency
center and medical
equipment
a The teams from Sonatel (Orange in
Senegal) and the Sonatel Foundation
actively contributed to the efforts to tackle
Covid‑19 in Senegal by helping to refurbish
and fit out a 100‑bed emergency center in
Dakar’s Léopold‑Sédar‑Senghor
international airport. Sonatel also donated
medical equipment (including transport and
ICU ventilators) and expanded its Covid‑19
freephone call center capacity to deal with
the sharp rise in demand.
There for young people at risk
a In Poland, the Orange Foundation supported the Empowering Children
Foundation in setting up an anonymous hotline and email support service
to help children and teenagers struggling with mental health problems
aggravated by the pandemic. The service received over 5,200 calls and
1,145 emails in March 2020, leading to 89 emergency interventions. In
Slovakia, the Orange Foundation and the NGO IP ko set up a 24/7 free
helpline for people in need as a result of Covid‑19, which went on to
become one of the country’s most in‑demand phone services.
Connecting
patients with their
loved ones
a The “Paciente Conectado” project run by
Orange Spain donated over 10,000 tablets
to hospitals and care homes. Donations
from the Orange Foundation made it
possible to install videoconferencing
solutions on these devices to enable
patients to stay in touch with their loved
ones and reduce their feeling of isolation.
Similar initiatives were rolled out in the
Group’s other operating countries.
Personalized video
messages for
our loved ones
Orange’s
#OnResteEnsemble initiative
allowed people in France,
Luxembourg, Morocco,
Tunisia and Jordan to send
video clips that would be
broadcast on TV for the
older people in their lives—a
less tech-savvy group that is
among the most isolated
during lockdowns.
Content everybody can
access
During the first lockdown in March 2020
in France, Orange provided free access to
its OCS package (OCS Max, OCS City,
OCS Choc and OCS Géants) and kids’
channels. We also made pay-TV channels
for kids and families available free
of charge in all our operating countries
in Europe and offered free perks to people
playing subscription-based mobile games
in Romania.
Continued support for victims
of domestic violence
Our teams in France rallied to provide a
technical solution for people working on
the national domestic violence helpline
so they could continue taking calls and
supporting victims from home by providing
them with headsets and microphones,
laptops and a connection to the helpline.
10 GB
>€9 million
In April 2020, Orange offered an additional
10 GB of mobile internet to over
600,000 business customers and
companies in France that had used up all
their data.
invested by the Orange Foundation in 2020 across 30 countries to carry
out emergency health initiatives, distribute food parcels, help people
learn to use digital technology and support struggling students.
Free gigabytes
to facilitate daily
life
All our entities offered
customers a range of free
services so they could take
advantage of extended
mobile internet capabilities.
For example, in Moldova,
50 GB of data was offered to
10,000 teachers in May and
June 2020, while over
4,000 doctors in more than
1,000 healthcare
establishments enjoyed two
months’ free voice and data
traffic.
Orange
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In 2020, we...
Supported
healthcare
professionals
In these unprecedented times, the people at
Orange Business Services worked diligently
to ensure critical healthcare services continued
to operate without disruption.
A lthough the pandemic put
hospitals under incredible
pressure and severely
affected the way they
work, digital technology
facilitated patient care and ensured
continuity in many healthcare services. To
maintain social distancing and speed up
the patient journey, the teams at Orange
Business Services deployed digital planning
tools to schedule appointments, as well as
process online pre‑admissions. For
example, the hospital in Valenciennes,
northern France, organized patient care for
positive or suspected Covid‑19 cases using
Memoquest, an SMS reminder platform
Orange
Cyberdefense
keeps its promises
Right from the start of the
first lockdown in March
2020, healthcare
establishments found
themselves the target of a
wave of cyberattacks.
Orange Cyberdefense
rapidly set up a free hotline
to strengthen security
throughout its IT system
and activated its protection
service in the event of a
denial-of-service attack.
Orange
operated by a chatbot, which was adapted
during the pandemic to make it easier
to stay in touch with out‑patients.
As more and more people shifted to
working from home, even in healthcare,
remote collaboration tools were deployed
on a large scale, which considerably
increased exposure to the threat of
cyberattacks. That’s why we rolled out
secure solutions to transfer, process,
share and host medical data, thereby
safeguarding privacy and patient
confidentiality. We also secured remote
access to hospital software and raised
awareness among employees about the
risk of phishing.
To enable multi‑disciplinary healthcare
teams to collaborate effectively, we set up
conferencing solutions through an
encrypted data exchange interface.
Healthcare establishments relied on the
solutions developed by Orange Business
Services to adapt and effectively
communicate during this time of crisis. The
hospital in Béziers, southern France,
bolstered communication among its
employees and made it easier to share
information by making its patient files
available online. As a result, the quality of
patient care improved and the teams
became more efficient. Furthermore,
around 20 healthcare establishments
enlisted Enovacom, the Orange Business
Services healthcare subsidiary, to
implement the Surycat alert platform, which
makes it easier to deploy and execute
emergency plans by automatically
mobilizing medical teams by SMS, email
and phone. The hospital in
Chalon‑sur‑Saône, eastern France, was
able to double its number of intensive care
beds by connecting additional biomedical
equipment to the IT system via Enovacom’s
biomedical interoperability solution.
Harnessed data
to address
the pandemic
01
TousAntiCovid
a As requested by the French government,
the French national research institute for
digital science and technology met with
public and private stakeholders in April 2020
to develop a Covid contact tracing app.
TousAntiCovid sends users an alert if it
detects they have been in close contact with
another app user who has tested positive for
Covid‑19 and helps them find their nearest
testing facility. The app, which uses
Bluetooth technology, protects user
anonymity and privacy. We helped develop
the app and the associated platform and ran
tests on over 100 smartphone models on
the French market. We also developed our
own captcha for the app and manage the
security firewalls.
02
Anticipating lockdown
movements
a We use our Flux Vision solution to
produce statistics on people’s whereabouts
and movements based on data from our
mobile network. Several years of research
have gone into the algorithms which comply
with recommendations made by the French
Data Protection Authority to remove all
personally identifiable information. This
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enables us to extrapolate the entire
population’s behavior—including their
movements between regions—from a cross
section of devices connected to our
network. This anonymous representation of
movements helps health authorities and
governments in Europe and Africa identify
regions that need extra medical assistance.
Since the beginning of the pandemic, it has
been used by Orange and Inserm in the joint
research project ANR EVALCovid‑19 to
model the course of the pandemic and
inform the government’s decisions, as well
as by the French National Institute of
Statistics and Economic Studies to identify
where people had moved to in France
during the first lockdown.
03
The STOIC project
a STOIC is a project led by GE Healthcare,
Orange and TheraPanacea in collaboration
with Assistance Publique‑Hôpitaux de Paris
to develop a database of chest scans taken
to diagnose pneumonia in suspected
SARS‑CoV‑2 patients. Providing secure
network access and hosting infrastructure
for health data, we rolled out a 3D imaging
web application that a group of expert
radiologists use remotely to annotate
images of lung damage. Not only does the
resulting database help develop artificial
intelligence solutions that automatically
measure the extent of the damage, it can
also recommend treatment options for
patients and assess the effectiveness of
treatments.
2020 Integrated Annual Report
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In 2020, we...
Accelerated
the roll-out
of 5G
in Europe
Following our first deployment in
Romania at the end of 2019, we
launched 5G in Poland, Spain,
Luxembourg and France in 2020.
5G supplements our existing
networks, enabling us to cater
for a growing number of uses
and develop new services for
society as a whole through
carefully planned deployment. Delivering average speeds
three to four times faster than 4G networks, 5G offers users
better connection quality on the go, both in urban areas
(where 4G is widely used) and other economic hubs. From
2023, when our core networks have transitioned to 5G, we will
be able to reduce transfer delay and dedicate certain network
slices to critical uses and specific needs such as security,
health and Industry 4.0.
New uses for businesses and the general
public
a A real game changer for businesses, 5G transforms
business models and improves processes in a number of
sectors, bringing about progress in a great many areas,
including wireless smart factories, predictive maintenance,
telemedicine, remote monitoring, real‑time traffic
management and smart vehicles. We have already tested
out different use cases (see following pages) with our
partners. Furthermore, we encourage innovation by creating
opportunities for start‑ups, SMEs and local authorities to
test out their products and services and receive support
from our experts. For instance, Orange Poland signed an
agreement with the Łód Special Economic Zone (ŁSSE) to
deploy an indoor 5G/LTE (Long Term Evolution) network. In
Romania, five start‑ups chosen as part of the 5G Online
Challenge were given access to Orange’s 5G Labs,
programming interfaces, platforms and equipment to
optimize their solutions.The general public can also use 5G
to learn, work, communicate, make their lives easier and
entertain themselves by accessing more immersive virtual,
augmented and mixed reality experiences. Different
products and services are currently being tested by
Orange’s retail customer base. For example, the
entertainment industry will enable people to access the
latest content on the move.
5G, supporting the environmental
transition
a By 2025, when all its features have been deployed, 5G
will be 10 times more energy efficient than 4G per unit of
data carried. Unlike previous generations, 5G integrates
energy consumption optimization by design. For instance,
5G base stations are activated only when needed, serve
more users at once and are designed to save energy by
going into sleep mode when the traffic load is low.
In addition, 5G will help businesses and regions respond
to environmental challenges by making industrial
processes more seamless, making information accessible
and usable to synchronize supply and demand as
accurately as possible, as well as preventing excessive use
of energy and materials. Providing the information
communicated by sensors in real time will help optimize
energy and resource use in many sectors, including
electricity (smart grid), construction, transport, logistics
and agriculture. Expanding remote collaboration and
immersive virtual events will help minimize the number of
journeys, while implementing traffic control systems will
reduce congestion and pollution.
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5
of our eight operating countries
in Europe have launched 5G offers.
90 MHz
the broadest range of 5G frequencies won by an operator in France in
October 2020. Over 160 areas—including Nice, Marseille, Le Mans, Angers
and Clermont‑Ferrand—were covered by Orange’s network at the end of
2020 and Paris will be added to the list in March 2021.
121
urban areas in Spain had access to the 5G network at
the end of 2020, following its launch in Madrid, Barcelona,
Valencia, Seville and Malaga in September. In 2021, the
network is expected to cover over 50% of the population.
Full
5G coverage in Bucharest, Romania.
Threefold
increase
in 5G traffic in the city of Luxembourg
between the launch in late November
2020 and early March 2021.
400
urban areas in Poland deliver 5G
services to over 6 million customers.
36
Orange‑branded devices are 5G compatible.
Orange
2020 Integrated Annual Report
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In 2020, we...
Innovated together
to explore different uses
of 5G
Businesses have much to gain from 5G, which is why
we work closely with them to develop new ways of using
this ultra-fast network.
Smart Ports
Partner: Port of Antwerp
Project: Orange Belgium worked with a group of partners at
the port of Antwerp—the second largest port in Europe—to
set up a campus with the country’s first large-scale
stand-alone 5G network.
Trial 1
a Improve towing efficiency by enabling the port authority to
analyze real‑time information from a 360° HD camera and
radars on vessels and the quay.
Trial 2
a Facilitate critical communication for petrochemical
professionals with 5G smartphones and test out an alert
solution to locate people in the event of an incident.
Trial 3
a Enable site inspections where operators can use a tablet or
smart glasses to connect in real time to a large amount of
technical data and videos, including 3D visualizations of the
facilities.
Smart Ports
Partner: A port in Galicia
Project: Orange Spain plays
a leading role in several 5G
collaborative innovation pilot
projects funded by the
Spanish government, such
as a project in Galicia, where
several partner companies,
including Orange Spain,
have formed a temporary
business alliance to design
future network applications
together.
Trial 1
a Implement a maritime
surveillance system using
drones and intelligent video
technology to detect
unauthorized activity and
send alerts in real time.
Trial 2
a Monitor access to the fish
market using a facial
recognition system.
Industry 4.0
Industry 4.0
Transport
Partner: Schneider Electric, a leading specialist in the digital
transformation of energy management and automation
Project: Trialing augmented reality to make life easier for
maintenance technicians and a mobile telepresence robot
for remote site visits at the Vaudreuil factory (Normandy,
France).
Trial 1
a Provide maintenance operators with access to an
augmented reality app on 5G‑compatible smartphones to
superimpose real‑time data or virtual objects on a machine or
the entire factory. The app also cuts machine downtime, speeds
up maintenance work and reduces human error.
Trial 2
a Use 5G networks to control a telepresence robot equipped
with a very high quality video camera, the ultimate goal being to
organize remote site visits, minimize the number of journeys and,
in turn, reduce the factory’s carbon footprint.
Partner: LACROIX Group, an international technological
equipment supplier
Project: Trialing 5G applications as part of the Symbiose
project to design the electronics factory of the future in
France.
Trial 1
a Adapt the factory and organize the machines to suit
production using a reliable and flexible wireless connection.
Trial 2
a Enhance quality control by taking high‑resolution photos of
electronic processes so they can be checked in real time by
error detection algorithms.
Trial 3
a Accurately measure the real‑time temperature and humidity
within areas producing circuit boards—for the aviation industry
for instance—to avoid excessive energy use.
Partner: Helicus, a Belgian
start-up specialized in
medical transport by drones
Project: Planning for and
securing drone fleets
delivering medical
equipment (supplies,
laboratory samples, etc.) in
Belgium.
Trial
a Maintain a video
connection established by
drones controlled from the
ground and/or hospital and
transfer video footage using
a reliable, very high‑speed
5G connection with minimal
delays.
31
Sports entertainment
Partners: France
Télévisions, a French
state-owned broadcaster,
and the French Tennis
Federation
Project: An official partner
of the French Open for
almost 20 years, Orange
offered spectators a unique
experience in 2020.
Trial 1
a Using 5G to broadcast a
multiplex video stream so
that spectators could watch
center‑court matches live or
on demand without ever
missing a ball (zoom, slow
motion and a range of
camera angles).
Trial 2
a Livestreaming an interview
recorded for a France
Télévisions program using
mobile recording equipment
connected to 5G.
Trial 3
a Providing Oppo Find X2
Pro 5G smartphone users
with a 360° immersive video
experience to follow matches
on the Suzanne Lenglen
court, enabling them to watch
close‑up angles around the
entire court.
Orange
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In 2020, we...
33
Accelerated
the roll-out
of fiber and extended
network coverage
Expanding fixed and mobile network
coverage throughout regions is a
priority for Orange. We invest and
engage in partnerships that focus on
delivering very high-speed broadband
to everyone, whether deploying fiber,
extending 4G coverage, installing new
radio sites in the Middle East and
Africa, funding and laying submarine
cables or harnessing satellite
technology in order to tackle the digital
divide in our operating countries.
01
A record-breaking year for
fiber
a As the first broadband operator in
Europe to make the strategic decision to roll
out Fiber to the Home (FTTH), Orange
continued to invest in and deploy its FTTH
network over the past year. At end‑2020, we
had covered 47.2 million households
worldwide, 22.9 million in France,
14.9 million in Spain and 7.8 million across
our other operating countries in Europe, a
23.4% increase on the previous year.
Furthermore, the pandemic magnified the
transition to fiber, highlighting the need for a
reliable, very high‑speed connection, as
confirmed by our record‑breaking business
performance—in France and Poland, for
instance. Orange Poland’s fiber customers
increased by nearly 40% in 2020,
representing over 200,000 new clients.
Vodafone and WIOCC. This cable will
connect 23 countries in Africa, the Middle
East and Europe by 2024, catering for
growth in data traffic as a result of the
deployment of 4G, 5G and high‑speed
broadband access for hundreds of millions
of people.
04
Very high-speed satellite
broadband throughout
France
a In July 2020, the Group announced it had
purchased all the capacity available on the
Eutelsat Konnect satellite from Eutelsat
Communications, a French satellite
telecommunications operator. This
agreement is in line with the national
broadband plan adopted by the French
government to roll out a service delivering
speeds of at least 30 Mb/s throughout
France by 2022. Orange’s entire retail
customer base—including people living in
rural areas—can access very high‑speed
broadband using satellite technology. The
service is provided by our subsidiary
Nordnet, the leading French distributor of
satellite internet services since 2008.
02
Extended 4G coverage
a The Group continued to improve mobile
coverage in rural areas of France, where it
came top of Arcep’s latest ranking for
mobile network quality. In Africa and the
Middle East, the Group continued to deploy
4G in almost all of its operating countries,
taking advantage of network sharing
agreements and innovative technology,
such as lightweight pylons, to extend its
coverage in rural areas. At end‑2020, we
reached 33 million 4G customers, up 39%
on the previous year, and over 128 million
mobile customers overall.
03
State-of-the-art
submarine cables
a Investing heavily in over 40 submarine
cables, Orange continues to broaden its
global network. In 2020, we landed the
Dunant cable, the first submarine cable to
connect France to the United States in over
15 years. This joint project with Google
enables us to expand connectivity between
Europe and the US—the world’s busiest
connectivity route—with internet traffic
doubling every two years on average. In
May 2020, Orange joined the 2Africa
consortium comprising China Mobile
International, Facebook, MTN
GlobalConnect, stc, Telecom Egypt,
A new cable ship
with a reduced
environmental
footprint
In December 2020, Orange
announced it would be
building a cable ship
specifically designed to
repair submarine cables,
including fiber-optic
telecommunications cables
and power cables
connecting offshore wind
farms. The choices made in
the design phase (hull,
propulsion thrusters, hybrid
energy management
system, connection to the
onshore power supply when
berthed, etc.) will reduce
the ship’s CO2 emissions by
20% and nitrogen oxide
emissions by 80%
compared to old-generation
ships.
Orange
2020 Integrated Annual Report
34
In 2020, we...
35
Maintained
growth momentum
in Africa
In 2020, Group revenues grew 5.2% in Africa
and the Middle East as it strengthened its
efforts to ensure Orange Middle East and
Africa becomes the region’s benchmark digital
operator by boosting its multi-service strategy.
Toward
Europe
Toward
Europe
Senegal
Mali
Senegal
Mali
Dakar
Dakar
Bamako
Guinea
Guinea
Conakry
Conakry
Ouagadougou
Ouagadougou
Bamako
Côte d’Ivoire
Ghana
Côte d’Ivoire
Ghana
Nigeria
Nigeria
Monrovia
Monrovia
Abidjan
SAT 3
Main One
SAT 3
Main One
Lagos
Accra
Accra
Abidjan
ACE
ACE
Toward
South Africa
Points of presence
Network node
Fiber-optic cable
Points of presence
Network node
Fiber-optic cable
p
a
Lagos
m
m
o
r
f
r
e
f
f
i
d
y
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m
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e
t
u
o
r
l
l
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t
c
a
,
y
n
o
s
e
s
o
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r
u
p
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o
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t
a
m
r
o
f
n
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r
o
F
Toward
South Africa
Djoliba, West Africa’s first
cross-border network
a In November 2020, Orange and its
subsidiaries announced the launch of
Djoliba, the first pan‑West African
long‑distance very high‑speed broadband
network, known as a backbone. It connects
eight countries: Burkina Faso, Côte d’Ivoire,
Ghana, Guinea, Liberia, Mali, Nigeria and
Senegal. Named after the river Niger in the
Manding language, this new infrastructure
combines land and submarine fiber‑optic
cables (SAT‑3, Main One and ACE), each
stretching at least 10,000 km. Djoliba
enables West Africa to seamlessly connect
to international networks at very high
speeds of up to 100 Gbit/s; it also offers
unmatched service quality, with 99.99%
availability. According to Ramatoulaye Lô,
Head of Operator Marketing at Sonatel
(Orange in Senegal), “it’s no longer about
one network per country—now, a number
of suppliers work with a single network that
connects multiple countries, which is more
reliable and more effective.” Moreover,
Djoliba’s infrastructure provides complete
end‑to‑end security as each capital city
has access to two separate data centers,
with at least two different land fiber routes.
Operated and maintained in Dakar, the
network has its own monitoring center so
that technicians can perform call‑outs
Orange supports the One
African Network project
a As a member of the Smart Africa
Alliance, Orange supports the One Africa
Network (OAN) project, which aims to
reduce the cost of communications while
keeping the traffic generated by and for
Africa within Africa. The Group’s
subsidiaries localize transport, voice data
traffic and roaming data on the continent.
We set up two international voice PoPs in
Lagos, Nigeria in 2020. To boost service
quality while protecting data, inter‑operator
traffic linked to roaming in Africa will be
hosted at a data clearing house located on
the continent from the second half of 2021.
Orange Campus Africa, a new
digital training platform
a Orange has worked since the start of the
pandemic to boost initiatives promoting
online learning throughout Africa. In 2020,
the Group launched Orange Campus Africa
in partnership with the Université virtuelle
du Sénégal. The platform features content
from partners in both Africa and France that
are renowned for their expertise in
education and training. African universities
can use this tool to teach new subjects
related to the digital economy and
technology, keep in touch with their
students remotely and supplement in‑class
learning with online lessons. The platform
also offers digital training courses for
businesses and individuals.
quickly when needed. Through Djoliba,
Orange can meet the growing connectivity
needs of operators, businesses and
institutions in West Africa, serving a
potential 330 million people.
Djoliba is part of the Group’s long‑term
investment strategy to support Africa’s
digital transformation and become the
preferred multi‑service operator in Africa
and the Middle East by 2025. To achieve
this, Orange invests €1 billion in the region
every year. “Djoliba provides a fundamental
change in West Africa and the rest of the
continent. Harnessing the technical
expertise of Orange’s international
networks, the backbone offers the Group’s
wholesale customers seamless
connectivity services with an extensive
network of 16 local points of presence
(PoPs), connecting to 450 PoPs in Europe,
America and Asia,” explains Anne Morel,
Senior Vice President Global Carrier Sales
at Orange International Carriers.
MEA Seed
Challenge
In June 2020 the Group’s
venture capital entity for
start-ups, Orange Ventures,
launched a call for projects
as part of the MEA Seed
Challenge, a competition to
finance the most promising
early-stage start-ups in
Africa and the Middle East.
After a rigorous selection
process involving over
500 projects submitted from
seven different countries,
the winning developers of
innovative e-health,
e-commerce and fintech
solutions were announced
in November. At the same
time, Orange Ventures
announced the launch of
Orange Ventures MEA Seed,
a permanent initiative
expanding Orange Ventures’
long-standing activity in the
region that will seek to fund
100 start-ups by 2025 in the
Group’s operating countries
in Africa and the Middle
East.
Orange
2020 Integrated Annual Report
36
In 2020, we...
Launched
Orange Bank
Africa
As part of our mobile financial services
strategy in Africa, we launched Orange Bank
Africa, a fully mobile and digital bank.
Our goal is to lead the way in promoting
financial inclusion in West Africa.
The role of data
and AI
Orange Bank Africa uses
data from Orange Money to
lower the inherent risk of
lending, as well as artificial
intelligence algorithms to
grant instant loans.
P eople in many countries in
Africa have little or no
access to banking services.
In sub‑Saharan Africa, only
37% of women and 48% of
men have a bank account according to the
World Bank, while in the West African
Economic and Monetary Union, this figure
is less than 20%. This was one of the
reasons behind us launching Orange
Money in 2008. Over 49 million Orange
customers across 17 countries in Africa and
the Middle East use our reliable transfer and
payment service to complete financial
transactions quickly and securely via their
mobile phones. We wanted to expand our
service and open mobile banking to all in a
bid to give people better access to financial
services and enhance financial inclusion.
Everybody needs to be able to save,
borrow, take out insurance or grow their
business so that they, in turn, can do their
bit to support economic and social
development in the country in which they
live. In July 2020, the Group teamed up with
NSIA—the leading banking and insurance
group on the continent—to launch Orange
Bank Africa in Côte d’Ivoire. As a new area
of business for Orange in West Africa, this
mobile banking service ties in nicely with
the Group’s multi‑service operator strategy
and its determination to drive digital
transformation in Africa.
Straightforward, accessible
and affordable savings and
credit services
a Using Orange Money, Orange Bank
Africa provides fully digital savings and
micro credit products that allow customers
to borrow small amounts of
money—upwards of 5,000 CFA francs
(around €8)—which they can use
immediately to tide them over. Customers
can set up an account, apply for a loan or
put money aside in a matter of minutes
using either the Orange Money mobile app
or a menu‑driven Unstructured
Supplementary Service Data (USSD)
interface. All customers have 24/7 access
to these services no matter where they are,
what kind of phone they have, how much
they earn or how much money they have
saved up. Orange Bank Africa has proven
popular, with over 350,000 customers
registering in its first six months, more than
half of whom applied for a loan.
37
a There is a direct correlation between the proportion of
people who can apply for a loan in a country and its level of
development. For instance, only 20% of people in
Côte d’Ivoire can take out loans to cover day‑to‑day
expenses or long‑term investments. That is what prompted
us to develop a new loan service, Orange Bank Africa,
providing short‑term loans that customers pay back over a
period of one to three months through their Orange Money
account. This has a tangible impact on the lives of people
and businesses that are often overlooked by the
mainstream banking system.
What is truly unique about the Orange Bank Africa model
is that it offers instant loans—available in customers’
Orange Money accounts in less than 10 seconds—a
technical challenge, which our multidisciplinary team
worked extra hard to overcome as they had to adapt to the
unforeseen circumstances brought about by the pandemic.
Although our model had been designed before the
Covid‑19 crisis, it became even more relevant in light of the
current health and economic context. Africa boasts a wealth
of entrepreneurial ideas, particularly among women and
young people, which is something we need to support.
Today, we are working on simplifying the customer
experience and promoting financial literacy.
Many of our customers have never dealt directly with a
bank, which is why helping them to improve their financial
literacy skills—so that they can understand the terms and
conditions of loan repayments for instance—is key to our
model’s long‑term success. We can see that the services
provided by Orange Bank Africa have already begun to
transform people’s lives on the ground. For instance, a
telephone seller in Yamoussoukro was able to get the
money he needed to open two more points of sale and
create two new jobs, while a fashion designer was able to
buy the fabric he needed to fulfil new orders, meet his loan
repayments and still make a profit. Hopefully even more
people will take advantage of this lending option in the
future.
Jean‑Louis Menann‑Kouamé, Chief Executive
Officer of Orange Bank Africa, Côte d’Ivoire
“We launched
Orange Bank Africa
with a brand-new
credit service
available through
customers’ Orange
Money account.”
Over
49 million
Orange Money customers use our reliable
service to complete financial transactions
quickly and securely on their mobile phones.
Orange
2020 Integrated Annual Report
38
In 2020, we...
Further
enhanced and
shared our
networks
In 2020, we changed our operator model to
develop our networks while moderating
investments. We strengthened our position as
a leader in more open and higher-value fiber
and mobile infrastructure while maintaining full
control of our strategic assets by setting up
dedicated companies, as announced in early
2021. Our goal, however, remains the same:
to grow our core business, connectivity.
#1
France’s leading FTTH
operator working with local
authorities
Fiber Companies to share future
fiber roll-outs
a We continue to invest in fiber broadband
technology and remain committed to
deploying it in moderately populated areas,
particularly in France. Furthermore, we are
joining forces with partners to connect
sparsely populated areas while controlling
our capital expenditure. In line with the
ambitions of our Engage 2025 strategic
plan, we launched a number of projects in
2020 to set up Fiber Companies (FiberCos)
with long‑term investors in rural France and
Poland. These FiberCos will not only
support future fiber roll‑outs in Europe and
thereby contribute to digital development
across regions, but also help us share the
investment cost with a view to owning a
long‑term infrastructure asset unlike any
other by 2025.
In January 2021, we launched Orange
Concessions to continue deploying fiber in
rural France. To do so, we signed an
exclusive agreement with a consortium of
long‑term investors comprising Banque des
Territoires (Caisse des Dépôts), CNP
Assurances and EDF Invest for the sale of a
50% equity interest and joint control of
Orange Concessions. This FiberCo will be
France’s leading Fiber to the Home (FTTH)
operator of networks deployed and
operated on behalf of local authorities. It
comprises 23 Public Initiative Networks
(PINs) representing over 4.5 million FTTH
connections. This transaction values
Orange Concessions at €2.675 billion and
will enable Orange to capitalize on growth
and consolidation opportunities in this
market.
In Poland, where high‑speed broadband
penetration remains low despite high market
potential, we plan to set up a FiberCo by
end‑2021. This FiberCo will integrate
2.4 million lines, including 1.7 million new
sockets, particularly in low‑competition
areas. It will also sell network capacity and
solutions to other operators.
39
40,000 mobile towers owned
in Europe
France
Spain
Poland
Romania
Belgium
Slovakia
Moldova
Luxembourg
17,100 sites
7,900 sites
5,200 sites
3,600 sites
3,100 sites
1,800 sites
1,500 sites
200 sites
Tower Companies to derive
higher value from our mobile
towers
a To optimize our mobile network
development, particularly in 5G, in terms of
roll‑out speed, coverage and financial
capacity, we rely on network sharing
agreements, such as those in place in
Poland, Romania, Spain and Belgium. In
2020, we also developed projects to derive
higher value from our network of
40,000 towers in Europe. In February 2021,
we launched Totem—our European Tower
Company (TowerCo)—to enhance our
mobile network infrastructure, marking a
milestone in our Engage 2025 strategic plan.
Owned directly by Orange SA, the
independent tower company will initially host
around 25,500 passive mobile infrastructure
assets—masts and rooftop structures—in
France and Spain. This arrangement
includes the transfer of all key passive mobile
infrastructure assets (sites, land, leases and
third‑party tenancy contracts) from Orange
to Totem to ensure full operational autonomy.
Totem aims to develop its hosting activity
across its entire portfolio, deploy new sites
for Orange and other operators, capitalize on
the rising value of sites and prepare for the
expected consolidation of the European
tower market by completing its own
acquisitions.
Our TowerCo will take advantage of
significant opportunities to market new
services, particularly to meet new demands
as a result of industrial sectors ramping up
their digital transformation, with the rise of
5G, the Internet of Things and smart cities.
Totem will bring together assets with proven
operational excellence and will be equipped
with all the skills and functions necessary to
enable the TowerCo to lead the growing
European telecommunications tower
market.
4.5 m
FTTH connections
(1.2 million existing and
3.3 million future connections)
€2.7
billion
in value
Orange
2020 Integrated Annual Report
40
In 2020, we...
41
Helped bring about a
responsible digital world
In line with our purpose, strategic
plan and contribution to the UN
Sustainable Development Goals,
we help bring about a responsible
digital world, in particular through
initiatives to reduce digital inequality.
enacting positive change, we have a part to play in bringing
about a more responsible, fairer world. In 2020, after working
with representatives from various bodies to assess its impact,
the Group adopted the UN framework and identified six SDGs
(see pages 90‑91 and 134‑135) where it can make the most
significant contribution. These SDGs resonate deeply with our
responsible attitude, guided by our purpose and strategy.
Incorporating our purpose into our bylaws
a “As a trusted partner, Orange gives everyone the keys to a
responsible digital world.” Such is our purpose, which was
incorporated into our bylaws following a near‑unanimous
vote of 99.98% at the Shareholders’ General Meeting of
19 May 2020. Going forward, this purpose acts as a compass
to guide the Group’s strategic decisions and achieve more
sustainable and responsible growth. At the Shareholders’
Meeting, Stéphane Richard said it was “a promise that
connects us with the rest of the world, our customers, and
our stakeholders.”
Contributing to six Sustainable
Development Goals
a In 2015, all UN Member States adopted 17 Sustainable
Development Goals (SDGs) for 2030, focusing on the
economy, social progress and environmental protection. The
SDGs apply to everybody, including public authorities, NGOs,
companies and individuals. As an operator committed to
Establishing an Orange Digital Center in
Cameroon
a After Tunis and Dakar in 2019, Douala, Cameroon,
became the next city to see a new Orange Digital Center
(ODC) open its doors in 2020. These centers run a range of
initiatives to promote digital equality, boost young people’s
career prospects, facilitate innovation and nurture budding
entrepreneurs. ODCs include a tech center that provides
training and organizes events (Coding school), a digital
fabrication workshop where young people can develop
prototypes for their projects (Solidarity FabLab) and an
Orange Fab, our network of start‑up accelerators, all under
one roof. Online open days held in November 2020 gave
people in Cameroon the opportunity to explore the first ODC
in central Africa. “Free and open to all, the ODC provide
practical skills training and networking opportunities. We’re
here to support any digital project that meets our eligibility
criteria,” explained the ODC Director, Emmanuel Etia. In line
with our strategic plan and intention to set up an ODC in each
of our operating countries by 2025, these centers form a
network, encouraging people to share their knowledge and
expertise on a wide scale throughout Europe and Africa. They
also supplement a number of other tools we have already
deployed to support and educate people around the world.
They seek to harness digital technology as a vector to
How the Orange Foundation promotes digital
inclusion in figures
5,432
digital workshops in France
32
Solidarity Third Places in France
131
Solidarity FabLabs in 21 countries
1,000
Digital Schools in 16 countries
320
Women’s Digital Centers in 23 countries
enhance economic and social inclusion, while also creating
an entire innovation ecosystem. For example, 25 digital
schools, five digital villages and 20 Women’s Digital Centers
have been opened in Cameroon. Additionally, 400 young
teenagers received an introduction to computer coding.
Developing a new offering for low-income
households in Spain
a In order to combat digital exclusion, we intend to roll out
special offers for low‑income households in all our European
operating countries by 2025. Following on from our 2019
discounted Coup de Pouce initiative that equips homes in
France with a broadband and landline connection, we
launched Tarifa Social in Spain in October 2020. Designed for
households living on the minimum wage, this convergence
offer is the first of its kind in Spain and provides access to
fiber‑optic internet, reaching speeds of up to 100 Mbit/s, a
landline with unlimited calls to domestic landlines, a mobile
line with unlimited domestic calls and 3 GB of mobile data for
less than €15 a month.
Extending the Sanza range of affordable
smartphones
a Although the mobile phone market is developing rapidly
throughout Africa, the price of handsets remains a major
obstacle to adoption. Indeed, the price of a smartphone
exceeds 60% of average monthly income in sub‑Saharan
Africa, which totally excludes a considerable number of
people from a huge portion of economic activity in this part
of the world often referred to as the “mobile‑first” continent.
In order to make smartphones more accessible and get
more people online, our Sanza devices are available at
affordable prices in 16 countries throughout Africa and the
Middle East. The latest addition to the exclusive Orange
smartphone range, the Sanza touch, stands out as the most
affordable 4G Android (Go edition) device on the market,
costing around €25. In collaboration with Google, it was first
launched in 2020 in Guinea‑Bissau, Côte d’Ivoire,
Cameroon and Madagascar.
Orange
2020 Integrated Annual Report
42
In 2020, we...
Helped combat
climate breakdown
01
Agreements to purchase electricity from
renewable sources in Europe
a We strive to reach net zero carbon emissions by 2040,
which is why we make increasing use of renewable
energies. The Group aims to meet over 50% of its electricity
needs with power generated from renewable sources by
2025, compared with 31% in 2020. In 2020, we signed
several Corporate Power Purchase Agreements (PPAs), the
first of which in France was concluded with Boralex and
came into effect on 1 January 2021 for a five‑year period.
Boralex will supply Orange with 67 GWh of green electricity
each year generated by the Ally‑Mercœur wind farm in
south‑central France. In Poland, we signed a 10‑year PPA
with wpd AG that will also come into effect in 2021. Two
wind farms will supply Orange Poland with 500 GWh of
green electricity over the course of the contract.
Furthermore, in Spain, we signed an agreement with
Iberdrola, which from late 2020 will supply 200 GWh of
green electricity every year for 12 years. Generated by a
solar farm in Extremadura, the electricity will power over
9,000 facilities.
02
The first sustainability bond worth
€500 million
a In 2020, the Group entered the sustainability bond market
by issuing its first bond to the value of €500 million, due to
mature in nine years with an annual coupon rate of 0.125%.
More than five times oversubscribed, the bond issue proved
to be highly attractive to socially responsible investors in
France and around the world, enabling Orange to expand its
investor base and continue to optimize its finance structure.
We intend to invest around 60% of the funds raised to
projects relating to energy efficiency and the circular
economy and the remaining 40% will be allocated to
projects to promote social and digital inclusion. The chosen
projects will be reviewed by the Sustainable Finance
Committee and the funds allocated will be audited each year
until the bond matures. Investors will be informed annually
regarding the impact of their investment.
03
Data centers that consume less energy
a Our Green ITN action plan launched in 2008 continued in
2020 with the “Green program” built around our
commitments for 2025. It harnesses a number of new tools
to enable the Group to better control its energy consumption,
including artificial intelligence, advanced standby mode and
43
carbon equivalent of their digital habits on the mobile
network. This feature also informs people of best practice
they should adopt to become more eco‑friendly by
minimizing the environmental impact of their phone and other
connected devices. Through this initiative, we not only raise
awareness but also offer tangible solutions that people can
put into practice in their daily lives.
06
Orange proposes sustainable
digital solutions at the ChangeNOW
Summit
a Partnered by Orange, the ChangeNOW Summit
represents the world’s largest positive impact gathering to
create a powerful ecosystem and source solutions to the
biggest social and environmental challenges posed by
digital technology. Held in Paris from 30 January to
1 February 2020, the event was attended by 20 start‑ups
who have joined Orange’s various support programs in
France, Italy, Senegal, Tunisia, Côte d’Ivoire, Japan and
Taiwan. For example, Map Action, a start‑up from Mali,
presented a tool that maps problems related to water
management, sanitation and wastewater to the public
sector and local authorities. While Enerbrain, an Italian
start‑up, identified potential clients for its Internet of Things
solution that improves the energy efficiency of buildings.
The ChangeNOW Summit also gave Orange the opportunity
to communicate about the various initiatives up and running
throughout the Group to control and reduce its own
environmental footprint and the solutions it is putting in
place to reduce the impact of digital technology, such as
recycling mobile phones.
enhanced active network sharing. Furthermore, we have
sustained efforts to improve the energy performance of data
centers at new facilities, such as in Antwerp, Belgium, which
cools servers using air from outside to reduce the need for
conventional air conditioning. This innovative “free cooling”
technology will also be deployed in the Normandie 2 data
center in northern France following the positive results
obtained at the first facility operating on the site. Meanwhile,
Orange Poland began construction on the Warsaw Data
Hub in 2020, which will also be equipped with this cutting‑
edge technology.
04
SIM cards that use less plastic
a In 2020, Orange Belgium joined other entities in the
Group by launching its new “Half‑ID” SIM cards, where
the surrounding casing uses half the amount of plastic of
standard SIM cards. These “Half‑ID” SIMs are available in
17 of the Group’s operating countries throughout Europe,
Africa and the Middle East. By the end of 2021, 100% of
our SIM cards will come in this format, with a view to
avoiding up to 300 metric tons of plastic each year.
Orange Belgium also markets eco‑SIMs, which are made
from fully recycled plastic.
05
Making customers aware of their digital
footprint
a Available since December 2020 on the customer account
page as well as the two apps Orange et moi and My Sosh,
the “Carbon footprint” service gives the 14 million Orange
and Sosh customers in France the opportunity to quantify the
Orange
2020 Integrated Annual Report
44
In 2020, we...
45
Gave old mobile phones
a second lease of life
To reduce mobile phone waste, we
conducted a vast campaign in Europe to raise
awareness about drop-off points and recycling
services for unwanted devices. We also
launched a circular economy program in
France.
T o reduce the impact of
electronic waste on the
environment, Orange gives old
equipment a second lease of
life or upcycles the raw
materials to make something new, in line
with the current environmental standards.
We also raise public awareness about how
anyone can make a big difference with just
a simple act. We can recondition or recycle
the handsets brought back to our stores or
one of the 2,000 community collection
points. It is estimated there are around
100 million unwanted handsets lying
forgotten in drawers in people’s homes in
France alone, even though 80.7% of the
Developing a
circular economy
We began to integrate a
circular economy into our
processes and operations
following COP 21 and have
strengthened our efforts with
our strategic plan. We now
take an eco-design approach
to product development for
Orange brand products,
collect unwanted equipment
and promote reconditioned
devices. By 2025, 100% of
the products sold under the
Orange brand will be
developed in line with an
eco-design approach.
Orange
materials could be recovered to make new
products. In September 2020, the Group
launched a widespread campaign across all
operating countries in Europe to inform
people about the idea. In October 2020, we
also launched a circular economy program
in France called “RE”, designed to recycle,
recover and recondition mobile handsets.
The program will enable customers to
exchange their old device for a discount on
a new phone, store credit, or the option to
choose from our range of reconditioned
phones that have been rigorously checked
by our experts. The program strengthens
our circular economy approach initiated
nearly a decade ago, which has already
collected 15 million handsets, including 8
million by Orange France.
Indeed, Orange France is the only
operator in Europe to have set up a
charitable channel to handle the process
collecting and recycling mobile phones. We
donate all the profit from recycling to
Emmaüs International which runs recycling
workshops for unwanted mobile phones in
five countries in Africa. Together, the
number of telephones collected by Orange
in Europe and these workshops totaled
1.2 million in 2020, which represents 15.1%
of the number of mobiles sold directly by
Orange in Europe. We are aiming to reach
30% by 2025.
Recycle
Recycling your old phone helps protect the planet.
Check out our stores for further details.
New
lease of
life
Recover
Your old phone might still be
worth something. Take it to one
of our stores and exchange
it for store credit.
Repair
A phone is precious,
give it a second chance
by getting it repaired.
Recondition
Your old phone deserves a second chance in life, which is
why Orange will collect and recondition it.
Copper
Glass
Lithium
Plastic
Others
70 kg
Of raw materials are needed
to make a 120 g
telephone—500 times the
weight of the end product!
Hundreds
of millions
Of telephones lie forgotten in
people’s homes, even though they
could be recycled or reconditioned.
Global
impact
4 times
round the world
Distance traveled by the material used
to make your phone before it reaches
your pocket.
Regularly replacing
your phone
Means more handsets are produced,
creating a greater impact on the planet.
2020 Integrated Annual Report
47
Orange
Orange
2020 Integrated Annual Report Page 48/49
Orange
2020 Integrated Annual Report
1
2
54
7
8
10
11
13
3
6
9
12
14
1 — Stéphane Richard
Chairman and Chief Executive Officer
2 — Ramon Fernandez
Delegate Chief Executive Officer and Executive
Director Finance, Performance and Development
3 — Gervais Pellissier
Delegate Chief Executive Officer, Executive Director
People & Group Transformation and Chairman of
Orange Business Services
4 — Fabienne Dulac
Deputy Chief Executive Officer, CEO of Orange
France
5 — Mari‑Noëlle Jégo‑Laveissière
Deputy Chief Executive Officer, in charge of Orange’s
operational activities in Europe (outside France)
6 — Paul de Leusse
Deputy Chief Executive Officer, in charge of Mobile
Financial Services and Chief Executive Officer of
Orange Bank
7 — Jérôme Barré
Executive Director, CEO of Wholesale and
International Networks
8 — Hugues Foulon
Executive Director of Strategy and Cybersecurity
activities
9 — Nicolas Guérin
Executive Director, Secretary‑General for the Group
and Secretary of the Board of Directors
10 — Béatrice Mandine
Executive Director Communication, Brand and
Engagement
11 — Alioune Ndiaye
Executive Director, CEO of Orange Middle East
and Africa
12 — Helmut Reisinger
Executive Director, CEO of Orange Business Services
13 — Elizabeth Tchoungui
Executive Director CSR, Diversity and Philanthropy,
Deputy Chair for the Orange Foundation
14 — Michaël Trabbia
Executive Director Technology and Innovation for
the Group
Page 50/51
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Orange
2020 Integrated Annual Report
Orange
Page 54/55
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Orange
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2020 Integrated Annual Report
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63
Page 56/57
Orange field technicians
work on the front line
to repair and maintain our
infrastructure in the event of a
serious incident.
Page 58/59
As ever, our advisors
are available to assist and
guide customers in our
5,088 stores worldwide.
Page 60/61
Orange Business Services
employees work in
64 countries across the world
to support businesses and
organizations in their digital
transformation.
Page 48/49
Stéphane Richard,
Chairman and Chief
Executive Officer of Orange,
was reelected as Chair of the
GSMA, an organization
representing 750 mobile
network operators worldwide
as well as 400 other mobile
businesses.
Page 50/51
After the first lockdown
period in France, we rethought
the way we work at Orange
by restructuring our
Executive Committee. This
new team, led by Stéphane
Richard, has committed to
accelerating the roll out of the
Engage 2025 strategic plan.
Page 52/53
Network supervision teams
work 24/7 to ensure
maximum service quality for
our customers and detect
incidents or anticipate any
service degradation.
Page 54/55
Orange Money teams
facilitate day‑to‑day life for
tens of millions of people in
Africa and the Middle East by
providing this money transfer
and mobile payment service.
Orange, a
responsible
group
64
66
70
74
76
78
88
90
92
98
— Orange at a glance
— Editorial by Stéphane Richard
— Business model and value creation
— Considerations
— Strategy
— Services
— Customer experience
— Comprehensive approach
— People
— Governance
2020 Integrated Annual Report
Orange 64
Orange, a responsible group
Orange at a glance
65
Orange at a glance
Our purpose
26 countries
and a global presence with Orange Business Services
Europe
Belgium
France
Luxembourg
Moldova
Poland
Romania
Slovakia
Spain
Africa and the Middle East
Botswana
Burkina Faso
Cameroon
Central African Republic
Côte d’Ivoire
Democratic Republic of the Congo
Egypt
Guinea
Guinea‑Bissau
Jordan
Liberia
Madagascar
Mali
Mauritius
Morocco
Senegal
Sierra Leone
Tunisia
As a trusted
partner,
Orange
gives
everyone the
keys to a
responsible
digital world.
€42.3 billion 259 million
in revenues
customers
business activities
Enhanced connectivity (retail
and business customers)
Business IT support services
Wholesale services
Cybersecurity
Financial services
5 142,000
employees
Orange
How our purpose came to be
and what it stands for
a In 2019, we worked closely with our
employees and stakeholders to define our
purpose, which expresses the meaning of
our corporate vision in terms of who we are
and who we aspire to be. The statement “As
a trusted partner, Orange gives everyone the
keys to a responsible digital world” means
that Orange feels a responsibility and strives
to ensure digital progress benefits
everybody everywhere.
Following a near‑unanimous vote at the
2020 Shareholders’ Meeting, our purpose
was incorporated into our company’s
bylaws. It acts as our compass, inspiring our
strategy, guiding us in all our decisions and
shaping our day‑to‑day actions across the
business. It is linked to our direct and
induced economic value, social contribution
and environmental impact. Simply put, it
expresses the way in which Orange benefits
society.
What happened next
a By helping the Group articulate its
purpose, each employee became a
“guardian of the purpose”. This process
continued in 2020 with a new consultation
to identify the priority actions needed to
actually implement the purpose. According
to the employee barometer, after just one
year, 88% of employees were familiar with
the purpose.
2019
Launching the first
consultation with all
employees, external
stakeholders and
governance bodies
Articulating the
Group’s purpose
2020
Integrating the
purpose into the
Group’s bylaws
following a vote at the
Shareholders’
Meeting
Organizing a second
consultation at Group
level to define a
purpose activation
plan and priority
actions
2021
Identifying relevant
monitoring indicators
Setting up the
“Purpose Activation”
Committee
Ensuring our
employees buy into
the purpose
2020 Integrated Annual Report
66
Orange, a responsible group
Editorial
67
Providing an essential
service
Stéphane Richard, Chairman and Chief Executive Officer
F or more than a year now, the Covid‑19 pandemic has
rocked the whole world with its sheer magnitude and
ferocity. My thoughts are with everyone who has suffered
illness or loss as a direct result of the virus. In all our
operating countries, we will continue to provide support
during these difficult times.
As the Chairman and Chief Executive Officer of the Orange group, I feel a
deep sense of pride and gratitude when I reflect on the recent past. First
and foremost, our networks were able to accommodate the surge in
traffic, playing an essential role in keeping society and the economy
running in all our operating countries as well as ensuring people could
continue to work, learn, entertain themselves and, most importantly, keep
in touch with their loved ones near and far. Secondly, our teams pulled
out all the stops to offer our retail and business customers the best
connectivity has to offer. Thirdly, despite the circumstances, we
successfully stepped up the implementation of our Engage 2025
strategic plan, reaching milestones in several projects along the way.
The strategic priorities set out in Engage 2025 in December 2019
were accelerated by the health crisis. Our commitment to more
environmentally friendly, inclusive digital technology meets growing
demands from all our stakeholders, in particular our customers, partners
and shareholders.
We continued to deploy very high‑speed fiber broadband networks, with
over 47 million homes now fiber‑ready worldwide. Despite the pandemic
and the various lockdowns, we laid more fiber‑optic cables in 2020 than
in 2019, which is no mean feat. Identified by the Group as a future‑proof
solution 10 years ago, fiber stands out today as the most suitable
technology to cater for the current needs of our customers around the
world. We strengthened our position as a 5G mobile operator by
launching 5G in Poland, Spain, Luxembourg and France in 2020 after it
was first deployed in Romania at the end of 2019. This technological
revolution will enable the emergence of new uses to address the major
economic, health and environmental challenges we face.
By optimizing the way in which our infrastructure is managed, we are
pursuing the dual objective of continuing our broadband roll‑out and
enhancing our strategic mobile assets. In January 2021, we launched
Orange Concessions and forged new partnerships to give greater leeway
in supporting the deployment of fiber in rural France. Deriving a value of
Orange
2020 Integrated Annual Report
68
Orange, a responsible group
Editorial
69
“Throughout this unprecedented
pandemic, Orange has played
a key role in collective efforts to deal
with the pandemic, while also
ramping up growth through its
Engage 2025 strategic plan.”
Stéphane Richard, Chairman and Chief Executive Officer
digital transformation that is both inclusive and mindful of ecological
considerations.
Our efforts reflect our purpose: “As a trusted partner, Orange gives
everyone the keys to a responsible digital world”, which we incorporated
into our company bylaws following a vote at the 2020 Shareholders’
Meeting. It already guides our corporate vision, and the next step will be
to use the purpose as a compass in our decision‑making process. With
that in mind, we are going to set up a “Purpose Activation” Committee
that includes people from outside the Group to ensure our choices are
consistent with the kind of society we would like to help build.
Throughout this unprecedented pandemic, Orange has played a key role
in collective efforts to deal with the pandemic, while also ramping up
growth through its Engage 2025 strategic plan.
€600 per socket, we demonstrated to the market the strong potential of
such an operation, proving at the same time the suitability of our strategic
choices. When we published our results in February, we announced the
launch of our European TowerCo, Totem, to derive higher value from our
passive mobile infrastructure assets. Totem will have an initial portfolio of
around 25,500 towers in France and Spain. Forming part of our long‑term
vision, this industrial project has a clear growth objective.
Additionally, we continue to expand by accelerating in our growth areas.
Set up five years ago, Orange Cyberdefense has become the leading
provider of cybersecurity services in Europe, in a market that has seen a
fourfold increase in cyberattacks between 2019 and 2020. In Africa and
the Middle East, we are pursuing our multi‑service operator strategy,
particularly in financial services. We launched Orange Bank Africa in
Côte d’Ivoire to extend access to fully digital banking services, attracting
over 500,000 customers in the first three months of 2021.
Digital technology has played a key role throughout the pandemic and I
firmly believe it will also orient the economic recovery toward fairer, more
environmentally friendly growth. As a major digital player worldwide, we
work to help businesses and regions successfully execute a responsible
Orange
2020 Integrated Annual Report
70
Orange, a responsible group
A business
model
focused on
creating and
sharing value
Our purpose, guiding us in everything we do
a “As a trusted partner, Orange gives everyone the keys to
a responsible digital world.” Such is our purpose, which was
integrated into the company’s bylaws in 2020. It resonates
particularly strongly in the telecommunications industry as it
puts people before technology. Everything we do is framed
by this purpose, which illustrates how we take account of
the social and environmental priorities we share with our
stakeholders. Our purpose feeds into the four ambitions of
the Engage 2025 strategic plan and our commitment to
promote digital equality and protect the planet. This drive
and determination were plain to see in our efforts to
maintain network availability and service continuity for our
customers in France and around the world throughout the
Covid‑19 pandemic.
Our business model
a Our infrastructure provides enhanced connectivity for our
retail, business and wholesale customers. Indeed, we’re
offering faster speeds by rolling out fiber‑optic broadband
and 5G while also developing new home offers (content,
at‑home services and remote surveillance). Alongside
Orange Business Services, our unique expertise as both a
network operator and digital services integrator means we
combine the full range of skills required to support
businesses all along the digital value chain, with on‑demand
networks (software‑defined networking and network
functions virtualization), multi‑cloud services, data analysis,
artificial intelligence, smart mobility services and
cybersecurity. Orange Cyberdefense represents the Group’s
frontline force to anticipate cyber threats, develop preventive
measures and take action. Through Orange Money and
Orange Bank, we design mobile financial services that are
innovative, secure and well‑suited to people’s needs and
uses in each of our operating countries. At the same time,
we optimize and capitalize on our infrastructure by setting up
Fiber Companies (FiberCos) in association with long‑term
investors in Europe to share future fiber roll‑outs, and by
putting in place network sharing agreements and Tower
Companies (TowerCos) to manage tower sites, facilitating
new mobile network management.
Helping to create value for everyone
a The following pages present the ways in which Orange is
able to harness its assets to create value for its
stakeholders. Our greatest strength comes from our
employees. Their unwavering commitment means we can
continue to provide essential services whatever the
circumstances. One of the defining changes that occurred
in 2020 was the exponential increase of traffic on our
networks—a 29% surge in IP traffic—to support the
widespread implementation of remote working.
Furthermore, Orange bolstered its open innovation strategy
by creating Orange Ventures, which has a budget of
€350 million to support start‑ups through every stage of
their development. Our financial solidity, unaffected by the
crisis, enabled us to maintain the trust of our lenders,
investors and shareholders. Our suppliers and partners are
the first to benefit from what we do, which is why we
carefully choose who we work with on the basis of strict
environmental, social and governance criteria. We collaborate
with them in a responsible and ethical manner, for example by
processing payments faster during the pandemic in an effort
to support them. Reducing digital inequality in terms of both
access and usage remains one of our top priorities, as is
minimizing our carbon footprint. On average, our 4G network
covers nearly 99% of the population in our eight operating
countries in Europe and is expanding in our 17 countries in
the Middle East and Africa. Meanwhile, we reduced our CO2
emissions by 2.3% between 2019 and 2020.
Business model
71
Technological considerations
Very high‑speed broadband, AI and
big data, network and data security, network
functions virtualization
Economic considerations
Network investments, competition,
regulation, key suppliers, macroeconomic
context, sustainable finance
Considerations
Digital equality
Commitment
Ambitions
Reinvent
our operator
model
I n f rastructure
S ervices
Accelerate
in growth
areas
Mobile
networks
(2G-5G)
Wholesale
services
Enhanced
connectivity
(retail and
business
customers)
As a trusted partner, Orange gives everyone
the keys to a responsible digital world
Data
centers
Financial
services
Cybersecurity
Business IT support
services
Terrestrial
network
(fiber, ADSL,
copper)
Submarine
cables
Place data
and AI at
the heart of our
innovation
model
Co-create a
future-facing
company
Services
Infrastructu r e
Optimization
through shared
services
Ambitions
Commitment
Net zero carbon by 2040
Considerations
Social considerations
Business continuity, inclusion and
regional development, human rights, privacy
and demographic changes
Environmental considerations
Climate breakdown, impact of digital
technology, preservation of resources
and biodiversity
Orange
2020 Integrated Annual Report
72
Orange, a responsible group
Our assets
People
142,000 employees across the world
31.1% of women in management networks
17.7 hours of training per Group employee
Industrial and
commercial
assets
A mobile network of 40,000 towers in Europe and 450,000 km of
submarine cable owned or co‑owned
Networks structured to satisfy growing demand: 29% surge in IP traffic,
61% increase in voice data traffic in BtoB and 50% more mobile data
traffic than in 2019.
A powerful brand: ranked 66th in the BrandZ Top 100 most valuable
global brands
Value created
A major and
responsible employer
Providing an essential
service and leading
the field
Intellectual
assets
€643 million invested in Research & Innovation
Operator with the most patents filed in Europe, developing
Responsible and open
innovation
225 patent‑protected inventions in 2020
An approach to innovation reinforced by the creation of Orange
Ventures, with €350 million of assets under management to support the
development of start‑ups
8,000 recruitments on unlimited contracts across the Group, including 2,000 in France
3,500 Orange Business Services employees in France working to help customers
maintain essential services during the first lockdown
3,000 employees have taken part in skills sponsorships since 2010
259 million customers, including 3,000 multinationals
21.9 million active Orange Money customers and almost 1.2 million Orange Bank
customers
No.1 in convergence in Europe with 11.1 million customers
No.1 in mobile network quality in France for the 10th year running (Arcep)
Orange Cyberdefense, the leading cybersecurity provider in Europe
5G rolled out in five countries (Romania, Poland, Spain, France and Luxembourg)
5G collaborative innovation with businesses and local authorities in Europe
60 research contracts between 2018 and 2020 with leading university laboratories in
the world
Accessibility: a unique approach with a range of products and services to boost
autonomy, with an adapted retail network and hotline
Value creation
73
Customers
€42.3 billion
Revenues
Financial
assets
Significant equity of €37 billion
Satisfactory debt ratio: net debt/EBITDAaL of telecoms activities = 1.83x
A stable and long‑term shareholder base: 23% public sector, 6.14%
Solid financial
performance
employees and former employees
EBITDAaL: €12.7 billion
Operating income: €5.5 billion
Organic cash flow from telecoms activities: €2.5 billion
Our ecosystem
Suppliers and
partners
94.5% of contracts signed include a CSR clause
610 action plans carried out following the CSR audits conducted under
the Joint Audit Cooperation (JAC)
Responsible and
ethical working
relationships
Regions
26 countries for consumer services and a global presence with Orange
Business Services
5,088 stores across the world and 900,000 resellers in Africa
Creation of Orange Concessions in order to continue deploying fiber in
rural areas of France (January 2021)
A major driver of
regional development
Responsible supplier relations and procurement label in France, which integrates
ISO 20400 guidelines
665 corrective action plans processed by the JAC (regarding health and safety in the
workplace, other work‑related conditions, business ethics and the environment)
4G network covers on average nearly 99% of the population in Orange’s eight
operating countries in Europe and 17 countries (including two minority shareholdings)
in Africa and the Middle East
Fiber network: 47.2 million connectable homes
Service continuity: 13.8 million operations carried out on the ground in France
(deployment, maintenance, customer service, etc.)
Contribution to wealth creation, such as 10% of GDP in Senegal and 2% in Moldova**
Society
16 countries offering affordable smartphones with internet access
Network of 17 Orange Fabs, 131 Solidarity FabLabs and 3 Orange Digital
A commitment to
digital equality
24,000 participants in digital workshops run by the Orange Foundation in France
Over 500,000 beneficiaries of digital education programs run by the Orange
Centers, Orange Foundation present in 27 countries
Foundation
Environment
Energy consumption (Scopes 1 & 2): 5.5 TWh
1.27 million metric tons of CO2 generated (Scopes 1 & 2)
31% of electricity from renewable sources (Scope 2)
Toward
net zero carbon and
a circular economy
1.8% reduction in energy consumption and 2.3% reduction in CO2 emissions
between 2019 and 2020
169,000 metric tons of CO2 emissions avoided by using energy from renewable sources
Collection rate of unwanted mobiles: 15.1% of devices sold directly by Orange across
Europe
2020 data
See the methodology note in the 2020 Universal Registration Document for calculation methods and definitions.
* During the pandemic, Orange SA and most of its subsidiaries in France and the rest of the world did not use any state‑funded wage support scheme.
** For more information, see pages 136‑137.
Orange
2020 Integrated Annual Report
Suppliers and
partners
€19.1 billion
External purchases
and leases
Employees
€8.5 billion
Wages and employee
benefits
Regions
€4.7 billion
Network
investments
Public sector*
€3.7 billion
Licenses and
taxes
Shareholders
€1.8 billion
Dividends paid
Lenders and
financial investors
€1.4 billion
Finance costs
74
Orange, a responsible group
Considerations
75
Considerations,
opportunities and risks
The Covid-19 crisis accelerated
certain trends that were already
transforming how we live, work and
learn. Although the possibilities
brought about by technology are
growing, they must factor in current
and future economic, social and
environmental considerations.
offer media and communication services directly via the
internet, are becoming increasingly popular with the general
public and businesses alike. With that in mind, as part of its
Engage 2025 strategic plan, Orange is looking at network
sharing where it makes sense, along with expanding its
business in Africa and the Middle East, and developing
impactful digital services such as mobile financial services.
The industry also needs to take account of other critical
economic considerations, such as the concentration of key
suppliers and the uncertainty surrounding changes in tax
and regulations.
Technological considerations
a The need for reliable, very high‑speed broadband soared
during the pandemic. Not only did telecoms operators
maintain their own economic activity and ensure other
businesses could do the same, they also continued to roll out
networks to satisfy growing demand and developed new
smart features. The cloud and network functions virtualization
have made it possible to automate, configure and operate
networks remotely. Artificial intelligence (AI) and data are
excellent tools to bring about change and boost operational
efficiency in organizations. However, new technology and
greater cloud adoption come with an increase in cyber
threats, making network security more essential than ever.
Social considerations
a The health crisis has increased society’s demands on
telecoms services, which are expected to maintain economic
activity, social ties and public services, increase network
coverage in all regions and develop inclusive, accessible
digital solutions. In addition to inequalities in terms of
coverage (41% of people worldwide still have no internet
access), differing needs and skills gaps mean that many
people cannot access information or education. Operators
have to prove they are worthy of the trust their customers
place in them. They must guarantee privacy and data
protection, enable freedom of expression, and listen and
respond to people who are wary of technological progress.
Economic considerations
Environmental considerations
a The telecoms industry is undergoing significant changes
and competition is intensifying. Meanwhile, tech giants are
looking to capitalize on their infrastructure in BtoB and
wholesale markets while multiplying their low cost packages
on the retail market. Over‑the‑top (OTT) companies, which
a The climate breakdown is being felt even more keenly
with increasing extreme weather events. Although digital
technology accounts for 3.8% of greenhouse gas emissions
worldwide, it helps reduce the carbon footprint of many
industries while encouraging a shift in business models.
Technological
considerations
Very high-speed broadband, AI and big
data, network and data security, network
functions virtualization
Economic
considerations
Network investments, competition,
regulation, key suppliers,
macroeconomic context, sustainable
finance
Opportunities
Risks
Opportunities
Risks
Network failure
Cyber threats
Replacement by new
stakeholders
Increased complexity of
networks (externalization,
virtualization, etc.)
Social acceptability
Rarity of skills
Enhanced connectivity
Cybersecurity
Changing ways of working
and increasingly digital
needs
Enhanced digital
transformations among
businesses
Innovation in financial
services
Improved customer
experience
Operational efficiency
Increasing demand for
connectivity
Growth in impactful digital
services (financial services,
health, energy, etc.)
Cybersecurity
Dynamic growth in Africa
and the Middle East
Network sharing
Collaborative innovation
and development of
solutions and offers
Monetization of investment
Price pressure
Concentration of key
suppliers
Unpredictable changes in
tax and regulations
Geopolitical instability
Economic slowdown due
to Covid‑19
Supply chain disruption
Social
considerations
Business continuity, regional
development and inclusion,
human rights, privacy, demographic
changes
Environmental
considerations
Climate breakdown, impact
of digital technology, preservation of
resources and biodiversity
Opportunities
Risks
Opportunities
Risks
Maintaining economic
activity, social ties and
public services
Development of inclusive
and accessible solutions
Deployment and
expansion of fixed and
mobile network coverage
Access to education,
information and work
Support for responsible
use
Digital divide
Data and information
breach
Distrust of technological
progress (5G, AI, waves,
etc.)
Breaches of human rights
by a third party connected
to Orange
Breaches of fundamental
freedoms resulting from
injunctions from local
authorities
Reduction and avoidance
of emissions through the
use of digital technology
Low‑carbon solutions and
innovations
Development of the
circular economy
Development of offers to
reduce emissions in other
industries
Mobilization of
stakeholders (customers,
employees, regions,
NGOs)
Impact of extreme weather
events
Multiplication of regulatory
constraints
Obstacles hampering the
development of new
technology
Delay in the energy
transition
Depletion of critical
minerals
Orange
2020 Integrated Annual Report
76
Orange, a responsible group
Our
strategy
In 2020, we began to deploy our
Engage 2025 strategic plan, which
focuses on growth and responsibility.
Guided by social and environmental
accountability, it revolves around four
ambitions.
Firm commitment to digital equality and
the environment
a We are committed to promoting digital equality to ensure
everyone everywhere benefits from the digital revolution. By
increasing network coverage in all regions as well as offering
inclusive services in Europe and more affordable devices in
the Middle East and Africa (MEA), we are combating the
digital divide on all fronts (see pages 32‑33 and 40‑41). The
Group also invests in training people in digital technology,
technology incubation, and start‑up acceleration and
financing via Orange Digital Centers, free and innovative
ecosystems that bring together a coding school, a digital
fabrication workshop (Solidarity FabLab) and a start‑up
accelerator (Orange Fab), all under one roof. In France, we
run online and in‑store digital workshops for our customers,
particularly the elderly. Furthermore, we support vulnerable
groups, in particular young people and women, through the
Orange Foundation’s support and education programs,
which harness digital tools as a means of integration. In
Africa and the Middle East, our connectivity solutions enable
us to deliver a range of services in finance, education,
agriculture, energy and health. We also take accessibility into
consideration right from the design phase and provide a
range of Autonomy products and services to ensure
everyone can use their connected devices. Additionally, we
promote safe and informed use of digital technology for
everyone, encouraging responsible use.
To combat the climate breakdown, the Group aims to
achieve net zero carbon emissions by 2040, 10 years earlier
than the objectives set by the GSMA global telecoms
industry body. We have been working hard to become more
energy efficient, make greater use of renewable energy and
develop the circular economy. We are reducing the
consumption of our networks and IT systems, which
account for over 80% of our direct CO2 emissions, by
optimizing the energy consumed by data centers and
developing energy‑efficient networks, such as 5G.
Additionally, we are working to increase the energy efficiency
of our buildings and vehicles. In 2020, we signed the first
Power Purchase Agreements and ramped up our circular
economy strategy by launching an extensive program to
recycle, recover and recondition mobile handsets in France
(see pages 42‑45).
Reinventing our operator model
a We offer our retail and wholesale customers enhanced
connectivity (see pages 78‑81) with faster speeds and new
complementary services. We continue to roll out
broadband and mobile networks in all operating countries
and have launched 5G in five of our European markets (see
pages 28‑29). To develop our networks while moderating
our investments, we optimize and capitalize on our
infrastructure by setting up Fiber Companies and Tower
Companies (see pages 38‑39).
Accelerating in growth areas
a Orange is looking to become the benchmark digital
operator in the Middle East and Africa (MEA) by capitalizing
Strategy
77
Targeting net zero carbon
by 2040
In response to the climate challenge, Orange
strives to achieve net zero carbon emissions
by 2040—10 years ahead of the target set by
the sector—and a pathway to limit the
increase in the global mean temperature to
1.5°C above pre-industrial levels by 2100. We
are therefore working to:
Drastically reduce our CO2 emissions (by
implementing our Green ITN program for
more energy-efficient networks and IT
systems, using renewable energy and
reducing the energy consumed by our
buildings and vehicles)
Reduce Orange’s upstream and
downstream emissions (by applying
circular economy principles to our
processes and products and holding our
suppliers accountable for their own
emissions)
Capturing residual emissions (by funding
carbon sinks that capture and store CO2
from the atmosphere)
We are involved in the Net Zero Initiative,
which established a framework in February
2019 to help companies achieve net zero
carbon emissions.
practices and uses of data, AI and cybersecurity), as well as
soft skills. As part of an ambitious recruitment drive, the
Group aims to rank among the world’s most attractive
employers and support all employees and candidates every
step of the way. Furthermore, to be sustainable, our growth
ambition is underpinned by an operational efficiency
program, Scale Up.
on 4G deployment, mobile data growth and a multi‑service
strategy. By bringing together telecoms and Information
Technologies (IT), Orange is accelerating the development
of IT services for its business customers and responding to
growing demand for cybersecurity services (see pages
84‑85) and mobile financial services (see pages 86‑87).
Furthermore, by 2025, Orange Bank will be up and running
in all our operating countries in Europe. We are developing
new products in payments, credit and insurance and we
now have a specific digital banking offer for professionals
and small businesses in France. In the MEA region, we
deployed Orange Money in two new countries and are
expanding the range of services available. Additionally, we
launched Orange Bank Africa (see pages 36‑37) in
Côte d’Ivoire to enhance financial inclusion.
Placing data and AI at the heart of our
innovation model
a The Covid‑19 pandemic proved that Orange was
capable of accelerating its transformation. By combining
the best in digital and human services, we harness new
technology to offer our customers a hassle‑free,
responsible experience (see pages 88‑89). The Group also
uses artificial intelligence (AI) and data to identify the best
locations to deploy new mobile and fiber sites and facilitate
network maintenance. To harness all the potential new
technology has to offer, Orange boosted capital‑risk
investment in start‑ups by setting up Orange Ventures. With
€350 million under management, Orange Ventures is
among the top 10 corporate venture capital funds in
Europe. In 2020, Orange Ventures invested in start‑ups
working in a range of areas, including talent recruitment
and training (EdTech), authentication, change management,
cloud computing and home insurance (InsurTech).
Co-creating a future-facing company
a Orange must tackle the skills challenge in line with its
“digital and caring” employer promise. In 2025, the Group
will look and feel considerably different from how it does
today. It will be more international, more BtoB‑oriented and
more involved in cutting‑edge technologies. Orange will
invest more than €1.5 billion in a skills‑building program
open to all employees. The pandemic amplified the need for
new digital skills (including technological expertise,
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Orange, a responsible group
Offering
enhanced
connectivity
In these unprecedented times where
connection quality and speed are vital, we are
accelerating the roll-out of networks and new
home services.
40,000
mobile towers in Europe and
450,000 km of submarine
cable owned or co-owned.
Very high-speed broadband at
home and work
a To meet the demands of a growing
number of screens, devices, professional
applications and household services that
require an internet connection, we are rolling
out increasingly powerful broadband
networks for faster speeds and a smoother
experience. Despite the health crisis, the
Group made 9 million additional homes
connectable to Fiber to the Home (FTTH) in
2020, up on 7.2 million homes in 2019. By
the end of 2020, Orange had made
47.2 million households connectable to
FTTH all over the world, mainly in France,
Spain, Poland, Slovakia, Jordan, Côte d’Ivoire
and Senegal. FTTH can offer people speeds
of up to 2 Gbit/s, which is soon set to
increase to 10 Gbit/s once certain
infrastructure has been upgraded. The roll
out of fiber‑optic broadband is also gaining
ground in Africa and the Middle East,
particularly in major cities in Jordan and
Côte d’Ivoire.
Meanwhile, over one million connectable
sockets have now been installed in the
23 Public Initiative Networks (PINs) in our
portfolio, marking an important milestone
for us. We are continuing to roll out and
operate these networks. As part of a public
service concession contract signed in
December 2020, we will ensure the entire
Haute‑Saône department has fiber
coverage by 2023. In January 2021, the
Group announced the launch of Orange
Concessions with long term investors to
help it continue deploying fiber in rural
France and increase the value of its
infrastructure (see pages 38‑39).
The Fiber to the Office (FTTO) network
meets the specific needs of businesses
keen to take advantage of guaranteed
upload and download speeds of up to
10 Gbit/s at their major and critical
business facilities. In France, Orange
Business Services connected almost
55,000 customer facilities. Additionally,
Orange continues to invest in
Software‑Defined Wide Area Network
(SD‑WAN). This network functions
virtualization technology helps businesses
remain flexible and responsive when faced
with changing uses by centralizing remote
automation, configuration and monitoring of
their network infrastructure from remote
sites or the cloud. In 2020, SITA—a global
provider of IT and communications
solutions to the air transport industry—and
Orange Business Services deployed an
Connectivity services
79
SD‑WAN platform at over 60 airports
worldwide using SITA’s shared connectivity
platform, AirportHub. This allows airlines,
ground handlers and other tenants to
access virtualized infrastructure in the
cloud.
Safe, smart homes
a With people spending more time at
home, many are looking for connected
solutions offering greater comfort, security
and energy savings. In France, Orange and
Somfy—the leading global manufacturer of
automation solutions for homes and other
buildings—announced a partnership to
make smart home services more accessible.
Livebox 4 and 5 users with a Somfy home
automation system will be able to control
their Somfy roller shutters and motorized
blinds using the Orange app “Maison
Connectée”. In Belgium, a new Orange
Smart Home offer enables users to control
their home devices (smart lightbulbs,
cameras and sockets) via an app and
transform their home into a smart home.
A wider range of content
a Content distribution activities—TV, video
on demand, music and video games—form
a key part of Orange’s multi‑service
operator strategy, with the Group serving
over 10 million TV subscribers in Europe at
the end of 2020. As a content aggregator
and distributor, we aim to become a “super
aggregator” to provide our customers with
the best entertainment services and support
the launch of 5G offers with popular
augmented reality, virtual reality and
cloud‑gaming content (see page 28).
Moreover, the Group strengthened its
collaboration with Amazon to launch the
Prime Video app in 2020. Gradually, Orange
TV subscribers with the latest TV4 and UHD
set‑top boxes or the Orange TV key will be
given access to Amazon Prime Video on
their televisions. We have partnered with
Disney+ and YouTube in France, as well as
DAZN, AMC, WarnerMedia and NBC
Universal in Spain to provide a wider range
of content. Orange now broadcasts an even
greater number of soccer matches. Having
renewed the distribution rights for LaLiga
and the UEFA Champions League in Spain,
Orange signed an agreement in Belgium
with Eleven Sports to broadcast the Jupiler
Pro League.
Meanwhile, we are expanding our
business in Africa; for instance, we signed a
TV deal with Canal+ in sub‑Saharan Africa
and launched Deezer in Egypt and
Morocco. Orange also launched a digital
book and press service known as
“Youscribe by Orange” in Burkina Faso,
Cameroon, Côte d’Ivoire and Senegal. To
supplement its mobile internet offers in the
Middle East and Africa, Orange signed a
number of new partnerships with beIN
SPORTS, LaLiga, OSN and MBC Shahid to
name but a few. Furthermore, in France,
Orange is pursuing an ambitious policy to
produce, coproduce and distribute movies
and series through its subsidiary Orange
Studio and its premium content service
OCS, which had nearly 3 million subscribers
at end‑2020.
Extensive mobile
coverage
a As the leading 4G provider in Europe, the
Group has deployed a 4G/4G+ network that
covers almost 99% of the population in its
eight operating countries in Europe. As
France’s top operator in terms of service
quality for the past 10 years, Orange has
rolled out a 4G network that covers
thousands of kilometers of highway as well
as all the subway networks in Paris, Toulouse,
Rennes and Lyon. The Group is currently
deploying 4G networks in 17 of its operating
countries in Africa and the Middle East.
A new content
distribution deal in
Africa
In 2021, Orange announced
that it was partnering with
Côte Ouest Audiovisuel to
provide network access and
content delivery services in
West Africa using its Media
Delivery Boost solution. The
Orange Content Delivery
Network (CDN) now
facilitates TV and
over-the-top (OTT) content
delivery in a deal that
creates added value. Our
high-quality, fast and
reliable CDN provides an
alternative to satellite
distribution.
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Orange, a responsible group
Our international network
81
Presence
IP presence
Landing point
Submarine cable
Under construction
Very high-speed land network
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Orange, a responsible group
network operators (MVNOs). When Prixtel
formed a partnership with Orange, it
became the first MVNO in France to provide
its retail customer base with e‑SIM cards, a
solution for users to get their smartphone
up and running almost immediately.
Additionally, Orange gave its MVNOs in
France access to 5G in December 2020.
Orange Wholesale France also purchases
services from other operators to offer
national coverage to the Group’s retail
customers.
Lastly, we invest in very high‑speed
international networks on land, at sea and in
space. We lay and maintain submarine
cables, build and operate land networks
and provide satellite coverage to create a
cutting‑edge, connected world (see pages
32 to 34). In 2020, the first Pan‑African
backbone Djoliba—connecting eight
countries in West Africa through a
combination of land and submarine
fiber‑optic cables—meets the growing
connectivity needs of businesses, telecoms
operators and content providers in the
region and promotes improved digital
inclusion (see page 34).
Moreover, we are working on network
sharing agreements and new partnership
models to significantly extend our coverage
in rural areas in the region. Orange now
uses over 100,000 radio sites around the
world.
The commercial launch of 5G in Poland,
Spain, Luxembourg and France was a
milestone in 2020, a year after it was
introduced in Romania. The Group also
acquired 5G licenses in Slovakia to launch
offers in 2021. Additionally, in November
2020, Sonatel (Orange in Senegal)
conducted the first live demos of 5G use
cases at the national digital forum. We are
stepping up our collaboration with
businesses to develop future uses of 5G
together (see pages 30‑31).
Wholesale services
a Orange Wholesale & International
Networks (WIN) provides connectivity and
data, voice and text services to telecoms
operators, internet stakeholders and
content providers worldwide.
We offer global roaming via direct
connections with over 200 mobile network
operators. In 2020, the lockdown measures
imposed by a large number of countries led
to a substantial decrease in travel and had a
major impact on the roaming traffic
generated by our customers, which fell by
up to 60% in some destinations. Against
this backdrop, we kept in close contact with
our partners and clients and continued to
sign agreements; for instance, we joined
forces with SK Telecom, the largest mobile
operator in South Korea, to launch 5G
roaming.
In France, we deliver innovative
broadband and mobile network services to
operators. For example, in 2020, Orange
Wholesale France became the first
wholesale operator to offer an embedded
SIM card—or e‑SIM, which is integrated
directly into the handset—to mobile virtual
30.5
billion
minutes of voice traffic was
carried across our
international networks in 2020.
Guiding
businesses
through their own
digital
transformation
From its network-native roots, today Orange
provides a full range of innovative digital
services that connect and protect, supporting
the sustainable growth of companies and
organizations all over the world. Since the start
of the pandemic, digital technology in general,
including our networks, helped keep the
economy up and running by facilitating
economic activity and governmental action.
The health crisis also created opportunities for
companies to ramp up their digital
transformation, confirming the relevance of
our IT services and cybersecurity strategy.
IT services
83
A strong response to the
pandemic
a Operating in China and all over the
world, Orange Business Services was one
of the first Group entities to feel the effects
of the Covid‑19 crisis back in December
2019. Our teams in the field worked hard to
support our customers as the pandemic
unfolded. The widespread move to remote
working meant we had to increase the
capacity of our networks to accommodate
the surge in secure connections, facilitate
remote collaboration and/or major virtual
events using audio/web/video conferencing
solutions, as well as scale up customer
service capabilities (including contact
numbers, voice guides, chatbots, call
centers and multi channel messages) to
handle the rising number of calls. For
instance, Orange Business Services
developed an innovative chatbot with its
subsidiary Business & Decision in just three
days in June 2020. This AI‑powered virtual
advisor proved useful for our customers
whose remote call center and HR teams
had to field an increasing number of calls
from their own customers and employees.
Offering 24/7 support, the chatbot handled
up to 80% of the most frequently asked
questions.
Furthermore, we expanded the capacity
of our networks and service platforms to
satisfy the exponential growth in demand
and uses. During the first lockdown, the
number of users remotely connecting to
their company network increased sevenfold
among our customers, while the use of
remote collaboration solutions such as
video conferencing tools became
widespread. In France, our teams handled
an additional 130 customer installations
and operations per day to provide
companies with higher‑speed internet
connections and data centers. We also
worked to support healthcare professionals
(see page 26).
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Orange, a responsible group
The cloud, the cornerstone of
business continuity
a As a trusted partner for companies
shifting to cloud computing that need help
managing their critical apps, we cover the
entire data value chain so that customers
can take advantage of the cloud’s potential
to become more resilient, transform their
organization or boost innovation as part
of a cloud‑native approach. Over
3,500 customers place their trust in us to
execute their multi‑cloud strategies, calling
on our services that guarantee
cybersecurity and digital sovereignty when
required by data and processing regulation.
We have also partnered with Microsoft,
AWS and Google (see inset text) to build
out an extensive vendor‑agnostic multi‑
cloud approach to address all customer
needs and accelerate their cloud
transformation.
In 2020, the demand for cloud resources
(including gateways, virtual workstations,
virtual private networks and backups)
reached unprecedented levels among
companies and healthcare establishments.
To meet the high demand from its
customers—including people who didn’t
previously use the cloud at all or very
much—Orange Business Services
developed a secure solution for employees
to remotely access their work environment
using a cloud portal. Our customers were
therefore able to facilitate a much greater
number of employees working remotely on
a short‑term basis without having to install
complex, costly systems. Furthermore, the
cloud makes it possible to quickly adapt
capacity to demand. In less than a week,
we doubled the working capacity of
Saretec, an insurance company, leveraging
the cloud to increase the number of virtual
servers from 90 to 150 and increase
storage space from 20 TB to 40 TB.
A critical need for cybersecurity
services
a Orange is positioned as the leading
provider of cybersecurity services in
Europe, generating €768 million in revenue
in 2020. With 17 security operations centers
(SOCs) and 11 cyber security operations
centers (CyberSOCs) globally, an
epidemiology laboratory to track malware,
and an internal research center, Orange
Cyberdefense analyzed over 50 billion daily
security events and resolved more than
45,000 incidents in 2020. In France, during
the first wave of the pandemic from March
to June 2020, our teams helped around
50 healthcare establishments that were
targeted by cyberattacks and teamed up
with the French Ministry for Solidarity and
Health to set up a free helpline for
healthcare providers. We also protected our
business customers from increased
phishing threats and attacks. Additionally,
as highlighted by the Orange Cyberdefense
annual report published in December 2020,
the widespread use of cloud based remote
access solutions, video conferencing tools
and collaborative platforms attracts the
attention of hackers, who can gain access
to high‑level privileges once inside. In
response, in 2020, Orange Cyberdefense
joined forces with Iremos—a consulting firm
and software publisher specializing in crisis
management and security—to help protect
customers from cyber threats while
Two major cloud
partnerships
In 2020, Orange formed a
strategic partnership with
Google Cloud to accelerate
its IT and digital
transformation and develop
new cloud-based services,
particularly in edge
computing (real-time data
processing). The deal ties in
with our aim to leverage AI
and data to enhance our
operational efficiency and
the customer experience.
Our partnership with
Amazon Web Services
(AWS) aims to accelerate
the cloud-native digital
transformations of our
customers on AWS. A cloud
center of excellence will be
built on AWS to coordinate
the joint development of an
extensive training and
certification program for
over 3,000 Orange Business
Services cloud,
cybersecurity, digital and
data experts.
39.5%
In 2020, IT services accounted
for 39.5% of Orange Business
Services revenues.
Orange
managing the crisis. In general, the
consequences of a cyberattack go beyond
the realm of IT to affect the entire company
and, in certain cases, compromise the
safety of people (employees, suppliers,
partners and customers) and property.
Stepping up our e-health
activities
a Having worked with healthcare
customers since 2007, we support the
sector as it undergoes its own digital
transformation to improve the quality of care
and promote more widespread access to
such services. We provide hospitals and
healthcare establishments with broadband
and mobile connectivity services—using our
modular, robust and reliable infrastructure—
and comprehensive protection across their
IT systems. Since acquiring Enovacom in
March 2018, we have also offered
interoperable solutions to simplify data
sharing between healthcare establishments,
providing them with data warehouses to
centralize the storage of patient information.
Additionally, we are one of the few major
suppliers to be certified as a health data
host in France, offering data analytics
services to better manage and analyze the
clinical effects of certain medicines.
In October 2020, Orange Business
Services asserted its leadership ambition in
the e‑health market in France and the rest of
Europe by bringing together the BtoB
activities of Orange Healthcare and
Enovacom into a single healthcare division.
In November 2020, the Group also invested
in LBO France’s Digital Health 2 (DH2) fund,
which aims to identify and support
innovative e‑health companies. In 2020, the
Group announced plans to create a joint
venture with Sanofi and Capgemini to
fast‑track the development of concrete
healthcare solutions for patients. The
collaborative project will bring together
different structures, including start‑ups,
schools, hospitals and universities.
Supporting the sustainable
growth of companies
a We develop tailored solutions to help
companies measure, analyze and reduce
the environmental impact of their activities.
We provide solutions for specific sectors
where digital technology can mitigate their
environmental impact (for example, by
reducing the use of chemicals in agriculture,
optimizing traffic or parking in major urban
areas, cutting down on the fuel
consumption of logistical service providers),
or multiple sectors (such as collaborative
tools to minimize the number of journeys
made by people working for our customers
and smart building solutions to optimize
energy use in office blocks). For instance,
we worked with a group of partners at the
Port of Antwerp to set up an Industry 4.0
Campus with a dedicated 5G network to
facilitate the mass collection and analysis of
real‑time data gathered by hundreds of
connected sensors on containers, ships,
unloading equipment, etc. Processing and
sharing this information reduces the number
of movements to load and unload
containers, which in turn lowers fuel
consumption and CO2 emissions.
IT services
85
IoT services to
improve the driver
experience
Our smart mobility solutions
harness mobile technology
as well as the potential of
the Internet of Things (IoT).
In 2020, we teamed up with
a Japanese
telecommunications service
provider KDDI to provide
over one million Toyota and
Mazda vehicles in Europe
with a customized IoT
platform and a reliable,
secure connection to
enhance the driver
experience.
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Orange, a responsible group
Mobile financial services
87
Facilitating
the expansion of
mobile financial
services
Building on the success of Orange Money
and Orange Bank, we’re continuing to develop
innovative, reliable and secure banking and
financial services that suit the different needs
of people around the world.
€62 billion
in transactions completed via Orange Money
in 2020.
Making Orange Money
increasingly digital
a Orange Money enables people to transfer
money and make payments using their
mobile phone (mobile money), which boosts
financial inclusion in Africa and the Middle
East. The service is now available in 17 of
our operating countries in the region, after it
was launched in Jordan and Morocco in
2020. Over 49 million customers have
placed their trust in us, and nearly 22 million
use the service each month (up over 20% on
2019).
The Covid‑19 pandemic further
accelerated the adoption of mobile money.
We worked with central banks in our
operating countries (including the Central
Bank of West African States, the Bank of
Central African States and the Central Bank
of Congo) to encourage widespread
adoption locally, in particular by reducing
withdrawal fees and temporarily simplifying
the way people can sign up to the service.
These efforts reduced cash payments and
the need for people to move around, thereby
helping slow the spread of the virus.
International money transfers represent a
growth driver for Orange Money. In May
2020, people in France were able to transfer
money to two new destinations,
Burkina Faso and Morocco. At the same
time, Orange Money has taken on an
increasingly important role handling
transfers between taxpayers and the state,
including public services, pensions and
school fees. Last year in Côte d’Ivoire,
Orange Money provided technical and
operational support to the government’s
roll‑out of its Informal Sector Support Fund
by facilitating money transfers through its
national network.
Our strategy now involves accelerating
Orange Money’s digital services to enhance
the customer experience and expand its
offering. In 2020, we started to recruit
Orange Money resellers in Guinea via an
online process and added a customer
their name and an app of their own. Parents
can help their children learn to manage their
money in easy steps by using the service.
In addition, Orange Bank designed a new
generation of card in collaboration with
Mastercard. This provides customers with
innovative solutions for emerging digital
uses, including the ability to change the
card’s PIN code at any time and strengthen
the authentication of online payments.
Premium cardholders enjoy additional
services such as purchase insurance and
extended warranties as well as reduced
prices on phones purchased in store and
cashback on Orange bills.
Orange bank also became an insurance
broker in March 2020 when it acquired
Orange Courtage, which has 450,000 retail
customers and 150,000 business
customers. Customers can sign up to our
24‑hour mobile insurance whenever they
want via their mobile phones to insure
smartphones, tablets and connected
devices. This move represented a new
milestone in our strategy to offer services
that bridge the gap between banking and
telecoms and boost the growth of Orange
Bank.
Orange Bank’s wider geographic
footprint, beyond France, is of major
strategic importance. Year‑end 2020, it had
nearly 1.2 million customers in France and
Spain. Orange Bank Spain provides
customers with a 1% savings account, a
commission‑free current account and a free
Digital First Mastercard debit card allowing
mobile payments without the need for a
physical card, which is the first of its kind in
Spain and the eurozone. Orange Bank Spain
also offers customers personalized
promotions, a consumer credit facility and a
financing solution for mobiles purchased in
Orange stores.
subscription feature to our app in Jordan.
We also augmented the Orange Facebook
page with a chatbot so we’re able to
continuously respond to the frequently
asked questions our customers may have.
Furthermore, we make a point of
integrating the security and compliance
requirements of governments and central
banks. The Group’s subsidiaries have
central bank approval in 12 countries in
which Orange Money is available as well as
a mutualized compliance expertise center.
By 2023, we aim to have extended our
credit services to all countries that have
adopted Orange Money. It was with this
ambition in mind that we also launched
Orange Bank Africa in Côte d’Ivoire (see
pages 36‑37) and continue to proactively
sign partnerships with financial institutions.
Increasing Orange Bank’s
coverage
a Boosted by the pandemic, the appeal of
digital uses surged in Europe, which in the
financial sector led to people making fewer
cash withdrawals, connecting to banking
apps more often and increasingly using
contactless payment. These changing
consumer patterns are increasingly in line
with the services provided by Orange Bank,
which has focused on a primarily digital
service offering since it first launched in
France in 2017.
A pivotal year for Orange Bank, 2020 saw
the deployment of a new strategy, building
on the Group’s expertise in both the banking
and telecoms. Having recognized that young
people aged 10‑18 have been largely
overlooked by the digital transition
underway in the banking industry, Orange
Bank launched the Premium Pack, a paid
subscription service designed for the entire
family, in November 2020. The parent has a
Premium card and can create accounts for
up to five children from the age of 10.
Children enjoy independence with a card in
Setting our sights
on the business
market
In December 2020, Orange
Bank continued to grow
with the acquisition of
Anytime, a neobank for
companies, professionals,
associations, and
freelancers. Anytime
provides a range of banking
services, which for example
enable customers to edit
quotes and invoices or
accept payments from a
mobile phone or debit card,
via a single platform that
makes it easier for SMEs to
manage their finances. The
Group’s experts and
network will further enrich
Anytime’s services, so they
can better meet their
customers’ banking needs.
Trials are also being
conducted to extend the
service to new channels,
such as Orange stores or
the BtoB sales force.
Already available in France,
Anytime services will be
gradually rolled out to the
bank’s other operating
countries in Europe.
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Orange, a responsible group
Combining
human and
digital services
to enhance the
customer
experience
We enhance the customer experience
by combining the best in human and digital
services to offer hassle-free, responsible
products and services in all our operating
countries.
88%
of customers would
recommend Orange and the
Group aims to have 9 out of 10
customers in all operating
countries do so by 2025.
Delivering an end-to-end
customer experience
a The Covid‑19 pandemic presented a new
challenge for customer relations channels,
particularly during the first lockdown, as our
stores were forced to close (in April 2020,
only one third remained open in Europe) and
many of our advisors switched to remote
working (including 90% of call center
employees). Against this backdrop, we set
up a customer relations crisis unit to identify
priority responses to essential customer
needs, prepare for stores to reopen and so
forth. Our teams demonstrated incredible
agility in meeting customer expectations
and continuing to provide high levels of
service quality.
Digital technology, the
backbone of customer relations
a In 2020, 62% of remote customer
interactions in Europe were handled via
digital channels. The My Orange app has
helped over 28 million customers
worldwide find immediate answers tailored
to their needs, enabling them to track their
consumption and find out more about how
to sign up to or change packages, for
example. Following the release of Orange
Flex in Poland, Romania launched Yoxo, a
fully digital mobile subscription that can be
managed online or via an app. In the Middle
East and Africa (MEA), the My Orange app
provides customers with new services,
while the Orange Money app now offers a
wider range of features. E‑commerce is
also growing; for instance, Orange
Burkina Faso launched a new online store
in September 2020 and Orange Morocco
now allows customers to sign up for its
mobile offers online. Deployed across
almost all of our European subsidiaries,
chatbots and virtual assistants also took off
in 2020, with their use increasing by 33% in
Europe and 130% in the Middle East and
Africa. They helped uphold the quality of
the omni‑channel customer experience
during the pandemic, earning a customer
satisfaction rate of 90% in Spain for
example. Furthermore, we rolled out many
new digital services and points of contact
across a wider range of channels. For
instance, appointments could be made
online in Senegal, while Côte d’Ivoire
became the first country in the MEA area to
list its entire network of points of sale on
Google My Business. Meanwhile, although
the pandemic slowed down progress, we
Customer experience
89
Customer experience indicators
Proximity and expertise in
human contact
A responsible customer
experience
An effective digital
channel
Percentage of customer issues
resolved during the first
contact
Percentage of mobiles collected
as a proportion of the number
sold by Orange in Europe
Percentage of revenues in
Europe generated via digital
channels
2020: 74%
2025: 85%
2020: 15.1%
2025: 30%
2020: 17%
2023: 30%
Percentage of Orange stores
transformed into Smart Stores
in Europe
Percentage of Orange‑branded
devices using an eco‑design
approach
Percentage of remote customer
interactions handled via digital
channels in Europe
2020: 50%
2025: 100%
2025: 100%
2020: 62%
2023: 80%
Reinventing the
customer
experience
By using chatbots available
24/7 on our various
customer relations
channels, we harness
artificial intelligence and
data to provide a simpler
and more intuitive customer
experience. For instance, in
Cameroon, this tool also
enables us to improve the
services we provide and
offer a more personalized
customer experience.
continued to upgrade our stores in the
second half of 2020 by opening 214 Smart
Stores, our interactive points of sale.
and coaching is currently being trialed in
Senegal.
A customer experience
combining human and digital
services
a The increasingly digital customer
relationship is transforming the role of
Orange’s 75,000 customer advisors in store
and in call centers. The pilot workshops
organized in Jordan, France and Romania as
part of the “Frontliners of tomorrow”
program helped identify how these roles are
affected by increased uses of digital
technology (including artificial intelligence
and chatbots), new ways of working and
automating tasks. The Group also offers
training schemes, such as Orange in Touch,
which focus on improving the quality of
interactions to deliver better customer
experiences and collaborate more efficiently.
The initial, in‑person training program
benefited 14,000 employees, while a new
version of the course blending e‑learning
A responsible customer
experience
a Our customers can help make a positive
impact on the environment and society
through their purchases or subscriptions
(eco‑designed or reconditioned accessories
and mobiles), eco‑citizen behavior (bringing
their old devices to our stores so they can be
recycled or reconditioned) or involvement in
digital inclusion initiatives (such as Orange
Spain’s “Gigas Solidarios” program to
donate unused data). We also recover
handsets in our other operating countries in
Europe, offering trade‑in and recycling
services. In France and Spain, we sell the
Fairphone, a modular mobile phone that’s
easy to repair and made using recycled or
responsibly sourced materials. We sell
eco‑designed accessories in France, Poland,
Romania and Moldova, enabling our
customers to help protect the planet in an
easy, cost‑effective and concrete way.
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Orange, a responsible group
Building a
better, more
sustainable
future for all
The meaning behind what we do
a The enormity of the social and environmental challenges
facing the world today make the need to act even more
pressing, for governments, individuals, non‑profit
organizations and businesses. Defining our purpose led us
to question our role and affirm our responsibility to help bring
about a world that is more connected, more open and more
sustainable. Through our operations and the investments we
make, we believe we serve the common good. In 2020, we
responded to the United Nations’ universal call for action to
end poverty and protect the planet by 2030 by identifying the
Sustainable Development Goals (SDGs) where we feel we
can have the greatest impact and which resonate deeply
with our purpose and strategy.
Our comprehensive approach
a Through our purpose, we strive to develop digital services
that are well thought‑out, made available and used in a more
caring, inclusive and sustainable way. Our purpose serves as
a compass and reflects our aspiration to harmoniously
combine economic performance with environmental and
social responsibility. It is built around four commitments, two
of which are principles that have guided our efforts for many
years already, while the other two form the heart of our
Engage 2025 strategic plan. We pledge to ensure our
operations contribute to an inclusive, ethical and sustainable
economy that creates value for all our stakeholders; bring
about digital progress that benefits everbody, everywhere, in
the fairest and safest manner; combat inequality with respect
to access, equipment, uses and understanding of digital
technology, which we believe to be essential to progress and
equal opportunities; as well as reduce our environmental
footprint in an ambitious bid to achieve net zero carbon
emissions by 2040. Furthermore, we strongly believe that
digital technology can offer solutions to combat the climate
breakdown. These commitments guide us in what we do and
feed into the way in which we contribute to our six priority
SDGs. For each SDG, we have also defined a number of
ways in which we are able to drive change, reflecting the
variety of the Group’s projects.
A collaborative approach to identifying the
SDGs
a To identify the SDGs where we can make the most
positive contribution (see pages 134‑135), we combined
the input from people on the ground and in office‑based
central support roles. Overall, 11 entities assessed their
projects in light of the 169 SDG targets to achieve by 2030.
In order to factor in our current and future contribution, the
impact of our Engage 2025 strategy was also taken into
account. Report data was analyzed using the SDG Action
Manager tool developed as part of the UN Global Compact.
Six major SDGs and five complementary SDGs were
identified as key areas where we can make the most
positive contribution.
Stakeholder dialogue
a The Group’s approach to CSR centers around structured
stakeholder dialogue to identify the risks related to society
and the environment in our operating regions and pick up on
any early warning signs. This also enables us to identify
opportunities for innovation and understand how people in
each country feel about our contribution to local economic
and social development. Moreover, gauging the
expectations of our stakeholders encourages us to
constantly review our CSR projects to ensure they remain
suitable and to meet local needs. In 2020, Orange launched
a new national dialogue structure, entitled “Leaders united in
Comprehensive approach
91
As a trusted partner,
Orange gives everyone the keys to a responsible
digital world
Commitment to
developing a
responsible economy
Commitment to
building a society
based on trust
Commitment
to digital equality
Commitment
to the
environment
Orange’s major contribution to six of the
17 Sustainable Development Goals
Principles of action
Engage 2025 priorities
q Governance
q Responsible finance
q Ethical business
conduct
q Shared value
q Responsible
purchasing
q Responsible
employer
q Respect of
fundamental
freedoms
q Positive innovation
q Privacy and data
protection
q Customer relations
q Responsible uses
q Connectivity for all
q Inclusive offers and
affordable
smartphones
q Essential services
q Accessibility for all
q Digital solidarity
Net zero carbon
q Energy efficiency
q Electricity from
renewable sources
q Circular economy
Purpose
Four
commitments
First
milestone
Main
drivers of
change
a post‑Covid world”. Already in place in Sierra Leone, Poland
and Tunisia, the format will be extended to all Group
operating countries by the end of 2022. It has been built
around our social and environmental commitment and
integrates ideas such as freedom of expression, data
protection and working patterns. A Group‑wide recruitment
drive called “Young people and the world of work” was also
rolled out in 2019‑2020, in line with our HR target to make
our employer brand even more appealing and attract young
people to work for Orange. Deployed in France, Egypt and
Senegal, it takes a wider look at the hopes, fears and
preferences of this generation, while also focusing on the
need to better explain what we do and help this target group
better understand the opportunities we can offer.
The “Purpose Activation” Committee
a Following on from our collaborative efforts to define our
purpose and with a view to monitoring its operational
roll‑out, Orange decided to set up the “Purpose Activation”
Committee in 2020, which will be made up of around
10 members, most of whom are independent. The
committee will meet two to three times a year to recommend
how we should align projects and actions with our purpose,
measure the extent to which the ambitions are met by
tracking specific indicators and help Orange to fulfill its
commitment to society. Their proposals are shared with the
Executive Committee and the Governance and Corporate
Social and Environmental Responsibility Committee.
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Orange, a responsible group
Supporting our
employees
throughout the
pandemic
The pandemic forced us to rethink how we
organized and went about our work, proving
the Group and its employees were more than
capable of adapting and taking action when
necessary. We stepped up our transformation
to further empower teams and enhance
communication, whether working in the office
or remotely.
hygiene etiquette and physical distancing,
provided personal protective equipment
(PPE) and implemented enhanced cleaning
protocols to protect employees who weren’t
working remotely, including technicians
performing call‑outs. Crisis units and
operational processes were set up to ensure
preventive measures were being
implemented.
All year long, we kept a watchful eye on all
our employees, whether they were working
at home, on site or in the field. Managers,
HR supervisors and workplace health and
safety officers ran awareness‑raising
campaigns to prevent risks and quickly
support employees that were struggling.
Employees had 24/7 access to helplines
staffed by independent psychologists. In
Moldova, online wellness events were held
for employees. Additionally, surveys were
conducted to assess collective resilience
and identify employees who might be feeling
isolated. Stéphane Richard and members of
the Executive Committee regularly
communicated with employees to keep
them up to date on the situation and the
consequences for the Group’s business.
Lastly, the social network mobile app
Manao, which was launched at the
beginning of 2020, not only enabled
employees to keep in touch, access the
same information in real time and help one
another, it also acted as a constant
employee barometer.
Prioritizing both health and
safety
Facilitating new working
methods
a The Group’s priority throughout the year
was to guarantee employee health and
safety, which is why it adapted activities in
its operating countries and, as a preventive
measure, asked any employees who could
work remotely to do so. We provided them
with equipment and a secure connection to
ensure they could work in optimal
conditions. We also encouraged proper
a Widespread remote working was rolled
out in a matter of days to enable over 70%
of Group employees to continue doing their
jobs from home in spring 2020. This figure
was as high as 80% in Poland, 85% in
Romania and up to 90% in some countries
in Africa and the Middle East. Within a few
days, a network of volunteers set up
workshops to teach employees the basics
People
93
“Let me help”,
an internal online
mutual aid
platform
Faced with an increase in
activity levels and therefore
workloads as a result of the
health crisis, some Orange
teams needed additional
support to continue to
provide the very best
Orange service to all
individual and business
customers. The online “Let
me help” platform
centralized help requests
and offers and put teams in
need of help in touch with
employees who were
available and ready to lend a
hand, on a full-time or
part-time basis, for a set
period of time. Over
900 support requests were
posted on “Let me help”,
with at least 700 employees
volunteering to help out.
100,000
employees were working
remotely during the first
wave of the pandemic.
from home, with many more doing so
occasionally. When the pandemic hit in
2020, it set off a widespread trial of remote
working, with 100,000 employees working
from home during the first lockdown in
spring 2020. Even once the first lockdown
was eased, employees still spent an
average of 2.1 days per week working
remotely. Employees welcomed this hybrid
model combining both in‑person and
remote work, giving it a score of 8.5/10 in
the annual “Your Employee Barometer”
survey. Furthermore, in July 2020, the
independent market research firm CSA
surveyed 63,000 Orange employees in
France, who revealed that they would like
to see remote working become a more
permanent fixture in their teams.
A necessity for many in recent times,
remote working has proved appealing and
drives change. In collaboration with
employee representatives, the Group is
currently looking at the procedural changes
it entails. We want to seize this opportunity
to enhance the employee experience and
reduce our environmental impact. We’re
learning from our experience with
innovative spaces such as La Villa Bonne
Nouvelle to deploy large‑scale projects that
promote new opportunities for cooperation.
More than a standard real estate
development, our future Bridge
headquarters will facilitate our
transformation, drive innovation and
enhance employee well‑being. The space
can be easily reconfigured to suit all ways
of working, thereby encouraging dialogue,
synergy and innovative, creative
collaboration. Outward looking and
accessible to all Group employees, the
Bridge is designed to be an environmentally
friendly and stimulating workplace.
of everyday digital tools. For instance,
200 employees from all over France
volunteered to run 400 workshops on
around 15 different applications, drawing in
more than 10,000 participants over a
nine‑month period. Peer‑to‑peer webinars,
tutorials, conferences on work‑related
themes and flexible training pathways have
made it considerably easier to get to grips
with collaborative tools, adopt new
practices such as holding remote meetings,
as well as manage hybrid teams of
employees working remotely, on site or in
the field.
Adapting to the unexpected
a The pandemic and associated
lockdowns had a considerable impact on
working practices, collective rituals and,
more generally, cooperation between our
teams. Throughout the Group, Orange
employees stepped up to the plate and
adapted pragmatically and efficiently. We
rethought the pace, frequency and format of
meetings, as well as the use of digital tools:
videoconferencing and collaborative
platforms were widely embraced, as was
our internal social media platform Plazza,
which had over 80,000 active users at the
end of 2020. We also adapted our approach
to skills development to ensure no
educational time was lost. In‑person training
gave way to virtual sessions. We also
reviewed our recruitment procedures to
carry out a fully remote application process
using videoconferencing.
Organizing work in the
future
a Ahead of the curve, Orange negotiated a
remote working agreement back in 2010. In
2019, over 34,000 Orange SA employees
were already taking advantage of this
flexibility, regularly working part of the time
Orange
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Orange, a responsible group
A learning
organization
and an attractive
employer
We have embarked on an ambitious upskilling
program open to all our employees.
Developing our expertise gives us a
competitive edge in our industries and helps
us draw in new talent.
Flexible, tailored training
solutions
a The pandemic amplified the need for
new digital skills, which is why training in
2020 aimed to help Group employees
acquire new skills in areas such as
customer relations, networks of the future
(5G, network functions virtualization, etc.),
as well as new uses and services
(connected homes, mobile financial
services, etc.), enabling them to adopt agile
and collaborative practices day to day,
such as offering feedback, engaging in
design thinking and sharing lessons
learned.
We understand that people have different
learning styles, which is why we offer a
range of flexible, tailored training solutions
for employees to enhance their skills as
their roles evolve and their careers
progress. Designed around the needs of
the learner, our in‑person and virtual
training courses include on‑the‑job training
(OJT), mobile learning and immersive
learning. The first diploma courses were
also launched in several strategic areas,
including cybersecurity in Europe and
Africa.
In 2020, Orange Campus—the Group’s
network of schools—teamed up with the
Technology and Innovation Division to
launch new data and artificial intelligence
training pathways to equip employees with
a versatile set of knowledge, skills and
practices. Alongside the three‑year
program, we offer employees four tailored
specializations based on their individual
profiles and needs. On a broader note,
Orange Campus expanded its digital
offering with a large number of training
modules on technical and soft skills. Lastly,
Orange Campus launched a new
management development course to help
managers lead their people at a time when
changes to team set‑ups have unsettled
conventional working relationships.
To better meet future job and skills
needs, in 2020 we also opened an
apprentice training center that provides
retraining opportunities. Despite the health
context, 80 work‑study students have
already benefited from the center’s data,
cybersecurity, cloud and customer service
expertise. Orange Campus also contributed
to many initiatives such as Numerik’Up, a
pathway provided in partnership with the
not‑for‑profit organization Colombbus and
cofunded by the Greater Paris region. Open
People
95
“At Orange
you can”
In September 2020, Orange
launched “At Orange you
can”, a global campaign
aimed at students and
young graduates in Europe,
Africa and Asia that seeks
not only to give the Group a
more modern image by
showcasing its varied and
diverse range of careers,
professional pathways and
geographical locations, but
also prove its employer
brand matches young
people’s expectations.
Working at Orange is
synonymous with a
competitive salary, a
healthy work-life balance,
individual recognition,
collective engagement,
professional opportunities
and meaning.
to 100 young people aged 16 to 25 who are
not in education, employment or training,
this tailored program aims to help them
reconnect with the working world by
developing the interpersonal skills they
need in the workplace while encouraging
them to pursue digital careers (in software
development, robotics, connected devices,
graphic design, etc.).
Incorporating social and
environmental awareness into
skills development
a As part of its corporate social
responsibility (CSR) commitments and its
goal of achieving net zero carbon emissions
by 2040, Orange strives to reduce the
footprint of its training activity. We will
shortly be organizing initiatives to raise
awareness among educators and learners
of their travel habits in a bid to encourage
local or virtual classes. These initiatives will
also cover embracing paperless training
materials and moving away from non‑
recyclable freebies at training sessions.
Ranking among the world’s
most attractive employers
a We endeavor to build on our strong
employer brand and enhance our
employees’ experiences. Rankings and
labels show that Orange is an attractive
employer and reflect its high‑quality
applicant and employee experience. At a
ceremony in Amsterdam in February 2020,
Orange received the Top Employer Global
2020 certification for its world‑class human
resources practices for the fifth year in a
row. The Group was also awarded the
HappyTrainees label for the high‑quality,
worthwhile tasks it entrusts to interns and
work‑study students. Furthermore, Orange
came 10th in the LinkedIn Top Companies
list, which ranks the top 25 most attractive
employers in France.
In 2020, we continued our efforts by
targeting young talent. The “At Orange you
can” communication campaign (see
opposite), which was launched in France
and aimed at the generation entering the
labor market, will go global in 2021. Our
active social media presence helps to make
our employer brand even more appealing.
Insiders—members of a new network of
ambassadors—take to social media to
share their experiences as employees and
give others an insight into their work and life
at Orange using the hashtag #LifeAtOrange.
Orange Jobs, a website that advertises
vacancies within the Group, unveiled a new
and improved interface that enhances our
industries and business sectors.
Orange
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Orange, a responsible group
Promoting
diversity and
inclusion
Diversity and inclusion are critical to
innovation, wellbeing and business
performance. The challenges we face in
society today highlight the relevance of the
initiatives Orange has been undertaking for
years and make the Group even more
determined to promote workplace gender
equality and equal opportunities.
Workplace gender equality and
diversity
a In 2020, we continued to roll out our
global agreement signed with UNI Global
Union on 17 July 2019. The agreement
promotes workplace gender equality and a
positive work‑life balance, and helps
combat discrimination and violence. Local
“workplace gender equality/diversity”
committees were set up and special
correspondents were appointed in
20 subsidiaries and entities. Our priority for
achieving workplace gender equality is to
increase diversity in technical and digital
professions, where women are globally
17
The number of operating
countries that had already
deployed our 2019 global
agreement to support
workplace gender equality,
promote a positive work/life
balance and combat
discrimination and violence
at end-2020.
Orange
under‑represented, which is why we’re
aiming for a 25% female workforce by 2025.
This means taking concrete action to
change perceptions and challenge
stereotypes, while also helping women
pursue career opportunities and move into
technical and digital professions.
We also encourage female
entrepreneurship. By offering opportunities
such as work shadowing, we give girls the
chance to spend a day in the life of female
engineers and technicians within the Group.
In addition, we establish partnerships with
local universities to promote internships and
training courses in technical and digital
careers, in Romania and Poland for
instance, and we also roll out retraining
programs. Our work‑study program in
France, which is delivered over a six‑ to
12‑month period, enables women to retrain
as technicians, business managers and
engineers and apply for suitable roles in
their chosen fields. Over 550 women have
benefited from these retraining programs
since 2012.
We also continued to support female
entrepreneurs in 2020 through our Women
Start and #FemmesEntrepreneuses
programs. A dedicated international
women’s prize was added to the Orange
Social Venture Prize in Africa and the Middle
East. Lastly, in October 2020, the Group
launched its new Hello Women program, an
initiative to increase diversity in digital
careers by pursuing four objectives: raise
awareness, recruit, retrain and retain. As
part of the program in France, a call for
proposals helped identify five new partners
to help us implement innovative projects in
2021. The Group now intends to extend this
program to all of its operating countries.
Young talent
a Having a multi‑generational workforce is
an asset when it comes to responding to
disruptive technology and stiff competition
to put disability inclusion on their business
leadership agendas. As a member of the
Global Business and Disability Network
(GBDN), Orange reaffirmed its commitment
to prioritize the inclusion of people with
disabilities during the pandemic. To boost
awareness, the Group launched an
international campaign to mark the
International Day of Persons with
Disabilities. We also support the GSMA
initiative that was launched in December
2020 to provide a framework to better
include disabled people in the workplace.
The Group strongly believes in the value
of diversity, which is why it also promotes
the inclusion of people from all walks of life,
irrespective of their origin, beliefs, opinions
or sexual orientation. We champion this
approach by rolling training modules to
raise awareness and developing guidelines
and advice for managers and HR staff.
Orange also actively supports its partners to
make progress in this area.
As a member of the non‑profit
organization l’Autre Cercle and a signatory
to its charter, Orange took part in the
second “LGBT+ Role Models and Allies in
the Workplace” ceremony in October 2020
to mark National Coming Out Day. Non‑
profit organization Mobilisnoo promotes the
inclusion of LGBT+ individuals at Orange.
On the International Day Against
Homophobia, Transphobia and Biphobia in
May 2020, Orange France rebooted its
internal awareness raising campaign in
collaboration with Mobilisnoo, for instance
by updating and promoting the guide on
“Understanding and exploring what sexual
orientation and gender identity means at
Orange in France”.
in our markets. More than 5,000 work‑study
students and interns joined Orange in 2020.
Work‑study programs account for 5% of
our employees in France and are an
effective way of building a talent pool. A
third of the 15,000 employees we recruited
on unlimited contracts since 2019 are under
26. To recruit people for the 2020 intake of
the Orange Graduate Program, we
developed a fully digital recruitment process
during the first lockdown, recruiting 70 new
employees with a Master’s degree on
four‑year contracts across the Group.
Lastly, we strive to better integrate young
people from disadvantaged backgrounds
by working with non‑profit organizations
and harnessing the motivation of our
employees keen to volunteer their support.
We also work with recognized solidarity
enterprises—such as Simplon, which
provides digital training programs—to
introduce young people to digital careers
and teach them the skills they need to
succeed.
Encouraging the integration
and inclusion
of all employees
a Orange pursues a policy to integrate
employees with disabilities, which spans
recruitment, retention, workplace
accessibility and career development. In
February 2021 in France, we signed a new
three‑year agreement focused on
employing and integrating people with
disabilities and combating discrimination.
Over the past five years, the amount of
goods and services we have sourced from
France’s sheltered employment sector has
become more diverse in nature. Globally,
the Group, which signed the Global
Business and Disability Network Charter of
the International Labour Organization (ILO)
in 2015, has contributed to the Valuable 500
campaign since 2019. The initiative brings
together 500 large companies that pledge
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97
Assessing diversity
and gender
equality in
the workplace
Orange’s efforts to promote
workplace gender equality
and diversity are assessed
on an ongoing basis as part
of the Gender Equality
European & International
Standard (GEEIS) and GEEIS
DIVERSITY labels. Since
2011, 20 Group entities and
18 operating countries have
been awarded these labels
following audits conducted
by an independent external
body every two years. In
2020, Orange Morocco was
awarded its first label.
Furthermore, Orange
became the first company
to be awarded the GEEIS-AI
label for inclusive artificial
intelligence. Additionally, the
Group is involved in
research on workplace
gender equality and
diversity carried out by
international organizations
such as the ILO and the
GSMA (an organization that
represents the interests of
mobile network operators
worldwide).
2020 Integrated Annual Report
98
Orange, a responsible group
Active
governance
Orange has a stable, robust and experienced
governance team to steer the Engage 2025
strategic plan and achieve its long-term
performance goals. Our governance structure
is balanced at every level to ensure a diverse
range of skills, broad international experience
and a more balanced representation of men
and women.
15
members make up the Orange Board of Directors—
Chairman and Chief Executive Officer
Stéphane Richard, seven independent directors,
three directors representing the public sector, three
directors representing employees and one director
representing employee shareholders.
Orange
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 2020, 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 page 101). 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.
The Board appointed its first lead director
at the end of 2016, a position that has been
held by Bernard Ramanantsoa since
12 February 2020. As lead director, Bernard
Ramanantsoa 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. Alongside the Governance
and Corporate Social and Environmental
Responsibility Committee, he is also
resolutions were submitted to the
Shareholders’ Meeting in 2020.
Additionally, it approved the senior
management team’s proposed gender
representation targets for the governing
bodies, thereby complying with the new
Afep‑Medef code revised in January 2020.
The Board of Directors discussed the
make‑up of the new management team
appointed in June 2020. It looked at
projects pursued by Orange Bank and the
new broadcasting rights contract for
soccer matches in Spain. It also
considered the Executive Management
team’s position following the favorable
decision announced by the French Council
of State on 13 November 2020 regarding
an old tax dispute. Lastly, at its meeting in
February 2021, the Board approved the
resolution that will be submitted to the
Shareholders’ Meeting in 2021 with a view
to transferring Orange’s headquarters to
Issy‑les‑Moulineaux, just outside Paris,
France.
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. Bernard
Ramanantsoa 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. He can also engage
with Orange investors and individual
shareholders.
Work carried out by the Board
in 2020
a In addition to the standard monitoring of
Group operations—which include
assessing operational performance,
quarterly results, half‑yearly and annual
accounts, the budget and risk factors, as
well as setting the compensation of the
Group’s corporate officers—the Board, in
close collaboration with senior
management, attentively monitored the
Group’s situation and the measures
implemented throughout the year to ensure
the business continuity plan was carried
out smoothly and anticipate the impact of
the Covid‑19 pandemic.
It also voted in favor of adopting the
Orange SA purpose and integrating it into
the company’s bylaws when the
Governance
99
Assessment of
the effectiveness
of the Board
In 2020, the Board
examined the
implementation of the
recommendations from
the assessment conducted
at the end of 2019 to
evaluate the effectiveness
of the Board and its
committees. The main
recommendations that
were or are being
implemented relate to
renewing the duties of the
Board and succession
planning, or fall under the
duties and operating
practices of the Innovation
and Technology
Committee. A new cycle to
assess the effectiveness of
the Board and its
committees will be
launched in 2021. Directors
will conduct a self-
assessment, the idea
being that an assessment
should be performed by an
independent firm once
every three years.
2020 Integrated Annual Report
100
Orange, a responsible group
Governance
101
The Board of Directors in 2020
Balanced and varied skills on the Board
Average number of years of service (at end‑2020)
Average age
Number of meetings
Collective attendance rate
Gender representation
Proportion of independent directors
Committee meetings
3.9 years
54 years
12 (11 in 2019)
94.3%
45% (women) / 55% (men)
(excluding directors representing employees and
employee shareholders)
63%
(excluding directors representing employees
and employee shareholders)
9 for the Audit Committee,
8 for the Governance and Corporate Social and
Environmental Responsibility Committee,
3 for the Innovation and Technology Committee
Composition
Chairman and Chief Executive Officer
Stéphane Richard
Independent directors
Directors representing the public sector
Directors representing employees
Director representing employee shareholders
* as of 10 January 2021, replacing Nicolas Dufourcq.
Alexandre Bompard
Anne-Gabrielle Heilbronner
Christel Heydemann
Helle Kristoffersen
Bernard Ramanantsoa
Frédéric Sanchez
Jean-Michel Severino
Bpifrance Participations
(represented by Thierry Sommelet*)
Anne Lange
Claire Vernet-Garnier
Sébastien Crozier
Fabrice Jolys
René Ollier
Laurence Dalboussière
For details of the dates at which the terms of office of each director began or are due to expire, as well as the members serving on the Board’s committees, see
section 5.1.1 of the 2020 Universal Registration Document.
An independent firm conducted an analysis of the range of skills possessed by members of the Board. The
charts below present the balanced range of essential skills possessed by the 15 members of the Board.
Industry expertise
International experience
Corporate expertise
4/15
4/15
6/15
Industry
Banking/Finance
Retail
11/15
Telecoms/Technology/Digital/Media
4/15
6/15
8/15
Asia
Africa/Middle East
Americas
15/15
Europe (including France)
2/15
6/15
7/15
7/15
7/15
8/15
8/15
9/15
10/15
11/15
Production/Supply chain
Sales/Marketing
Innovation and technology
Regulatory framework
M&A and investor relations
CSR and sustainable development
Finance/Audit/Accounting/Risk
HR and employee support
Senior management
Legal/Compliance/Governance/Ethics
Orange
2020 Integrated Annual Report
102
Orange, a responsible group
Active specialized committees
The Orange director program
a As well as placing great importance on governance at
Group level, Orange also promotes excellence within its
entities. To improve the management and supervision of its
subsidiaries and joint ventures, Orange continuously
maintains a dynamic program—including training courses,
conferences and debates, as well as various tools and
shared standards highlighting best practices—for members
of its local boards of directors and supervisory boards.
Orange firmly believes that applying the highest standards
of governance improves performance.
An Executive Committee focused on
Engage 2025
a The Executive Committee coordinates the
implementation of the Group’s strategy, monitors
operational, social and technical targets and optimizes the
allocation of resources. It provides key expertise within the
Group, particularly in major technological transformations
such as artificial intelligence, data and 5G. The Chairman
and Chief Executive Officer works alongside two Delegate
Chief Executive Officers who are corporate officers and
have clearly defined areas of expertise: one in finance,
performance and development, and the other in human
resources and transformation.
The Committee was mobilized throughout the Covid‑19
pandemic in particular. A crisis unit, steered by Orange
Chairman and Chief Executive Officer Stéphane Richard,
was tasked with the day‑to‑day coordination of the different
measures and initiatives within the Group, changing as the
pandemic evolved. Restructured in September 2020 to
accelerate the roll‑out of the Engage 2025 strategic plan
once the crisis is over, the Executive Committee comprises
14 members, 28.6% of whom are female—putting it ahead
of figures for the CAC 40 (20.4%) and SBF 120 (22%).
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 2020, the Audit Committee worked on financial
reporting, internal control, risk management, the Code of
Ethics and strategic development projects, including
interests in Africa and the Middle East.
The Governance and Corporate Social and Environmental
Responsibility Committee examined the procedures for
putting into practice the purpose. The purpose is now part
of the Group’s bylaws, which means that directors take
social, societal and environmental issues into account in
their decisions. Like in previous years, 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 continued to
review the Group’s corporate social responsibility actions,
such as implementing the Code of Conduct and the Duty of
Care plan, as well as preparing any non‑financial
performance statements and overseeing the Group’s
sustainability bond program. The Governance and
Corporate Social and Environmental Responsibility
Committee also examined the terms of implementing a
continuous succession planning process. More specifically,
the Committee seeks to identify people who have
developed innovation and technology skills and, where
appropriate, international experience and hold or have held
a senior management position. In relation to workplace
equality and equal pay, the Committee looked at the targets
and the progress made in increasing the proportion of
women in Orange’s governing bodies and management
networks since 2015.
The Innovation and Technology Committee examined
Orange’s cyberdefence and security (BtoB and BtoC)
activities. It was given a presentation on the Group’s edge
computing strategy and discussed the impact of cloud‑
native networks, such as mobile operator Rakuten in Japan.
Governance
103
influence peddling. Our network of Compliance Officers
runs the anti‑corruption compliance program, which
focuses in particular on employee training and awareness.
Almost 30,000 UN‑Orange anti‑corruption certificates were
issued in 2020, bringing the total number to 70,000. Orange
analyzed corruption risks across all its divisions and
operating countries and developed action plans to manage
and reduce such risks; for instance, it deployed its Fraud &
Compliance approach to due diligence (a method to assess
third parties) across the Group and its subsidiaries.
Inclusive artificial intelligence
a While artificial intelligence (AI) is a key growth driver,
certain principles need to be met in order to ensure that the
technology benefits everyone. These include respect for
diversity, privacy, transparency of algorithms and system
security. In April 2020, Orange demonstrated its
commitment by teaming up with the Arborus endowment
fund to launch the International Charter for inclusive Artificial
Intelligence, signed by over 70 companies and organizations
to date. The Group also sits on the strategic management
committee of Objectif IA, an e‑learning course developed by
the training platform OpenClassrooms in collaboration with
Institut Montaigne and Fondation Abeona in a bid to provide
1% of people in France with training on the challenges and
principles of AI. Launched in 2020, this free online course
has already been completed by over 125,000 people and
was rolled out in English in March 2021.
Responsible purchasing
a Our responsible purchasing policy requires a CSR clause
to be written into all of the Group’s framework agreements
and local contracts: 94.5% of purchasing contracts signed
include a CSR clause and 88.5% of our buyers have
received CSR training in the past two years. A Code of
Conduct details the ethical, social and environmental
commitments Orange expects from its suppliers. We are
helping to boost responsible purchasing standards through
the Joint Alliance for CSR (JAC), an association of telecoms
operators. Furthermore, in France, we source goods and
services from the sheltered employment sector, spending
€19.1 million in 2020.
Ethics
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.
Ethics and compliance
a Orange’s Compliance Department plays an integral role
in our wider, comprehensive strategy to manage the risks of
unethical behavior, such as fraud, corruption, influence
peddling, tax evasion and all other violations of business
ethics. The team ensures compliance with laws and
regulations in order to protect our Group, employees and
executives from the risk of non compliance. This approach
to ethics and compliance is underpinned by our Code of
Ethics, which sets out guidelines for our stakeholders and
governs the professional conduct of our employees.
Anti-corruption
a Our approach to compliance in this area is reinforced by
a zero‑tolerance policy when it comes to corruption and
Orange
2020 Integrated Annual Report
104
Orange, a responsible group
Governance
105
Compensation
balanced equally
between
financial and
non-financial
performance
targets
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.
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 renewable
electricity rate and the change in CO2 rate
per customer use. 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.
Fixed compensation
The fixed compensation of corporate
officers is determined based on the level and
complexity of their responsibilities, their
experience and professional background,
and market analysis for comparable
positions. In 2020, 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. In 2021, the
change in CO2 rate per customer use and
the renewable electricity rate will be
replaced by the rate of women’s
participation in management networks and
the reduction in CO2 emissions compared
with 2015 levels, reflecting the commitment
made by the Group in its strategic plan to
cut CO2 emissions by 30% by 2025
compared with 2015.
The plan is open to members of the
Executive Committee, as well as executive
and leadership networks.
2020 Compensation:
quantitative,
measurable criteria
Chairman and Chief
Executive Officer
49.5% Fixed
11%
LTIP
39.5% Annual variable
Delegate Chief Executive
Officers
56.1% Fixed
10.2% LTIP
33.7% Annual variable
Annual variable compensation
Financial criteria
Non-financial criteria
2020-2022 LTIP
Performance indicators
15%
organic cash flow (telecoms
activities)
15% change in revenues
20% EBITDAaL
33%
17%
employee experience
indicators
BtoC and BtoB customer
experience indicators
40%
40%
20%
total shareholder return
organic cash flow (telecoms
activities)
renewable electricity rate and
change in CO2 rate per
customer use
* For more information, see the 2020 Universal Registration Document.
Orange
2020 Integrated Annual Report
107
Benefiting
everyone
Orange
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Orange
2020 Integrated Annual Report
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Orange
2020 Integrated Annual Report
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Orange
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Orange
2020 Integrated Annual Report
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2020 Integrated Annual Report
122
123
Page 116/117
Cybersecurity
The 2,500 security experts
from Orange Cyberdefense—
our network guardians—
support our customers to
safeguard their businesses
and data.
Page 118/119
Digital education
The Orange Foundation
supports 1,000 schools in
16 countries through the
Digital Schools program,
which provides educational
content for 500,000 pupils at
isolated schools with limited
access to books and the
internet.
Page 120/121
Support for start‑ups
As a founding partner of
VivaTech, Orange takes part in
this major innovation event
each year. In 2019, Stéphane
Richard spoke about the
Sustainable Development
Goals and over 160 start‑ups
from all over the world were on
site in the Orange Hall of Tech.
Page 108/109
Network coverage
Playing a major role in
boosting the information
superhighway, Orange
continues to invest in
submarine cables, operated
directly by the Group or in
partnership with others, to
respond to the significant rise
in demand in international IP
traffic.
Page 110/111
Solidarity FabLabs
The Orange Foundation
boosts job prospects of
young people in France and
around the world who aren’t
in work or education by
helping them acquire new
digital skills, such as
modeling or 3D printing.
Page 112/113
Toward an eco‑design
approach to product
development
For example, the carbon
footprint of the Livebox 5 is
29% lower than the Livebox 4
as it is smaller and uses
recycled plastic.
Page 114/115
Solar power plant in Jordan
We are expanding our
renewable electricity capacity
to achieve net zero carbon
emissions by 2040. For
example, our subsidiary in
Jordan uses three solar
power plants that will
ultimately generate enough
energy to service all their
electricity needs.
Performance
that benefits
everyone
124
126
131
134
136
138
142
— Key Performance Indicators
— Financial results and performance
— Non‑financial results
— Orange’s contribution to the UN 2030 Agenda
— Assessing our social and economic impact
— Managing risks to support sustainable performance
— How Orange meets the UN Sustainable Development Goals
2020 Integrated Annual Report
Orange 124
Performance that benefits everyone
Key Performance Indicators
125
Key Performance
Indicators
Number of active Orange Money customers
Number of Orange Bank customers in Europe
21.9 m
2020
2019
2018
1.2 m
21.9 m
18.2 m
15.1 m
2020
2019
2018
1,200,000
500,000
248,000
Number of customers*
Revenues
Growth in the Group’s mobile data traffic
€42.3 bn
259 m
253 m
250 m
2020
2019
2018
€42.3 bn
€42.2 bn
€41.4 bn
50%
2020
2019
2018
Percentage of management network** roles
held by women (Group)
31.1%
50%
50%
60%
2020
2019
2018
31.1%
31.1%
29.8%
259 m
2020
2019
2018
Operating income
€5.5 bn
2020
2019
2018
Share of IT services in the Orange Business
Services revenue mix
39.5%
€5.5 bn
€5.9 bn
€4.8 bn
2020
2019
2018
39.5%
37.2%
31.7%
33.0 m
23.8 m
16.7 m
Number of homes connectable to very
high-speed broadband
Number of 4G customers in Africa and
the Middle East
48.3 m
33 m
48.3 m
39.5 m
32.5 m
2020
2019
2018
2020
2019
2018
Orange
Scope 1 and 2 CO2 emissions
(in millions of metric tons)
1.27 Mt
2020
2019
2018
Percentage of mobiles collected as a proportion
of the number sold by Orange in Europe
15.1%
1.27 Mt
1.3 Mt
1.4 Mt
2020
2019
2018
15.1%
16.3%
15.4%
Number of Orange Digital Centers
Position in the BrandZ Top 100 most valuable
global brands
3
2020
2019
2018
66th
3
2
N/A
2020
2019
2018
66
64
65
* 2018 and 2019 data was adjusted following a change in the way access
lines are counted.
** See page 132 for definition.
2020 Integrated Annual Report
126
Performance that benefits everyone
Financial results
127
Financial
results
Despite the unprecedented upheaval
caused in 2020 by Covid-19,
Orange successfully adapted to
continue providing the very best
customer service. The Group
demonstrated strong financial
solidity, reporting excellent business
results.
Moderate rise in revenue
a Orange Group revenues totaled €42.3 billion in 2020, a
slight increase of 0.3%* on 2019. Excellent performance in
Africa & Middle East (up 5.2%) and solid results in France
(up 1.6%) compensated for the 3.5% decline in Europe and
the 1.4% contraction in Enterprises, which did nevertheless
register a slight uptick in the fourth quarter. Furthermore,
investments to co‑finance France’s fiber network created
momentum in wholesale services (up 4.4%) which, along
with 2.1% growth in convergent services, also helped
boost revenue.
EBITDAaL and eCapex**
a EBITDAaL rose to €12.7 billion in 2020—a 1% decline
from the previous year, having been heavily impacted by
the reduction in roaming as well as additional costs
generated by the pandemic (€545 million), performance in
Spain (down 13%) and the Enterprise market (down
14.9%). EBITDAaL from telecoms activities also fell 1% to
€12.8 billion in 2020. The Group cut capital expenditure
(eCapex) by 1.7% to €7.1 billion, having received
co‑financing contributions and despite accelerating the
deployment of very high‑speed broadband (VHBB) and
mobile networks.
Net income
a The Group’s net income reached €5,055 million, rising
considerably from €3,222 million in 2019. This
€1,833 million increase came primarily from a €2.2 billion
tax rebate awarded to Orange in late 2020, following a
favorable ruling by France’s Conseil d’État regarding a
long‑standing tax dispute. Orange will distribute the funds
equally between Group development initiatives, employees
and shareholders, as well as the Group’s sustained societal
commitment for long‑term value creation. This includes
strengthening our leadership role in networks across
France and around the world; supporting our operational
transformation; organizing a conditional voluntary public
takeover bid for all shares in Orange Belgium that the
Group does not already own; enabling employee
shareholders to ultimately own 10% of the Group’s capital;
paying an additional dividend to shareholders; and funding
projects that promote digital equality and protect the
environment.
Operational efficiency program
a In 2020, Orange launched the Scale Up operational
efficiency program in order to secure its financial
objectives. The program aims to achieve net savings of
€1 billion by 2023 from within a defined scope of €14 billion
at end‑2019, made up of indirect costs (such as general
costs, IT and networks, real estate, etc.). By end‑2020,
almost €100 million had already been saved.
Organic cash flow
a Organic cash flow from telecoms activities once again
started to grow in 2020—totaling €2.5 billion (up €149 million
on 2019) and exceeding our target of €2.3 billion, despite a
decline in EBITDAaL. This performance resulted largely from
lower eCapex expenditure and part‑time work schemes for
older employees.
* Unless otherwise stated, changes are on a comparable basis.
** See the 2020 Universal Registration Document for the definition of
EDITDAaL and eCapex.
Key figures
Data at 31 December
In millions of euros
Revenues
France
Europe
Africa & Middle‑East
Enterprise
International Carriers & Shared Services
Intra‑Group eliminations
EBITDAaL
o/w telecom activities
As % of revenues
France
Europe
Africa & Middle‑East
Entreprise
International Carriers & Shared Services
o/w Mobile Financial Services
Operating Income
o/w telecom activities
o/w Mobile Financial Services
Consolidated net income
Net income attributable to equity owners of the Group
eCapex
o/w telecom activities
as % of revenues
o/w Mobile Financial Services
EBITDAaL - eCapex
Organic cash-flow (telecom activities)
Net financial debt*
Ratio of financial debt / EBITDAaL from telecom activities**
2020
2019
comparable
basis
2019
historical
basis
change
comparable
basis
change
historical
basis
42,270
18,461
10,580
5,834
7,807
1,450
(1,861)
12,680
12,839
30.4%
7,163
2,932
1,964
1,023
(244)
(160)
5,521
5,715
(195)
5,055
4,822
7,132
7,102
16.8%
30
5,548
2,494
42,151
18,165
10,968
5,543
7,914
1,495
(1,934)
12,812
12,970
30.8%
7,146
3,112
1,785
1,202
(276)
(160)
7,257
7,229
17.1%
28
5,555
42,238
18,154
11,051
5,646
7,820
1,498
(1,930)
12,856
13,015
30.8%
7,135
3,136
1,814
1,191
(261)
(160)
5,930
6,114
(186)
3,222
3,004
7,293
7,265
17.2%
28
5,564
2,345
0.3%
1.6%
(3.5)%
5.2%
(1.4)%
(3.0)%
(1.0)%
(1.0)%
(0.4) pts
0.2%
(5.8)%
10.0%
(14.9)%
11.4%
(0.1)%
(1.7)%
(1.8)%
(0.3) pts
8.5%
(0.1)%
0.1%
1.7%
(4.3)%
3.3%
(0.2)%
(3.2)%
(1.4)%
(1.4)%
(0.4) pts
0.4%
(6.5)%
8.3%
(14.1)%
6.3%
(0.1)%
(6.9)%
(6.5)%
(5.3)%
56.9%
60.5%
(2.2)%
(2.2)%
(0.4) pts
8.5%
(0.3)%
6.4%
31
December
2020
31
December
2019
23,489
1.83
25,466
1.96
* Net financial debt as defined and used by Orange does not include Orange Bank activities, for which this concept is not relevant.
** The ratio of net financial debt to EBITDAaL for telecoms activities is calculated as the ratio of the Group’s net financial debt compared to EBITDAaL for telecoms
activities calculated over the previous 12 months.
Orange
2020 Integrated Annual Report
128
Performance that benefits everyone
Dividend
a Orange prides itself on enabling its 700,000 shareholders
to benefit from the Group’s growth every year by offering
them a dividend with a high payout ratio. Shareholders will
be asked to vote at the General Meeting of 18 May 2021 on
a dividend payment of €0.70 per share with respect to the
2020 financial year, plus an additional €0.20 per share
following the tax rebate granted by the Conseil d'État (France)
regarding a long‑standing tax dispute. A dividend payment
of €0.70 per share with respect to the 2021 financial year will
be put to a vote at the Shareholders’ Meeting in 2022.
The dividend is paid in two installments, consisting of an
interim dividend generally paid in December and the
remaining dividend paid in June.
Performance
in 2020
Gross annual return on the Orange share
compared with the average gross annual return on
CAC 40 company shares over the last 10 years
16.6%
11.5%
18.0%
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
5.6%
5.0%
3.9%
4.2%
4.5%
5.0%
5.3%
6.2%
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Source: Bloomberg
Total Shareholder Return*
170
150
130
110
90
70
50
Gross annual return
on the Orange share
Average gross
annual return on
CAC 40 company
shares
Orange TSR
Stoxx Europe 600
Telecommunications TSR
CAC 40 TSR
France
a Rising to €18.5 billion in 2020, Orange’s revenue in
France represented 42.1% of the Group’s consolidated
revenues, up 1.6% on a comparable basis from 2019. This
performance was primarily driven by wholesale services and
the resilience of customer services, despite the impact of
the pandemic on roaming revenue and the planned
transition from copper. The Group accelerated high‑speed
network deployments this year in response to the
pandemic, when connectivity became an even more
essential service. At 31 December 2020, Orange had made
22.9 million households connectable to FTTH in France—up
40%* on 2019. In the fourth quarter, we reached a new fiber
sales record with 388,000 net new sales, up 35.3% on the
previous year, where more than 50% of these new fiber
customers did not have any previous relationship with the
Group.
Meanwhile, the 4G mobile network covered almost 100%
of the population at the end of 2020. What’s more, the
Group’s mobile network was again named No.1 in France
by Arcep, marking an entire decade at the top of the
rankings. Orange also achieved the best results in towns
with populations under 10,000 inhabitants, as well as
remote communities. The Group stood out by offering the
best quality for voice calls and mobile internet indoors, in
response to the sudden sharp increase in the number of
people working from home. Furthermore, Orange launched
its 5G network in France on 3 December 2020, covering
160 towns by the end of the year, with 5G‑compatible
1 January
2016
1 January
2017
1 January
2018
1 January
2019
1 January
2020
31 December
2020
* Base 100: 1 January 2016.
Total Shareholder Return is the sum of all dividends received plus/minus the change in stock price, expressed as a percentage of the initial purchase price.
* Unless otherwise stated, changes are on a comparable basis.
Performance in 2020
129
contracts available to retail and business customers since
8 October 2020.
We have also been developing accessible and
competitively priced digital services for excluded
populations through our Coup de Pouce Livebox, enabling
8,000 people suffering from social and digital exclusion to
access digital technology. In 2020, we also went the extra
mile to help people get their smartphones up and running,
protect their data, introduce them to social media and more
via digital workshops held online and in store. Lastly, Orange
France is continuing its efforts to reduce CO2 emissions by
improving network efficiency and using more renewable
energy, having signed an agreement to purchase green
electricity (see page 42).
Europe
a Orange’s seven other operating countries in Europe
(excluding France) generated total revenues of €10.6 billion in
2020, representing 24.8% of consolidated revenues. We have
almost 50.9 million mobile and 10.9 million broadband
customers in Spain, Belgium, Luxembourg, Moldova, Poland,
Romania and Slovakia. The Group builds on the strengths of
its subsidiaries to develop a convergence strategy that suits
each market locally. Consequently, the region’s convergence
customer base grew 5% in 2020 to 5.2 million. Customer
services faced significant competitive pressure over the year,
and the pandemic slashed revenue from customer and visitor
roaming. Although the health crisis had a significant impact
on equipment sales, overall, the fourth quarter brought
promising signs for all product lines, with 317,000 net sales of
mobile packages (excluding M2M) and 147,000 net sales of
very high‑speed broadband contracts, including
175,000 FTTH connections.
In Spain, revenue—particularly from roaming—was heavily
impacted by the pandemic, as well as the associated drop in
data usage. Orange implemented a new marketing strategy
that already proved effective in the last quarter of 2020,
accelerating net mobile and broadband sales. In Poland,
Orange finalized the implementation of its “Orange.one” plan
in 2020, reaching its fiber deployment target of 5 million
households covered.
Meanwhile, in Romania, Orange announced in November
2020 it had signed an agreement to acquire a 54% majority
stake in the country’s second leading broadband operator,
Telekom Romania Communications (TKR), and its convergent
customer base. TKR generated €622 million in revenue in
Orange
2020 Integrated Annual Report
130
Performance that benefits everyone
2019 and, at 30 June 2020, had a convergent customer base
of 881,000, while providing landline telephone, broadband
and subscription TV services to around 5 million customers.
Moreover, around 3 million households are connected to its
fiber networks. This acquisition will enable Orange to step up
its convergent operator strategy in Romania.
In Slovakia, Orange continued to develop its 4G network in
2020, now covering 99% of the population, as well as its
FTTH network, covering 556,000 households in late 2020. In
December, Orange Slovakia and Slovak Telekom signed an
agreement for a new shared fiber‑optic network model using
GPON technology. Orange can now even provide fiber‑optic
services in towns where it does not operate its own directly
owned infrastructure.
Africa and the Middle East
a Africa and the Middle East achieved excellent business
performance in 2020, with revenues of €5.8 billion. This
5.2% growth from the previous year, rising to 8.3% in the
fourth quarter, was mainly driven by mobile data, Orange
Money, high‑speed broadband and BtoB services.
Our 4G customer base in Africa and the Middle East
exceeds 33 million people (up 39% from the previous year),
including over 128 million mobile customers. Orange
Money revenues grew 22.6%, passing €500 million in 2020,
with 21.9 million active customers, up 20% on 2019.
High‑speed broadband services were also on the rise,
reaching 1.7 million customers (up 39%), with a 36.5%
increase in revenue. Revenue from BtoB activities enjoyed
a similar strong momentum, up 13.5% in the final quarter—
an increase powered by IT services in particular.
Meanwhile, revenue from wholesale services felt the impact
of the drop in international travel and visitor roaming.
Lastly, the strong growth in EBITDAaL (up 10% since
2019) confirmed the continuous improvement of
profitability, underpinned by our business performance,
cost control, and transformation initiatives.
Enterprises
a Despite the challenging circumstances, the Enterprise
market continued to grow, boosted by buoyant IT and
integration services to record revenues of €7.8 billion in 2020,
down 1.4% year on year on a comparable basis. With the
second and third quarter impacted by the health crisis,
revenue from IT and integration services was back on the rise
in the fourth quarter (up 5.6%), ending the year up 2.3%.
Cloud and cybersecurity services in particular continued to
increase by 6% and 9%, respectively. Conventional telephony
returned to the same rate of contraction as before the
pandemic, but mobile and data revenues remained heavily
affected due to events being canceled and the sharp drop off
in roaming.
International Carriers & Shared Services
a International Carriers & Shared Services generated
revenues of €1.5 billion in 2020, down 3% on a comparable
basis but showed promising signs in the fourth quarter
(down 1.4%, compared with 5.7% in the third quarter).
What’s more, the slowdown of international carrier services
(down 2.4%) resulting from international travel restrictions
also diminished in Q4. After two quarters of decline, other
revenue showed some growth after Orange Marine resumed
its activities. Nevertheless, content revenue continued to
suffer as movie theaters remained closed.
Mobile financial services
a By the end of 2020, Orange Bank was serving almost
1.2 million customers in France and Spain, including mobile
insurance customers. Over 90% of new customers in the
fourth quarter signed up through paid subscription services,
compared with just 30% in Q4 2019. Meanwhile, Orange
Bank continued to develop its business in France, acquiring
Anytime, a neo‑bank for professionals, in January 2021, while
Orange Bank Africa, which launched in Côte d’Ivoire in late
July 2020, has already attracted over 350,000 customers.
Non-financial results
131
Group that together account for over 90% of consolidated
revenues.
Employees
a At 31 December 2020, Orange employed
142,150 people —139,269 on unlimited contracts and
2,881 on temporary contracts. Despite the pandemic, over
8,000 people were hired on unlimited contracts last year, over
2,000 of whom in France, and the number of people brought
in on work‑study contracts totaled 3,300. Meanwhile, the
Group’s efforts to promote workplace equality are assessed
on an ongoing basis as part of the Gender Equality European
& International Standard (GEEIS) and GEEIS DIVERSITY
labels. In 2020, seven entities in six countries were awarded
the label, a first for Orange Morocco. In 2020, women filled
31.5% of executive roles within the top 10% of the Group’s
leadership positions.
Digital equality
a In addition to our target to increase digital coverage
across regions, we help people access digital technology
and teach them how to use it. With this in mind, the Group
opened its first three Orange Digital Centers. In October, we
launched Tarifa Social, a new offer for low‑income
households in Spain. In 2020, Orange also teamed up with
Google to launch the Sanza touch, the most affordable 4G
Android smartphone on the market, improving access to
mobile internet in Africa. Furthermore, in France, Orange
launched an online accessibility certification to educate
employees about digital accessibility.
The environment
a We strive to achieve net zero carbon emissions by 2040
and have set ourselves an intermediary target of lowering our
CO2 emissions (scope 1 and 2) by 30% by 2025 in
comparison to 2015 levels, after having achieved a 12.3%
reduction between 2015 and 2020. Our network and IT
system account for 86.8% of the Group’s overall energy
consumption and 84.5% of its CO2 emissions. The action
plans deployed in 2020 helped limit the rise in the Group’s
scope 1 and 2 energy consumption to 1.4% compared to
2019, despite a sharp increase in traffic in 2020.
Non-financial
results
We assess and monitor both our
financial and non-financial
performance to ensure we uphold
our societal commitment for future
generations.
Human rights
a In 2020, Orange renewed its support for the United
Nations Global Compact for the 20th year in a row, pledging
to protect and promote fundamental human rights. We
protect freedom of expression and privacy through our
involvement in the Global Network Initiative, regularly
discussing best practice with fellow members to meet
governmental demands in the telecommunications sector.
Orange now provides an e‑learning module in over 90% of
its operating countries to share its key workplace human
rights principles with employees.
Data protection
a In 2020, data protection officers were appointed in all our
subsidiaries in Europe as well as in Orange Business
Services. Additionally, we conducted 31 data protection
compliance reviews on a number of entities throughout the
Orange
2020 Integrated Annual Report
132
Performance that benefits everyone
Non-financial results
133
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
2020
19.5%
32.8%
11.1%
33.3%
3.3%
2020
57.9%
4.3%
8.0%
9.6%
13.3%
4.5%
2.4%
2019
19.6%
33.0%
12.1%
32.3%
3.0%
2019
59.4%
4.1%
8.5%
9.3%
12.2%
4.2%
2.3%
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%
Gender equality in the workplace
% of women in the active workforce
% of women in managerial positions***
% of women in management networks****
2020
36.0%
31.3%
31.1%
2019
2018
36.0%
30.9%
31.1%
36.1%
30.6%
29.8%
* Managers, project managers and process managers.
** Including employees required to deploy and operate networks.
*** “Managerial positions” refers to senior managers.
**** Networks of executives and leaders, which totaled 1,326 people at end‑2020.
Toward a lower impact on the environment
and the climate
Environmental performance (energy)
Units
France*
2020
Rest of the
World
Group
figures
2019
Group
figures
2018
Group
figures
Facilities presenting a risk
Fuel tanks
Energy consumption – Scope 1
Fuel oil (all buildings, all uses)
Gas
Coal
Fuel
− Gasoline‑LPG for company cars
− Diesel for company vehicles
Units
1,161
2,445
3,606
4,037
4,255
m³
m³
metric tons
liters
liters
liters
11,177
10,132,477
N/A
15,933,338
3,932,048
12,001,291
54,754
2,794,842
13
8,722,747
3,760,860
4,961,887
65,930
12,927,319
13
24,656,085
7,692,908
16,963,178
60,509
66,931
14,932,524 19,995,141
56
33,425,624 36,040,004
5,997,432
25,205,496 30,042,572
8,220,128
51
Total energy Scope 1
GWh
391
748
aa1,139
1,184
1,340
CO2 emissions from fuel oil, gas and coal
metric tons CO²
CO2 emissions from vehicles
metric tons CO2
CO2 emissions from Scope 1 (energy only) metric tons CO2
CO2 emissions from greenhouse gases (refrigerants) metric tons CO2eq
57,447
41,309
98,756
‑
154,324
21,929
176,253
7,517
211,771
63,238
275,009
7,517
202,766
86,671
289,437
6,198
219,321
96,891
316,212
17,478
CO2 emissions from Scope 1
metric tons CO2eq 98,756
183,770
aa282,526
295,636
333,690
Emissions avoided by external projects**
Energy consumption – Scope 2
Electricity
of which renewables
− Electricity supply from renewable
sources with certificate of guarantee
of origin
− Electricity supply from renewable
sources (ESCO contracts, solar farms,
internal solar production)
− Electricity supply from renewable
sources, governed by PPAs
metric tons CO2eq
‑
(2,350)
(2,350)
(2,405)
(2,229)
GWh
GWh
GWh
GWh
GWh
2,186
‑
2,143
624
aa4,329
624
4,384
542
4,357
526
‑
‑
‑
488
136
‑
488
482
136
‑
61
‑
‑
CO2 emissions from Scope 2
metric tons CO2 119,806
870,748 aa990,554
1,007,045
1,043,144
Total energy consumption (Scopes 1 and 2)
GWh
2,578
2,890
5,468
5,569
5,698
Total CO2 emissions (Scope 1 + Scope 2)
metric tons CO2 218,562
1,054,517
1,273,080
1,302,681
1,376,834
Energy consumption – Scope 3
Flight distance for business trips
Train distance for business trips
km
km
48,759,813
21,161,128
13,022,684
2,263,989
61,782,497 251,988,900 246,564,097
91,033,830
105,490,101
23,425,117
CO2 emissions from Scope 3
metric tons CO2
11,634
3,095 aa14,729
60,111
46,170
Total CO2 emissions (Scopes 1 + 2 + 3)
metric tons CO2 230,196
1,057,613 aa1,287,809
1,362,791
1,423,004
N/A: not applicable.
Since the figures are rounded up, the Group figures may not be the sum of the “France” and “Rest of the World” figures.
The figures of certain countries in the MEA zone are based on estimates and may be revised.
* The France scope covers Orange France, the Group’s headquarters, Orange Marine and the entities of Orange Business Services operating in the country.
** Orange is part of the Net Zero Initiative. According to the latter’s 2019 recommendations, the emissions avoided by projects external to the Group are not
excluded from Scope 1 of the Group’s emissions; the figures for CO2 Scope 1 emissions in 2017 and 2018 have been revised accordingly.
aa Item reviewed by KPMG: reasonable assurance.
Orange
2020 Integrated Annual Report
134
Performance that benefits everyone
Sustainable Development Goals
135
Orange’s
contribution
to the UN
2030 Agenda
Build resilient
infrastructure, promote
inclusive and sustainable
industrialization and foster
innovation
Reduce inequality within
and among countries
In 2020, Orange formalized its
contribution to the UN Sustainable
Development Goals (SDGs) for 2030
by identifying six main SDGs and
five complementary SDGs on which
it has the greatest impact. The
indicators shown opposite
summarize the Group’s contribution
in these areas.
Ensure sustainable
consumption and
production patterns
Take urgent action to
combat climate change
and its impacts
Promote peaceful and
inclusive societies
Strengthen the means of
implementation and
revitalize the global
partnership for sustainable
development
q We develop telecommunications
networks and invest in research to
provide regions, businesses, operators
and individuals with connectivity
(broadband and mobile networks) and
innovative services (IT services,
cybersecurity and mobile financial
services).
q We give as many people as possible
access to technology and knowledge
and therefore support the integration
and empowerment of all members of
society. We constantly work to reduce
digital inequality and strive to promote
diversity and equal opportunities within
our company.
q We are introducing more circular
economy thinking into our production
processes and industries by adopting
an eco‑design approach to our
products, devices and services as well
as prolonging their lifespan, recycling
telephones and materials, etc.
47.2 million
fiber-ready homes worldwide
and we aim to exceed 65 m by
2023
q The 4G network covers nearly 99% of
the population in Orange’s eight
operating countries in Europe
q 17 countries in Africa and the Middle
East (including two minority sharehol‑
dings) have commercial 4G coverage
q Over 49 m customers actively use
mobile financial services in Africa
3
Orange Digital Centers have
opened in Africa and we aim
to have 32 by 2025
q 16 of Orange’s operating countries in
Africa and the Middle East offer
affordable smartphones with internet
access
q All consolidated Group* employees
benefit from Orange’s global agreement
to support workplace gender equality
15.1%
Percentage of mobiles
collected as a proportion of
the number sold by Orange in
Europe
q 88.8% of Group waste is recycled
q Six countries in Europe offer a mobile
phone repair service
q We are working to combat climate
breakdown by improving the energy
efficiency of our infrastructure, using
more renewable energy and developing
solutions to bring about the low‑carbon
transition. We strive to achieve net zero
carbon emissions by 2040.
12.3%
decrease in CO2 emissions
since 2015 (scopes 1 and 2)
and we aim for a 30%
decrease by 2025
q 31% of our electricity needs are met
using energy from renewable sources
q We pledge to constantly defend
fundamental rights and freedoms and
protect privacy. As a contracting
authority, we have adopted an ethical
approach through our responsible
purchasing policy and efforts to combat
corruption.
>70,000
UN-Orange online anti
corruption certificates
awarded to Group employees
q We support the social and economic
development of regions and form
partnerships with institutions,
development agencies, NGOs, social
entrepreneurs, innovative SMEs, etc. to
fulfil the SDGs, including for essential
services (mobile money, education,
agriculture, health, etc.).
€50 million
for the Orange Ventures
Middle East and Africa fund
q Orange is a member of the Global
Network Initiative**
q 94.5% of contracts signed with
suppliers include a CSR clause
q Over 50 confirmed security incidents
are processed each day by Orange
Cyberdefense to stop a confirmed
attack
q 728 audits were conducted by the JAC
across 39 countries, improving working
conditions for around 1.4 million
employees since 2010
q Partnership agreement with the Global
Fund to Fight AIDS, Tuberculosis and
Malaria in four African countries
q Over €9 m in funding provided by the
Orange
2020 Integrated Annual Report
Orange Foundation to combat Covid‑19
* Agreement applicable to subsidiaries in which Orange owns a controlling or majority stake.
** An NGO that seeks to safeguard freedom of expression and personal privacy against
government restrictions.
136
Performance that benefits everyone
Social and economic impact
137
Assessing our social and
economic impact
In 2020, Orange continued to analyze
and measure its social and economic
impact. This led us to take a closer
look at the impact of our CSR actions,
particularly regarding digital equality.
Digital Centers, Orange Foundation programs, Orange’s
inclusion programs and in‑store workshops to offer a
mediation service, provide digital skills training and support
jobseekers to pursue digital careers. The Group’s
commitment and initiatives have a positive direct impact on
people as individuals and create economic and social value
for communities. We assess this value using the method
and data described below.
The impact of Orange’s efforts to reduce
digital inequality
a Even though the digital inequality gap is narrowing over
time, considerable disparities still exist between some parts
of the world. The GSMA, an organization that represents
the interests of mobile network operators worldwide,
estimates that almost a quarter of people in Europe and
nearly half in Africa are digitally excluded despite increased
network coverage, due to a variety of factors including
purchasing power, technological skills and personal
circumstances such as education and training. In Europe,
digital tools and skills are so vital to daily life that people
without access face an increased risk of social exclusion. In
Africa and the Middle East, access to digital technology
provides excellent opportunities for social and economic
development. In a bid to address these multifaceted issues,
Orange is doing much more than pursuing an ambitious
network coverage policy. Not only does the Group adapt its
products and services to cater for all budgets (providing
offers for low‑income households in Europe and a range of
affordable smartphones in all operating countries), but it
also develops solutions that specifically help people access
essential services (including Orange Money, M‑agri,
education, health and culture). We also set up Orange
The method
a We analyzed social and economic impact studies
previously carried out by the Group to gain a clear
understanding of the value created by our CSR actions.
Simple economic footprint
Orange assesses its economic footprint by analyzing the
direct economic impact of monetary flows generated by its
operations, the indirect economic impact generated by
injecting this capital into the economy (purchasing expenses
incurred resulting from intermediary consumption as well as
employee wages and tax) and the induced economic impact
generated by the use of this capital in the economy. The
reference tool is based on the work of Wassily Leontief for
which he won the Nobel Prize in Economics and uses
national input‑output tables presenting inter‑industrial flows.
The economic footprint reflects the value of this entire
impact and does not reflect the negative externalities the
company may generate.
Extended economic footprint
Orange carried out additional analyses to measure its social
footprint, i.e. the impact of its CSR actions—the value created
by its CSR programs (mobile money services, electronic
waste collection, Orange Foundation initiatives such as setting
Simple footprint
Extended footprint
Value
creation
(millions
of €)
951
1,105
320
200
174
1,232
144
Jobs
71,754
90,970
47,754
63,301
87,792
46,297
68,646
Value
creation
(millions
of €)
Jobs
% of GDP
Contribution
of Orange’s
inclusion
programs
1,990
3,850
2,171
623
483
2,588
194
173,038
387,180
228,853
299,884
212,738
87,906
96,931
10%
11%
7.8%
8.2%
1.5%
1.2%
2%
26%
31%
43%
32%
27%
16%
4%
Senegal
Côte d’Ivoire
Cameroon
Guinea
DRC
Romania
Moldova
Source: Goodwill‑management studies and Orange analysis.
up Orange Villages, etc.) and the increased purchasing power
or productivity individuals and businesses enjoy by using its
products and services. We combine our economic and social
footprint to quantify our extended economic footprint.
The majority of the Group’s impact comes from the social
and economic value created by Orange Money—which
underpins many essential services—, followed by digital
education, Orange villages and digital isolation projects.
Inclusion initiatives
Orange separated out the contribution of its inclusion
programs when calculating its extended economic footprint
to reflect the impact directly on inclusion, using the same
method as above—by examining the direct, indirect and
induced footprint of monetary flows resulting from Orange’s
inclusion services.
The results
HR diversity policies
a Orange’s human resource policies greatly contribute to
inclusion. We therefore assessed the value created by our
diversity policy by modeling the value of human capital
within the company as well as the impact of organizational
constraints, which showed that the changes made to
Orange’s diversity policy between 2013 and 2017 have
created an extra €34 million in value each year since 2017.
a Orange makes a considerable contribution to national
wealth that varies according to the scope of CSR programs,
the size of the informal sector and the difference between
local wages and those paid to Orange employees; for
example, it represented 2% of GDP in Moldova and 11% in
Côte d’Ivoire. Additionally, the above table presents the value
created by the Group’s inclusion programs as a percentage
of the extended economic footprint, which in Africa in
particular, accounts for almost one third of the value created.
Orange Digital Centers
a The value created by the Orange Digital Center (ODC) in
Senegal is described in detail in the 2019 Integrated Annual
Report. In 2020, we looked at the ODC in Tunisia, which is
estimated to create €11.5 million in value and 1,900 induced
jobs per year. Deploying ODCs in all of the Group’s operating
countries is expected to create further value.
Orange
2020 Integrated Annual Report
138
Performance that benefits everyone
Managing risks
to support
sustainable
performance
Our Engage 2025 strategic plan and regular
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
implement appropriate measures to prevent
and mitigate them.
Risk management
139
Board of Directors
Audit Committee
Monitors the effectiveness of internal control and risk
management systems
Senior Management
Risk Committee
Reviews the enterprise risk management report
Approves all decisions regarding risk management and the quality
of internal control
Chaired by the Delegate
Chief Executive Officer
Finance, Performance and Development
Finance, Performance and
Development Department
Group Audit, Control
and Risk
Management Department
Internal audit
Internal control
Risk management
Fraud & Revenue
Assurance
General control
Credit management
Defines, deploys, manages and assesses the risk management and internal
control systems on behalf of the Executive Committee
Implements processes certified under ISO 9001 with an integrated approach
to audit, control and risk
In cooperation with the following
departments within the Group
Corporate Social Responsibility, Security, Compliance,
Legal, Data Protection, Human Resources and Transformation,
Procurement and Supply Chain, Insurance, etc.
Communicate, lead and support
a At least once a year, departments within
the Group identify and map the risks faced
by their stakeholders within their scope and
prepare 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.
a At the same time, subsidiaries and
entities roll out and continuously improve
their risk management system by:
training subsidiary directors in risk
management;
applying policies and practices defined
and updated by the Group;
setting up self‑assessment processes in
departments within the subsidiaries and
entities;
aligning audit plans with the principal
risks identified.
a The Risk Committee also examines the
Group’s risk management system once a
year.
a 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), oversees
the review of the Group’s exposure to risks,
including social and environmental risks, in
accordance with the Afep‑Medef Code.
* For more information about risks, see the Duty
of Care plan and Section 2.1 (Risk factors) of the 2020
Universal Registration Document.
Entities and operating subsidiaries
Roll out and continuously improve risk management
and internal control systems
Identify, assess, manage and report the risks within their scope
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
organization 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. Our structure
remains solid over the long term and
adapts to changing geopolitical, economic,
social and health contexts.
Group-wide involvement
a Within this integrated approach to audit,
control and risk, certified under the ISO
9001 quality management standard, the
Risk team within the Group Audit, Control
and Risk Management Department sets out
the Group’s risk management strategy by
anticipating risks relating to Engage 2025
and identifying emerging risks. The team
also implements the strategy by:
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 monitoring their action plans.
It does this in conjunction with the relevant
departments (in particular the Group
Corporate Social Responsibility Department
regarding non‑financial risks), and the
network of risk managers and internal
control officers in the subsidiaries and
entities.
Orange
2020 Integrated Annual Report
140
Performance that benefits everyone
Risk management
141
Theme
Description and impact
Examples of protection/prevention measures
a Environmental damage/
Climate change
a Any event that could prevent Orange from fulfilling its environmental commitments to combat climate
change:
Significant increase in data use and volumes
Failure to achieve the Group’s energy transition target
Failure of the Group’s energy efficiency programs
a The Engage 2025 strategic plan is driven by our ambition to set an environmental benchmark, which is underpinned by a proactive policy to ensure our
own networks and resources (eco‑responsible real estate programs, investments in renewable energy, electric vehicles, etc.) achieve net zero carbon
emissions by 2040.
a Faced with a significant increase the use and volume of data to be processed, the Green ITN plan aims to improve the energy and environmental
efficiency of the Group’s networks and IT systems by modernizing equipment, exploiting AI algorithms and rolling out innovative architecture that
facilitates passive air conditioning.
a Sharing infrastructure more widely with other operators and recycling more second‑hand equipment represent other effective ways to optimize
a Litigation, administrative, civil or criminal sanctions at local or international level
a Additional costs to achieve compliance, in particular in areas where the legal framework remains in
a The Group’s Legal Department helps ensure all operating regions and businesses are covered in this respect, including the programs and organizations
focused on key issues in the present day or the future: GDPR, Duty of Care, international economic sanctions, climate reporting (TCFD etc.).
resources, which helps protect the environment.
a Orange also plays its part in reducing the environmental footprint of digital technology by developing an eco‑design approach for its products, selling
reconditioned devices and raising awareness of moderating screen use.
a Compliance with laws,
regulations or contractual
obligations
a Overreliance on a supplier
a Ethics and governance
flux (AI, IoT, etc.)
a Deterioration in quality or performance due to failure on the part of a key supplier
a Unfair contractual terms imposed by a monopoly supplier
a Supply chain disruption or business interruption when products and services depend on certain key
equipment and international geopolitical tensions arise
a Revision of our strategy, in particular regarding new technologies (5G, AI, big data, etc.)
a Damage to the Group’s image and reputation due to an ethical breach
a Inadequate governance to meet the needs of the company and the expectations of its stakeholders
a Discredit to the Group’s purpose
a Sanctions against the company and/or its employees
a Management of key or rare
skills
a Delayed launch or discontinuation of new businesses or transformation initiatives
a Major business disruption
a Increased reliance on suppliers
a Decline in employee morale
a Innovation
a Drop in performance due to disruptive technology, business models or regulation that could affect the
a Geopolitical and
macroeconomic instability
a Integrity and confidentiality
of data and information
a Major business disruption
a Business model and strategy
a Health and safety of people
appeal or profitability of our products and services
a Infrastructure obsolescence
a Insufficient scale of infrastructure
a Loss of contact with customers
a Potential increase in economic sanctions as a result of international tensions
a Pressure on supply chains of key network equipment and devices
a Economic crisis caused by the Covid‑19 pandemic
a Threat to the security and safety of people and property
a Breaches of fundamental freedoms resulting from injunctions from local authorities
a Decline in financial performance
a Events (e.g. unauthorized access to data and information, cyberattacks, injunctions from authorities
and new technology not yet fully mastered) that may compromise information and data integrity,
confidentiality or storage and potentially invade individuals’ privacy or compromise business
continuity
a Loss in quality, disruption or interruption of services provided due to a technical malfunction,
operational failure, cyberattack, damage to our infrastructure (e.g. fires at mobile base stations,
fiber‑optic cables being cut and copper thefts) or injunctions from authorities
a Reluctance to adopt new technology
a Shift toward digital sobriety
a Increased competition including in core network activities
a Failure to adapt and/or diversify
a Lack of strategic resources (frequencies, IP addresses, rare earth elements, key equipment, etc.)
a Loss of control of key infrastructure (networks, IT, real estate)
a Multiplication of regulatory constraints
a Unfulfilled financial and non‑financial ambitions
a Deterioration in working conditions during an epidemic or internal transformation
a Damage to the physical and mental health of employees, customers and partners resulting from
prolonged and widespread remote working and increased use of equipment and services
a Strengthening of legal safeguards regarding internet and mobile use
a Restriction of use
a Our purchasing policy includes a risk assessment in the supplier selection and monitoring process (regular supplier audits and close monitoring of their
risk of bankruptcy).
a Orange is a founding member of the JAC, an association of operators that seeks to audit, assess and develop the implementation of major CSR
principals and policies in the manufacturing processes for the largest multinational telecoms suppliers.
a The Group regularly updates its procurement and diversification strategy in light of market threats and opportunities.
a The Governance and Corporate Social and Environmental Responsibility Committee of the Board of Directors ensures employees adhere to our
charters and policies and oversees the related compliance programs (ethics, anti‑fraud, anti‑corruption, CSR, etc.).
a We regularly run employee training programs, and the associated management and control systems undergo regular assessments.
a We take the expectations of internal and external stakeholders into account as part of our decision making processes, and our holistic risk
management approach (ERM 360°) enables us to take account of the impact our risks may have on stakeholders.
a The Group incorporated its purpose into its bylaws to strengthen its commitment to advancing social issues, particularly digital inclusion, and shape its
day‑to‑day actions.
a Skills management is a key focus of our Engage 2025 strategic plan. The Group is keen to give its employees the means to grow and work to a high
standard while supporting everyone as it transforms to adopt new technologies and ways of working.
a By signing intergenerational agreements, we pledge to proactively recruit young people, keep older people in employment and pass on knowledge.
a The Technology and Innovation Department brings together our activities around strategic innovation, as well as research and development.
a Our investment policy supports research and innovation, including by contributing to public (EU, France, etc.) and private programs, participating in
standard‑setting bodies (e.g. GSMA) and supporting start‑ups (including through the Orange Fab network).
a We use monitoring and alert systems to anticipate a number of eventualities including national conflicts, international tensions and crises of all kinds
(financial crashes, epidemics and mass migration, etc.). These systems help us take appropriate steps to avoid or mitigate the risks, protect people and
assets and ensure business continuity (e.g. during the full or partial lockdowns implemented across various regions affected by the Covid‑19 pandemic).
a Our comprehensive security system improves measures to protect our infrastructure, products and services by implementing a Security by Design
approach and rolling out targeted mechanisms to protect and supervise our networks and IT system.
a Our Data Protection Officer coordinates all privacy‑related programs and measures.
a We monitor our networks to react quickly should an incident occur and organize the necessary preventive or curative maintenance operations.
a Orange ensures its solutions are as resilient as possible right from the design phase, implementing a variety of mechanisms (Security by Design, backups,
thorough acceptance tests, etc.).
a The Business Continuity Management System (BCMS) deployed across our business units includes backup sites, preventive movement of infrastructure,
system redundancy, business recovery plans, etc.
a Guided by its purpose (which was incorporated into its bylaws in 2020), the Group continues to progress with its Engage 2025 strategic plan.
a The practical measures we are taking to implement this strategy include entering into partnerships with key industry stakeholders, investing in ventures
that will further our strategy and diversification priorities and investing in our networks to provide customers with enhanced connectivity.
a We are also working on transformation projects aimed at improving our working methods in line with our commitments.
a We pursue a proactive risk prevention policy, which has been allocated its own budget, and have agreements in place with employee representatives.
The policy has led to a social contract and pledge to be a digital and caring employer, a range of occupational health initiatives and the implementation of
our Duty of Care plan.
a We ensure our equipment and devices meet all current health regulations, and support public and private epidemiological research programs (conducted
by the World Health Organization and the Scientific Committee on Emerging and Newly Identified Health Risks, etc.). We develop tools to measure wave
intensity and circulate safety information to employees and customers on the responsible use of technology, for instance through websites designed to
support families (betterinternetforkids.eu, bienvivreledigital.orange.fr, etc.).
Orange
2020 Integrated Annual Report
142
Performance that benefits everyone
Meeting the UN SDGs
143
How Orange meets the UN
Sustainable Development
Goals
Build resilient
infrastructure,
promote inclusive
and sustainable
industrialization
and foster innovation
Network coverage
Business continuity
Development of digital solutions (BtoB)
Research and innovation investment
Financial services platforms
Reduce inequality
within and among
countries
Social offers
Affordable products
Autonomy offers
Multi‑service offers (essential services)
User support/combating digital illiteracy
Ensure sustainable
consumption and
production patterns
Training for digital careers
Community support
Workplace diversity and equality
Second‑hand equipment
Eco‑design approach to equipment
Product collection and repair
Waste recovery
Transparency and reporting
Take urgent action
to combat climate
change and its
impacts
CO2 emissions
Energy‑efficient infrastructure
Renewable energy use
Promote peaceful
and inclusive
societies
Supporting our customers on their low‑carbon
journey
Freedom of expression
Personal data protection
Cybersecurity
Responsible technological developments
Ethics & compliance
Efforts to combat workplace discrimination
Responsible purchasing
Strengthen the
means of
implementation
and revitalize the global
partnership for
sustainable development
Support for SMEs/start‑ups
Orange Campus
Partnerships (technological cooperation,
industrial partnerships, PPPs)
Employee outreach
P.12-13; P.21; P.28-35; P.38-39; P.67;
P.70-73; P.78-82; P.108-109; P.135
P.1; P.4-5; P.20-26; P.52-53; P.56-57;
P.66; P.72-73; P.141
P.6-9; P.20; P.26-27; P.30-31; P.60-61;
P.83-85
P.28-31; P.35; P.43; P.72-73; P.77;
P.85; P.120-121; P.141
P.10-11; P.21; P.36-37; P.54-55;
P.86-87
P.41; P.76; P.89; P.129; P.131
P.36; P.40-41; P.72; P.76; P.131; P.135
P.73; P.76
P.35-37; P.76; P.84-85; P.136
P.24-25; P.35; P.40-41; P.73; P.76;
P.118-119; P.131; P.135
P.16-17; P.35; P.40-41; P.72-73;
P.76-77; P.94-97; P.110-111; P.131
P.24-25; P.72-73; P.118-119
P.72-73; P.96-97; P.131; P.135; P.137
P.89; P.141
P.43; P.44; P.76-77; P.89; P.112-113;
P.141
P.14-15; P.44-45; P.72-73; P.76-77;
P.89; P.135
P.135
P.2; P.90-91; P.124-135; P.140-141
P.33; P.72-73; P.76-77; P.131; P.133;
P.135
P.42; P.72-73; P.76-77; P.141
P.42; P.72-73; P.76-77; P.114-115;
P.135
P.28; P.43; P.85; P.89
P.131; P.141
P.131; P.141
P.20; P.26; P.84; P.116-117; P.135
P.28; P.103
P.103; P.135
P.96-97; P.141
P.72-73; P.103; P.141
P.28; P.35; P.43; P.72-73; P.135;
P.141
P.35; P.94-95
P.26-27; P.30-31; P.33; P.82-83;
P.120-121; P.135; P.141
P.73; P.135
Orange
2020 Integrated Annual Report
144
Useful links and contacts
Useful linksns utiles
Integrated Annual Report
Corporate website
Orange Business Services
Universal Registration Document
Corporate Social Responsibility
Working at Orange
Enovacom
Orange Foundation
Digital Society Forum
Bien vivre le digital
Follow us on Facebook
Follow us on Twitter
Contacts
Investors and analysts
Individual shareholders
Orange
rai2020.orange.com/en
orange.com
orange‑business.com
https://www.orange.com/en/regulated‑information
gallery.orange.com/rse
orange.jobs
enovacom.com
fondationorange.com/en
digital‑society‑forum.orange.com/en
bienvivreledigital.orange.fr (French only)
facebook.com/Orange
@orange
@orangeRSE
@presseorange
Orange – Communication, Brand and Engagement Department
111, quai du Président‑Roosevelt – 92130 Issy‑les‑Moulineaux (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 48625 (Nanterre Trade and Companies Register)
Copywriting and graphic design
Pelham Media & Studio L’Éclaireur
Credits
Orange brand site, the Orange Foundation, Boris ALLIN / @odieuxboby / Fisheye, Vincent Fournier, Getty Images,
Nicolas Gouhier, Laurent Miquel, Paolo Verzone / Agence VU.
Translation
Alto International
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2020 Integrated Annual Report
Orange
111, quai du Président‑Roosevelt
92130 Issy‑les‑Moulineaux (France)
+33 (0)1 44 44 22 22
orange.com