2022
Integrated Annual
Report
2022
Integrated Annual
Report
Orange
2
3
Orange at a glance
04 —
Message from Chairman Jacques Aschenbroich
06 —
Interview with CEO Christel Heydemann
08 —
— Lead the Future_ strategic plan
14
— Key performance indicators
18
Our strengths
A best-practice governance model
22 —
An Executive Committee to deliver the new strategic plan
26 —
A compensation policy reflecting the Group’s balanced strategy
28 —
Our business model
30 —
Trends and opportunities
34 —
Risk management
38 —
Ongoing stakeholder dialog
44 —
Committed, multi-talented teams
46 —
A financial strategy in line with our CSR commitments
48 —
A business with ethics at the core
50 —
Our approach to value creation
Europe
56 —
Africa and the Middle East
66 —
Infrastructure
72 —
Businesses
84 —
Environment
92 —
Social factors
100 —
Our impact
Our results and targets
112 —
Our contribution to the UN 2030 Agenda
122 —
Contents
2022 Integrated Annual Report
Orange
2022 Integrated Annual Report
4
5
Orange at a glance
and a global presence with Orange Business
Number of fixed broadband customers
Revenue in 2022
26
countries
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
Number of customers
287 m
241.9 m
136,000
24.3 m
including 13.7 m very high-speed broadband
(FTTH) customers
€43.5 bn
Number of mobile customers
Number of employees
6
Message from Jacques Aschenbroich — 7
Orange
Orange has reached a critical juncture in its history.
At this very challenging time—with rising inflation, intense competition,
investment in new technologies, and the omnipresent French regulator
pushing us to assert our rights and reiterate the commitments we have
fulfilled—our technological and human resources help us deliver very
solid financial results and a healthy balance sheet. These results enable
us to continue making vital investments in our—fixed and mobile—
infrastructure and improving the quality of the services we offer our
customers.
In 2022, we put in place a new governance structure separating the
roles of Chair and Chief Executive Officer. This change was welcomed
by all Board members according to an external assessment conducted
at the end of the year. As Chairman, I lead the Board in approving the
Group’s strategy and overseeing its implementation. As Chief Executive
Officer, Christel Heydemann has more power to steer the company—
something she does very enthusiastically and energetically—and
address 21st-century challenges.
Starting in summer 2022, the Strategy and Technology Committee held
four meetings to prepare a strategy seminar that took place at the
beginning of 2023. Its work enabled the Board to prepare and approve
the Lead the Future strategic plan put forward by the Chief Executive
Officer. This plan, which was presented to Group shareholders and
employees on 16 February 2023, plays to our strengths as a provider of
vital connectivity services and infrastructure.
I have great faith in the ability of Christel, her teams, and all Orange
employees to implement the strategic plan in a way that benefits all our
stakeholders, employees, customers, and shareholders.
Jacques Aschenbroich,
Chairman
2022 Integrated Annual Report
“At this very challenging
time for telecom operators,
our resources help us
deliver very solid results.”
Christel Heydemann, CEO
Interview
8
Orange
9
“Our committed teams
enable the Group to
demonstrate its resilience
and ability to adapt quickly
to market changes.”
Orange
11
Interview with Christel Heydemann —
How would you sum up your experience since taking up your role as Chief
Executive Officer in April 2022?
Christel Heydemann: Over the past 12 months, I’ve seen the commitment shown by
our teams in providing essential digital services in all our operating countries. This is a
major asset that enables Orange to demonstrate its resilience, ability to adapt to market
changes, and resolve to deliver service continuity despite national security issues at
times in Europe and Africa. I am proud of our hard work and collective engagement, as
they have enabled us to meet all our financial targets. I am very pleased with the new
governance structure and the productive relationship I have formed with Jacques
Aschenbroich during our regular constructive discussions.
What is the market context?
C. H.: It was a difficult year for the telecoms industry, particularly as inflation was back
on the rise in Europe. We are experiencing a complex and paradoxical situation where
competition and regulations are putting intense pressure on the profitability of our
activities at a time where investment in digital infrastructure is more crucial than ever.
The pandemic highlighted the essential role of telecoms and the importance of
connectivity to individuals and businesses. Network traffic has grown considerably, and
new challenges have emerged, such as infrastructure resilience, sovereignty, and
security. To address these challenges, we must continue to innovate and create
economic, environmental and social value for all our stakeholders, in line with our
purpose, “As a trusted partner, Orange gives everyone the keys to a responsible digital
world.”
Why are you calling on Big Tech to help fund network infrastructure?
C. H.: The five largest tech companies take up 50% to 80% of our network bandwidth at
certain times of the day, and traffic is expected to continue to grow by 30% per year,
requiring further network investment. However, telecom operators are the only ones
currently dealing with the economic, energy and environmental costs associated with
the increase in network traffic, as the five largest “traffic generators” do not include the
costs they incur in their economic models. Adjustments need to be made to safeguard
future network development, without undermining net neutrality.
What do you want the French regulator to do now?
C. H.: In France, like in all our operating countries, we work in close collaboration with
the regulator. We expect the regulator to adopt a fair and balanced approach so that we
can collaboratively build a framework to provide the best possible service to people
living in France. All relevant information—including economic conditions—needs to be
taken into account to ensure fair funding for infrastructure.
It’s important to remember that Orange has played a key role in ensuring France has
one of largest fiber footprints in Europe. To increase fiber availability across the country,
we need to continue collectively building a viable economic model. Meanwhile, we
must prepare for copper decommissioning. Our copper network may have fewer users
due to the migration to fiber, but it is still a vital resource used by millions of people,
which raises the question of maintenance costs.
How will the new Lead the Future strategic plan you presented in early 2023 help
improve the Group’s value creation potential?
C. H.: We developed Lead the Future in close collaboration with the new management
team and the Board of Directors to prepare Orange for years to come. This plan plays to
our many strengths, particularly our infrastructure and the connectivity services we
provide to millions of customers. This will help us extract greater value from our core
business. We began preparing the ground in 2022 by moving forward with plans to sell
OCS, our premium content service, and consolidate our activities in Belgium and,
hopefully, Spain and carrying out targeted acquisitions, including cybersecurity firms.
Lead the Future will help our market positioning as a leading telecom company by
driving growth and lasting value creation.
Orange’s fiber and mobile networks are a major asset to the company. Where do
they fit into Lead the Future?
C. H.: Network quality is a differentiator in all our operating countries. Unlike other
operators, we began investing in fiber-optic infrastructure very early on, both in France
and around Europe. We know it was a wise decision, as demand for connectivity is higher
than ever and our networks form a key part of the solution. We’re therefore continuing to
develop and upgrade our networks while exploring the new uses they make possible.
10
2022 Integrated Annual Report
“Lead the Future will help our positioning
as a leading telecom company by driving
growth and lasting value creation.”
Orange
13
Interview with Christel Heydemann —
12
What’s more, we are optimizing the way in which our networks are managed for greater
operational and environmental efficiency.
Why is Orange Business Services now called Orange Business?
C. H.: The BtoB market is a difficult environment for all the telecom operators whose
main sources of income have been impacted by rapid technological change. The
financial consequences are significant, which is why we are profoundly transforming our
activities to restore profitable growth in this segment. This has been my priority since
day one and a number of measures have already been taken. Our priority is to simplify
our approach—whether that involves our offers or our ways of working—and tap into
the strength of the Orange brand.
We have therefore given Orange Business Services a new name—Orange Business—
that reflects our aspirations to deliver simplicity, build closer relationships with our
customers and become more digitally focused. We will position ourselves as a leading
provider of next-generation connectivity solutions and continue to accelerate in the
cybersecurity segment, where we aim to outpace market growth.
What does the new enterprise model introduced alongside the strategic
plan involve?
C. H.: As we are facing several challenges at once, our success will depend on our
ability to develop a new enterprise model based on three pillars: performance,
excellence, and trust.
We will be focusing on organizational execution and simplification, more shared support
functions, and a more cross-departmental approach to project monitoring. At all levels,
the expertise of our teams is central to our strategy. What’s more, we will be doing
everything in our power to move toward an “ESG by design” model by strengthening all
aspects of our environmental, social and governance approach. For our purpose to
resonate, our strategic plan sets out our ambitious digital inclusion and environmental
objectives. For instance, we aim to reduce our scope 1, 2 and 3 CO2 emissions by 45%
by 2030 compared with 2020 levels. We will also play an active role in building a society
based on trust—a growing priority as new technologies are deployed.
What talent development priorities have been identified?
C. H.: Our industry is constantly evolving, resulting in rapid and profound changes
across our business lines. Talent development will be key to successfully executing our
strategy. We will need to adapt our skills to our needs, and support the teams
throughout these changes in a kind and truthful manner. We will also apply HR policies
to ensure we can adapt to all circumstances and the growing diversity in our business
lines, while continuing to pursue our objective of providing the best possible service to
our customers.
How will innovation drive the Group’s development?
C. H.: Our capacity for innovation is key to enhancing connectivity services for
individuals at home and on the move, as well as business and wholesale services. We
are developing disruptive innovations in our core business (such as networks of the
future and augmented customer experiences), supporting new global ecosystems and
fostering innovation that has a positive impact on our customers and society as a whole.
What guiding principles will Orange follow in the coming year?
C. H.: As of this year, we will be guided by the three pillars of our new enterprise model—
performance, excellence, and trust. We will all work together to unlock as much value as
possible from our core business, make changes where necessary and bolster operations
in our growth areas. Serving our customers and fostering employee engagement are still
priorities for us.
2022 Integrated Annual Report
“Demand for connectivity is higher than
ever and our networks form a key part of
the solution.”
Orange
14
Strategy — 15
Lead the Future —
Orange launched its new strategic plan in February 2023 to build on the excellence
associated with its core business operations and achieve sustainable growth in
Europe, as well as Africa and the Middle East. Lead the Future will help Orange
take advantage of its high-quality infrastructure to improve customer satisfaction,
reposition its BtoB activities, boost its growth in the cybersecurity sector and
strengthen its position in Africa and the Middle East.
— We developed the Lead the Future strategic plan to prepare for years to come and take
advantage of our high-quality core assets, which set us apart in an industry facing a growing
number of structural and economic challenges (see pages 34-37).
Demand for connectivity and digital services is rising all over the world. Not only do operators
have to respond to customers’ elevated expectations, but they must also contend with
increasing competition and regulatory obligations. Telecom stakeholders need to focus on
making a return on their considerable investments in network upgrades in recent years.
Lead the Future will help Orange respond to these challenges by refocusing on its core
business as a telecom solutions provider. As a trailblazer in the fiber market, Orange can also
capitalize on its leadership position in Europe—notably in France—as well as its footprint in
26 countries worldwide, particularly those in Africa and the Middle East. Orange is also aiming
to become a leader in the European cybersecurity market and will continue repositioning its
BtoB activities to meet customer expectations as effectively as possible. A new enterprise
model is also being introduced to ensure greater efficiency, responsibility, and sustainability.
We will continue to ensure all our decisions align with our purpose.
Strengthening
our commitment
to customer
excellence
Capitalizing
on our
infrastructure
Orange is the leader in fiber infrastructure deployment
across Europe, with almost 46 million FTTH connections
deployed by the end of 2022. Our fiber, 4G and 5G network
roll-out across many regions ensures we can bring reliable
and secure connectivity solutions to as many people as
possible. In rural areas where network coverage is lower, we
are committed to providing retail and business customers
with next-generation satellite-based broadband services that
offer very high speeds.
Our high-performance networks, coupled with greater use of
data and artificial intelligence (AI), will enable us to offer all
our customers tailored connectivity solutions via digital and
in-person channels.
Lastly, we will leverage the expertise of our innovation teams
to build new digital services and applications, such as
on-demand enterprise networks and Wi-Fi of the future for
homes.
Orange will continue investing in networks to strengthen
its leadership position within a responsible financial
framework, engaging in strategic partnerships to share the
financial costs.
We aim to deploy an additional 5 million fiber connections in
Europe and 2 million connections in Africa and the Middle
East between now and 2025. Furthermore, Orange will derive
greater value from its passive mobile infrastructure assets by
raising the third-party operator hosting rate across sites held
by Totem, the Group’s European TowerCo. We will continue
to transition to more modern networks offering very high
speeds by decommissioning our copper network in France
as well as 2G and 3G networks in Europe by 2030. We’ll also
continue to deploy fixed and mobile networks in Africa and
the Middle East in line with our plans to extend our coverage
across the region.
Finally, we will put in place a new management model for our
networks to boost efficiency, resilience, and performance.
2022 Integrated Annual Report
Orange
2022 Integrated Annual Report
16
Strategy — 17
Repositioning
our BtoB
activities and
developing our
cybersecurity
operations
For Lead the Future to be a success, the Group
needs to develop a more efficient, responsible and
sustainable enterprise model based on three principles:
performance, excellence and trust.
In a push for greater organizational efficiency, Orange aims to
clarify the roles and activities of its governing bodies. We
want to enhance our operational efficiency by simplifying
processes, building stronger synergies and promoting
knowledge transfer across different Group entities. What’s
more, we will continue our cost control efforts. Having
achieved more than €700 million in net savings between the
beginning of 2020 and the end of 2022 through the Scale Up
operational efficiency program, the Group aims to save an
additional €600 million between now and 2025. Furthermore,
incorporating environmental considerations into network,
product and service design and operations is key to ensuring
our new enterprise model is robust and resilient.
We wouldn’t be who we are without our teams.
To successfully implement Lead the Future, we must support
talent development by ensuring our teams have the right skills
for new data, artificial intelligence, cloud-computing and
cybersecurity roles. What’s more, we aim to achieve
excellence in our skills to improve customer satisfaction and
retain our position as the most recommended operator.
Trust is the cornerstone of our purpose and a key driver of
economic, social and environmental performance. We will
continue to build a society based on trust by strengthening
our leadership position in the cybersecurity market,
promoting ethical data and AI use and raising awareness of
digital responsibility. Alongside our aim of achieving net-zero
carbon emissions by 2040, we pledge to reduce our scope 1,
2 and 3 CO2 emissions by 45% by 2030 compared with 2020
levels, including by expanding our circular economy.
Orange is profoundly transforming its activities to adapt
to the new needs of a market shaken up by disruptive
technologies such as network virtualization and growing use
of cloud-based collaborative tools.
Orange Business Services is taking on a new, shorter
name—Orange Business—that embodies the push for
simplification behind its transformation plan. Orange
Business will position itself as a leading provider of
next-generation connectivity solutions by leveraging its
proven expertise in secure and trusted connectivity
solutions, refocusing its portfolio of services, transforming
its business model and implementing a large-scale cost
optimization program.
The Group also aims to become a leader in the booming
European cybersecurity market, targeting €1.3 billion in
annual revenue by 2025. Orange Cyberdefense will continue
to pursue organic growth and targeted acquisitions,
accelerate its push into the business and SME segment and
move into new markets including BtoC.
Developing
a new
enterprise
model
Continuing
our growth
in Africa and
the Middle East
The Group sees the Africa and Middle East region as a
major growth market, achieving an outstanding revenue
growth of 25% over a three-year period. Orange intends to
build on this momentum to take advantage of this high-potential
market driven by population growth and increasing use of
digital technology. We therefore aim to achieve an average
annual revenue growth of 7% between 2022 and 2025.
As the telecoms operator chosen by one in 10 people in
Africa, Orange will continue to invest in deploying fixed and
mobile networks across the continent. The Group will also
accelerate the transformation of Orange Money, pivoting
towards a platform-based model offering new digital services
in addition to money transfer and payment services. The
platform will be accessible to everyone, whether or not they
are Orange customers, in all the Group’s operating countries.
Proud of its strong presence in local communities, the Group
will continue to grow this foothold through initiatives such as
Orange Digital Centers—an innovative network of centers
that provide support and contribute to digital skills
development free of charge.
1. Performance
2. Excellence
3. Trust
Orange
2022 Integrated Annual Report
18
19
2022
€4.8 bn
2021
€2.5 bn
2020
€5.5 bn
Operating income
€4.8 bn
2022
€3.1 bn
2021
€2.4 bn
2020
€2.5 bn
Cash flow from telecom activities
€3.1 bn
2022
€977 m
2021
€838 m
2020
€768 m
2022
29.1 m
2021
25.1 m
2020
21.9 m
Revenue generated
by Orange Cyberdefense
Number of active
Orange Money customers
€977 m
29.1 m
2022
€43.5 bn
2021
€42.5 bn
2020
€42.3 bn
Revenue
€43.5 bn
2022
33.1%
2021
31.6%
2020
31.1%
Percentage of women in
management networks
Number of Fiber-to-the-Home (FTTH)
connections deployed worldwide
33.1%
2022
USD 18.7 bn
2021
USD 20.2 bn
2020
USD 19.4 bn
Orange brand value
(BrandZ Top 100 Most Valuable Global Brands)
USD 18.7 bn
2022
44.0%
2021
41.2%
2020
39.5%
Share of IT services in
the Orange Business revenue mix
44.0%
2022
287 m
2021
275 m
2020
259 m
Number of customers
287 m
2022
49.1 m
2021
42.3 m
2020
37.1 m
49.1 m
Key performance
indicators
2022
52.6 m
2021
44.4 m
2020
33.0 m
Number of 4G customers
in Africa and the Middle East
52.6 m
2022
23.1%
2021
20.4%
2020
10.2%
Collection rate of unwanted mobiles
by Europe
23.1%
2022
1.24 Mt
2021
1.33 Mt
2020
1.27 Mt
2022
37.8%
2021
36.3%
2020
31.0%
Scope 1 and 2 CO2 emissions
(Mt = metric megatons)
Percentage of electricity from
renewable sources
1.24 Mt
37.8%
*
**
**
**
*
Comparable data
**
Published historical data
20
21
Orange
Our
strengths
Orange has several key assets to boost its market
potential. Our business model creates value,
our teams demonstrate their expertise and
commitment, our financing methods are diverse
and sustainable, and our ethical business conduct
builds trust among all our stakeholders.
Orange
2022 Integrated Annual Report
22
Our strengths — 23
Strategic expertise
12 Telecoms/Technology/Digital/
Media
6 Banking/Finance
4 Industry
5 Retail
International experience
12 Europe (including France)
9 Americas
5 Asia
7 Africa/Middle East
A best-practice governance
model
Orange separated the roles of Chair and Chief Executive Officer in 2022.
While independent director and non-executive Chairman Jacques Aschenbroich
oversees the Board of Directors, CEO Christel Heydemann is responsible for
coordinating the Group’s executive management team. This governance model
ensures compliance with the principles of separation of powers, and
independence from management, leading to better monitoring and oversight.
Balanced expertise to help us fulfil our purpose and strategy
— At the end of 2022, the Board was made up of 15 members, each appointed for a
four-year term of office, bringing together a balanced range of corporate expertise and skills
to help fulfil Orange’s strategy and purpose. In line with the Afep-Medef code, seven Board
members are independent directors. When Orange split the roles of Chair and Chief
Executive Officer in 2022, it put in place a completely new governance structure in line with
best practices.
Governance and Corporate Social
and Environmental Responsibility
Committee
Calculation of corporate officers’ and
directors’ variable compensation
Governance arrangements and processes
of the Board
Identification of suitable replacements for
outgoing Board members
Review of the Group’s main CSR priorities
(i.e., to fulfil its purpose, address social and
environmental challenges, ensure ethical
business conduct and compliance, etc.) and
monitoring of their implementation
Monitoring of changes in employee
barometer indicators and the policy on
workplace gender equality and pay equity
Strategy and Technology Committee
Review of major projects carried out in preparation
for the establishment of the new strategic plan
Review of multi-year investment programs and major
technological partnerships
Review of the Group’s innovation and research
objectives and the value they offer in terms of
products, services or uses
Audit Committee
Financial reporting (annual and half-yearly accounts,
quarterly results, the Group’s budget)
Debt and liquidity management
Development projects (including in Europe and
Africa and the Middle East) and strategic planning
Risk management and internal control, ethics
Fees and operating conditions for statutory auditors
Overview of the work carried out by the committees in 2022
The Board’s deliverables in 2022
— The Board of Directors sets the Group’s major strategic, economic, social, environmental,
financial and technological policies and oversees their effective implementation by executive
management. It held 13 meetings in 2022, with an average attendance rate of 95.1%. It
implemented the Group’s new governance structure, reviewed the impact of the war in
Ukraine on the Group’s activities and teams in Russia and operating countries bordering
Ukraine (Poland, Slovakia, Romania, and Moldova), and discussed the repercussions of the
European energy crisis. It also reviewed the proposed merger between Orange Spain and
MásMóvil and approved plans to participate in the Spanish auction of frequencies in the
26 GHz band—the last remaining spectrum option for 5G network operators. What’s more,
the Board approved the sale of Orange Studio and Orange’s interests in OCS to the Canal+
Group and the extension of agreements relating to BuyIn, a 50:50 joint venture between
Orange and Deutsche Telekom.
Support from three specialized committees
— The Board is held to account by three separate committees that provide proposals,
recommendations and opinions in their respective areas of expertise—the Audit Committee,
the Governance and Corporate Social and Environmental Responsibility Committee
(GCSERC), and the Strategy and Technology Committee (STC). Each committee is chaired
by an independent director and includes at least one director representing employees and
one representing the public sector.
Corporate expertise
11 HR & employee support
9 M&A and investor relations
8 Finance/Audit/Accounting/Risk
8 Executive management
2 Production/Supply chain
6 Regulatory framework
10 Legal/Compliance/Governance/Ethics
10 CSR & sustainable development
(4: climate and the environment)
7 Sales/Marketing
8 Innovation & technology
Balanced and varied skills on the Board (as of 15 February 2023)
Based on an external consultant’s assessment of the 15 Board members
Orange
2022 Integrated Annual Report
24
Our strengths — 25
1.
2.
4.
7.
10.
3.
5.
8.
11.
6.
9.
12.
13.
14.
15.
Board of Directors
independent directors
Average age
Average number of
years of service
men
63.6%
55.9 years old
4.1 years
45% 55%
As of 15 February 2023
The above percentages exclude directors representing employees and employee shareholders.
women
1.
Jacques Aschenbroich
Chairman, independent director
2.
Christel Heydemann
Chief Executive Officer, director
3.
Valérie Beaulieu
Independent director
4. Stéphanie Besnier
Director representing the French State
5. Alexandre Bompard
Independent director
6. Thierry Chatelier
Director representing employee shareholders
7. Sébastien Crozier
Director representing employees
8. Vincent Gimeno
Director representing employees
9. Anne-Gabrielle Heilbronner
Independent director, Chairwoman of the GCSERC
10. Anne Lange
Director elected at the suggestion of the French State
11. Bernard Ramanantsoa
Independent director, Chairman of the Audit Committee
12. Frédéric Sanchez
Independent director, Chairman of the STC
13. Jean-Michel Severino
Independent director
14. Thierry Sommelet
Director representing Bpifrance Participations
15. Magali Vallée
Director representing employees
Orange
26
Our strengths — 27
An Executive Committee
to deliver the new strategic plan
The Executive Committee is responsible for leading the operational
management of the Group’s business activities and, since early 2023,
overseeing the deployment of Lead the Future, Orange’s new strategic plan.
— The Executive Committee, acting under the authority of CEO Christel Heydemann since
her appointment in April 2022, coordinates the implementation of the Group’s strategy.
A new strategic plan
— In 2022, the Executive Committee played a key role in preparing Lead the Future—the
new strategic plan developed by Orange to build on its core business excellence and
achieve sustainable growth in Europe, as well as Africa and the Middle East. Since the
launch of Lead the Future, the Committee has been busy steering the plan’s implementation
and addressing economic and structural challenges facing the sector.
A new management team
— The composition of the Executive Committee has been adapted to reflect the changes
brought about by the new strategic plan. Over half of members have taken up their positions in
the last 12 months. A new division, Orange Wholesale, was created in February 2023 to
support the Group’s ambitions as regards infrastructure and international networks and derive
higher value from the Group’s assets in markets where we provide products and services to
third-party operators. Accountable to executive management, a team has also been tasked
with helping to make our enterprise model more efficient, responsible and sustainable.
Christel
Heydemann,
Chief Executive
Officer
Jean-François
Fallacher,
Executive
Vice President,
CEO of Orange France
Hugues Foulon,
Executive
Vice President,
CEO of
Orange Cyberdefense
As of 3 April 2023
2022 Integrated Annual Report
Jérôme Hénique,
Executive
Vice President,
CEO of Orange Middle
East and Africa (OMEA)
Mari-Noëlle
Jégo-Laveissière,
Executive Vice
President, CEO
of Orange in Europe
(outside France)
Aliette
Mousnier-Lompré,
Executive
Vice President,
CEO of
Orange Business
Michaël Trabbia,
Executive
Vice President,
CEO of Orange
Wholesale, and
Chief Technology and
Innovation Officer*
Élizabeth Tchoungui,
Executive
Vice President
Corporate Social
Responsibility
Jean-Michel Thibaud,
Interim Executive
Vice President
Finance, Performance
and Development**
Caroline Guillaumin,
Executive
Vice President
Communication
Fabienne Dulac,
Executive
Vice President
Transformation
Nicolas Guérin,
Secretary-General
for the Group
and Secretary
of the Board of
Directors
Vincent Lecerf,
Executive
Vice President
Human Resources
*
Bruno Zerbib will take up his role as Chief Technology and Innovation Officer on 1 June 2023.
** Laurent Martinez will take up his role as Executive Vice President Finance, Performance and Development
on 1 September 2023.
Orange
2022 Integrated Annual Report
28
A compensation policy reflecting
the Group’s balanced strategy
The Orange compensation policy for senior executives is not just a
management tool for attracting, motivating and retaining the talent we need.
It also meets the expectations of shareholders and other stakeholders in terms
of full transparency and with regard to performance and the fulfilment of CSR
commitments.
29
Our strengths —
A balanced and measured compensation policy
— Each year, the Board of Directors assesses the compensation due to Orange’s corporate
officers on the basis of recommendations made by the Governance and Corporate Social
and Environmental Responsibility Committee. It is also subject to approval at the
Shareholders’ Meeting as part of shareholders’ Say on Pay. We implement our Corporate
Social and Environmental Responsibility 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 the rate of
women’s participation in management networks, levels of access to training, the
Group-wide Employee Barometer, and environmental indicators, including reduction in
CO2 emissions.
The three pillars of executive compensation
Fixed compensation
— The fixed compensation of corporate officers is determined by the level and complexity
of their responsibilities, their experience and professional background, and market analysis
for comparable positions. In collaboration with a benchmarking consultancy, we regularly
conduct studies to ensure our compensation levels and structures are competitive relative
to those of similarly sized and complex companies.
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. While the ratio between the
variable and fixed components of the total annual compensation awarded to the Chief
Executive Officer was approximately 1:1 in 2022, it can reach 1.5:1 when targets are
exceeded.
Performance shares
— Corporate officers benefit from performance share grants under the Long-Term Incentive
Plan (LTIP) when they contribute to medium- and long-term value creation for the company
in line with the expectations of shareholders. Performance is measured over a three-year
period and is based on criteria that take into account the direct contribution of executives to
the long-term overall performance of the company. The plan is open to members of the
Executive Committee, as well as executive and leadership networks.
The compensation package for the Chief Executive Officer also includes a
defined-contribution retirement plan and, where relevant, non-cash benefits (such as
company cars and medical check-ups).
Chief Executive Officer
2022 Compensation
(from 4 April)
34%
Annual fixed compensation
32%
Annual variable compensation
27%
Multi-year variable compensation
7%
Defined-contribution retirement plan
Criteria and weightings
for the 2022 target annual variable compensation
Financial criteria
15%
Organic revenue growth
15%
Organic cash flow from telecoms activities
20%
EBITDAaL
Non-financial criteria
17%
BtoC and BtoB service quality
33%
Social performance
for the target multi-year variable compensation
Performance share plan 2022-2024
Performance indicators
30%
Total shareholder return (TSR)
50%
Organic cash flow from telecoms activities
20%
Composite CSR indicator
(reduction in CO2 emissions: 10%;
rate of women’s participation in management
networks: 10%)
30
Our business
model
Building, rolling out and
providing mutualized solutions
for digital infrastructure
Operating fixed and mobile
networks
Offering connectivity,
financial, IT and
cybersecurity services
Orange
Value created
Assets
People
136,000 employees
8,000 working in research and innovation,
including 680 as researchers
2,700 cybersecurity experts
33.1% of women in management networks
Industrial assets
Fiber: 64.9 m FTTH connectable homes
worldwide, with 45.9 m connections
deployed by Orange in Europe
70,000 mobile towers worldwide and
450,000 km of submarine cables owned and
co-owned
4G coverage reaching an average of nearly
99% of the population in Orange’s
8 operating countries in Europe
and 17 operating countries in Africa and the
Middle East
5G rolled out in 7 European countries and
1 African country
32 cyber threat detection centers worldwide
3% of ITN* equipment purchases made up of
refurbished products
Commercial assets
USD 18.7 bn: Orange’s brand value in 2022
(BrandZ ranking)
4,900 stores across the world and
1.5 m resellers in Africa and the Middle East
43,400 employees in customer-facing roles
50% of customer support requests resolved
via digital channels
1.8% of refurbished mobile devices sold in
Europe
Financial assets
€35 bn in equity
7.64% of shareholder base made up of
employees and former employees
1.93×: satisfactory debt ratio
€500 m worth of sustainability bonds issued
in 2022
Suppliers and partners
37.8% of the Group’s electricity derived from
renewable sources
96% of suppliers committed to complying
with the Code of Conduct (ESG)
BuyIn, a joint venture between Orange and
Deutsche Telekom to optimize strategic and
sustainable procurement activities
Our purpose:
As a trusted
partner,
Orange gives
everyone
the keys to
a responsible
digital world.
A major and responsible employer
11.6 m customers respectively)
29.1 m active Orange Money customers
2 m Orange Bank customers in Europe
45,000 malicious websites blocked each year
11,900 recruitments on unlimited contracts
in 2022
85% of employees say they are proud to
work at Orange
91% of employees completed at least
one training program in 2022
Providing an essential service
No.1 for mobile network quality in France
for the 12th year running (Arcep)
Leadership position in the European fiber
and convergence markets (with 12.9 m and
Responsible and open innovation
5 research chairs funded
Awarded the GEEIS-AI label for inclusive
artificial intelligence
17 Orange 5G Labs
53 start-ups backed by Orange Ventures since
2015, 7 of which for the first time in 2022
Solid financial performance
Revenue: €43.5 bn
EBITDAaL: €13 bn
Operating income: €4.8 bn
Organic cash flow from telecoms
activities: €3.1 bn
Dividends paid: €2.2 bn
A controlled environmental impact
20.8% reduction in scope 1 and 2
CO2 emissions between 2015 and 2022**
23.1%: collection rate of unwanted mobiles
by Europe
Progress towards digital equality
1 m participants in our digital workshops and
training courses since 2021
23 countries offering affordable smartphones
with internet access
4 European countries with special offers for
low-income households
18 Orange Digital Centers
Responsible and ethical working relationships
549 corrective action plans carried out after CSR
audits conducted under the JAC***
€17 m spent on goods and services from
companies in the sheltered employment sector
2022 Data
31
Our strengths —
2022 Integrated Annual Report
*
IT & network
** On a comparable basis
*** Joint Alliance for CSR: an association of telecoms operators that seeks to audit,
assess, and develop the implementation of CSR principles
Orange
2022 Integrated Annual Report
32
Our business model
Building infrastructure and operating networks
— Orange, France’s incumbent telecoms operator, is a leading digital company in Europe and
around the world. The fixed and mobile networks we roll out and operate reach individuals in
26 countries in Europe, Africa and the Middle East, and businesses in almost 220 countries and
regions. We leverage our unique expertise to design, deploy, maintain, and provide mutualized
infrastructure solutions that enable essential digital services. Our priority is to develop
high-performance, secure, and resilient networks with significantly lower carbon footprints.
Orange is the leader in fiber-optic infrastructure deployment across Europe, with almost
46 million FTTH connections deployed by the end of 2022. Our two European FiberCos are
committed to expanding fiber coverage in rural areas. The Group has adopted a targeted and
responsible approach to deploying 5G in Europe and Africa, focusing on busy areas with high
connectivity needs and 4G networks nearing saturation. Our customers living in remote areas
can also now access very high-speed broadband using satellite technology. The Group
co-owns 450,000 km of submarine cables worldwide and supports digital sovereignty in
Europe through a network of data centers. Its subsidiary Totem, one of the leading TowerCos in
Europe, strengthens Orange’s position as a manager and operator of passive mobile
infrastructure.
We deploy our expertise across the entire digital value chain to provide
our retail, business, and wholesale customers with highly tailored responses to
their needs while creating lasting value for all our stakeholders.
Offering connectivity, financial, IT and cybersecurity services
— Our business model revolves around delivering reliable services and a high-quality customer
experience. The strength of the Orange brand, the extent of our physical distribution network
(4,900 stores across the world and 1.5 million resellers in Africa and the Middle East), our digital
channels, and our commitment to developing accessible and inclusive products and services
enable us to provide trusted digital services that meet all our customers’ needs and expectations.
The deployment of very high-speed (fiber, 4G, 5G, etc.) networks ensures we can bring
connectivity solutions to all our retail, business and wholesale customers. The Group has
11.6 million convergent fixed and mobile customers. Orange provides innovative,
value-creating mobile services to retail and business customers, drawing on its experience
as an infrastructure operator and a connectivity solution provider.
We enable 29.1 million active Orange Money customers in Africa and the Middle East to complete
financial transactions quickly and easily on the move. Orange’s mobile financial services are
used by 2 million Orange Bank customers in Europe and 1.1 million customers in Africa.
Our IT services (related to cybersecurity, cloud computing, artificial intelligence, data analysis,
etc.) contribute to business digital transformation. We offer businesses innovative solutions
that reflect the changes occurring in their sectors and enable them to improve their economic
performance.
With 2,700 experts and 32 cyber threat detection centers, Orange Cyberdefense has emerged
as a leading provider of cybersecurity services in Europe.
Creating value for all our stakeholders
— Our aim is to create value for our shareholders, customers, employees, and society as a
whole (see pages 112-113 for more information on value sharing). We are committed to
enhancing the profitability and financial value of our business for our shareholder base,
7.64% of which is made up of employees and former employees. As an operator, we continue
to upgrade our networks to enhance connectivity, help customers build their digital skills, and
support businesses and regions.
Orange invests in its teams’ skills development, supports new ways of working and promotes
gender diversity in all areas of the business.
We comply with exacting criteria as regards responsible procurement, ethics, and human
rights across our value chain. Aware of the urgent need for environmental action, we
constantly strive to improve the energy efficiency of our networks, buildings, and modes of
transport and increase the percentage of our electricity coming from renewable sources.
What’s more, we integrate circular economy thinking into our procurement strategy,
production processes, and industries to ensure more products and services are designed in
an eco-friendly way, prolonging the lifespan of products and equipment.
33
Our strengths —
Orange
2022 Integrated Annual Report
34
Our strengths — 35
Trends and
opportunities
Billions of people around the world use digital services on a daily basis.
Driven by innovative technologies and a surge in demand, these services play
a key role in responding to economic, environmental and social challenges.
Telecom operators have to remain agile and adapt their business to respond
to unprecedentedly complex challenges.
Essential digital services
Innovation with
a positive impact
— Global demand for connectivity and
digital services is continuously increasing.
New public and business uses are
contributing to the rise in network traffic.
Public and private sectors are undergoing
digital transformations as essential services
such as education, healthcare and finance
move online. To meet this demand as well as
financial and environmental requirements,
telecom operators must deploy very
high-speed (fiber, 4G, 5G, satellite) networks
while also decommissioning previous
generations of networks (2G, 3G, copper).
— Fueled by a dynamic ecosystem,
technological innovation brings endless
possibilities—network functions
virtualization, the emergence of
connectivity-as-a-service solutions that can
be ordered and configured on demand, the
use of data and AI—that are being
developed and tested but must also be
challenged. As a key driver of growth,
innovation must be approached in a
purposeful manner that has a positive
impact on individuals and society as a
whole.
Opportunities
Vital telecom services to keep businesses
and consumers connected
Solutions development to meet the
growth in demand
Inclusive and affordable digital offers
Support for responsible uses
Maintenance of economic activity and
social ties
Opportunities
Development of digital services with
a positive impact
Improved customer experience
Operational efficiency
Network energy efficiency
Ratio between the energy consumption of a fixed
fiber-optic line and that of an STN/ADSL line
Source: French telecom federation, 2022
1/3:1
Global mobile data traffic is set to increase
more than threefold in the next six years.
Source: GSMA, 2022
Percentage of people in Africa with
internet access in 2022
Source: International Telecommunication Union (ITU)
Number of 5G users worldwide
at the end of 2022
Source: Ericsson Mobility Report 2022
1 bn
3.6-fold
40%
Orange
2022 Integrated Annual Report
36
Our strengths — 37
Increasingly competitive
talent race
Necessary protection for
data and infrastructure
Heightened uncertainty amid
economic turmoil
Proactive environmental
responsibility
— In an increasingly digital world, operators
need to do more to fulfil their net-zero
carbon objectives, limit the use of rare
resources and protect biodiversity. Possible
future steps include promoting the circular
economy, using renewables and developing
solutions to reduce greenhouse gas
emissions. As extreme weather events
become more frequent and intense,
infrastructure resilience becomes more
critically important to the sector.
— Companies in certain sectors, including
cybersecurity, are facing recruitment
difficulties owing to the widespread demand
for workers with relevant skills. To appeal to
potential hires while retaining their existing
employees, companies need to promote
skills development, provide meaningful and
stimulating work opportunities, support
employees’ work-life balance and build a
workplace culture that promotes human
rights, ethics, diversity and inclusion.
— Aside from the devastating impact on
people’s lives, the ongoing geopolitical
conflict has triggered an energy crisis and
shortages, shaking entire economies.
Telecom operators therefore have to contend
with a global slowdown, as well as more
intense competition and rising inflation in
Europe. This uncertainty is forcing them to
rethink their supply chains and seize
opportunities to sustainably transform
business models and focus on growth in
certain regions, such as Africa and the
Middle East.
— In an increasingly challenging cyber threat
landscape, the sector must be able to
safeguard the integrity of data and physical
infrastructure. The European Union has
established a framework to protect citizens
and businesses in this risk-filled environment.
Operators looking to tap into the booming
cybersecurity market need to integrate the
notion of trust into each of their services.
Average cost of data loss for a business
in 2022
Source: Dell Technologies, 2022
Number of mobile phones thrown out worldwide
in 2022
Source: WEEE Forum, 2022
USD 1.06 m
5.3 bn
Increase in the number of cyberattack victims
in Europe between 2021 and 2022
Source: Orange Cyberdefense, 2023
Percentage of global greenhouse gas emissions
caused by the digital sector
Source: The Shift Project, 2021
18%
3.5%
Number of workers that need to be trained by 2030
to meet the demand for digital services in Africa
Source: BCG, 2022
Annual rate of population growth in
sub-Saharan Africa between 2022 and 2030
Source: UN, 2022
650 m
2.5%
Number of cybersecurity vacancies worldwide
Source: Orange, 2022
Global growth rate in 2023
Source: IMF, 2023
2.8% (compared with 3.4% in 2022)
> 3.5 m
Opportunities
Development of advanced cybersecurity
solutions
Increase in network expertise
Development of trusted services for
individuals, businesses and governments
Investments in network resilience
Opportunities
Employer reputation and appeal
Agility and operational efficiency
Skills acquisition support and shift
towards new business opportunities
Opportunities
Growth in Africa and the Middle East
Consolidation in the European telecom
market
Transformation to a sustainable business
model
Contained price increases to help offset
soaring operating costs, particularly
those related to energy for fixed and
mobile networks
Opportunities
Reduction of the Group’s environmental
footprint through the use of digital
technology
Offers that reduce our (retail, business,
etc.) customers’ environmental footprint
Development of the circular economy
Support to ensure all Group stakeholders
reduce their CO2 emissions
Orange
2022 Integrated Annual Report
38
Risk management
— Orange has the structure, procedures and systems in place to anticipate risks and
implement targeted measures to prevent and mitigate them. The goal is to provide reasonable
assurance about the company’s resilience and its ability to meet its objectives and fulfill its
commitments, in line with its purpose and in compliance with applicable laws and regulations.
The Group’s Risk Committee helps executive management report on risk management
activities to the Audit Committee and the Board of Directors. Spearheaded by the Group Audit,
Control and Risk Management Department and assisted by security, compliance and CSR
teams, the Risk Committee monitors our main risks, ensures the internal control and audit
plans are consistent with objectives and advises executive management on adapting our risk
management and internal control framework in response to the latest geopolitical, economic,
social and health developments. The committee meets at least four times a year.
The Audit Committee discusses the existence, monitoring and effectiveness of risk
management during an annual meeting which also considers the overall risk map, the risk
management process and the main risks facing the Group. The operations and risk
management framework is based on a cross-disciplinary and collaborative structure following
the three lines of defense (see model on page 62 of the 2022 Universal Registration Document).
The effectiveness of this structure and the procedures involved are assessed on an ongoing
basis, in line with the company’s strategy and the materiality of the risks identified.
The following pages focus on 14 themes that emerged from the 27 risks outlined in the 2022 Universal Registration Document (URD).
For more information, see the Vigilance Plan and Section 2.1 (Risk factors and business control framework) of the 2022 URD.
In an ever-changing environment where certain risks must be taken to seize
opportunities and address new technological, economic and social
challenges, our risk management framework helps ensure we deliver on our
purpose so that our stakeholders continue to place their trust in us.
Geopolitical
and macro-
economic
instability
Overreliance
on a
supplier
Business
model and
strategy
Description and impact: concentration of offerings, dominance of
certain suppliers and increased outsourcing, against a backdrop of
global geopolitical tensions, impacting on supply chains and service
continuity, particularly in the event of unilateral withdrawal of a key
supplier; unfair contractual terms imposed by a supplier or
decisions made by a State or an authority that interfere with
business operations.
Examples of protection/prevention measures: Our purchasing
policies include a risk assessment in the supplier selection and
monitoring process. We regularly update our procurement and
diversification strategy to make our supply chain and business
dealings more secure. We ask our suppliers to choose recycled
resources over rare materials and frequently review our
choice of suppliers.
Description and impact: shortage of strategic resources; shift
toward digital sobriety; growing distrust of or aversion to new
technology; increased competition including in core network
activities; the rise of new stakeholders; loss of contact with
customers; loss of control of key infrastructure; multiplication of
legal and regulatory constraints; reassessment of the value chain;
failed transformation; unfulfilled financial and non-financial
ambitions.
Examples of protection/prevention measures: Our new strategy is
guided by our purpose, which has been incorporated into our bylaws
(see pages 14-17). What’s more, we continue to implement
operational efficiency programs and enter into partnerships and
invest in ventures that will further our strategic priorities.
Description and impact: growing number of crises or conflicts that
could lead to harm to individuals or damage to assets (whether as a
result of conflation with the French State or not), business
disruption, increased legal and regulatory pressure or international
sanctions; increased pressure on certain local infrastructure as a
result of migrant crises; economic crisis (inflation); decline in
financial performance; impairment loss.
Examples of protection/prevention measures: We use
monitoring and alert systems to anticipate a number of eventualities
including national and international conflicts and tensions. These
systems help us take appropriate steps to avoid or mitigate the
risks, protect people and assets and ensure business continuity.
Additionally, we support local communities through targeted
initiatives and the Orange Foundation network.
39
Our strengths —
Orange
2022 Integrated Annual Report
40
Data and
information
breach
Damage to
tangible assets
Innovation
Description and impact: events* that may compromise information
and data integrity, confidentiality or storage, threaten business
continuity or invade individuals’ privacy (cases of non-compliance
with legislation on protecting personal data or human rights and
fundamental freedoms).
Examples of protection/prevention measures: Our comprehensive
security system improves measures to protect our infrastructure,
products and services through a Security by Design approach and
targeted mechanisms to supervise our networks and IT systems. Our
Data Protection Officer coordinates all privacy-related programs and
measures.
Description and impact: loss in quality, disruption or interruption of
services provided due to a technical malfunction, operational or
supply chain failure, cyberattack, deliberate or accidental damage to
our infrastructure or our partners’ infrastructure, capacity saturation
related to exceptional events or the loss of licenses or usage rights, or
following injunctions from authorities.
Examples of protection/prevention measures: We deploy the
Business Continuity Management System (BCMS) across our
business units. We take measures to protect our networks
(monitoring, preventive and corrective maintenance operations,
ensuring solutions are as resilient as possible right from the design
phase, etc.). We invest in innovative solutions. We occasionally
purchase additional capacity based on our network requirements.
Description and impact: extensive damage to or destruction of
Orange equipment due to accidental causes, malicious interference
(e.g., in the context of conflicts or social or activist movements) or
natural disasters (an increasingly common occurrence with climate
change) that could cause major business disruption or negatively
affect service quality; insurance coverage excluding certain events
(e.g., major disasters).
Examples of protection/prevention measures: Our Business
Continuity Management System (BCMS) and comprehensive
security system improve measures to protect our infrastructure
through a Security by Design approach and targeted mechanisms
(supervising our networks and IT systems, moving infrastructure as
a preventive measure, supporting equipment redundancy, etc.).
Description and impact: inability to provide innovative products
and services against a backdrop of energy saving policies and
shortages of strategic resources; drop in performance due to
disruptive technology or economic or social change;
distrust of digital technology.
Examples of protection/prevention measures: Innovation and
R&D activities have their own entity. Our investment policies
support research and innovation. We participate in standard-setting
bodies. We have set up a center of excellence to ensure our products
and services follow eco-design principles and offer positive-impact
innovations. We are in the process of upgrading our infrastructure.
We help members of the public learn how to use digital tools*.
Major
business
disruption
Electro-
magnetic
waves/fields
Description and impact: potential impact of prolonged exposure
to electromagnetic waves on human health or biodiversity, yet to be
scientifically confirmed; distrust hampering the development of
digital technology or leading to an increase in litigation and a
reduction in the number of customers and their level of use;
strengthening of legal safeguards regarding mobile and internet use
and related infrastructure.
Examples of protection/prevention measures: We ensure
compliance with current health regulations and follow the standards
set by the International Commission on Non-Ionizing Radiation
Protection (ICNIRP), particularly in relation to 5G. We support
epidemiological research programs (led by the WHO, etc.) and
transparency*, develop tools to measure wave intensity and raise
awareness about responsible digital usage.
Management
of investments
Description and impact: difficulty in making investments due to
insufficient human, industrial or financial resources; access to finance
and internal financing capabilities impacted by a poor credit rating due to
external factors (sector, country, etc.), deterioration in financial or
non-financial indicators, depreciation of assets or liquidity crises;
obsolescence, undersizing or late provision of key infrastructure.
Examples of protection/prevention measures: Our financing
strategy aligns with our commitments to deploy and upgrade networks
(through joint financing, partnership, and mutualized and shared
infrastructure solutions) in response to high demand for connectivity as a
result of changing uses. We have implemented internal financial control
processes to safeguard transactions. We obtain financing through
diverse sources. We are rigorous in our approach to cash flow
and debt management (see pages 31 and 112-117).
41
Our strengths —
* Unauthorized access to data,
cyberattacks, injunctions from
authorities, new technology not
yet fully mastered, issues with a
change management process,
failure of partners to protect
externalized data, etc.
* radio-waves.orange.com/en/
* Including France-based
bienvivreledigital.orange.fr
website users
2022 Integrated Annual Report
Orange
42
Compliance
with laws,
regulations
or contractual
obligations
Ethics and
governance
Description and impact: administrative, civil or criminal sanctions
at local or international level or revocation of business licenses in an
increasingly litigious economic environment where laws and
regulations—particularly those with an extraterritorial reach—are
instrumentalized; additional costs to achieve compliance in
particular in areas where the legal framework has not yet been
determined or remains in flux (IoT, AI, blockchain, cloud computing,
etc.).
Examples of protection/prevention measures: The Group’s Legal
Department ensures all our operating regions and businesses are
covered in this respect, including the programs focused on key
issues, such as GDPR, duty of vigilance law, monitoring of
international economic sanctions, international anti-corruption laws
and climate reporting (TCFD, etc.).
Description and impact: organizational vulnerability or inadequate
governance to meet the needs of the company and the
expectations of its stakeholders; inconsistency of individual or
group conduct with business ethics; damage to the Group’s image
and reputation due to an ethical breach; loss of trust among
stakeholders due to the Group’s failure to identify internal or
external fraud, particularly when it affects customers; discredit to
the Group’s purpose; sanctions against the company and/or its
employees.
Examples of protection/prevention measures: The Group has
strengthened its commitment to CSR. For instance, the Action
Committee—an independent body with internal and external
members—and the Data and AI Ethics Council monitor
the Group’s progress in fulfilling its purpose.
The Governance and Corporate Social and Environmental
Responsibility Committee ensures employees adhere to our
charters and policies and oversees the related compliance
programs. We regularly run employee training and awareness
programs. We take the expectations of stakeholders into account
as part of our holistic risk management approach (ERM 360°). The
associated management and control systems undergo regular
internal and external assessments.
Health and
safety of people
Description and impact: physical and mental harm to employees,
customers and partners as a result of activities in high-risk
countries or regions, a decline in working conditions against a
backdrop of significant internal changes, increasing use of virtual
communication and major changes to ways of working, which can
pose psychosocial risks (isolation, information overload, etc.).
Examples of protection/prevention measures: We pursue an
ambitious policy to safeguard the health and safety of employees
and continue to improve their quality of life at work through various
agreements put in place to reflect ongoing dialog with employee
representatives. We have deployed a Vigilance Plan. We conduct
CSR audits as part of the JAC*. We provide targeted training
courses and access to occupational health specialists
(preventionists, doctors, etc.).
Environment/
Fight against
climate change
Description and impact: any event that could prevent Orange from
fulfilling its commitments as regards minimizing its environmental
footprint and that of its value chain, constrained by the development
of uses, the choice of technologies and supply chain factors; failure of
the Group’s transition and energy efficiency programs.
Examples of protection/prevention measures: We are pursuing a
proactive policy to ensure our own networks and resources achieve
net-zero carbon emissions by 2040 (transition plan and energy
efficiency program, circular economy or eco-design initiatives—see
pages 94-99). We offer incentives to encourage employees to
choose eco-friendly and sustainable mobility options. We also
invest in carbon sinks and promote responsible internet use and
digital sobriety among our customers.
Management
of key or rare
skills
Description and impact: insufficiently appealing employer brand;
ineffective talent retention strategies; unsuitable internal training
programs; inability to offer the right expertise as a result of employees
leaving the company and increased competition for key skills and
talent; delay in executing or failure to execute the strategy; major
business interruption; increased reliance on suppliers; decline in
employee morale; reassessment of the commitment to digital support.
Examples of protection/prevention measures: We emphasize
how appealing the Group is by focusing on its purpose, value
sharing, work-life balance, flexibility, internal and international
mobility and specific integration programs. We will support our
employees through our digital transformation and implementation
of our new enterprise model. We have signed intergenerational
agreements to promote knowledge transfer.
43
Our strengths —
* Joint Alliance for CSR
(jac-initiative.com),
an association of which Orange
is a founding member
— For almost 15 years, Orange has been taking a structured approach to stakeholder dialog
across all its operating regions and activities. Internal and external stakeholders are chosen
based on their ability to contribute to the themes being assessed. Stakeholder dialog projects
launched in 2022 included “Parlons du Devoir de Vigilance” [Let’s talk about the duty of
vigilance law], which aims to improve the Group’s risk assessment process across all its
operations and entire value chain and remove obstacles to action plan implementation, and
“Responsables ensemble dans un monde numérique post-covid” [Responsible together in a
post-Covid digital world] in Madagascar, Botswana, and Romania, which focused on CSR
issues. Each project provides an opportunity to assess the priorities identified by all
stakeholders and their impact on the Group’s business and reputation. The resulting ESG
materiality matrix enables Orange to identify priorities and examine the Group’s decisions and
strategy while gaining a deeper understanding of stakeholders’ concerns and expectations.
— The 2022 ESG materiality assessment reflects our recent stakeholder dialog activities and
includes a separate report for Europe (including France), Africa and the Middle East, and
Group. As in previous years, privacy and data protection were identified as being majorly
important to stakeholders and having a high impact on Orange’s business and reputation.
Orange
2022 Integrated Annual Report
44
Ongoing stakeholder dialog
2022 ESG materiality assessment
Stakeholders also held high expectations as regards the environment, inclusive services and
access to essential services through digital solutions.
The duty of vigilance law project resulted in a number of new additions to the assessment—
“unsatisfactory working conditions along the value chain” (an issue raised by external
stakeholders), as well as “interference with freedom of association” and “occupational health
and safety” (issues highlighted by internal stakeholders). The Group launched a project on
double materiality to complement its efforts.
The Action Committee’s relationship with the management team
— Made up of seven individuals from outside the Group and two Executive Committee
members, the Action Committee* works with the management team to ensure Orange’s
purpose continues to drive sustainable transformation. To that end, the committee
recommends how we can bring our purpose to life and reviews our activities to ensure
consistency with our strategy. In 2022, the Action Committee held three meetings, which were
attended by seven Executive Committee members and a number of experts from different
departments. It made around 10 recommendations, calling on Orange to improve how it
measures its scope 3 greenhouse gas emissions and revitalize the roll-out of its child
protection policy. Lead the Future, the new strategic plan Orange presented in February 2023,
is consistent with the views the Action Committee expressed to management.
A strong approach to stakeholder dialog
The Group’s stakeholder dialog activities inform its long-term strategy.
Our Action Committee members, who mostly come from outside the Group,
support this process by regularly reviewing our strategic plan to ensure
consistency with our purpose.
The Group’s materiality matrix
Digital equality
Environment
Responsible economy
Society built on trust
Level of importance to stakeholders
Impact on Orange’s business and reputation
Inclusive services
Access to essential
services
through digital
solutions
Unsatisfactory working conditions
along the value chain
Electromagnetic
waves
Responsible uses
Interference with
freedom of association
Transparent
services/
Customer relations
Digital solidarity
Solutions to reduce customers’
environmental footprint
Resource
depletion
Energy & climate change
Appeal among young people
New ways of working
Equal opportunities
Workplace
equality
Democracy and
freedom of
expression
Exposure of young people
(to inappropriate content
and screens)
Occupational health and safety
Data protection
& privacy
Business ethics & compliance
Support relating to employment
& for the local economy
Biodiversity & other
environmental considerations
45
Our strengths —
* A list of the committee members is available here:
orange.com/en/engagements/our-purpose-compass-guides-all-our-future-actions
Orange
2022 Integrated Annual Report
46
Committed, multi-talented
teams
Orange’s company-wide health and safety agreement lays out a set of principles for the
whole Group. For instance, all employees have health insurance coverage. Our “health and
safety and quality of life at work” dashboard, which covered 97.5% of employees in 2022,
tracks the impact of our initiatives on an ongoing basis.
Enabling employees to own shares in the company and
feel more invested in its success
— On December 31, 2022, employees enrolled in the Group Savings Plan and the
International Group Savings Plan held €1.9 billion worth of shares, i.e., 7.64% of Orange’s
capital (an increase on 2021). We are keen to increase employee share ownership to ensure
they benefit from the value created by Orange and feel more invested in the success of the
business.
Allowing eligible employees to take a career break
— Our latest intergenerational agreement came into effect in 2022. This agreement set out
measures to promote the recruitment of young people, support employees in the middle to
late stages of their career and foster knowledge transfer. It also states that employees who
have worked at Orange for at least 10 years can take a career break for three to 12 months
on 70% pay. They can, if they wish, use their time out to volunteer with non-profits,
contribute to projects in start-ups or SMEs or enroll in a university course or training
scheme.
Giving employees the opportunity to contribute to digital inclusion
— In 2022, the Group’s skills-based volunteering program and part-time work scheme for
older workers enabled almost 500 employees to work with a non-profit. For instance,
450 employees volunteered at 11,600 digital workshops run by Orange Solidarité in stores or in
other venues with its partners, reaching almost 50,000 people who benefit from
Orange Foundation programs.
Celebrating top projects at the Engagement Makers Awards
— Held in 2022, the second-ever Engagement Makers Awards celebrated the efforts of the
top four teams working on various CSR-related topics, such as the circular economy,
renewables, supply chain carbon emissions, and digital skills development. The idea is to
provide the team in first place with project development support.
Proactively managing skills
— The Group pays special attention to skills development. In 2022, 91% of Orange
employees completed at least one training program (lasting 20.7 hours on average). Each
employee has a personal development plan and can sign up to training courses run by
Orange Campus—the Group’s network of schools—and additional vocational schools. Our
development, upskilling and reskilling programs focus on new technological skills and
professions (relating to data, artificial intelligence, cybersecurity, virtualization, cloud
computing, 5G, etc.). These programs enable us to anticipate the skills we will need, in line
with our Lead the Future strategic plan (see pages 14-17).
We also raise awareness of our CSR priorities, which are central to our enterprise model.
Nearly 65,500 employees completed a total of more than 121,500 hours of CSR training
in 2022.
Improving the quality of life at work
— We conducted another Group-wide Employee Barometer to determine how satisfied
teams were with their quality of life at work. In 2022, 85% of employees said they were
proud to work for Orange and 77% would recommend the Group as a great place to work.
We continue to improve our approach to management, collaboration, team autonomy,
work-life balance and workload planning.
Our teams are key to our success as a Group. To lead our business into the
future, we invest in employee training to keep pace with market changes.
47
Our strengths —
Orange
2022 Integrated Annual Report
48
A financial strategy in line with
our CSR commitments
Investing in start-ups in our industry
— Our €350 million venture capital investment vehicle, Orange Ventures, funds innovative
start-ups that are working on innovative economic models in our areas of expertise and
beyond. The synergies built by the Orange Ventures team between these start-ups and our
business units benefit the Group and its customers. Since 2015, Orange Ventures has
supported 53 start-ups, seven new in 2022. Furthermore, Orange Ventures Impact, a
€30 million investment vehicle for climate, inclusion and care projects, invested in a number
of promising start-ups in 2022—Traace (which has developed a carbon emission
measurement and reduction tool), Goshaba (which strives to make workplaces more
inclusive), and Sêmeia (which has built a healthcare platform to remotely monitor patients
with serious or chronic illnesses).
Aligning our financing policy with our environmental and
social commitments
— Orange’s financing policy reflects its sustainable performance ambitions. Since 2020,
Orange has issued two sustainability bonds worth €1 billion in total to support two types of
projects—environmental impact (such as energy-efficient infrastructure sharing in Poland
and circular economy-friendly set-top box refurbishment in France) and social impact (such
as fiber deployment to promote digital inclusion in rural France).
In November 2022, Orange also refinanced its €6 billion syndicated credit line while
integrating environmental and social performance criteria for the first time.
What’s more, we set up a Sustainable Finance Department, reporting directly to the Group’s
Finance Department, in early 2023.
To underpin our social and environmental commitments, we put in place
sustainable finance mechanisms and deploy investment strategies to support
responsible innovation in our industry.
Offering employee saving schemes that
promote important values
Orange works in collaboration with trade unions to ensure its employee saving
schemes promote engagement, sustainability and solidarity. Nearly all the
funds offered under the Group Savings Plan and Collective Retirement
Savings Plan include socially responsible investments (SRIs). At the end of
2022, the value of these SRIs stood at €1.1 billion, accounting for 45% of the
diversified employee savings funds, an increase on 2021.
In 2023, Orange won a French Sustainable Investment Forum prize for the
quality of the sustainable investments in its employee saving schemes and
the social dialog it engages in when setting them up.
Value of the sustainability bonds issued by the Group since 2020
€1 bn
49
Our strengths —
Orange
2022 Integrated Annual Report
50
A business with ethics
at its core
Data and AI Ethics Council
— Orange founded a Data and AI Ethics Council in 2021. Accountable to the Executive
Committee, this independent advisory body is responsible for defining an ethical framework
for data and AI, excluding regulatory obligations, in line with Orange’s values and purpose. In
November 2022, it published the Data and Artificial Intelligence Ethical Charter, which will be
deployed across the Group to ensure ethical, responsible and transparent use of data
processing and AI technologies.
New customer relations ethics guidelines
— Published in 2022, our customer relations ethics guidelines cover different aspects of
interactions with customers. Developed in collaboration with the Group’s customer service
teams and approved by our Ethics and Sustainable Performance Committee, these guidelines
set out the main ethical conduct principles relevant to customer relations. The document
provides practical advice and generic rules applicable to all our operating countries. We also
launched new training and awareness-raising tools. For instance, we developed “customer
relations ethics” videos and independent learning content (e.g., the “corruption risk prevention
and detection” e-learning module) to help our teams better understand these topics.
Code of Ethics and anti-corruption policy
— In 2022, the Group published its new Code of Ethics, which sets out professional conduct
guidelines for employees, as well as individual conduct guidelines for our stakeholders.
Orange also updated its anti-corruption policy to bring it in line with the French “Sapin II” law
on transparency, anti-corruption and economic modernization. Chairman Jacques
Aschenbroich and Chief Executive Officer Christel Heydemann sponsored these documents,
showing that ethical practices are a top priority for the Group’s new governance team. The
latest guidelines were published in October 2022 to coincide with the 10th Ethics &
Compliance Day, an annual event aiming to raise employee awareness through conferences
and debates that are filmed and broadcast in all the Group’s operating countries.
Extended whistleblowing protection
— Our online whistleblowing platform Hello Ethics continued to grow in 2022, reaching new
entities in Europe and Africa. Launched in 2021, the platform enables employees and external
stakeholders to anonymously or non-anonymously report corruption, fraud, breaches in
ethical compliance or concerns relating to the environment, fundamental and human rights,
and health and safety. Orange ensures that whistleblowers who disclose non-compliance in
good faith are not sanctioned, dismissed or discriminated against directly or indirectly.
We update our third-party (due diligence) assessment methodology every year based on
actively requested feedback. A France-based shared services center is responsible for
collecting these assessments across the Orange SA scope. A new IT-based corruption risk
assessment system, ArengiBox, is being rolled out to help make the risk mapping process
more seamless and action plan management more straightforward.
Ethical conduct is the cornerstone of a trustworthy digital landscape, which is
why it’s something Orange promotes across the business. In line with changes
in the regulatory landscape and stakeholders’ calls for greater transparency,
the Group continues to evolve and strengthen its ethical practices.
Crisis unit set up in response to
the war in Ukraine
Soon after Russia invaded Ukraine, the Group set up a crisis unit to manage
the impact of the war. Primarily responsible for employee safety and network
security, the unit also ensures compliance with the various economic
sanctions imposed by the European Union, the United Kingdom and the
United States. What’s more, Orange provided information and support to teams
impacted by these sanctions and sector-specific embargoes.
51
Our strengths —
Orange
2022 Integrated Annual Report
52
Notes — 53
Orange
54
55
Our
approach
to value
creation
We create value for all our stakeholders by improving
infrastructure, businesses, the environment, and social
factors in Europe, Africa and the Middle East.
Orange
2022 Integrated Annual Report
56
Europe
Number of convergent customers
11.6 m
2 m
Number of Orange Bank customers in Europe
We generate most of our revenue in our eight countries in
Europe, where we operate very high-speed fixed and mobile
networks and carry out targeted consolidation.
Number of mobile customers
in Europe (in millions)
Number of fixed broadband customers
in Europe (in millions)
98.8 in 2022
93.3 in 2021
85.7 in 2020
21.6 in 2022
21.4 in 2021
20.0 in 2020
including mobile customers in France*
(in millions)
including fixed broadband customers
in France* (in millions)
44.1 in 2022
39.8 in 2021
34.8 in 2020
12.7 in 2022
12.5 in 2021
12.2 in 2020
57
Our approach to value creation —
— Improve our NPS** by 10 points between 2023 and 2025 and
retain our position as the most recommended operator in France
Objective under
Lead the Future
*
The figures provided include the Enterprise segment.
** Net Promoter Score: a metric used to gauge the likelihood of a customer or user recommending a product, service or brand
2022 Integrated Annual Report
Our approach to value creation — 59
Orange
58 — Europe
Strong performance
Solid performance across our eight operating countries
— In France, the Group delivered high levels of commercial performance in 2022. We gained
1.3 million fiber customers during the year, largely due to the gradual transition from copper
to fiber-optic networks. We recorded 581,000 mobile net additions—our best performance
since 2017—as well as our lowest ever churn rate.
We also saw a return to growth in other countries in Europe. For instance, our retail services
grew by 2.9%, driven by convergence, the BtoB market and a significant (25.5%)
year-on-year increase in customer roaming.
In Spain, our efforts to restore our margins are clearly paying off. While our annual revenue
contracted by 1.5%, we saw a return to growth in the second half of the year.
In Belgium, we achieved high levels of operational performance—with 2% revenue growth—
and made progress in the high-speed network market.
In Luxembourg, we continue to adapt our portfolio of offers, in line with our challenger position,
while capitalizing on the 5G network we launched in 2020.
In Poland, we achieved 4.7% revenue growth in 2022, driven by the expansion of our fiber
network.
In Slovakia, we are extending our service portfolio with new-generation offers, such as mobile
plans with a higher data allowance and a more comprehensive television package.
In Romania, we continued to roll out our 5G network, which is now available in 23 urban areas
(up from 17 in 2021). What’s more, we secured a large amount (220 MHz) of spectrum in a 5G
auction at the end of the year to support the country’s ongoing digital transformation.
In Moldova, our strong performance is driven by the transition from fixed to fiber-optic
networks. Our high-quality mobile network reaches more than 2 million customers across
the country.
A winning consolidation strategy
— Orange is pushing ahead with its acquisition strategy in line with European telecoms
market consolidation. These acquisitions enable us to accelerate the deployment of new-
generation networks and launch convergent services.
In Spain, we signed an agreement with the operator MásMóvil in 2022 to merge our
operations. The deal is subject to approval by the relevant competition authorities and
expected to be finalized in 2023. Operated as a 50:50 joint venture, the new entity will
accelerate fiber and 5G investments, benefiting customers in Spain, and use its financial
strength and stature to boost digitalization and innovation in this large market.
In Belgium, the European Commission approved Orange Belgium’s offer to acquire a 75%
stake—minus one share—in VOO SA, one of the country’s leading telecoms operators and a
provider of fixed and mobile telephone and broadband solutions, as well as television
services. This acquisition will give Orange Belgium a very high-speed broadband
network in Wallonia and part of Brussels and the opportunity to accelerate its fiber
deployment across the country. What’s more, Orange Belgium and Telenet signed
two commercial fixed wholesale agreements providing access to each other’s hybrid
fiber-coaxial (HFC) and Fiber-to-the-Home (FTTH) networks for a 15-year period.
In Romania, Orange acquired a 54% stake in fixed operator Telekom Romania (since
renamed Orange Romania Communications) in 2021 and successfully rebranded all
products and services in 2022. What’s more, Orange Business (see pages 86-87) has
tapped into the company’s ecosystem of partnerships and solutions to become one of the
leading technology suppliers and integrators for public- and private-sector organizations in
the country.
Orange’s solid performance in its eight European operating countries is
underpinned by its convergent offers and multi-service strategy. The Group is
also forging ahead with its acquisition policy as the European telecoms market
consolidates, bringing benefits for all its customers across the continent.
European footprint
8 countries
Orange
2022 Integrated Annual Report
60 — Europe
Convergence, a driver of growth for our premium packages
— Developing convergent offers helps drive high levels of commercial performance and
therefore value creation for the Group on the continent. Bundling high-speed fixed and
mobile services enables us to retain customers, increase our average revenue per user
(ARPU) and build on the success of our premium—fiber and 5G—packages for retail
customers, who enjoy extra in-store benefits and exclusive services such as 24/7 support
and personalized advice.
In France, over half of our broadband customers have signed up to a convergent
offer. Our average quarterly revenue per convergent offer (ARPO) increased by 2%, primarily
due to the success of the Max (internet and TV) offer. Our performance in Spain was similar.
In Poland, Orange continued to develop its Love convergent offer, which includes
competitively priced fixed and mobile services in its standard package. The number of
convergent customers rose to 1.63 million at the end of 2022, i.e., 69% of the total number of
fixed broadband access lines. In Romania, Orange Romania and Orange Romania
Communications jointly launched an initial national convergent offer under the Orange brand.
Pricing that reflects service quality
— While we improved the quality of our products and services in 2022, we were forced to
raise our prices—by €1 to €2 per offer—in each country to offset major increases in
operating costs, particularly energy price hikes.
A wider range of services
— We are also continuing to pursue our multi-service strategy by providing new offers for
retail customers, enabling us to increase ARPU. Alongside the financial services provided
by Orange Bank (see pages 64-65) and our IT security solutions, we have launched a remote
surveillance offer called “Maison protégée” in France, as well as a service that enables users
to monitor their home in Spain. We are also developing a range of mobile insurance options
including a repair service.
Strong customer relations are key to the success of these offers. In France, we received a
Net Promoter Score (NPS) of 27.9 in 2022—a six-point year-on-year increase, which is in
line with our ambition of securing a five-point improvement each year. In Europe, Orange
enhances customer relations by leveraging AI-powered digital tools such as chatbots,
conversational robots offering round-the-clock customer support.
Our approach to value creation — 61
Paris 2024, an outstanding technological feat
The Paris 2024 Organising Committee has entrusted a single operator, Orange,
with equipping 40 official competition venues hosting 878 events with advanced
technology—such as fiber optics, 5G, and the Internet of Things—for the next
Summer Olympic and Paralympic Games. No fewer than 1,000 Group
employees (network experts, IP network engineers, technicians, etc.) are
involved in delivering this technological feat by designing and deploying
solutions that will form part of the unique digital experience offered by the
most connected Games ever to 15,000 athletes, 13 million spectators and
4 billion viewers.
Orange’s revenue in Europe (including France)
€28.9 m
Orange
2022 Integrated Annual Report
62 — Europe
The innovation at the heart
of what we do
At Orange, we firmly believe that technological progress needs to benefit as
many people as possible, which is why our teams develop solutions that
create lasting value.
Value creation through innovation
— In a landscape of rapidly evolving technologies and uses, Orange Innovation leverages
the expertise of 8,000 employees—including 680 researchers—to develop tangible
positive-impact solutions that are competitive and create value for the Group and its
stakeholders. The teams in France and around the world conduct experiments in key areas,
such as network virtualization, the Internet of Things (IoT) and artificial intelligence, in
collaboration with teams from Orange Business (see pages 86-87).
Orange is involved in a number of collaborative research projects and initiatives, leading
around 50 projects with French, European and international stakeholders. We work in
partnership with seven competitive clusters, five research chairs and three shared
laboratories.
Intellectual property, a strategic asset and a pillar of innovation
— Having filed almost 10,000 patents, Orange holds the second-largest intellectual property
portfolio among European operators. This portfolio includes key patents for a number of
telecom standards relating to essential technologies such as radio, 4G and 5G, as well as
audio and video compression coding. Orange is also preparing future offers and already
boasts a wealth of intellectual capital in fields such as cybersecurity (with over 500 patents
and pieces of software), quantum computing, and artificial intelligence. In 2022, we added
207 new inventions to our portfolio of unique technological assets, which are licensed to
more than 2,000 industrial partners worldwide.
Support for innovative start-ups
— To drive innovation among start-ups in our industry, we created one of the first accelerator
networks in the world—Orange Fab. Spread across Europe, Africa, the Middle East, and
North America, our 16 Orange Fab accelerators support promising start-ups in developing
their business and strengthening their management practices. Programs focus on a specific
theme such as generating new business opportunities, including through partnerships
involving our own business units and those of our partners.
Several start-ups supported by Orange Fab France presented their business and met
potential clients at the Viva Technology innovation show in Paris in 2022. For instance,
SkyBoy enabled Orange customers with a Samsung Galaxy smartphone to discover the
brand’s latest creation through a unique, 360-degree virtual reality experience.
In 2022, Orange Fab France launched its second 5G-themed program, selecting seven new
start-ups that would receive support in high-growth sectors such as Web3 and Industry 4.0.
The intake included Latence Tech, which offers a solution to analyze, monitor and predict
5G mobile network service quality.
The “Eternal Notre-Dame” VR experience,
an innovative celebration of a cultural landmark
In partnership with the organizations in charge of restoring the Notre-Dame
cathedral in Paris following the fire in 2019, Orange developed a virtual tour
allowing visitors to journey back in time as if they were there. This shines a
spotlight on our extended reality (XR) ambitions and enables us to raise funds
for the reconstruction project in a unique way. The “Eternal Notre-Dame”
VR experience gives visitors the opportunity to delve into the history of the
iconic landmark while supporting a national cause.
Value of the Group’s R&I investments in 2022
€605 m
Our approach to value creation — 63
Orange
2022 Integrated Annual Report
64 — Europe
Orange, an operator blazing a trail
in the mobile banking world
Through Orange Bank, the Group offers a range of mobile-native financial
services and cutting-edge banking solutions that work in synergy with our
broader telecoms activities.
More accessible mobile banking services
— When Orange launched Orange Bank in 2017, it became the first telecoms operator to enter
the French retail banking market. Drawing on the Group’s expertise in mobile digital services,
Orange Bank has deployed simple-to-use products with innovative features, paying particular
attention to service quality. Since day one, the Orange Bank app has enabled customers to
view transactions in real time, transfer money instantly by text message and make contactless
and mobile payments.
Special packages have been launched to promote synergies. For instance, customers who sign
up to our Pack Premium and Carte Premium fee-based services receive 5% cashback on
purchases and their internet and mobile phone bills into their Orange Bank account. Orange
also provides in-store banking services, enabling customers to take out mobile phone
insurance and access financing options to purchase mobiles and connected devices.
In 2022, Orange Bank continued to go from strength to strength, reaching 2 million customers
in France and Spain and selling 830,000 products. While our basic service subscription is free
and does not have any specific income requirements, 96% of new Orange Bank customers
sign up to fee-based services.
Customer relations at the heart of our banking model
— Orange Bank’s model revolves around customer relations and the mobile experience. Our
advisors and experts harness innovative tools to provide increasingly tailored responses to
customer needs. Our artificial intelligence-powered virtual assistant can directly respond to
89% of questions. What’s more, we show we take our responsibility to our customers
seriously by developing initiatives around financial education (a topic covered on the Orange
Bank blog), promoting green solutions and maintaining high levels of data security.
Our customer satisfaction results are encouraging—we have received an average rating of
4.4/5 from 13,000 Trustpilot reviews, ranking above other banks in France. Orange Bank is
also the highest rated banking app in Spain (with Apple Store and Play Store ratings of 4.9/5).
Prêt Express, a new personal loan service
— In 2022, Orange Bank launched a new personal loan service called Prêt Express.
Developed in collaboration with French fintech Younited, this new service uses open banking*
technology and enables customers to securely retrieve financial data from another institution
in just three clicks using a mobile device, computer or tablet, while cutting the time it takes to
process loan applications and the number of documents needed. Applicants receive a
response within five minutes on average and, if relevant, alternative offers depending on their
circumstances. The service is also open to people who are not Orange Bank customers.
One Bank, a project boosting operational efficiency
— We’re also developing a single IT platform project, One Bank, to bring together Orange
Bank’s operations in France and Spain. This project has three objectives—to deliver an
enhanced and unified customer experience for three customer bases (Orange Bank France,
Orange Bank Spain, and GBanque, in partnership with Groupama), to bring together a single
team responsible for the entire European scope, and to adopt the highest IT standards.
Ultimately, the One Bank project will facilitate faster innovation, cost cutting, and greater
deployment opportunities for our banking solutions in new countries.
Number of Orange Bank customers in Europe
2 m
Our approach to value creation — 65
* Open banking gives retail and business customers the power to share their financial data with third-party providers to access
innovative and personalized solutions.
Orange
2022 Integrated Annual Report
66
Africa and
the Middle East
Revenue generated in the region in 2022
€6.9 bn
(up 6.4% on 2021)
€125 m
Over €100 bn
— Achieve an average annual revenue growth of 7%
between 2022 and 2025
Value of our investments in fixed networks
between now and 2025
Value of Orange Money transactions in 2022
Across our 18 operating countries in Africa and the Middle
East—a region where we have been active for over
20 years—our strategic priorities include extending network
coverage and expanding our multi-service ecosystem, with
mobile financial services forming a key part.
Number of mobile customers
in the region (in millions)
Number of fixed broadband customers
in the region (in millions)
143.1 in 2022
135.2 in 2021
128.4 in 2020
2.8 in 2022
2.2 in 2021
1.7 in 2020
67
Our approach to value creation —
Objective under
Lead the Future
Orange
68 — Africa and the Middle East
Improving access to
4G networks
— Mobile data usage increased by 18% in
the region in 2022, largely driven by
customers in Egypt and the Democratic
Republic of the Congo. We are accelerating
the deployment of 4G in our operating
countries, targeting an average coverage
rate of 85% by 2025. We now have 53 million
4G customers, an increase of 19% year on
year. Our €260 million investment plan
between now and 2025 will strengthen our
leadership position in the mobile network
market with the creation of 3,000 new mobile
sites in 2023, mostly in Egypt and Morocco.
Fast-paced
network
deployments
Orange invests in extending fixed
and mobile network coverage in Africa
and the Middle East to support
growing network traffic and facilitate
greater use of digital technology.
One in 10 people in Africa are on
an Orange network, making us a key
digital partner in the region.
Improving
connectivity
in rural areas
Today, 500 million people
living in Africa still have no
mobile network access.
We therefore signed a
partnership with Vanu—a
provider of equipment and
services in areas lacking
connectivity—to enhance
our network coverage in
off-grid areas and bring
digital services to rural
communities. The first
phase of the project will
involve installing
infrastructure at
900 sites—700 in Côte
d’Ivoire and 200 in Liberia.
The partnership between
Orange and Vanu will
include technological
upgrade work and draw on
the innovative
network-as-a-service
(NaaS) model. We aim to
set up 10,000 sites in total
between now and 2030.
Accelerating fixed broadband
investments
— Fixed broadband is our second largest
growth driver in Africa and the Middle East.
We serve 2.8 million fixed broadband
customers across the region, an increase of
27% on 2021. To build on this momentum,
we will be investing €125 million in fixed
networks between now and 2025, with a
view to connecting an additional
800,000 homes to fiber and reaching a total
of 1.3 million fiber customers across the
region. Between €100 million and
€200 million will go towards developing our
Pan-African infrastructure, with up to
10,000 km of fiber backbone, the foundation
of our network on the continent. We will also
be accelerating the deployment of fixed
wireless internet using time division duplex
(TDD) and fixed wireless access (FWA) 5G
radio technologies.
Launching 5G in new countries
— In 2022, Botswana became the first
African country to experience Orange’s
commercial 5G offering, which will be
extended to six other countries—Senegal,
Côte d’Ivoire, Jordan, Burkina Faso, Liberia
and Guinea-Bissau—in 2023. The use of 5G
technology will support the development of
new digital services relating to healthcare,
education and security. We opened three
new Orange 5G Labs (see pages 78-79)—in
Senegal, Côte d’Ivoire and Jordan—in 2022
in preparation for the roll-out of our
commercial 5G offering and help local
organizations and digital providers seize all
the opportunities offered by this new
generation of networks.
2022 Integrated Annual Report
A single app for all
our services
— Over 15 million of our fixed and mobile
customers in Africa and the Middle East use
My Orange. This free multi-service app
simplifies the sign-up process for our voice
and data services and offers easy access to
our financial services via Orange Money
(allowing customers to transfer money or
check their account balance) and
entertainment services via the My Place
platform (available in eight countries).
The rise of e-commerce
— Since 2022, customers in 12 countries
across the region have been able to buy
mobile devices and accessories from our
new website. We offer customers in
Morocco and Jordan a fully digital buying
experience from order to delivery and are
developing similar models in Egypt, Côte
d’Ivoire and Senegal.
Use of data and AI to enhance
our customer experience
— We are leveraging artificial intelligence and
data analytics tools in Africa and the Middle
East to better understand our customers and
help our vendors recommend the most
suitable products and services to match their
usage. We have also deployed chatbots in
12 countries to improve our customer
experience. Consumers in Guinea, Jordan
and Cameroon can interact with these
chatbots to buy products and services.
What’s more, we are currently developing
French- and Wolof-speaking voice bots in
Côte d’Ivoire and Senegal, respectively.
Strong support for
the local digital ecosystem
— Keen to expand our range of services, we
support innovative local entrepreneurs
through various initiatives. Our 10 Orange Fab
accelerators (see pages 62-63) have
supported almost 130 local start-ups since
2019. We also recognize start-ups that
develop projects with a positive social and
environmental impact through the Orange
Social Venture Prize in Africa and the Middle
East. What’s more, our free Orange Digital
Center program (see pages 104-105) has
reached 700,000 young people across the
region.
Improved
access to
healthcare
through
online
services
Orange and DabaDoc—a
Moroccan start-up
operating in North Africa
for the past eight years—
are preparing for the launch
of the Orange Santé
platform in Côte d’Ivoire in
2023. Developed to connect
patients and doctors in
sub-Saharan Africa for the
first time, this platform
facilitates online
appointment booking,
remote consultations and
related payments, and the
establishment of electronic
medical records. The
platform aims to address
the shortage of doctors in
certain isolated areas by
enabling patients to
remotely consult
specialists of their choice.
We are looking into
launching the platform in
other countries in
sub-Saharan Africa and
adding new services.
Delivering a
range of
high-quality
services
Orange sees Africa and the Middle
East as a major growth market and is
aiming to become the region’s
benchmark multi-service operator by
developing a range of services that
promote positive-impact digital
solutions from our local ecosystem.
69
Our approach to value creation —
Orange
2022 Integrated Annual Report
70 — Africa and the Middle East
Essential mobile financial
services
Against a backdrop of low banking penetration rates and rapid mobile phone
adoption, Orange Money has contributed to the growth of financial inclusion in
Africa since 2010, enabling people to access financial services even if they live
in remote areas. Orange Bank Africa has fueled this momentum by providing
inclusive credit facilities without any specific income requirements.
Facilitating a record number of money transfers
— Our ambition is to provide customers with easy money management solutions, an
innovative product portfolio, an enhanced customer experience, and guaranteed secure and
transparent transactions, while responding to increasingly high expectations from users,
businesses, and governments.
At the end of 2022, Orange Money was operating 450,000 points of sale serving over
29 million active monthly customers and generating almost €500 million in revenue from more
than €100 billion worth of transactions since the start of the year. Money transfers from
Europe to Africa had doubled in comparison to 2021. Given the intense competition we
faced in 2022, our record-breaking results are a testament to the strength of our model,
which is underpinned by a strong brand name and services based on trust.
Supporting changing uses
— In 2022, the Group launched a number of new services that make it easy to deposit and
withdraw money. For instance, customers without a smartphone can now use a physical
card with a QR code. Customers in Côte d’Ivoire and the Democratic Republic of the Congo
can set up a standing order to ensure automatic payment of a pre-determined fixed amount
at regular intervals. We also extended our mobile financial services to customers of other
operators.
To ramp up our growth and pool our assets, we opened a new Orange Money development
center in 2022. Based in Dakar and Abidjan, this center will support the technical
development of our digital financial services in line with customer needs.
Offering new services to business customers
— Our mobile payment services help small and medium-sized enterprises generate more
revenue, achieve greater efficiency and take their performance to the next level. O’Calm
enables entrepreneurs in Côte d’Ivoire to receive immediate payments and track their
income more efficiently. Wéli allows Orange Money business customers in Senegal to
receive immediate payments at no cost. Now integrated into Orange Money, the Mahali
service gives small vendors and traders in Côte d’Ivoire access to online tools designed with
local conditions in mind to manage delivery locations.
Increasing access to loans
— In Côte d’Ivoire, Orange Bank Africa—Orange’s mobile bank—enables people whose
needs are unmet by the traditional banking system to access pico- and micro-finance
solutions and savings services through their Orange Money mobile account. Our scoring
tool has enabled over 1.1 million customers to obtain Tik Tak loan approval in less than
10 seconds without providing proof of income. We have also raised the borrowing limit—
regular customers can now borrow up to 500,000 CFA francs (≈ €760), i.e., five times more
than when the service was launched in 2020. The range of Orange Bank Africa loans
expanded with the launch of mortgages, consumer credit instruments (including auto loans),
as well as credit options for businesses.
In Botswana, we became the first operator to launch a pico-finance solution (loans of up to
€100), and, in Guinea, we created a microfinance institute that will offer simple and instant
digital financial services.
What’s more, Orange Money and Orange Bank Africa services can be accessed via an app
that’s compatible with most smartphones.
Number of active Orange Money customers
in Africa and the Middle East
Over 29 m
Total value of loans granted by Orange Bank Africa
since 2020
€245 m
Our approach to value creation — 71
Orange
2022 Integrated Annual Report
Infrastructure
Percentage of the population in our 8 operating countries in Europe
covered by the 4G network
Almost 99%
17 operating countries in Africa and the Middle East with 4G coverage
2.7 m
— Accelerate fiber deployment between now and 2025
+ 5 million connections in Europe
+ 2 million connections in Africa and the Middle East
14.9%
Revenue growth achieved by Totem, Orange’s European TowerCo,
between 2021 and 2022
Number of homes and commercial premises made fiber-ready by
Orange Concessions, Orange’s French FiberCo
We continue to invest in deploying new-generation fixed and
mobile networks that are key to bringing connectivity
solutions and digital services to as many people as possible.
64.9 m
Number of FTTH connectable homes worldwide
72
Our approach to value creation — 73
Objective under
Lead the Future
Orange
2022 Integrated Annual Report
74 — Infrastructure
Fiber, a powerful customer
acquisition tool
As a fiber trailblazer, we’re continuing to deploy very high-speed fixed
broadband across Europe, Africa and the Middle East. Fiber offers superior
performance and is therefore a powerful customer acquisition tool while
enabling us to derive higher value through new offers, particularly for
third-party operators.
Achieving a significant increase in the number of connections
and customers
— We have been bringing fiber-optic internet to homes and businesses for over a decade,
leading the market in Europe having made 61.7 million homes fiber-ready and deployed
almost 46 million fiber-to-the-home (FTTH) connections by the end of 2022. Our dense
network and fast-paced deployment helped us gain 1.1 million customers in 2022, bringing
our total customer base up to 12.9 million. We are also continuing to invest in deploying
fiber in Africa and the Middle East (see page 68), where we aim to serve 1.3 million fiber
customers by 2025. This development demonstrates our commitment to increasing digital
coverage in all our operating regions while driving regional development.
In France, Orange is the leading operator in the fiber market, with 7.2 million customers at
the end of 2022—1.3 million more than in 2021. Half of our FTTH internet subscription sales
were to new retail customers, which shows that fiber is a powerful customer acquisition tool
and a major driver of growth. Our FiberCo Orange Concessions (see pages 80-81)
increased FTTH availability to over 2.5 million households in rural areas in 2022. As a result,
80% of the population is now covered with speeds of up to 2 Gb/s. France therefore has one of
the largest fiber footprints in Europe.
In Spain, we have made 16.8 million homes fiber ready to date. While our new Jazztel TV
offer gives Jazztel fiber customers access to a wide range of audiovisual content for less
than €5 per month, our premium offering Pack Infinity delivers speeds of 10 Gb/s and free
support, from Wi-Fi router installation to customer service. In Poland, our fiber customer
base grew by 23.9% in 2022.
Deriving higher value from our network through
solutions for third-party operators
— Orange Wholesale France (OWF) aims to derive higher value from and monetize
our infrastructure by providing network solutions to telecoms operators in France and further
afield.
In 2022, OWF expanded its portfolio of fiber offers by launching FTTH Access. This offer
gives operator customers access to an activated fiber-optic network built on the local FTTH
loops (or bitstream) deployed by Orange and other infrastructure operators, enabling them
to provide electronic communications services to their end customers without rolling out
local infrastructure. These customers can already enjoy extensive coverage, with more than
31 million connectable sockets in mainland France.
Decommissioning our copper network in France
— We are in the process of decommissioning our copper network—which connected
landlines for over 50 years—to make way for new-generation networks. In France, this
two-step process involves discontinuing our copper-based services in areas with fiber in
2023, then gradually dismantling the network by 2030. Customers in areas where the
network has been decommissioned will be given details of alternative (fiber, fixed 4G,
satellite, etc.) packages. Switching off this network, which uses the oldest, most
energy-intensive technology, will result in more resilient connectivity and reduce energy
consumption.
Number of FTTH connections deployed across Europe
by the end of 2022
Almost 46 m
Our approach to value creation — 75
Orange
2022 Integrated Annual Report
76 — Infrastructure
New-generation mobile
networks
Orange teams work day in, day out to design, deploy, improve and expand
access to mobile networks across all our operating countries.
High-performance 4G and 5G networks enable us to support new customer
uses and bring reliable and secure connectivity solutions to as many people
as possible.
Continuing to expand 4G coverage
— Our 4G coverage reaches nearly 99% of the population in our eight operating countries in
Europe and we’re looking to expand our footprint even further. In mainland France, where
Orange’s 4G network reaches 99.7% of the population, we are continuing to invest in rural
areas, both on our own and as part of the New Deal Mobile initiative (launched by Arcep and
the French government in 2018 to improve mobile coverage across the country). Nearly all
our sites in blackspot areas enjoy 4G coverage.
Speeding up 5G network deployment
— The Group is also working on expanding its 5G networks, which are now available in
Botswana and seven European countries—France, Luxembourg, Poland, Romania,
Slovakia, Spain, and Belgium (where we launched a 5G network in 2022). We now cover
almost 2,200 French towns, reaching over 56% of people living in mainland France. In 2022,
Saint-Denis on Reunion Island became the first city in overseas France to inaugurate a 5G
mobile network, which we plan to extend to 80% of the island’s population by the end
of 2023.
Orange first deployed 5G networks in crowded locations, such as urban centers, airports
and beach resorts, where there is a risk of existing mobile networks (particularly 4G)
reaching saturation point––installing 5G antennas at existing 4G sites to limit the
construction of new infrastructure.
This carefully planned and responsible deployment strategy also helps keep carbon
emissions in check in an increasingly digital world. For the same volume of data,
5G antennas consume less electricity than 4G antennas.
7 in Europe
1 in Africa
Number of countries where we operate 5G networks
Modernizing networks
Between 2025 and 2030, Orange will gradually decommission its 2G and 3G
networks in Europe. Migrating our customers over to more robust,
newer-generation mobile networks will enhance their user experience.
In France, our 2G network will be deactivated by the end of 2025 and our
3G network will be shut down by the end of 2028. In Belgium, Luxembourg,
Poland, Romania, Slovakia and Spain, our 3G antennas will be switched
off by 2025 and our 2G network will be phased out between now and 2030.
Local circumstances and actual network usage were analyzed in each country
to ensure a seamless and phased migration with minimal disruption to users.
Our approach to value creation — 77
Orange
2022 Integrated Annual Report
78 — Infrastructure
Supporting new use cases
— In 2022, Orange began deploying network cores to support 5G Standalone (5G SA) in
Europe. These 4G/5G network cores will ultimately make it possible to offer differentiated
services using network slicing, which involves dividing a physical network into multiple virtual
networks to support critical applications and priority services and offer different levels of
quality and security. This technology is adopted by businesses for its security, reliability and
scalability. It also supports private mobile network solutions.
Open Radio Access Network (O-RAN) architecture allows operators to build networks using
equipment from different vendors, which facilitates deployment while reducing operating
costs. In early 2023, we entered into an O-RAN network sharing agreement with Vodafone
for rural parts of Europe where we both have mobile networks. The first commercial sites will
be deployed in Romania. The Group continues to develop this architecture, which underpins
the experimental 5G SA network Pikeo, a fully automated cloud-based network powered by
data-driven artificial intelligence—a first in Europe back in 2021. This real-world experiment
has helped us build on our expertise in integrating and operating networks like this. The
ultimate goal is to be able to fully automate the network deployment and operation process.
Supporting our business customers
— To accelerate 5G innovation, Orange 5G Labs help companies of all sizes and local
authorities unlock the full potential of 5G and its use cases and take advantage of new
product and service development. Orange 5G Labs have been launched across Europe and
the Middle East and Africa. There are 10 such facilities in France (Châtillon, La Défense,
Rennes, Bordeaux, Lyon-Charbonnière, Lille, Toulouse, Belfort, Marseille and Reunion
Island), two in Belgium (Antwerp and Liège), one in Romania (Bucharest), one in Poland
(Warsaw), one in Senegal (Dakar), one in Côté d’Ivoire (Abidjan) and one in Jordan (Amman).
By the end of 2022, the Orange 5G Lab program had reached over 2,100 economic agents,
supporting 182 companies in their experiments. In 2022, Orange deployed a mobile Orange
5G Lab at the Viva Technology innovation show in Paris, giving attendees the opportunity to
learn about 5G innovations and speak to Group experts.
Designing the networks of the future
— The next generation of mobile networks, or “6G”, promises even higher levels of
performance. Even though this technology is still in the early research and development
phase, the Group is actively participating in a number of research projects to test out its
capabilities. Orange was the first European operator to present reconfigurable intelligent
metasurface prototypes. By directing waves present in the environment in a particular
direction, this technology consumes less energy than a “traditional” repeater without
compromising the service quality. We are also involved in a number of leading collaborative
research projects, including Hexa-X-II, which seeks to position the European Union as an
industrial leader in 6G. As part of this project, we are coordinating the working group
responsible for defining technical requirements for 6G networks to ensure they respond to
social and environmental challenges, working closely with civil society representatives. The
first commercial 6G deployments are scheduled for 2030.
From a longer-term perspective, the development of quantum computers requires the
creation of even more secure networks, for which other quantum technologies are being
explored. At the Orange Research and Innovation Exhibition in 2022, we demonstrated how
video feeds could be encrypted using quantum key distribution for the first time in France.
This system uses cryptographic techniques to ensure confidentiality and immediately detect
the presence of hackers. Conducted as part of the Paris Region QCI project in collaboration
with Sorbonne University and the French National Center for Scientific Research, this
experiment features solutions developed by ID Quantique and Thales.
Converged solutions for higher network value
Orange Wholesale aims to derive higher value from our infrastructure and
networks in wholesale markets where we provide products and services to
third-party operators as well as Orange Business customers.
We launched the eNGINe [NGIN = New Generation International Network]
program to mutualize service infrastructure and international networks covering
these two markets. In 2022, we reached a milestone with the creation of the
Open Global Network, a new worldwide converged network supporting all
traffic passing through its core, within a 12-month time frame. This
unprecedented project for the Group was also a world first.
17
Number of Orange 5G Labs worldwide
Our approach to value creation — 79
Orange
2022 Integrated Annual Report
80 — Infrastructure
TowerCos and FiberCos,
providing performance-boosting,
mutualized solutions
Amid growing demand for very high-speed connectivity, mutualized
infrastructure solutions play a key role in the value creation process. Orange has
created TowerCos and FiberCos to enhance the operational performance of its
passive mobile infrastructure assets, unlock new revenue streams and
accelerate the deployment of its fiber network.
TowerCos to derive higher value from
passive mobile infrastructure assets
— A TowerCo, or Tower Company, builds, manages and leases out “passive” mobile
infrastructure assets—masts and rooftop structures—on which network antennas are
mounted. As of 2023, independent TowerCos hold 83% of passive mobile infrastructure
assets in Europe. By launching an independently managed European TowerCo Totem in 2021,
Orange strengthened its position as a mobile infrastructure manager and operator and opened
up new growth opportunities. Totem now manages over 27,000 masts, rooftop structures and
other mobile sites in France and Spain and is aiming to become a leader in the European
TowerCo market.
Totem leverages its strong regional footprint and the expertise of its teams to bring mobile
operators, businesses and institutions mutualized infrastructure solutions, respond to
requests to build new sites, and offer mobile coverage solutions to improve connectivity in
crowded, enclosed environments such as stadiums, metros, trains and offices.
As the fifth largest holder of sites in Europe, Totem is able to respond to surging connectivity
needs and provide a solution to meet the new requirements of operators awaiting industrial
partners. Its dynamic growth is illustrated by the signature of new commercial 5G deployment
contracts with Telefónica in Spain and Iliad in France, as well as its successful tender for the
network deployment package of Metro Line 15 South of the Grand Paris Express. In France,
450 new sites were built in 2022 to respond to operators’ needs and enhance regional mobile
coverage.
In 2022, Totem reported revenue growth of almost 15%. The TowerCo derived 16.2% of its
overall revenue from third-party hosting and achieved a colocation rate of 1.37 third-party
operators per site in 2022, with plans to bring this figure up to 1.5 by 2026.
FiberCos to increase access to fiber-optic internet
— A FiberCo, or Fiber Company, is an entity formed when multiple parties agree to
co-deploy fiber-optic infrastructure in a particular region. One such French entity is Orange
Concessions, a 50:50 joint venture between Orange SA and a consortium comprising La
Banque des Territoires, CNP Assurances and EDF Invest. As the leading Public Initiative
Network infrastructure operator in rural France, Orange Concessions was launched in 2021
and supports local authorities in their regional digital development. In total, 2.7 million homes
were fiber ready by the end of 2022 and 1 million active retail and professional clients were
connected to fiber networks by early 2023—a 70% increase in the space of a year. The Group
is also stepping up its efforts to raise public awareness of copper-to-fiber migration in areas
covered by the Orange Concessions network. The objective is for the FiberCo to operate
4.5 million fiber access connections in more than 6,500 towns across 30 French departments
by 2025.
In Poland, we also launched a FiberCo with Dutch pension fund APG in 2021. This 50:50 joint
venture enables Orange Poland to accelerate fiber deployment across the country. An
additional 1.7 million connections will be rolled out by 2026, primarily in areas with limited or
no access to very high-speed broadband, bringing the total up to 2.4 million.
Number of fiber-optic lines deployed by Orange Concessions by 2025
4.5 m
Number of sites held by Totem
in France and Spain
27,100
Our approach to value creation — 81
Orange
2022 Integrated Annual Report
82 — Infrastructure
Submarine cables, a key
component of digital sovereignty
Submarine telecommunications infrastructure is central to digital sovereignty
and net neutrality. As a major player in the international submarine connectivity
landscape, the Group boasts unique expertise in this strategic area and
invests in numerous connections around the world.
Infrastructure at the center of international attention
— Today, an intricate network of submarine cables spanning 1.3 million kilometers carries
99% of the world’s internet traffic to enable instantaneous transoceanic communication.
These cables are therefore key to countries’ economic and information sovereignty. The
coopetition* among stakeholders in this sector can be described as economic (as tech
giants invest heavily in owning their own submarine connections) and geopolitical (as
tensions mount between the world’s great powers). The Group’s subsidiary Orange Marine
enables France and Europe to play a vital role in this landscape.
Submarine cables along the most strategic routes around the world
— Orange has invested in more than 40 cables—spanning almost 450,000 km—along the
most strategic routes around the world. We therefore have the necessary infrastructure to
carry our own and our subsidiaries’ data flows and meet the connectivity needs of
wholesale and business markets. We also oversee most cable landing operations on French
shores. The Group owns two fiber pairs, with a total capacity of 100 Tb/s, in the transatlantic
cables Dunant and AMITIÉ. In a landscape of capacity-related uncertainties, this ensures we
can meet our own needs along the strategic submarine cable route between North America
and Europe—one of the most important corridors in the world, with internet traffic doubling
every two years on average.
Orange continues to invest in projects involving submarine cables to guarantee and
enhance the service quality of its global network. For instance, we are part of the
SEA-ME-WE 6 (South East Asia–Middle East–Western Europe 6) consortium responsible for
building a new “express” (very low-latency and very high-speed) submarine system that will
connect multiple countries between France (Marseille) and Singapore including India, which
is calling for greater capacity. Furthermore, Orange and the independent submarine
infrastructure operator Medusa Submarine Cable System have joined forces to provide an
open and high-performance interconnection solution to all partner operators of the Medusa
cable. At 8,760 km long, Medusa will be the longest submarine cable system in the
Mediterranean Sea and connect nine countries in Africa and southern Europe from 2024,
playing a key role in boosting digital and economic development. One of 16, the landing
point in Marseille, a major hub for global internet traffic, will provide cable users with secure
access to all of the city’s data centers.
Orange Marine,
a source of unique expertise
— Orange Marine, a wholly owned subsidiary of the Group, lays and repairs submarine
cables for all types of customers around the world. It has been deploying a high-quality
telecommunications network for over 100 years. As a leading ship-owner, it runs six cable
ships, a vessel that conducts submarine cable route surveys, and three marine bases (Brest
and La Seyne-sur-Mer in France and Catania in Italy). Its fleet is gradually being replaced by
vessels that meet stringent environmental impact reduction criteria. For instance, the
“Sophie Germain”, the latest addition to the fleet, consumes 25% less fuel than the average
cable ship in operation.
In 2022, Orange Marine finished installing new cables in the Pacific Ocean, the Mediterranean
Sea, the Atlantic Ocean, and the Caribbean Sea.
Length of submarine cables installed by Orange Marine
287,000 km
including 257,000 km of fiber-optic cables
Our approach to value creation — 83
* Cooperation between competing companies
2022 Integrated Annual Report
84
Businesses
The Group leverages its unique expertise in all aspects of
connectivity, security, and resilience to support business
customers worldwide through Orange Business and Orange
Cyberdefense.
Number of data, digital and artificial intelligence experts
4,000
—
Cybersecurity: 14%
Cloud:
10%
Digital & data: 10%
Enable Orange Business to return to profitability (EBITDAaL)
growth by 2025 at the latest
— Generate €1.3 bn in annual cybersecurity revenue by 2025
Solid growth across IT & integration services
220
Number of countries and regions covered by our enterprise networks
85
Our approach to value creation —
Objectives under
Lead the Future
Orange
Orange
2022 Integrated Annual Report
86 — Businesses
Services to cater for all companies,
all over the world
The Lead the Future strategic plan helps us adapt our model to a market
where the lines between digital services and networks are becoming
increasingly blurred. To support our business customers in this new
environment, we are leveraging our unique expertise in all aspects of
connectivity, security, and resilience.
Fresh impetus to Orange Business
— With over 29,000 employees in 65 countries, our BtoB arm Orange Business (formerly
Orange Business Services) is transforming (see pages 14-17) to become a key network and
digital technology integrator by 2030 and return to profitability (EBITDAaL) growth by 2025
at the latest.
The Orange Business portfolio is structured around four strategic value propositions—
Workplace Together (developing new hybrid ways of working), Augmented Customer
Experience (personalizing the customer journey), Smart Industries (transforming and
optimizing industrial processes using digital technology), and Evolution Platform
(implementing new infrastructure strategies). Each of these value propositions is backed by
expert teams in data, cloud computing, and digital services.
As the world’s leading provider of next-generation connectivity solutions, Orange Business
is ramping up its investments in secure virtual (SD-WAN, SASE, 5G) networks and working
with other Group entities such as Orange Cyberdefense (see pages 90-91) to develop a
modular services platform, the cornerstone of its ambitious digitalization and automation
program.
Recognition for our services
— In 2022, Orange Business migrated 1,168 Siemens sites across 94 countries to SD-WAN
infrastructure. Developed in partnership with Cisco, our custom and secure network
functions virtualization solution helped Siemens simplify its global communication
infrastructure.
In 2022, we were recognized as a Leader in the Gartner Magic Quadrant for Network
Services, Global for the second year in a row.
By acquiring French telemedicine company Exelus in 2022, Enovacom, a French healthcare
data interoperability leader and an Orange Business subsidiary, expanded its portfolio of
solutions to include Nomadeec, a platform offering healthcare professionals cutting-edge
tools for scheduled remote consultations, assessments and care appointments, as well as
emergency telemedicine.
Blockchain in agriculture
— Orange Business joined forces with Agdatahub (an operator of agricultural data exchange
platforms) and IN Groupe (a French state institution that produces official documents) to
develop Agriconsent, the first decentralized digital identity system for farmers. Hosted on
Orange Business’ public cloud, this blockchain-based system enables farmers to authenticate
their identity and securely share data—such as farming practices or environmental and
technical information—with their suppliers, customers or administrative entities.
Support for all companies
Supporting companies also involves connecting them to our fiber and mobile
networks. In France, we restructured our commercial BtoB support to leverage
our strong regional presence and expand our portfolio of customers. We
continued to adapt our sales model to better serve our 2 million business
customers, who now have access to a network of advisors specialized in
handling complex requests. We also launched a mobile rental service
for professionals. Orange was rated as having the best customer service in
France for the second year in a row in the “Communication solutions for
businesses” category.
Our approach to value creation — 87
Orange
2022 Integrated Annual Report
88 — Businesses
Trusted data management
solutions
Data, an increasingly important economic resource, is under threat from
growing cyberattacks and fragmented cloud storage across different
jurisdictions. That’s why we provide secure and transparent solutions to
our public- and private-sector customers.
For the French government
— In 2021, Orange teamed up with Capgemini to launch Bleu, a French cloud initiative
meeting the data sovereignty needs of the French government and public administrations,
in partnership with Microsoft. This cloud platform comes under French and European
jurisdictions and will ensure critical network operators, essential service operators, the
French government, the public service, hospitals and regional authorities can access
Microsoft 365 collaboration and productivity tools, as well as all Microsoft Azure services.
Bleu guarantees security when transferring data and controlling cloud applications
exclusively from data centers that are located in France and provides assurances that they
remain strictly separate from Microsoft’s facilities. The platform is due to be commissioned
in 2024.
To provide more modern connectivity to security, emergency services and crisis
management personnel including police and customs officers, fire fighters, and paramedics,
the French government appointed Orange Business as its coverage provider for the “radio
network of the future” project. This very high-speed network will support instant
communication during critical situations, with new features enabling users to make videos
calls or share their location or documents in real time.
For regions
— We also help regional authorities manage and unlock value from their data in a sovereign
and secure manner. In 2022, we joined forces with La Banque des Territoires to create
Hexadone, a digital data aggregation and enhancement platform that will enable regional
authorities to manage all their data for their own needs and decision-making or operational
purposes or share their data with other stakeholders in their ecosystem. The launch is
scheduled for the first half of 2023.
For businesses
— Orange Business’ 2,600 cloud experts guarantee data security (see pages 90-91) and
confidentiality in compliance with the latest regulatory requirements. We’re continuing to
consolidate our value proposition using our multi-cloud services, which grew by 10%
between 2021 and 2022.
Developing shared blockchain infrastructure
In 2022, Orange Business supported the creation of the Alliance Blockchain
France consortium to bring together major stakeholders in the French
blockchain ecosystem. Its objective is to deploy open, shared infrastructure for
industrial players and administrations looking to reap the benefits of
blockchain, expand access to this technology and provide a common
environment for sharing and experimentation. It also aims to maintain the
economic competitiveness of French companies by leveraging blockchain
technology, particularly in terms of boosting productivity and increasing security.
Our approach to value creation — 89
Orange
2022 Integrated Annual Report
90 — Businesses
Cybersecurity, a high-growth
strategic market
Cyberattacks are a growing threat in today’s digital world. In 2022, our
detection tools logged 99,000 security threats to our customers, averaging
one incident per day per organization. With 2,700 cybersecurity experts,
Orange Cyberdefense is now a key contributor to building a safer digital
landscape.
Achieving outstanding growth
— In 2022, Orange Cyberdefense’s revenue grew 14% to €977 million, the objective being to
bring this figure up to €1.3 billion by 2025. Solid progress was made in the very small and
small enterprise segment in France in particular. We have hired almost 800 new employees to
help achieve our ambitions in all our operating countries.
The acquisition of Telsys and SCRT in 2022 brought Orange Cyberdefense closer to its Swiss
clients. While Telsys manages IT solutions, SCRT is a leading Swiss-French cybersecurity
company that specializes in ethical hacking (which involves using the same techniques as
malicious hackers to find security vulnerabilities in networks and systems). Now active in
nine European countries, Orange Cyberdefense continues to pursue a targeted acquisition
strategy on its path to becoming a leading cybersecurity company in Europe.
We also inaugurated a new campus in Marseille to support local authorities and businesses in
the Provence-Alpes-Côte d’Azur region. This latest opening further strengthens our regional
footprint in France, where we already operate campuses in Lyon, Rennes, Lille, and Toulouse.
We also won a four-year contract in 2022 to secure IT and communication systems for the
French Ministry of Armed Forces. This major contract will be delivered in partnership with
CS Group, which is renowned for its expertise in designing, integrating and operating critical
systems.
Protecting very small and small businesses
— Cyberattacks on small businesses are on the rise and can have devastating consequences,
which is why we launched Cyber Protection in France in 2022 to help secure their vital data.
This new-generation antivirus program, which provides connected devices with constant
protection, combines artificial intelligence (powering a software agent installed on computers)
and human surveillance (conducted by Orange Cyberdefense experts).
Anticipating, detecting and responding to threats with SOCs
— Dotted around the world, our 32 security operation centers (SOCs) leverage the Group’s
expertise in anticipating and responding to IT threats. In 2022, they analyzed over 60 billion
security events each day. To keep pace with the ever-changing threat landscape, our analysts
and experts also proactively examine IT systems to adjust detection tools accordingly. These
AI- and machine learning-based tools analyze past incident data to build attack scenarios and
anticipate future hacking attempts.
The SOCs are also innovation hubs. As part of the Software République open innovation
ecosystem, we have teamed up with Renault to develop a solution that detects cyberattack
attempts and protects vehicles. This solution will be deployed in certain Renault models from
2025.
Working together to build a safer digital world
— Orange is a trusted partner of stakeholders committed to building a safer digital world. In
France, we are involved in the Phishing Initiative, an online phishing reporting and prevention
platform. Every year, we check hundreds of thousands of URLs flagged as potentially
fraudulent by internet users. The Group has also partnered with the CyberPeace Institute, an
NGO that promotes “peace in cyberspace” by assisting civil organizations targeted by
large-scale computer-based attacks.
Increase in Orange Cyberdefense’s revenue
between 2021 and 2022
14%
Our approach to value creation — 91
Orange
2022 Integrated Annual Report
92
Environment
We’re aiming to achieve net-zero carbon emissions by 2040
by reducing our carbon emissions, increasing our use of
renewables and deploying an ambitious circular economy
program while supporting our customers and encouraging
our suppliers to minimize their environmental footprint.
Percentage of our renewable energy needs already covered by our initiatives
19.4%
Over €1 bn
Revenue generated by our Orange Business solutions to help customers reduce
their environmental footprint
Almost €130 m
Value of avoided or saved capital costs unlocked since 2020 through the OSCAR program
to develop the circular economy for our network equipment
Scope 1, 2 and 3 CO2 emissions
compared with 2020 levels
Collection rate of unwanted mobiles
by Europe
Objective:
10.0% in 2025
1.8% in 2022
Percentage of total mobile sales
coming from refurbished devices in Europe
Objective:
- 45% in 2030
+1% in 2021
Objective:
30.0% in 2025
23.1% in 2022
20.4% in 2021
93
Our approach to value creation —
Objectives under
Lead the Future
For the purposes of this report, all CO2 emissions have been converted into carbon dioxide equivalents (CO2eq),
a metric used to compare the emissions from various greenhouse gases based on their global warming potential (GWP).
Orange
2022 Integrated Annual Report
94 — Environment
Our net-zero carbon ambition
Transitioning to greater use
of renewable energy
Orange is committed to buying and producing more renewable energy. In 2022,
37.8% of our electricity came from renewable energy sources, including
grid-connected systems.
— Our objective of achieving net-zero carbon emissions by 2040—in line with the IPCC and
Paris Agreement target of limiting the global temperature rise to 1.5°C above pre-industrial
levels—is central to our environmental ambition. Our target for 2040 is a 90% reduction in
greenhouse gas emissions in three different categories: direct emissions from our buildings
and vehicles (scope 1); indirect emissions associated with purchased electricity and heating
for our networks and buildings (scope 2); and indirect emissions generated upstream by our
suppliers, service providers and employee commuting and downstream by our customers
(scope 3).
Lead the Future, our new strategic plan, strengthens our climate change mitigation
objectives, reaffirming our commitment to reducing our scope 1 and 2 CO2 emissions
related to digital activities by 30% by 2025 (compared with 2015) and our scope 3 emissions
by 14% by 2025 (compared with 2018). This means we’re now aiming to reduce our scope
1, 2 and 3 emissions by 45% by 2030 (compared with 2020).
Capturing and storing residual emissions
— Some of the emissions generated by human activities are unavoidable. These residual
emissions can be sequestered through sustainable practices as part of a net-zero carbon
approach. To absorb the residual 10% of our emissions, we fund natural carbon sink
projects that have a positive impact on local communities and biodiversity, whether through
direct investment or the Orange Nature fund. For instance, in 2022, we provided financing
for the NGO Planète Urgence and the consulting firm Sia Partners to restore and sustainably
manage almost 1,000 hectares of mangroves in Cameroon.
Measuring our impact on biodiversity
— In 2021 and 2022, we assessed the impact of our activities on biodiversity in partnership
with the independent consultancy The Biodiversity Consultancy. The assessment concluded
that the Group’s biodiversity footprint was around 12 MSA.km²* across scope 1 activities,
4 MSA.km² across scope 2 activities and larger still across scope 3 upstream activities
(extraction of materials for fiber optics, mobile network infrastructure, servers, individual
items of equipment, etc.). We are working with our main suppliers to minimize this impact.
— In Europe, Orange has entered into Power Purchase Agreements (PPAs)—long-term
contracts to buy electricity from renewable sources at a pre-negotiated price—to mitigate
the effects of fluctuating energy prices while supporting the shift to renewables. By the end
of 2022, we had signed PPAs covering 26% of our estimated electricity consumption in
2025. Additionally, we source renewable electricity in some European countries through
agreements that oblige suppliers to present a Guarantee of Origin. In 2022, these
agreements met 95% of Orange Belgium’s and 76% of Orange Slovakia’s scope 2 needs,
while covering 72% of Totem’s electricity needs (see pages 80-81).
What’s more, we signed a memorandum of understanding with Reservoir Sun in 2022 to install
our first European photovoltaic plant at Bercenay-en-Othe, a strategic satellite
communications site in France, which is expected to meet 20% of the site’s energy needs and
due to be commissioned in 2025.
To achieve net-zero carbon emissions, we have launched a vast program to install solar
energy generation systems at our sites in 14 countries in Africa and the Middle East,
equipping over 18% of mobile sites with photovoltaic panels to date. This program involves
collaborating with Energy Service Companies (ESCOs) to outsource the investment,
installation, modernization and operational management relating to infrastructure to improve
electricity consumption, environmental impacts, and supply reliability.
Orange is also developing a large-scale solar energy program. Nearly 70% of our electricity
needs in Jordan is now met by three solar farms. A similar solution will soon be rolled out in
Mali, followed by other countries at a later date. These programs in Africa and the Middle
East helped us avoid generating over 209,000 metric tons of CO2 in 2022.
Our approach to value creation — 95
* The value in MSA.km² (where MSA denotes Mean Species Abundance) indicates the equivalent number of square kilometers of land
with complete biodiversity loss.
Orange
96 — Environment
Reducing our
carbon
footprint
In line with our ambitious objectives
to reduce our scope 1, 2 and 3
CO2 emissions, we are exploring
ways to increase the energy efficiency
of our networks, buildings and
vehicles and working with our
stakeholders to reduce carbon
emissions across our entire value
chain.
Developing
an action
plan for
scope 3
emissions
In 2022, Orange improved
its scope 3 assessment
process and developed an
action plan that focuses
on selling fewer new
devices, embracing the
circular economy and
transitioning from fixed
copper to fiber-optic
networks. What’s more,
we include environmental
criteria in our calls for
tenders and actively
encourage our suppliers
to reduce their own
emissions. We aim to
reduce our scope 3
emissions by 14%
compared with 2018 levels
by 2025 (see page 94).
Setting even more ambitious
emission reduction targets
— In 2022, Orange’s scope 1 and 2
CO2 emissions were 6.3% lower on a
comparable basis relative to 2021 due to
better management of our energy
consumption, use of electricity from
renewable sources (see page 95), as well
as the transition to greener energy mixes in
certain countries. Our new strategic plan,
Lead the Future, strengthens our emission
targets (see page 94).
Making our networks and IT
systems more energy efficient
— At the end of 2022, networks and IT
systems were the biggest contributor to the
Group’s scope 1 and 2 CO2 emissions,
accounting for 84% thereof. Despite a
significant increase in traffic, we limited the
year-on-year increase in energy
consumption to 3% through various action
plans, including our Green ITN program,
which drives performance by using AI to
optimize consumption, putting in place
advanced standby modes and embracing
network sharing. Between 2015 and 2022,
the program helped save almost 5.1 TWh of
electricity and 417 million liters of fuel oil
while avoiding 3.4 million metric tons
of CO2.
2022 Integrated Annual Report
Enhancing building and vehicle
performance
— Our second-largest source of scope 1
and 2 emissions is tertiary-sector buildings,
which account for 11% of our energy
consumption and 10% of our
CO2 emissions. We are therefore pressing
ahead with our real estate carbon reduction
strategy. In line with France’s “décret
tertiaire”, we have developed energy
efficiency plans for 734 eligible
tertiary-sector sites to reduce energy
consumption by 40% between now and
2030. Measures include phasing out oil
furnaces, reducing the number of gas
boilers and installing heat pumps.
Company vehicles accounted for 5% of our
energy consumption and 6% of our
scope 1 and 2 CO2 emissions in 2022. To
minimize their impact, we are reducing the
size of our fleet by around 4% each year
while transitioning to electric vehicles, the
number of which increased by 37% in
France in 2022.
Helping our customers reduce
their environmental footprint
— In 2021, to help businesses and public
organizations reduce their environmental
footprint, Orange Business created a
sustainability portfolio with solutions
relating to virtual communication and
mobile device management. Orange
Business also takes advantage of the
possibilities offered by the Internet of
Things (IoT), including the Smart
Eco-Energy solution to monitor and
optimize the energy performance of
buildings. These activities generated over
€1 billion in 2022. Orange also works with
standard-setting bodies such as the
International Telecommunication Union
(ITU) to ensure the ICT sector contributes
towards a sustainable economy.
The EU Taxonomy
— We reviewed our entire scope of
revenue-generating and aligned activities to
determine where we could make a
significant contribution to the climate
change adaptation and mitigation objectives
of the EU taxonomy for sustainable economic
activities*. Our eligible activities include data
processing and hosting services, Internet of
Things-related services and Orange Poland’s
renewable energy activities. In 2022, while
eligible activities made up around 2.1%
(€920 million) of our revenue, eligible and
individually eligible activities accounted for
2.8% (€317.9 million) of our capital
expenditure.
Supporting
France’s
energy
saving plan
In winter 2022, Orange
introduced an energy
saving plan in line with the
electricity consumption
reduction objectives set by
the French government.
We reduced the energy
consumption associated
with our buildings by over
12% (figure adjusted for
severe winter conditions)
in the fourth quarter of
2022. What’s more, we
shared the latest
eco-friendly guidance with
our employees and
customers via text.
Reduction in the Group’s scope 1 and 2
CO2 emissions between 2021 and 2022,
on a comparable basis
6.3%
97
Our approach to value creation —
* For more information on eligible and aligned activities,
see the 2022 Universal Registration Document.
Orange
2022 Integrated Annual Report
98 — Environment
Promoting a circular economy
model
To reduce our carbon footprint, use precious resources for as long as possible
and prevent biodiversity loss, we have integrated circular economy principles
into our processes, products and services. Our efforts to prolong the lifespan
of our equipment enable us to lessen our impact on the environment and
reduce our investment costs.
Applying eco-design principles to products and services
— The Group’s aim for 2025 is to ensure all products sold under the Orange brand are
developed in line with an eco-design approach that targets each stage of the product and
service life cycle. We believe eco-design drives innovation and see environmental
requirements as opportunities to rethink products and services and set ourselves apart from
our competitors, which is why we have trained 130 project managers and recruited dedicated
eco-design leaders in this area.
In 2022, 12 of the projects piloted across the Group followed eco-design principles, including
the Livebox 6, which was launched in April 2022. It was designed to be easy to refurbish, with
a 100% recycled and recyclable plastic case, and a configurable standby mode to reduce
energy consumption.
Prolonging the lifespan of all equipment
— Orange has introduced a range of initiatives to extend the lifespan of its IT and network
equipment. Using an internal platform for buying and selling reconditioned equipment, the
Orange Sustainable and Circular Ambition for Recertification (OSCAR) program achieved
almost €130 million in avoided or saved capital costs over a two-year period. What’s more, we
encourage our suppliers to embrace a similar approach by using assessment criteria to
determine their ability to perform life-cycle assessments (LCAs) and collect, refurbish and
recycle equipment.
Keen to prolong the lifespan of the equipment we lease to our retail and business customers,
we aim to collect 90% of equipment (including Livebox routers, set-top boxes, and optical
network terminal units) after contract cancellation between now and 2025 so that we can
refurbish and lease it out again. We achieved a collection rate of 66% in 2022, collecting
almost 3.7 million items of equipment in our European operating countries. Given the global
shortage of electronic components, these efforts are key to achieving cost savings and supply
chain resilience. Additionally, Orange offers repair services in Europe to help customers extend
the life of their mobiles.
Stepping up our collection and refurbishment efforts
— Orange aims to ensure the number of unwanted mobiles collected equals 30% the number
of devices sold in Europe by 2025, having achieved a collection rate of 23.1% in 2022
(including devices collected by Orange France in Africa). We’re also targeting 10% of mobile
sales in Europe to be refurbished devices by 2025.
In 2010, Orange and Emmaüs International began running workshops to facilitate the
collection of mobile phone waste in Africa, which is recycled in France with the organization
Ateliers du Bocage. They collected the equivalent of 428,000 mobiles in 2022. Our aim
between now and 2025 is to collect WEEE (Waste Electrical and Electronic Equipment)
equivalent in weight to 20% of the mobiles sold in Africa and the Middle East.
Safeguarding rare and critical resources
— Since 2011, we have taken steps to improve the traceability of rare resources and critical
materials used in our equipment and products, in line with the common frame of reference
provided by the International Telecommunication Union (ITU).
As one of the founding members of the Eco Rating initiative, we help assess the performance
of different mobiles across their life cycles and specify the quantity of materials (e.g., gold,
silver, tin, and cobalt) used in each. We actively encourage our suppliers to find suitable
substitutes and/or use recycled resources, enabling us to overcome certain metal shortages
impacting our equipment production process.
Value of avoided or saved capital costs unlocked since 2020 through the OSCAR program
to develop the circular economy for our network equipment
Almost €130 m
Our approach to value creation — 99
Orange
2022 Integrated Annual Report
100
Number of Orange Digital Centers
Objective:
25 in 2025
18 in 2022
9 in 2021
Percentage of women in technical roles
Objective:
25.0% in 2025
21.2% in 2022
20.9% in 2021
Social factors
Our social commitment includes protecting data, increasing
access to digital technology and promoting diversity and
inclusion in close collaboration with all our stakeholders in
all our operating countries.
Ensure the digital training courses and workshops
we run worldwide between 2021 and 2030 reach
6 m people
6.5%
Percentage of (Orange SA) employees with a disability
Over 23,000
Number of employees who completed cybersecurity training in 2022
101
Our approach to value creation —
Awarded the
GEEIS-AI* label
Inclusive artificial intelligence
Objective under
Lead the Future
*Gender Equality
European & International
Standard – Artificial
Intelligence
Orange
102 — Social factors
2022 Integrated Annual Report
Personal data protection and
confidentiality
Data protection is about building a safe digital world for everyone. In all our
entities, we have appropriate safeguards in place to protect our IT systems as
well as customer and employee data as effectively as possible.
Data protection governance structure
— We are committed to maintaining customer trust by protecting all personal data provided
to or generated by us. This important strategic focus area is covered under a security
improvement policy that involves assessing and managing risks, particularly cyber threats.
To comply with the Group’s internal personal data protection policy, we have set up a
dedicated organizational and governance structure, supported by a network of Data
Protection Officers (DPOs) and points of contact within all our European “operator”
subsidiaries and Orange Business. They aim to support significant regulatory changes
impacting a number of Group entities in Europe and, in some cases, further afield.
In 2022, more than 23,000 employees completed over 214,000 hours of training covering
the basics of cybersecurity, General Data Protection Regulation (GDPR) and encryption
tools. What’s more, our points of contact received general personal data protection
guidelines, which are available in five languages on our intranet.
Employee data confidentiality
— Protecting employees includes protecting their data. Our employee data protection
charter helps build trust with teams by outlining our commitment to maintaining
transparency about data processing, collecting only strictly necessary data, notifying people
in the event of privacy breaches and, more generally, ensuring confidential and secure
personal data processing. We also provide an information booklet about Orange’s personal
data processing practices.
Customer data protection
— Faced with growing cyberattacks, individuals and businesses urgently need to protect
their data. Orange offers business customers in France a wide range of solutions, including
“Suite de sécurité pro”, which protects bank details and blocks fraudulent websites, and
“SugarSync”, which encrypts the transfer of all types of documents. Orange Cyberdefense,
a major provider of cybersecurity services in Europe, helps businesses of all sizes, from
small enterprises to large groups (see pages 90-91), implement tailored data security
solutions.
Our approach to value creation — 103
A privacy-by-design digital marketing platform
In a bid to give internet users greater privacy, Orange announced plans in
early 2023 to form a joint venture with Deutsche Telekom and Vodafone to
develop a European privacy-by-design marketing platform. The aim is to drive a
step change in the control, transparency and protection of consumer data,
which is currently collected, distributed and stored at scale by large
non-European companies.
Orange
2022 Integrated Annual Report
104 — Social factors
Digital inclusion
A whole host of our essential daily services—including education, healthcare
and financial services—are now partially or exclusively accessed online.
Committed to supporting digital inclusion, Orange provides everyone with
accessible devices and opportunities to acquire new digital skills.
Number of Orange Digital Centers, including 10 opened in 2022
18
Reaching everyone with affordable devices and services
— Orange has launched special offers for low-income households in four European countries.
In France, our Coup de Pouce internet offer has given almost 14,000 customers access to
affordable internet, television and landline services, a reasonably priced refurbished laptop and
digital support. In Spain, 2,300 families had signed up to our Tarifa Social offer, which includes
access to fiber-optic internet, a landline and a mobile line at a discounted price, by the end of
2022. In Belgium, we offer discounts on certain contracts. In Moldova, we have special deals
for older customers. As part of our ongoing commitment to connecting a wider and more
diverse range of consumers, we launched the Coup de Pouce offer in Luxembourg in 2023 and
will be providing special offers in all eight of our European countries by 2025. We also want to
ensure everyone can afford digital devices. The Sanza range of affordable smartphones,
ranging in price from USD 20 to USD 50, is available in 23 countries—seven countries in
Europe and 16 countries in Africa and the Middle East. Furthermore, we give our European
customers the option to pay for devices in installments. Similarly, in Côte d’Ivoire, Madagascar,
Mali and Senegal, we offer eligible customers payment solutions for certain models.
Leading the way for responsible technology use
— “As a trusted partner, Orange gives everyone the keys to a responsible digital world.” Such
is our purpose, which affirms our commitment to providing information on and raising
awareness of digital best practices in anticipation of future regulatory developments.
We mainly do this through our web portals “Bien vivre le digital” in France and “Por un uso
Love de la tecnología” in Spain, which received a combined total of 5.7 million visits in 2022.
What’s more, we actively combat cyberbullying, a form of harassment often associated with
young people. As part of our partnership with e-Enfance, we provided technological and
human support to help the non-profit launch 3018, a free app helping cyberbullying victims
safely and confidentially report incidents. We also set up Safe Zones to provide protection
from cyberbullying on some of the world’s leading online gaming platforms.
Providing digital support with concrete results
— Orange is committed to ensuring everyone has basic digital skills. The programs run by the
Orange Foundation and the digital workshops developed and delivered by Orange in France,
Orange Studio in Poland and Garage Labs in Spain provide a comprehensive yet accessible
overview of key digital concepts and support digital literacy.
Launched in 2014, our Supercodeurs program has taught children aged 9 to 13 in a number of
our operating countries about digital challenges and careers. In Africa and the Middle East, the
tablets and educational material provided by the Orange Foundation as part of the Digital
Schools program have enabled primary school pupils to familiarize themselves with digital
technology.
In all our operating regions, young adults and people retraining for new career opportunities,
particularly women, can sign up to our various free digital skills development programs that
support entrepreneurship and employability. Each of our 18 Orange Digital Centers, including
the 10 that opened in 2022, houses a coding school, an Orange Fab start-up accelerator (see
pages 62-63) and a Solidarity FabLab. The Solidarity FabLab program provides young people
with an insight into digital manufacturing careers and an opportunity to enhance their
collaboration and project management skills. In 2022, the Orange Foundation’s Women’s
Digital Centers program contributed to the social and professional integration of nearly
7,000 women.
Between early 2021 and late 2022, 1 million people benefited from our digital support and
training initiatives. Our goal is to reach 2.5 million people between 2021 and 2025 and 6 million
between 2021 and 2030.
Our approach to value creation — 105
Orange
106 — Social factors
Diversity and
inclusion,
powerful drivers
of long-term
performance
We firmly believe that promoting
diversity and inclusion in all roles and
at all levels of the Group creates
value, drives innovation, enhances
our appeal and improves employee
well-being.
Promoting gender balance
in technical and digital
professions
— Orange prioritizes gender equality in all
areas of the business. The Group aims to
bring the percentage of innovation and
technological roles held by women from
21.2% up to 25% between now and 2025,
which is why we have been running the
Hello Women program in over 20 countries,
mostly in Europe and Africa, since 2021.
This program promotes gender balance in
technical and digital roles in line with
four objectives: raise awareness among
middle- and high-school girls about these
promising sectors, recruit, retrain, and retain
female employees who already work in one
of these professions.
Stamping out
sexism,
harassment
and violence
In 2021, all our entities
worldwide were provided
with a framework—
developed by the Group’s
HR department—for
responding to allegations
of sexism, harassment and
violence in the workplace.
This framework is being
deployed gradually in all
our operating countries in
Europe, Africa and the
Middle East and adapted to
each local legal and cultural
context. What’s more,
Orange provides internal
support services for victims
of domestic violence. After
signing the Fondation Agir
Contre l’Exclusion’s charter
against domestic violence
in 2021, the Group joined
OneInThreeWomen—a
European network for
companies committed to
combating domestic
violence—the following
year.
Helping women reach
management positions
— The Group is targeting 35% of women in
management networks by 2025. In 2022,
the percentage of female Executive
Committee members increased significantly
from 28.6% to 41,7% and over 500 promising
female employees in various countries
received support through our development
and mentoring programs.
Supporting our employees’
work-life balance
— The Group helps employees balance
work with other aspects of their lives by
facilitating remote working, offering
flexible working hours and introducing
family-friendly measures. As a result of the
agreement on gender equality in the
workplace signed by Orange SA in
December 2021, our male employees in
France are now entitled to an extra five
working days of paid paternity leave,
i.e., 33 days in total.
Providing equal opportunities
— The Group is committed to supporting
people with disabilities by maintaining a fair
and inclusive recruitment process, promoting
the well-being of employees with
disabilities, providing inclusive and adapted
solutions for our customers and working
with suppliers in the sheltered employment
sector. We spent €17 million on goods and
services from France’s sheltered
employment sector in 2022.
We are focused on ensuring neurodiverse
individuals are given equal opportunities.
The Group therefore launched the Neuroteam
program, which takes a multidisciplinary and
collective intelligence approach to supporting
and revealing the strengths of people who
are neurodivergent (i.e., are autistic, have
2022 Integrated Annual Report
ADHD or learning difficulties, are
exceptionally gifted, etc.). The program
focuses on raising awareness,
providing training on inclusive management
and recruitment, as well as conducting trials
to demonstrate how neurodiversity can
drive innovation.
In 2022, Orange reaffirmed its commitment
to boosting LGBT+ representation in the
workplace by co-signing the charter drawn
up by the non-profit organization L’Autre
Cercle. In France, we have trained over
450 people on understanding religious
beliefs. We also support the non-profit
organization Club 21e Siècle’s efforts to
combat origin-based inequality.
Promoting inclusive
artificial intelligence
— Orange believes that building diverse
artificial intelligence (AI) teams is the key to
reducing bias in AI systems. In 2020, we
teamed up with the Arborus endowment
fund to launch the International Charter for
Inclusive AI, which has been endorsed by
nearly 125 signatories to date. Following a
Bureau Veritas audit in 2020, Orange became
the first company to be awarded the "Gender
Equality European & International Standard –
Artificial Intelligence" (GEEIS-AI)
label, which it renewed in 2022.
Measuring diversity and
inclusion
— Since 2011, the Group’s workplace
gender equality and diversity efforts and
policy have been assessed as part of the
GEEIS and GEEIS-Diversity labels. In 2022,
these labels were awarded to 10 entities in
nine different countries, with first-time
certifications for three entities in Côte
d’Ivoire, Senegal and Tunisia.
Raising awareness of
diversity and inclusion
— We raise awareness of workplace gender
equality through an online training course,
issuing certificates to participants upon
completion. Available in five languages, the
course has been completed by almost
67,000 employees worldwide. At the end of
2022, we launched a neurodiversity
e-learning module in French and English. In
2023, we will be deploying our inclusive
management self-assessment tool, which will
be available in nine languages, in over 40 of
our operating countries. The Group also runs
communication campaigns to shine a
spotlight on global initiatives, such as
International Women’s Day.
Helping
young
people into
sustainable
employment
Our intergenerational
agreement for the period
2022 to 2024 focuses on
three main areas: the
sustainable integration of
young people, the
employment of older
people, and knowledge
and skills transfer.
Orange actively
contributes to the
“1 jeune, 1 mentor”
initiative in France. What’s
more, over 600 Orange
volunteers have supported
40,000 young people
through one-to-one or
group mentoring sessions
held in collaboration with
education and social and
professional integration
organizations.
The Group also launched
a pilot project to test a
new, fully digital
international mentoring
program.
Percentage of women
in management networks at the end of 2022
33.1%
Global agreement on
workplace gender equality
The Group has now implemented the
global agreement signed with UNI
Global Union on 17 July 2019 in all
its operating countries. In over
30 subsidiaries, local committees and
special correspondents are
responsible for fulfilling the
commitments made, adapting them
to the local context.
107
Our approach to value creation —
Orange
2022 Integrated Annual Report
108
Notes — 109
Orange
110
111
Our
impact
Our financial and non-financial results
and contribution to the United Nations
Sustainable Development Goals (SDGs) have
an impact on society as a whole.
Our results and targets
2022 Integrated Annual Report
Value sharing
2022 Targets fully achieved
2022
2023
EBITDAaL
€13 bn
Slight increase
eCAPEX
€7.4 bn
Large decrease
Organic cash flow (telecoms)
€3.1 bn
≥ €3.5 bn
Net debt/EBITDAaL (telecoms)
1.93×
Around 2× in the medium term
Dividend per share
€0.70
€0.72*
2025 Targets under Lead the Future
—
Excluding ongoing or future acquisitions
Slight increase in EBITDAaL (CAGR 2022-2025)
— Stronger CAPEX discipline
— Continued growth of organic cash flow from telecoms activities to reach €4 billion by 2025
— Unchanged net debt to EBITDAaL ratio, i.e., 2× in the medium term
— ROCE* increase between 2022 and 2025
Orange
112
Surplus
€2.3 bn
International carriers
and Shared services
€1.5 bn
Europe (excluding France)
€11 bn
France
€18 bn
Africa and the Middle East
€6.9 bn
Totem
€0.7 bn
Enterprise
€7.9 bn
Public sector
Licenses and taxes
€4.2 bn
Employees
Wages and employee benefits
€8.9 bn
Suppliers and partners
External purchases and leases
€20.2 bn
Shareholders
Dividends paid
€2.2 bn
Regions
Network investments
€4.7 bn
Lenders and financial investors
Finance costs
€1.0 bn
Revenue
€43.5 bn
Eliminations
€2.5 bn
113
Our impact —
* Return on Capital Employed
* Subject to approval at the Annual Shareholders’ Meeting; payable in 2024
Orange
2022 Integrated Annual Report
114
Our financial
results
We achieved very solid results in
2022, meeting all our targets for the
year, including EBITDAaL growth of
2.5%. Against a backdrop of inflation
and geopolitical instability, our
performance enables us to create
value for our stakeholders and target
long-term growth.
EBITDAaL and eCAPEX**
— EBITDAaL amounted to almost
€13 billion in 2022, a 2.5% increase on the
previous year, in line with the target set. The
Africa and Middle East region was the main
contributor to this performance, recording
11.3% growth. Orange achieved net
savings of over €700 million between the
beginning of 2020 and the end of 2022
through the Scale Up operational efficiency
program. EBITDAaL from telecom activities
reached €13.1 billion, up €2.4% on the
previous year.
Capital expenditure (eCAPEX) totaled
almost €7.4 billion, down 0.7% in line with
the target set. Investments decreased by
€365 million across the Group’s three main
operating countries (France, Spain and
Poland) in 2022 as fiber was deployed at a
slower pace, particularly in France, which
had taken a significant lead in this area.
Meanwhile, investments in Africa and the
Middle East—which will drive future
growth—grew by €191 million.
Net income
— Orange’s consolidated net income
reached €2,617 million, up from €778 million
in 2021 (historical data), primarily due to the
increase in operating income.
Revenue
— The Group’s revenue totaled €43.5 billion
in 2022, up 0.6%* on 2021 due to the
sustained high growth achieved in Africa
and the Middle East (6.4%, with revenue
reaching €6.9 billion) and by Totem (14.9%
or €89 million, with revenue reaching
€700 million), as well as the strong
performance of retail services (up 2.0%).
Revenue in Europe was back on the rise
(up 0.6%, reaching €11 billion) owing to the
price increases implemented in each
country, the solid recovery recorded in
Spain, as well as the strong performance
achieved in Poland (up 4.7%) and Belgium
(up 2.0%).
Revenue in France decreased by
€193 million (or 1.1%, reaching €18 billion)
due to a decline in wholesale services
revenue.
Enterprise revenue rose slightly (by 0.2%,
reaching €7.9 billion) due to growth in
mobile, IT and integration services. Orange
Cyberdefense recorded €977 million in
revenue in 2022, almost achieving its
€1 billion target one year ahead of schedule.
Changes in the asset portfolio
— On 8 November 2022, Orange acquired
a 100% stake in SCRT and Telsys, Swiss
cybersecurity and IT solutions providers,
which means it is now active in
nine European countries.
Organic cash flow
— Organic cash flow from telecom activities
grew considerably—by €657 million—to
reach €3.1 billion, in line with the “at least
€2.9 billion” target, primarily due to the
increase in EBITDAaL and decrease in
eCAPEX.
Dividend
— A dividend payment of €0.70 per share
for the 2022 financial year will be put to a
vote at the Shareholders’ Meeting on
23 May 2023. Taking into account the €0.30
interim dividend paid on 7 December 2022,
the remaining dividend of €0.40 per share
will be paid in cash on 7 June 2023. The
ex-dividend date is 5 June 2023.
115
Our impact —
* Unless otherwise stated, changes are on a comparable basis.
** See the 2022 Universal Registration Document for the
definition of EBITDAaL and eCAPEX.
Orange
116
Total shareholder return*
Orange TSR
Stoxx Europe 600 Telecommunications TSR
CAC 40 TSR
1 January
2018
1 January
2019
1 January
2020
1 January
2021
1 January
2022
31 December
2022
200
150
100
50
9.0%
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
2021
2022
2020
2019
2018
2017
2016
2015
2014
Source: Bloomberg, 27 March 2023
Gross annual return
on the Orange share
Average gross annual return
on CAC 40 company shares
5.0%
3.9%
4.2%
4.5%
5.0%
5.3%
6.2%
8.5%
7.5%
Total Shareholder Return (TSR) is the sum of all dividends received plus/minus the change in stock price, expressed as
a percentage of the initial purchase price.
Key figures
Data at 31 December
Gross annual return on the Orange share compared with
the average gross annual return on CAC 40 company shares
117
Our impact —
2022 Integrated Annual Report
In millions of euros
2022
2021
comparable
basis
2021
Change
historical comparable
basis
basis
Change
historical
basis
Revenue
43,471
43,195
42,522
0.6%
2.2%
France
17,983
18,175
18,092
(1.1)%
(0.6)%
Europe
10,962
10,898
10,579
0.6%
3.6%
Africa & Middle East
6,918
6,504
6,381
6.4%
8.4%
Enterprise
7,930
7,917
7,757
0.2%
2.2%
Totem
685
596
-
14.9%
-
International carriers & Shared services
1,540
1,513
1,515
1.7%
1.6%
Intra-Group eliminations
(2,547)
(2,408)
(1,802)
EBITDAaL
12,963
12,645
12,566
2.5%
3.2%
o/w telecom activities
13,080
12,775
12,696
2.4%
3.0%
as % of revenue
30.1%
29.6%
29.9%
0.5 pts
0.2 pts
France
6,645
6,620
6,867
0.4%
(3.2)%
Europe
2,772
2,728
2,830
1.6%
(2.0)%
Africa & Middle East
2,584
2,322
2,265
11.3%
14.0%
Enterprise
804
990
970
(18.8)%
(17.1)%
Totem
371
352
-
5.4%
-
International carriers & Shared services
(96)
(237)
(237)
59.7%
59.7%
o/w mobile financial services
(118)
(131)
(131)
10.0%
10.0%
Operating income
4,801
122
2,521
n.s.
90.4%
o/w telecom activities
5,000
303
2,702
n.s.
85.1%
o/w mobile financial services
(200)
(182)
(182)
(10.0)%
(10.0)%
Consolidated net income
2,617
778
-
236.6%
Net income attributable to Group equity holders 2,146
233
n.s.
eCAPEX
7,371
7,426
7,660
(0.7)%
(3.8)%
o/w telecom activities
7,335
7,402
7,636
(0.9)%
(3.9)%
as % of revenue
16.9%
17.1%
18.0%
(0.3) pts
(1.1) pts
o/w mobile financial services
35
24
24
48.0%
48.0%
EBITDAaL - eCAPEX
5,593
5,219
4,906
7.2%
14.0%
Organic cash flow (telecom activities)
3,058
2,401
27.4%
Net financial debt*
Ratio of net financial debt to EBITDAaL from telecom activities**
31
December
2022
31
December
2021
1.93
25,298
24,269
* Base 100: 1 January 2018.
1.91
*
Net financial debt as defined and used by Orange does not include mobile financial service activities for which this
concept is not relevant.
** The ratio of net financial debt to EBITDAaL from telecom activities is calculated by dividing the Group’s net financial
debt by EBITDAaL from telecom activities over the previous 12 months.
Orange
2022 Integrated Annual Report
118
Our non-financial
results
We measure our social and
environmental impact to assess
our non-financial performance.
This approach is key to monitoring
compliance with and progress
toward our CSR commitments.
whom in France—and 2,701 people were
brought in on work-study contracts. Orange
placed 155th out of 850 European
companies in the Financial Times Diversity
Leaders 2023 ranking published in
November 2022, coming third in the
telecoms sector. Women made up 33.1% of
management networks in 2022. Since 2018,
almost 44,000 employees in France have
received workplace gender equality
certificates after completing an online
training course designed to raise awareness
of workplace gender equality. The equivalent
international course, launched in five
languages in 2022, has been completed by
almost 23,000 employees.
Digital inclusion
— In addition to our ambition of increasing
regional digital coverage, we help people
outside of Orange acquire digital skills by
running workshops and training courses,
which reached 593,000 people in 2022.
There are now 18 Orange Digital Centers,
including the 10 that opened in 2022. To
enable people on low incomes to access
digital technology, we also had special offers
in four of our eight European operating
countries, as well as a range of affordable
smartphones with internet access in 23 of
the 25 countries where we provide operator
services at the end of 2022. Our digital
accessibility e-learning course—launched
Human rights
— Orange renewed its support for the
United Nations Global Compact for the
22nd 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. In 2022, we took part in
discussions about the implications of the
import ban on goods linked to forced labor,
as well as the whistleblowing and
whistleblower protection system.
Data protection
— In 2022, data protection officers were
appointed in all our “operator” subsidiaries
in Europe as well as in Orange Business to
ensure any data created, processed or
stored by the Group was appropriately
protected. Over 1,000 manual technical and
non-technical assessments and more than
100,000 automated assessments were
carried out in 2022. More than
23,000 employees completed a total of
214,000 hours of cybersecurity training.
Employees
— As of 31 December 2022, Orange
employed 136,430 people—133,856 on
unlimited contracts and 2,574 on temporary
contracts. In 2022, 11,935 people were
hired on unlimited contracts—2,505 of
in 2020 in France to help ensure everyone,
including people with disabilities, can access
digital content—had been completed by
2,900 employees by the end of 2022.
Environment
— We are ambitiously aiming to achieve
net-zero carbon emissions by 2040. In
2022, we pledged to reduce our scope 1,
2 and 3 CO2 emissions by 45% by 2030
compared with 2020 levels. Our scope 1
and 2 emissions fell 20.8% between 2015
and 2022. Our network and IT systems
account for 84% of the Group’s overall
energy consumption and CO2 emissions.
The action plans deployed helped limit the
rise in the Group’s scope 1 and 2 energy
consumption between 2021 and 2022 to
3%, on a comparable basis. We achieved a
23.1% collection rate of unwanted mobiles
by Europe as part of our circular economy
program.
119
Our impact —
Orange
2022 Integrated Annual Report
120
Toward a lower impact on the environment
and the climate
Employees by business line
2022
2021
2020
Management
19.9%
19.7%
19.5%
Customer-facing
31.8%
31.8%
32.8%
Support
11.0%
11.1%
11.1%
Innovation and technology
35.4%
35.0%
33.3%
Other
1.9%
2.4%
3.3%
Group total (1)
100.0%
100.0%
100.0%
Employees by geographical area
2022
2021
2020
France
54.8%
56.0%
57.9%
Spain
4.0%
4.1%
4.3%
Poland
7.2%
7.5%
8.0%
Other European countries
12.5%
12.2%
9.6%
Africa
14.9%
13.8%
13.3%
Asia-Pacific
4.8%
4.6%
4.5%
Americas
1.8%
1.8%
2.4%
Group total (1)
100.0%
100.0%
100.0%
Gender equality in the workplace
2022
2021
2020
% of women in the active workforce
36.1%
35.9%
36.0%
% of women in managerial positions(2)
31.8%
31.3%
31.3%
% of women in management networks3)
33.1%
31.6%
31.1%
Employee
distribution
121
Our impact —
2021
comp. basis
2021
hist. basis
2020
hist. basis
2022
Group
Group
Group
Group
Scope 1
Units
Fuel oil
(all buildings, all uses)
m³
80,416
77,229
67,325
65,930
Gas
m³
13,093,561 11,796,163 12,200,067 12,927,319
Coal
metric tons
-
15
15
13
Fuel
liters
29,974,190
25,512,742
25,747,466
24,656,085
− gasoline/LPG for
company vehicles
liters
13,545,910
10,307,906
10,388,417
7,692,908
− diesel for company vehicles
liters
16,428,280
15,204,837
15,359,049
16,963,178
Scope 1
energy consumption
GWh
770
707
687
1,139
Scope 1 CO2 emissions
(from energy only)
o/w CO2 emissions from
fuel oil, gas and coal
o/w CO2 emissions from
fuel
CO2eq em. from other
GHG sources (refrigerants)
metric tons CO2
318,182
298,989
304,786
275,009
metric tons CO2
242,263
233,292
239,762
211,771
metric tons CO2
75,918
65,697
65,024
63,238
metric tons CO2eq
17,472
19,237
19,237
7,517
Scope 1 CO2 emissions
metric tons CO2eq
335,654
321,886
324,023
282,526
Scope 2
Scope 2
energy consumption
GWh
4,825
4,653
4,467
4,329
Electricity
GWh
4,787
4,637
4,467
4,329
o/w electricity generated from renewables GWh
928
802
743
624
− backed by Guarantee of Origin certificates GWh
462
361
303
488
− from ESCO, solar farm, and on-site solar
energy generation agreements
− from PPAs
GWh
GWh
120
346
161
280
161
280
136
(Market-based) scope 2
CO2 emissions
metric tons CO2
909,177
1,007,095
978,642
990,554
(Location-based) scope 2
CO2 emissions
metric tons CO2
1,130,929
1,087,798
Scopes 1 and 2
Scope 1 and 2
energy consumption
GWh
5,594
5,360
5,154
5,468
(Market-based) scope 1
and 2 CO2eq emissions
metric tons CO2eq
1,244,830
1,328,980
1,302,665
1,273,080
Scope 3 CO2 emissions
related to digital activities
metric tons CO2eq
6,072,000
5,979,000
The reporting coverage rate for scopes 1 and 2 is 97.9% of Orange’s consolidated revenue in 2022. It applies to 2022 only, as it was not
calculated for previous years. The coverage rate for fuel is 89.7%.
The reporting coverage rate for scope 3 is 94.1% of Orange’s consolidated revenue in 2021. It applies to 2021 only, as it was not calculated in
previous years.
The “Group” figures may not equal the sum of the individual components due to rounding.
The figures of certain countries in the Middle East and Africa are based on estimates and may be revised.
The 2021 comparable basis figures reflect the integration of the fixed telephony subsidiary in Romania and updated scope 1 emission factors
(see the environmental methodology note on pages 345-349 of the 2022 Universal Registration Document).
(1) The France scope covers Orange France, the Group’s headquarters, and the Orange Business entities operating in the country.
Item reviewed by KPMG: reasonable assurance.
(1) The Group’s reporting scope includes all fully consolidated entities.
(2) “Managerial positions” refers to executive management, i.e., levels E, F and G of the French collective agreement on telecommunications.
Entities outside France can refer to an explanatory document when determining the most appropriate level for each employee.
(3) Executive and leadership networks, with 1,343 people holding positions of great responsibility across the Group at end-2022.
Item reviewed by KPMG: reasonable assurance.
Orange
2022 Integrated Annual Report
122
Our contribution to the UN 2030
Agenda for Sustainable Development
f
Build resilient infrastructure, promote inclusive and sustainable
industrialization and foster innovation
We develop telecommunications networks and invest in research to
provide regions, businesses, operators, and individuals with connectivity
(fixed and mobile networks) and innovative services (IT, cybersecurity and
mobile financial services).
Reduce inequality within and among countries
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.
Ensure sustainable consumption and production patterns
We are introducing more circular economy thinking into our production
processes and industries by applying an eco-design approach to our
products, devices and services, prolonging their lifespan, improving
end-of-life management and reducing our environmental impact (by
providing collection and recycling solutions).
Take urgent action to combat climate change and its impacts
We are working to combat climate change by improving the energy
efficiency of our infrastructure, using more renewable energy and
developing solutions to bring about the low-carbon transition. We aim to
achieve net-zero carbon emissions by 2040.
Promote peaceful and inclusive societies
We pledge to defend fundamental rights and freedoms and protect privacy.
We have adopted an ethical approach through our responsible purchasing
policy and efforts to combat corruption.
Strengthen the means of implementation and revitalize the global
partnership for sustainable development
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, healthcare, etc.).
Nearly 99% of the population in our eight operating countries in Europe covered by 4G
f 17 countries in Africa and the Middle East with commercial 4G coverage
f 5G rolled out in 7 European countries and 1 African country
f 9,800 patents and patent applications in our portfolio
f 29.1 m active Orange Money customers
f
f 64.9 m homes with fiber (FTTH) availability
23 countries offering affordable smartphones with internet access
f Member of the Valuable 500 initiative and the ILO Global Business and Disability Network
f 6.5% of Orange SA employees have a disability
f The Hello Women program to promote diversity in the workplace
f Signature of a 6th intergenerational agreement, covering the period from 2022 to 2024
f 1 million participants in the digital workshops and training courses we ran between 2021 and 2022
f
f 18 Orange Digital Centers, including 10 opened in 2022
Goal of ensuring all products sold under the Orange brand will be developed in line with
an eco-design approach by 2025
f OSCAR program to increase the use of refurbished IT and network equipment
f Campaigns to share eco-friendly tips
f 1.8% of total mobile sales coming from refurbished devices in Europe
f
f 23.1%: collection rate of unwanted mobiles by Europe
37.8% of the Group’s electricity derived from renewable sources, 19.4% of which through
our initiatives
f The Green ITN program to reduce energy consumption across our networks and IT systems
f Development of a catalog of eco-friendly solutions for business customers
f
f A 20.8% decrease in scope 1 and 2 CO2 emissions since 2015
Member of the Global Network Initiative*
f International Charter for Inclusive Artificial Intelligence launched with the Arborus endowment
fund; holder of the GEEIS-AI label
f 45,000 malicious websites blocked each year
f 87,800 UN-Orange anti-corruption certificates issued to employees
f
f 96% of suppliers committed to complying with the Code of Conduct (ESG)
549 corrective action plans carried out after CSR audits conducted under the JAC**
f Partnership agreement with the Global Fund to Fight AIDS, Tuberculosis and Malaria in
4 African countries
f 71 active research contracts signed between 2020 and 2022; 5 research chairs funded
f €350 m allocated to Orange Ventures, with €30 m earmarked for start-ups positively
impacting the environment, inclusion or care through the Orange Ventures Impact fund
We have identified the six UN Sustainable Development Goals (SDGs) where we
can make the greatest contribution, along with five complementary SDGs. We
use input and outcome indicators to measure our progress in contributing to
the UN 2030 Agenda for Sustainable Development.
123
Our impact —
*
An NGO that seeks to safeguard freedom of expression and personal privacy against government restrictions
** Joint Alliance for CSR
Orange
2022 Integrated Annual Report
124
How Orange meets the UN
Sustainable Development Goals
About
this report
125
Orange’s eight Integrated Annual Report (IAR) 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.
It presents the Group’s strategic vision and operational, financial and
non-financial (environmental, social and governance) performance
to demonstrate how Orange creates lasting value for all its
stakeholders.
This collaborative report brings together information from the
Group’s main operating countries and departments. The steering
committee comprises representatives from the Investor Relations,
Corporate Social Responsibility, Legal, Strategy, Brand, and
Risk Management Departments.
The Shareholder Relations Department is responsible for publishing
the Integrated Annual Report and would like to thank all the teams
that contributed to the latest edition.
Network coverage
Development of digital
solutions (BtoB)
Research and innovation
investment
Financial services platforms
Offers for low-income
households
Affordable products
Autonomy offers
Multi-service offers
User support
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
CO2 emissions
Energy-efficient infrastructure
Renewable energy use
Supporting our customers on
their low-carbon journey
Freedom of expression
Personal data protection and
confidentiality
Cybersecurity
Responsible technological
developments
Ethics & compliance
Efforts to combat workplace
discrimination
Responsible purchasing
Support for SMEs/start-ups
Partnerships (technological
cooperation, industrial
partnerships, PPPs)
Employee outreach
P.4-5; P.10-12; P.14-17; P.30-33; P.58-61; P.68;
P.73; P.74-83; P.88; P.123
P.12; P.14-17; P.30-33; P.70-71; P.78-79; P.80;
P.84-93; P.97; P.103; P.123
P.13-15; P.23; P.30-33; P.48-49; P.62-63; P.69;
P.78; P.91; P.120
P30-33; P.57; P.61; P.64-67; P.69-71; P.123
P.30-33; P.104; P.119
P.30-33; P.104; P.119; P.123
P.104-105
P.58-61; P.66; P.69; P.104-105
P.16; P.30-33; P.68; P.70; P.78; P.104-105
P.13; P.17; P.33; P.46; P.100-107
P.30-33; P.46-47; P.104-105
P.13; P.30-33; P.100-101; P.106-107; P.119-120;
P.123
P.30-33; P.98-99; P.123
P.17; P.30-33; P.41-42; P.98; P.123
P.30-33; P.48; P.93; P.98-99; P.104; P.119; P.123
P.30-33; P.99
P.4-5; P.18-19; P.22-23; P.28-33; P.38-45; P.57;
P.67; P.73; P.85; P.93-94; P.101; P.112-123;
P.125
P.17; P.19; P.28-33; P.42; P.48-49; P.92-94;
P.96-97; P.119; P.121; P.123
P.17; P.30-33; P.42; P.48; P.77; P.96; P.119; P.123
P.19; P.30-33; P.47; P.92-93; P.95; P.96-97;
P.121; P.123
P.17; P.42; P.77; P.92-94; P.96-97; P.123
P.10-11; P.40; P.45; P.118; P.122-123
P.30-33; P.40; P.45; P.88-89; P.100; P.102-103;
P.118
P.11; P.14-17; P.30-33; P.46; P.62; P.84-85;
P.90-91; P.101; P.102-103; P.115; P.118; P.122
P.13; P.31; P.41; P.48-49; P.51; P.62; P.69;
P.76-79
P.17; P.20; P.30-33; P.43; P.45; P.50-51
P.30-33; P.106-107; P.123
P.30-33; P.106; P.99; P.123
P.30-33; P.51; P.48-49; P.62-63; P.69; P.105;
P.123
P.15; P.23; P.31; P.39-40; P.62-63; P.65;
P.69; P.78-79; P.88-89; P.90-91; P.95; P.105
P.46-47; P.107; P.123
Build resilient
infrastructure,
promote inclusive
and sustainable
industrialization and
foster innovation
Reduce inequality
within and among
countries
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
Contacts
Investors and analysts
Individual shareholders
investor.relations@orange.com
orange@relations-actionnaires.com
orange.com/en/shareholder-information
Useful linksens
Integrated Annual Report
Corporate website
Universal Registration Document
rai2022.orange.com/en
orange.com/en
orange.com/en/regulated-information
Orange
2022 Integrated Annual Report
126
Notes — 127
Orange
128
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 (Nanterre Trade and Companies Register)
Copywriting and graphic design
Pelham Media & Studio L’Éclaireur
Crédits
©
Getty Images, Nicolas Gouhier, Daisy Reillet, Orange brand site
All rights reserved
Translation
Alto International
Printing
2,900 copies of this report—2,100 in French and 800 in English—were printed in France by
Altavia Paris using vegetable-based ink on paper made from fully recycled fibers.
Environmental impact
The indicators presented below offer an estimate of the potential environmental impact of a
printed copy of this report across its entire life cycle. They are calculated in accordance with
the French standards for environmental disclosure (the AFNOR “BP X30-323” guidelines
and the GT8 Edition “printed documents” guide).
This scale can be used to compare the recyclability of products within the same category,
ranking them from 1 (optimal recyclability) to 7 (poor recyclability).
Don’t forget the environment—this document can be reused or recycled!
Digital version
The digital version of this document is available at
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2.8 g Neq/copy
0.26 g Peq/copy
3.1 g C2H2eq/copy
WATER
POLLUTION
AIR
POLLUTION
CLIMATE
CHANGE
1,194 g CO2eq/copy
2
1
3
4
5
6
7
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