2023-2024
Integrated Annual Report
In a world on the move, our Group is robust.
“On track to Lead the Future”, our strategic plan gives us the means
to achieve our ambition: to build a more efficient, responsible and
inclusive future for telecoms.
In 2023, we owe our positive trajectory to our fundamentals: the
quality of our reliable and resilient infrastructures, our strong local
roots, our sustainable business model, our financial discipline and
our commitment to providing the best quality of service to our
customers – a priority every day.
This growth dynamic is driven by the strength of execution of the
men and women in our Group. Together, we create economic, social,
societal and environmental value for all our stakeholders, guided by
our purpose: “As a trusted partner, Orange gives everyone the keys
to a responsible digital world.”
4
Message from Jacques Aschenbroich
Chairman of the Board of Directors
6
Interview with Christel Heydemann
Chief Executive Officer
9
Trends on the move
In touch with trends
Attentive to our stakeholders’ expectations
16
Onwards with our ambition
Lead the Future, a year of tangible progress
A new enterprise model to meet our ambition
The levers of our transformation
A business model for creating sustainable value
A new governance model
42
Contributions on the ground
The year’s projects in the field
60
Impact on target
Our financial and non-financial performance
Foreword
Our contribution to global issues
Orange
Orange at a glance
€44.1 bn
of revenue in 2023
298 m customers
254 m mobile customers
137,000
34.1%
37.4%
58.7% in Africa
and the Middle East
22% in Europe
19.2% in France including
Orange Business
25.2 m fixed
broadband customers
49.8% in France including
Orange Business
36.9% in Europe
13.3% in Africa
and the Middle East
1.8 m
25.4%
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 Congo, Egypt, Guinea,
Guinea-Bissau, Jordan, Liberia, Madagascar, Mali,
Mauritius, Morocco, Senegal, Sierra Leone, Tunisia.
Data at December 31, 2023, unless otherwise stated
26 countries
and a global presence
with Orange
employees
women in management networks
beneficiaries of our free
Orange digital training
programs since 2021
Business
reduction of CO2 emissions
between 2015 and 2023
(scopes 1 and 2)
collection rate of used mobile
phones vs. phones sold
by Europe in 2023 (8 Orange
countries in Europe)
2023-2024 Integrated Annual Report
3
“On behalf of the Board of Directors, I want to express
my continued confidence in Christel Heydemann,
our CEO, and her bolstered Executive Committee.
I would also like to extend my gratitude to all Orange
employees for their exceptional commitment to
the success of our plan.”
Message from Jacques Aschenbroich,
Chairman of the Board of Directors
4
Our aim is clear: to transform the Orange group, to make it more resilient, more
efficient, and put it on a growth trajectory in an extremely competitive European
market. This is the objective of our "Lead the Future" strategic plan, presented
and implemented by Christel Heydemann following its approval by the Board
of Directors.
This ambitious yet realistic plan has enabled us to refocus our activities on
our core business and strengthen our operational excellence, the quality of
our networks, and the service we provide to our customers in order to fully valorize
our infrastructures. One year on, it is clear that “Orange is here” and moving
forward. All the targets announced for 2023 have been met or even exceeded,
putting us on a solid track to achieve those set for 2025.
On behalf of the Board of Directors, I want to express my continued confidence
in Christel Heydemann, our CEO, and her bolstered Executive Committee.
I would also like to extend my gratitude to all Orange employees for their
exceptional commitment to the success of our plan. Every day, meeting with our
teams in France and across all our subsidiaries, I see this commitment in action.
And it is further validated by the results of our global survey, “Voice Up”, which
shows Orange at a satisfactory level—especially in France—compared to our CAC
40 peers. Our teams take pride in being part of Orange, they are content with
their workplace environment, and they are fully invested in our company’s success
within a fiercely competitive landscape.
Across all our regions, we face heightened competition in an environment where
current regulations and regulatory frameworks are no longer adequate. We are
actively working to update the European regulatory framework to better reflect the
evolving needs of our sector, particularly the need for consolidation. In this realm,
we have achieved significant milestones with our consolidation efforts: in Romania,
partnering with the historic operator Telekom Romania; in Belgium with cable
operator Voo; and more recently in Spain, following the European Commission’s
approval of our joint venture with MásMóvil. These moves will reinforce and
expand our foothold across Europe.
To support these ambitions, Orange has a robust governance. The Board
of Directors, under my leadership, consists of dedicated members with
complementary expertises. In 2023, we further bolstered the Board by appointing
Gilles Grapinet to the audit committee and Momar Nguer, whose expertise
naturally spans Senegal and the entire Africa and Middle East region.
Looking ahead, we must continue to push forward and strengthen the “Lead the
Future” plan to ensure sustainable growth in France, even with the phasing out
of copper by 2030. Additionally, we will persist in realigning and revitalizing
Orange Business by integrating cutting-edge technologies—especially AI and
cybersecurity—into the essential connectivity solutions for our clients. Moreover,
we will strive to sustain Orange’s momentum in Africa and the Middle East with
our highly capable local teams. Finally, we will harness the full power of these
emerging technologies to modernize our networks and introduce innovative
services to our customers.
2023-2024 Integrated Annual Report
5
“I firmly believe that Orange, driven
by its purpose, has a responsibility
to the creation of a digital world that
is responsible, green, inclusive,
and safe-by-design.”
Interview with Christel Heydemann,
Chief Executive Officer
6
Reflecting on our activities in 2023,
how is Orange doing?
Christel Heydemann: A year after the launch
of our strategic plan, Lead the Future, Orange
remains steadfast in its execution. We have
successfully achieved all our financial goals
for 2023 and are well on course to meet
both financial and non-financial targets
outlined in our plan by 2025. These outcomes
underscore the relevance of our strategy,
our execution prowess, and the resilience of
our Group in delivering sustainable value for
all stakeholders. All Orange employees are
mobilized and committed, as evidenced by the
very positive results from our new “Voice Up”
social barometer. It's immensely gratifying and
I extend my sincere thanks.
Among our notable achievements, I’d like
to highlight the widespread deployment of
very high-speed broadband, including the
extensive rollout of fiber, the expansion of
4G/5G coverage, and the introduction of
our consumer satellite offering in France.
Additionally, our strong performance in Europe,
driven by our value-focused strategy and
converged offerings, stands out. The promising
transformation of Orange Business, with the
repositioning of our connectivity solutions and
the introduction of new AI and Cloud services,
has been particularly noteworthy. Furthermore,
the exceptional growth in revenue from Orange
Cyberdefense, surpassing the one billion euros
mark, is a testament to our success in this
vital sector. Lastly, the remarkable double-digit
growth in the Africa and Middle East region
underscores our dynamic presence in these
markets. We are well on our way to success,
and it is a collective success that everyone can
take pride in.
“Lead the Future acts
as a driving force for
all our efforts, opening
up new horizons.”
Telecom operators are grappling with various
challenges. How is the Group contributing
to the sector’s transformation, especially
in Europe?
C.H.: As Europe’s second-largest
telecommunications operator, Orange is
committed to reshaping the future of telecoms,
alongside our peers, particularly in Europe
where the market is fragmented, undergoing
significant upheavals and marked by intense
competition and regulatory scrutiny.
Today, our industry is more essential than ever,
providing crucial digital services for consumers,
businesses, and governments, and playing
a significant role in our economy. To tackle
these challenges, European telecommunications
operators face a complex balancing act. On one
hand, there is a pressing need for substantial
investments to cope with the ever-increasing
network traffic. On the other hand, there is
regulatory pressure and fierce competition
in a mature and saturated market. Our aim
is to champion the interests of our industry,
fostering growth and investment among
its players. Orange, alongside our peers, is
actively engaging in ongoing discussions with
European authorities to advocate for reforms
that encourage long-term investment, innovation
in critical infrastructures, their value creation,
and innovation in general.
Consolidation within the sector will be
crucial in the years ahead. For that matter,
we’re the most active operator in leading
national consolidation efforts across Europe,
bolstering our position as a leader in fiber and
convergence. Most recently, in Spain, following
the European Commission’s approval of the
merger between Orange and MásMóvil, we
have formed the joint venture MásOrange,
making us the leading Spanish operator in
terms of customer base, with over 37 million
broadband and mobile subscribers!
2023-2024 Integrated Annual Report
7
On what other pillars has Orange chosen
to base its growth and leadership?
C.H.: We will continue to develop what makes
us unique: the strength of our brand, for which
we have just launched a new signature, “Orange
is here”; our operations in Africa and the Middle
East, which are performing exceptionally well
with sustained and continuous growth; our
infrastructures, which are benefiting from
our capacity to innovate by adopting new
technologies – generative AI, in particular – to
make our networks more efficient, more secure
and more resilient; and our commercial offerings
to meet the quality of service expected by
our customers and offer them a differentiating
experience with Orange.
Our new brand
signature: “Orange
is here”.
We will also be strengthening our commitment
to corporate social and environmental
responsibility, an approach shared by everyone
in the Group. In 2023, we exceeded our target
for reducing our CO₂ emissions (scopes 1
and 2) two years ahead of schedule, and
we are continuing on this trajectory. We are
also strengthening the sustainability of our
infrastructures and promoting digital inclusion
with the deployment of our networks and free
training programs in digital professions – more
than 1.8 million people have already benefited
from these since 2021.
Internally, how is Orange reinventing itself
to support its strategy?
C.H.: To gain in agility, efficiency and
responsibility, we have embarked on a
transformation of our enterprise model to
simplify the way we operate and to accelerate
our data & AI initiatives across all business
lines. This is a collective change, which is
being played out on the ground, and the firm
commitment of the men and women of the
Group forms its first pillar.
To support them, we will continue to develop
talent and skills. This is a key expectation
of Orange employees, as highlighted by
“Voice Up”: to give them career development
prospects and to advise them on their career
paths.
We have also launched a major project to
ensure that we continue to succeed together:
adapting our corporate culture, which will guide
the way we act based on a shared mindset
and common values throughout the Group.
How do you see 2024?
C.H.: Team spirit and self-improvement are
among the values that bring us together,
and Orange is extremely proud to be a Premium
Partner and Official Supplier of the Paris
2024 Olympic and Paralympic Games. This
extraordinary event will be an opportunity for our
Group to rise to every challenge, to demonstrate
the excellence of our technical expertise and
innovation, and to offer the best connectivity
to four billion television viewers.
By contributing, in this and many other
areas, to pushing the boundaries and raising
standards, we aim to build a more responsible,
sustainable and inclusive digital world.
8
Trends
on the move
Attentive to changes in the world and in touch with the expectations
of our stakeholders, we anticipate the major challenges facing the
sector in order to seize opportunities, manage risks and collectively
shape the future of telecoms in our image: more efficient, more
sustainable and more inclusive.
Discover how Orange
responds to the challenges
facing the sector
9
In touch with trends
With geopolitical and economic instability, the digitalization of
the economy and services, and growing socio-environmental
challenges, the world is changing. At the same time, the telecoms
and digital sectors must respond to the ever-increasing need
for connectivity. At Orange, we have the extensive means
and resources to respond to these macro-trends and seize
the opportunities, all while controlling the risks.
A complex geopolitical,
regulatory and economic context
Faced with these challenges, and the arrival of
disruptive new players in a highly competitive
sector, telecoms operators must ensure their
economic resilience by identifying high-potential
areas and activities, and by taking an active
approach to regulatory developments.
The sector also plays a key role in the digital
sovereignty of nations. What are the key success
factors for telecoms players? Robust
infrastructures and enhanced skills.
Slowdown in growth worldwide in 2024
for the 3rd year running 1
+€760 million in investments in 2024 to
strengthen European technological sovereignty 2
Orange’s response
– Revenue growth of 11.4% in Africa and the
Middle East in 2023, a high-potential region
– Creation of MásOrange, our joint venture
with MásMóvil in Spain, following approval
by the European Commission in 2024
Growing demand for connectivity
and digital services
Consumers and businesses alike are demanding
ever faster, safer and more reliable connectivity.
This trend is driven by changes in usage,
such as the digitalization of the economy and
essential services, the emergence of predictive
maintenance for businesses, and the rise of
immersive technologies. In response, telecoms
players are making large-scale investments
in very high-speed networks, data storage
(cloud, data centers) and new technologies
and services such as AI, cybersecurity, and
“as a service” connectivity solutions.
x3: expected growth in mobile data
worldwide between 2022 and 2028 3
68% of the world’s total population used
a mobile phone in 2023 4
Orange’s response
– The commercialization of a satellite offering
providing very high-speed broadband access
to develop digital cohesion in the regions
concerned
– The consolidation of our Group’s central role in
the development of global connectivity with the
Sophie Germain, a new-generation cable-laying
(1)
vessel to strengthen our fleet
World Bank - Global Economic Prospects (banquemondiale.org),
January 2024.
(2) Digital Europe Program (European Commission, December 2023).
(3) The GSMA’s annual European Mobile Economy Report, 2023.
(4) Digital report 2023, Wearesocial.
10
The rise of new technologies
and AI: balancing risks
and opportunities
The rapid development of new technologies,
in particular AI, is revolutionizing everyday
business practices. For operators, it’s a question
of seizing opportunities, such as improving
productivity and enhancing the customer
experience, and radically transforming their
businesses to integrate these breakthroughs.
In an environment marked by a growing risk
of cyber-attacks induced by the digitalization
of practices, they must also guarantee data
security, integrity and confidentiality, key
elements in maintaining a relationship of trust
with their customers.
For 88% of companies, generative AI will create
large volumes of new data to protect and
secure 5
$2.61 million: the average cost of data loss
for an organization 5
Orange’s response
– The launch of our proprietary chatbot based
on a secure generative AI solution
– Almost 11% growth in 2023 for Orange
Cyberdefense, our dedicated cybersecurity
services entity
Towards a responsible digital
future in line with international
climate objectives
Digital technology has a significant impact on
the environment and society. Operators must
therefore transform their activities
throughout their value chain. This can involve
establishing a decarbonization trajectory,
creating new circular models, or providing
solutions that help reduce the environmental
impact of their customers. They also have a key
role to play in preventing negative social and
societal impacts, such as the risks of addiction
or cyberbullying, all while enabling secure,
sustainable access to the digital world for
as many people as possible.
+60%: expected increase in GHG (greenhouse
gas) emissions from the digital sector in France
by 2040 6
24% of families have already been confronted
with cyberbullying at least once 7
Orange’s response
– The launch of the Orange Business Circular
Mobility service to reduce the carbon footprint
of corporate mobile phone fleets
– The introduction of Safe Zones, areas
(5) Global Data Protection Index, 2024 edition, Dell.
protected against cyberbullying on major online
gaming platforms as of 2022
(6) Arcep, 2023.
(7) Online study conducted by the Audirep institute in June 2023 for
e-Enfance/3018 and BPCE. 1,200 parent-child pairs (8 to 18 years old)
surveyed.
2023-2024 Integrated Annual Report
11
Attentive to our stakeholders’
expectations
Dedicated bodies:
the “Purpose groups”
To help the management team make our purpose
an effective lever for sustainable transformation,
we set up the Raison d’agir Committee in
November 2021. This consultative body
comprised eight qualified individuals from outside
the Group and two members of the Executive
Committee. In July 2023, it recommended that
a new purpose monitoring mechanism be set
up to respond to more specific issues emerging
from Group entities. The Executive Committee
therefore decided to replace the Raison d’agir
Committee, whose mandate had come to an
end, with “Purpose groups” to call on various
qualified individuals depending on the issues
addressed. The mission of this new mechanism
remains to provide a constructive forum to help
the Group make its purpose an effective lever
for sustainable transformation.
A robust stakeholder dialog
mechanism for sustainability
issues
Since 2008, we have implemented a stakeholder
dialogue mechanism in all our regions and
business lines, with the aim of identifying areas
for improvement in the way we operate, by
comparing internal and external views. Over the
past five years, we have consulted 3,750 people
in 16 countries in Europe, Africa and the Middle
East on a wide range of subjects including
“precariousness and digital technology” and
“diversity and gender equality in the workplace”.
These consultations enabled us to identify our
priority issues, improve our understanding of our
sustainability risks, examine our business model
and feed into our work to develop the Lead the
Future promise, particularly in terms of digital trust.
We are guided by our purpose, “As a trusted partner, Orange
gives everyone the keys to a responsible digital world.” To ensure
that this purpose guides our day-to-day strategy, we draw on
the informed opinions of our stakeholders through a structured,
constant and open dialog.
Promoting digital trust
In 2023, the recommendations made by our stakeholders enabled us to further develop our thinking
around the issue of digital trust. As a result, we’ve strengthened our collaboration with
cybermalveillance.gouv.fr and launched information, awareness and support initiatives to better
protect the public from online threats.
12
In 2023, we enhanced our understanding of our sustainability challenges by producing a double
materiality matrix. Our work was based on our simple materiality matrix carried out in 2022,
which we enhanced with our risk mapping and international standards and benchmarks.
The double materiality analysis enabled us to identify our financial risks and opportunities,
as well as our positive and negative impacts on sustainability issues.
1.00
1.00
4.00
3.50
3.00
2.50
2.00
1.50
1.50
2.00
2.50
3.00
3.50
4.00
Impact materiality
Innovation, ethical and
responsible research S4
Support for local areas
and communities
Biodiversity and activities
Depletion of resources
due to activities
Digital inclusion S3
E1
Energy management
GHG emissions
E1
S4
S4
Working conditions
and human rights
in the value chain
Cybersecurity
and data security
Protection of personal
data and privacy
E1
E5
S2
S3
Development/strengthening
of the Circular Economy
Adaptation to climate
change
S4
Physical and psychological health
of users, including young people
S3
E5
E4
E2
E3
G1
Water consumption
due to activities
Pollution emitted by activities
Democracy and freedom of expression
Business ethics
and compliance
S1
S1
Employee health,
safety and security
Evolution of employee
working habits
S1
S1
Marketing and information
practices S4
Skills development
and retention of talents
Political engagement
and lobbying activities G1
S1
Equal opportunities
Trade union freedom
S4
Inclusive offers
Financial materiality
Environmental issues
Governance issues
Social issues
The double materiality analysis enabled us to identify 25 issues, including 12 material issues (found
in the dark orange section). Those placed furthest to the right of the matrix are the most critical
in terms of business continuity or financial impact for Orange. Those at the top are considered to have
the most significant impact on stakeholders.
Our 2023 double materiality matrix
Better identification of our
sustainability risks to seize
opportunities
2023-2024 Integrated Annual Report
13
Controlled risks
The risk identification and management system and the double
materiality assessment have enabled us to identify six major risk
families for the telecoms sector and our Group. This method
also helps us to implement appropriate prevention and treatment
measures to ensure that we remain the trusted operator of our
stakeholders.
The complex geopolitical,
macroeconomic, competitive
and regulatory context
The ability to draw on
the necessary human,
material and financial
resources
–
IT systems and data security
New Lead the Future strategy to strengthen
Group resilience
– Regular audit of our crisis management system
– Reinforced leadership in customer experience,
with the aim of becoming a leader or ex aequo in
customer satisfaction (NPS: Net Promoter Score)
in two-thirds of our regions by 2025
– Enhanced employee expertise and investment
in key skills
– New energy mix with the deployment of
renewable energies via solarization and PPA 1
– Supplier diversification in all regions
– Business continuity management plan
– Development of a global security system
with the implementation of “Security by design”
– Deployment of specific protection
and supervision systems for our networks
Find out more
about our risk
management
framework
and IT systems
(1) Power Purchase Agreements
Orange
14
Stakeholder health
and safety
The ability to meet the challenges
of the socio-environmental
transition
– Actions dedicated to the physical and
psychological health of users (“Better Internet
for Kids” Group program, “Bien vivre le digital”
web portal)
Ethics and responsibility
requirements
– Effective vigilance plan, with support
for subsidiaries from the CSR department
(human rights and environment)
– Impact analyses of all changes or working
methods affecting employees (transformation
projects, workload, etc.)
– The ambition to be a driving force behind the
environmental transition, with amplified programs
to reduce CO₂ emissions by 2025
– External development of the circular economy
with the recycling and repair of devices and
terminals, and internally with the OSCAR
program, purchases of reconditioned IT
& Networks equipment
– A strategy of digital inclusion (connectivity,
training and support for start-ups via Orange
Digital Centers) and financial inclusion (Orange
Money, Orange Bank Africa)
– A purpose enshrined in our bylaws
– A code of ethics and policies: CSR, duty
of vigilance, human rights, anti-corruption
– A Data and AI Ethics Council
– A CSR and Ethics Committee
2023-2024 Integrated Annual Report
15
Onwards
with our ambition
One year after the launch of our Lead the Future plan,
our performance is testament to our ability to execute and
to the progress we are making on our major strategic projects.
We are on the right track to build a sustainable future
for our Group, guided by our purpose: “As a trusted partner,
Orange gives everyone the keys to a responsible digital world.”
Find out more about
our strategic advances
16
One year after the launch of our Lead the Future strategic plan, which
aims to leverage the Group’s excellence in its core business and achieve
sustainable growth in Europe, Africa and the Middle East, we are on track
to meet all our financial targets for 2023. This solid performance reflects
our ability to execute and the progress of our major strategic projects,
such as the creation of MásOrange in March 2024, our joint venture
with MásMóvil in Spain, following approval of the project by the European
Commission. This is a major step forward for the Group’s development
in Europe.
It is also proof of the relevance of our strategy of sustainable value
creation: refocusing on our core business, to leverage the quality
of our infrastructures and increase customer satisfaction, repositioning
our BtoB activities, accelerating growth in cybersecurity and strengthening
our position in Africa and the Middle East.
The success of Lead the Future is also based on the successful
implementation of our new enterprise model. This is an in-depth
transformation that we have been carrying out for over a year to make
our business simpler, more efficient and more accountable (see p. 26).
Our performance is part of a sustainable transformation, guided by
our ambition to move towards an ESG by design model, placing social,
societal and environmental responsibility at the heart of our strategy.
In 2023, with a 37.4% reduction in our CO2 emissions (scopes 1 and 2)
compared with 2015, we exceeded our 2025 target of a 30% reduction
two years ahead of schedule.
As the driving force behind all our initiatives, the success of our Lead the
Future plan testifies to the commitment of the men and women of Orange,
who work every day on the ground to meet the expectations of our
customers in terms of connectivity and service quality.
We have every confidence that we will achieve the objectives of the Lead
the Future plan by 2025, and are focused on our ambition to build a
responsible digital future, guided by our purpose, the fundamental
principle behind everything we do.
2022
€ 43.5 billion
2023
€ 44.1 billion
2023
2025 target1
1.8%
revenue growth
in 2023 1
37.4%
reduction in CO2
emissions (scopes 1
and 2) compared
with 2015
Lead the Future,
a year of tangible
progress
-37.4%
-30%
(1) On a comparable basis.
2023-2024 Integrated Annual Report
17
Pillar 1
Strengthening our customer
excellence
As the European leader in fiber-optic infrastructure deployment, with
almost 49 million FTTH 1 connections deployed by the Group, we now
boast a considerable technological asset base.
We are consolidating this leading position in Europe, with 14.3 million fiber
customers and 11.9 million convergent customers at the end of 2023.
Targeted consolidation strategies, such as our acquisitions of majority
stakes in Romania with Telekom Romania (TKR), and in Belgium with Voo,
allow us to strengthen our value proposition with convergent fixed/mobile/
internet offerings, and to expand our fixed customer base.
In France, since the end of 2023, in addition to fiber and our mobile
solutions (4G, 5G), we have launched a very high-speed satellite offer
available throughout mainland France to meet the connectivity needs of
individuals and businesses living in the most isolated areas. This Orange
Satellite service provides an internet connection with up to 200 Mbit/s
dowstream and up to 15 Mbit/s upstream for browsing, watching videos,
fixed telephony and 26 DTT channels.
The excellence of our networks and quality of our services are a key
differentiating factor in our markets. Guided by our goal of being either the
outright or ex aequo leader in customer satisfaction (Net Promoter Score)
in two-thirds of our regions (66%) by 2025, we already reached 60%
in 2023. And in France, for the thirteenth year running, we took first place
in the Arcep rankings for the quality of our mobile network.
To offer our customers a seamless, personalized experience between
digital and physical channels, we are stepping up our use of data and AI.
These technologies enable us to improve our ability to anticipate customer
needs, design reliable, transparent and sustainable offers and enhance
our customer service.
We are dedicated to delivering network excellence, high-quality
service and customer satisfaction on a daily basis. To achieve
this high standard, we leverage our leading position in the roll-out
of fiber, 4G and 5G, as well as data and artificial intelligence (AI),
to offer our customers a customized experience.
71.7 m
households
connectable to FTTH
worldwide, including
48.9 million rolled out
by Orange in Europe
and 4.1 million in
Africa and the Middle
East
60%
of Orange countries
outright or ex aequo
leaders in customer
satisfaction (NPS) 2
2025 target:
66% of our
geographies
leaders or equal in
terms of customer
satisfaction (NPS)
(1) FTTH = Fiber to the Home.
(2) Net Promoter Score.
18
MásOrange : a strategic alliance
to serve customers
In Spain, following the European Commission’s
approval of the merger between Orange and
MásMóvil, we created the MásOrange joint
venture in March 2024. This major step forward
for the Group’s development in Europe will
position us as one of the leading operators
in the Spanish market in terms of customers,
user experience, talent and coverage of fiber
and mobile networks, with over 37 million fixed
and mobile broadband customers.
“This joint venture with MásMóvil will create
a single, powerful and sustainable player
that will evolve in the interests of Spanish
customers. Combining the strengths of Orange
and MásMóvil will give us the critical mass
to innovate and invest for the future.”
Christel Heydemann
Chief Executive Officer, Orange
Combining performance
and eco-design: the new
Livebox 7
In October 2023, we unveiled the Livebox 7.
A high-performance, latest-generation box,
connected to Wi-Fi 6E with the new 6 GHz
frequency band to satisfy our customers’
growing demand in terms of connectivity and
speed. Above all, a box that’s more eco-friendly,
with a case made from 100% recycled plastics,
designed to be easily repairable and certified
“Footprint Progress” by the Bureau Veritas
certification body.
Very high-speed broadband: for
everyone, everywhere in France
To meet the connectivity needs of as many
people as possible, including those not eligible
for fiber or with low ADSL speeds, we launched
our satellite solution in France in November
2023. This service is a new addition to our range
of very high-speed broadband solutions, and is
part of the French government’s “Cohésion
Numérique des Territoires” (Digital Regional
Cohesion) program, which aims to ensure that
everyone has access to very high-speed
broadband by 2025. In the implementation of
this project, we enlisted the services of Nordnet,
a Group subsidiary that has specialized in satellite
internet for 15 years, as well as the European
satellite Eutelsat Konnect VHTS, the largest ever
designed by the European industrial sector
(Thales Alenia Space).
2023-2024 Integrated Annual Report
19
Pillar 2
Capitalizing on our infrastructure
We set ourselves apart early on through our ability to deploy fixed
and mobile networks. We chose fiber at the right time, enabling us in just
a few years to become the leader in Europe and a key player in Africa
and the Middle East.
To continue on this trajectory, in 2023 we created the Orange Wholesale
division to design and deploy our networks and market them to third-party
operators and content providers.
In addition, we are investing through strategic partnerships wherever
appropriate in order to share financing commitments and secure
investments. On the fixed-line network, we plan to deploy an additional
five million households connectable by 2025 in Europe, where the
investment peak has already been reached, and two million in Africa and
the Middle East 1. On the mobile network, Totem, the Group’s European
TowerCo, is accelerating the development of our passive infrastructures
with third-party operators, with the aim of achieving a colocation rate of
1.5 by 2026.
At the same time, we are pursuing our plan to upgrade fixed and mobile
networks to very high-speed broadband, with the decommissioning of
fixed copper networks in France, and mobile networks (2G, 3G) in all
European countries by 2030. In Africa and the Middle East, where we
have an installed base of over 30,000 mobile towers, we will be continuing
to roll out fixed and mobile networks (4G and 5G) to support our growth
in these regions, and help drive economic and social development.
Finally, in order to make better use of our infrastructures, we are scaling
up the use of data and AI to build more efficient, resilient and high-
performance networks. We are also deploying Group-wide network
integration factories to accelerate the automation and virtualization
of network operations, offer new on-demand services operating
in Network-as-a-Service mode, and boost resilience and security.
Our infrastructure is unrivaled in the telecoms sector. This asset
sets us apart from other operators. To capitalize on this advantage
and continue to stand out from the crowd, we are leveraging
Orange Wholesale’s expertise: we are continuing to roll out very
high-speed broadband, accelerating the development of Totem
and deploying Network Integration Factories.
1.4
colocation rate of
third-party operators
on Totem-owned
mobile sites in 2023
2026 target:
a colocation rate of
1.5 for third-party
operators on Totem-
owned mobile sites
€6.9 bn
(i.e. 1/6 of Group
revenues) represented
by the Orange
Wholesale business
A stake in
450,000 km
of submarine cables,
equivalent to 10 times
the Earth’s
circumference
(1) Projection 2022-2025, excluding FiberCos.
20
Open RAN network sharing:
a first in Europe
In 2023, we sealed an innovative partnership
with Vodafone to build and share an Open Radio
Access Network (Open RAN). This agreement,
the first of its kind in Europe, demonstrates our
shared commitment to deploying this
technology for future mobile networks in Europe
and supporting the European Commission’s
goal of rolling out 5G to all populated areas
by 2030.
“Orange is firmly committed to the Open RAN
architecture, which will play a substantial role
in shaping future telecommunications networks.
It provides operators, on a shared basis, with
flexibility and a capacity for differentiation.”
Atoosa Hatefi
Director of Innovation in Radio and Environment
at Orange
In France: network modernization
continues
At the end of 2023, nearly 38 million homes and
premises were covered by FTTH (Fiber to the
Home) 1. We have made 21.8 million premises
connectable (including Orange Concessions),
representing more than half of all premises
made connectable by all operators to date.
In 2023 alone, we added 1.5 million households
connectable to FTTH. And in March 2024, we
renewed our commitment by signing a new
agreement with the French government for the
rollout of 1.1 million households connectable
to FTTH in medium-density areas (AMII zones)
by 2025, and for the rollout of an additional
300,000 households connectable to FTTH in
high-density areas by 2025. This agreement
is helping to position France as a leading
European country in terms of fiber coverage.
The Sophie Germain,
a technological feat in the name
of global connectivity
Spearheading a new generation of state-of-
the-art cable-laying vessels with a low
environmental footprint, the Sophie Germain
joined our Orange Marine fleet in 2023.
This asset consolidates our central role in
the laying and maintenance of submarine
cables, a little-known industry that is essential
to the development of connectivity worldwide.
With more than 264,000 kilometers of fiber optic
cable laid and over 950 repairs carried out
by the end of 2023, Orange is one of the few
operators today to have mastered end-to-
end connectivity.
(1) ARCEP HD TDH Observatory Q4 2023.
2023-2024 Integrated Annual Report
21
Pillar 3
Repositioning our BtoB activities
and developing our cybersecurity
operations
The digitization of the economy, accentuated by the Covid period, is
accelerating at an unprecedented rate. With technological breakthroughs
such as network virtualization and the growing use of cloud-based
collaborative tools, business needs are evolving very rapidly. To respond
to these changes and seize every opportunity, Orange Business is
implementing an extensive transformation plan. Orange Business is
accelerating its growth in IT and integration services (cybersecurity,
Digital & Data, cloud) in Europe, to become a leading network and digital
integrator, certified on the latest market technologies to support
businesses in their digital transformations. To achieve this objective,
Orange Business has reorganized itself by implementing a cost
optimization program, while also training its employees to support the
transition. The subsidiary has also simplified its service portfolio by halving
its product catalog from 2024, focusing on the development of data and AI
services, and expanding its expertise in IT solutions, notably through
targeted buyouts, such as the Expertime acquisition at the end of 2023.
We are also providing our customers with cybersecurity support by
strengthening the development of our dedicated subsidiary Orange
Cyberdefense. With revenue in excess of one billion in 2023, double-digit
growth above the market average, and a community of over 2,800 experts,
Orange Cyberdefense is reaching a stage of maturity and entering a new
phase of development. The aim is to achieve profitable growth and
strengthen synergies with our core business as a telecoms operator, in
order to capture the full potential of a complex, competitive and rapidly
accelerating market.
Our Orange Business subsidiary is at the heart of an ambitious
transformation plan to return to growth and become one of
Europe’s leading network and digital integrators. At the same
time, we are pursuing Orange Cyberdefense’s strategy of profitable
growth to strengthen its positioning, and in particular its
European leadership in cybersecurity, and to open up new
markets (BtoC and VSEs).
0.2%
growth in Orange
Business revenue
in 2023 1
10.9%
growth in Orange
Cyberdefense revenue
in 2023 1
2025 target:
€1.3 billion in
cybersecurity revenue
(1) On a comparable basis.
22
Improving corporate
cyber-resilience
At a time when businesses are adopting
cloud computing and the digital-first model
on a massive scale, the integration of zero-
trust security into their strategy is a key
issue. In response, Orange Business, Orange
Cyberdefense and Palo Alto Networks have
announced a new collaboration. The aim is
to provide a managed SASE (Secure Access
Service Edge) solution, meeting business
requirements in terms of network and security,
high-level performance, simplicity and access
to the Zero Trust 2.0 network.
Flexible SD-WAN: towards
secure, reliable and adaptable
connectivity
When it comes to customer experience, the
cloud has become a benchmark. For this
reason, in partnership with VMware, we have
unveiled the first SD-WAN offering natively
integrated into Evolution Platform, the new
resilient and secure cloud-native platform
from Orange Business.
“In today’s digital-first business cycle, the
demand for resilient, adaptive and secure
network infrastructure has never been more
critical. This new SD-WAN offering will expand
the options available to our customers to build
a network that perfectly meets the challenges
of their digital transformation.”
Jean-Noël Michel
Vice President Communication Services
Business Line at Orange Business
The Expertime acquisition
strengthens our cloud expertise
for our corporate customers
In December 2023, Orange Business formalized
the acquisition of Expertime, a services company
specializing in Microsoft solutions.
This transaction is in line with our strategic plan,
and will enable us to strengthen the Microsoft
expertise of our teams, both in terms of the
transition to the public cloud – a major challenge
for small and medium-sized businesses – and in
the areas of applications, collaborative solutions
and data, enabling us to better support the
growth of these markets.
2023-2024 Integrated Annual Report
23
Pillar 4
Continuing our growth
in Africa and the Middle East
In 2023, we saw a remarkable 11.4% increase in our revenue in the Middle
East and Africa (MEA), marking a record high in a decade. Development
prospects in the region are very promising. With a burgeoning population
and a surge in digital usage across African and Middle Eastern countries,
capturing this demand hinges on continuing to roll out 3G/4G mobile
networks and fixed infrastructure. In 2023, we invested €1.2 billion in the
region to support this goal. Currently, we serve one in every nine African
telecom customers, and we’re committed to further investments to
become the premier digital partner in Africa and the Middle East.
Achieving this objective also depends on the quality of our service
offerings in content, energy, e-agriculture, healthcare, BtoB and mobile
financial services—including Orange Money and Orange Bank Africa.
With Orange Bank Africa, Orange’s mobile bank in Côte d’Ivoire, we go
beyond simple money transfers and payments, offering credit and savings
services accessible through the Max it super-app with its user-friendly,
customizable, and inclusive interface. By the end of 2023, Orange Money
had surpassed the milestone of 100 million accounts opened, with
transactions totaling over €130 billion. Notably, it saw a return to a growth
trajectory with an increase in revenue of over 25% compared to 2022,
a significant acceleration for this growth driver of financial inclusion.
Lastly, continuing our growth in Africa and the Middle East relies heavily
on a strong regional presence. Our local teams are renowned for their
performance and expertise, enabling us to effectively address the region’s
challenges. We also leverage our network of Orange Digital Centers.
These digital learning centers play a crucial role in tackling the challenges
of education and professional integration, while providing support to local
startups in their growth journey. This positions us exceptionally well to
support the growing digital trends in the region.
A growth driver for the Group for many years, the Africa and Middle
East region is at the heart of our strategy. To stay on this trajectory,
we’re actively expanding our networks in the region, fast-tracking
the evolution of Orange Money, and bolstering our local presence.
11.4%
growth in revenue
in the MEA 1 zone,
totaling €7.2 billion
2022-2025 target:
+ 7% per year
4
growth engines
25.8%
growth in revenue
for Orange Money,
17.7%
for mobile data,
16.7%
for fixed broadband,
and across the board,
16.4%
for BtoB.
(1) Middle East and Africa.
24
Simplifying users’ lives
with Max it
Following the success of the My Orange and
Orange Money apps, used by over 22 million
customers on a daily basis, our Orange teams
in Africa rolled out Max it in November 2023.
This super-app brings together telecoms,
financial, and e-commerce services. Currently
available in five countries (Cameroon, Senegal,
Mali, Burkina Faso and Botswana), in 2024,
it will expand to the other 12 countries across
Africa and the Middle East where Orange
operates.
Orange Money: a user-centric
transformation
Orange Money is a significant growth catalyst
for our Group in the MEA region, with a
remarkable 25.8% growth attributed to Orange
Money alone, serving 34.1 million active
customers and facilitating over €130 billion
in transactions. In response to a changing
landscape, we revamped its model in 2023 with
the goal of evolving into a comprehensive digital
service platform, open to all, whether Orange
customers or not.
Orange Digital Centers:
nurturing digital talent
The Orange Summer Challenge stands as the
flagship event of the Orange Digital Centers
(ODC) network. In 2023, for the first time, it took
place across 11 countries in Africa and the
Middle East. 253 young students had the
opportunity to develop innovative technological
solutions around the bold and timely theme of
“Artificial Intelligence and the Internet of Things:
A Winning Combination to Tackle Tomorrow’s
Challenges!” Teams were mentored not only by
ODC experts but also by international experts
from Amazon Web Services (AWS) and EY.
More than
€130 billion
in transactions made with Orange Money
2023-2024 Integrated Annual Report
25
A new enterprise model
to meet our ambition
Rethinking the way we work
Our enterprise model is also evolving towards
greater simplicity, agility and efficiency. This
is one of the keys to the success of Lead the
Future. To achieve this, we must work differently
through standardizing, pooling, digitalizing ad
simplifying our processes. We are thereby
pursuing industrial transformation in the name
of operational excellence.
In a world of technological disruptions, we will
also be stepping up our investment in employee
training and proactive skills management,
to anticipate needs and facilitate the evolution
of our employees towards new professions
in data, the cloud, cybersecurity and AI.
Strengthening our commitment
to responsibility
In order to support our ambitious policy of
social, societal and environmental responsibility,
we must rethink our enterprise model. Some of
our achievements have already been recognized
and have given rise to very satisfactory ESG
scores, but we want to go even further to gain
in efficiency and strengthen our resilience.
To this end, we are pursuing our sustainable
transformation by committing ourselves to three
major areas: the environment, to tackle climate
challenges; digital inclusion, to promote digital
access for all; and cybersecurity and digital
trust, to help create a safer digital world.
All our actions are carried out with respect
for our ethical commitments and human rights
(see p. 64).
Improved cost control
Last but not least, our transformation entails
better cost control. By 2025, with our
operational efficiency program, we have set
ourselves the target of saving a further €600
million on a cost base of €11.8 billion in net
savings, particularly in IT, network and real
estate purchasing.
By the end of 2023, we had already achieved
net savings of around €300 million, in other
words half the plan over three years. We are
therefore well on the way to achieving our target
by 2025.
In the face of so many challenges, the success of our Lead the
Future plan will require a profound transformation of our Group.
Over the past year, we have been developing our enterprise model
to become simpler, faster, more efficient and more responsible,
using an “ESG by design” approach.
26
The levers of our
transformation
Listening to employees is essential, and we
make it a priority to conduct an annual survey
to find out about their commitment and
expectations. This approach is a genuine lever,
as much as for employees as for the company,
in order to improve the working experience and
environment. It gives every employee the
opportunity to express their voice, share
opinions and suggestions, and thereby make an
active contribution to the company’s decisions.
In 2023, we introduced a new feedback system
with the deployment of the tool “Voice Up”,
which enabled us to obtain more targeted and
in-depth information. This anonymous survey,
the results of which were revealed in early 2024,
recorded a 10-point increase in participation
across all our regions compared with the
previous year. It showed a good overall level
of employee engagement, with results in line
with international benchmarks, but also a
positive appreciation of the measures taken
in favor of diversity and inclusion, and of issues
relating to work-life balance and working
conditions within the company.
The survey also enabled us to identify areas
for improvement, which we have used to
continue enhancing our teams’ commitment.
We have taken steps to meet employees’
expectations by providing greater organizational
clarity in line with our new enterprise model; by
ensuring individual support for each employee,
with better use of resources dedicated to career
development; and by enhancing the visibility of
our company’s strategic directions and priorities.
Orange’s transformation, driven by our Lead the Future strategic
plan, places the collective, and the expertises of the men and
women working for the Group, at the center of our priorities.
People, organizational agility and process simplification are at
the heart of this transformation, with the implementation of a new
enterprise model. The keys to success? The commitment of our
teams, the development of our talent and our ability to innovate
in a relevant and inclusive way.
Fully committed employees
In addition, we are currently developing a
corporate culture project, which should be
implemented by 2025.
“Employee feedback through Voice Up is
invaluable; it guides our future thinking and
actions, and is central to our decision-making.”
Vincent Lecerf
Executive Vice President Human Resources
2023-2024 Integrated Annual Report
27
Talent at the heart of our priorities
At a time of profound technological, economic
and environmental change, being able to rely on
strong expertise is a major challenge for the
telecoms sector. At Orange, our employees are
our priority and one of the keys to the success
of our Lead the Future strategic plan.
We have therefore consolidated our human
resources strategy to support our transformation
towards greater efficiency and effectiveness, in
line with our new enterprise model. Two levers
are essential to the success of this strategy:
employee commitment and the attention paid
to our employees in terms of skills development
and retention.
To this end, we have set up training programs
to enable employees to acquire new skills, with
a view to changing jobs (reskilling) or adapting
to professional evolutions (upskilling), which are
greatly impacted by major technological
breakthroughs and CSR challenges. In France,
the Orange Apprentice Training Center also
provides support for work-study students in
the telecoms sector’s growth areas. And thanks
to the Orange Graduate Program, we can offer
young graduates a tailored career path that
stands apart from the competition.
Finally, to foster the loyalty of our employees,
we meet their expectations in terms of diversity,
fairness, work-life balance, health and safety at
work, and mobility. Orange’s strength lies in its
talent, which is at the heart of our priorities.
137,000
employees at the end of 2023
97%
of our employees received training in 2023
(21 hours of training per employee)
Employee share ownership:
proof of strong commitment
Our employees are proud of their company
and invest in its development. At the end of
2023, employee share ownership accounted for
7.94% of Orange’s capital, representing 12.73%
of voting rights, held mainly through employee
savings schemes. In total, 67% of our Group’s
employees worldwide are Orange shareholders
(including 95% in France and 35% outside
France).
“At Orange, you can”
The telecoms sector is undergoing rapid change.
As a global player, we are at the forefront of
this trend. We offer our employees and future
candidates the opportunity to be part of this
technological revolution, to evolve within diverse
and exciting professions and sectors, while
taking into account their individual aspirations.
28
Innovation for the benefit of all
At Orange, we believe that innovation should be
useful and a source of progress for everyone.
Every day, our researchers (numbering
nearly 700) work alongside Group employees
and their academic and industrial partners.
77 cooperative projects are being carried
out with French, European and global
players. The aim is to design and develop the
technologies of the future for our customers,
in a spirit of ethical and sustainable innovation.
With a portfolio of 10,500 patents, over 200
new inventions protected in 2023 and 2,000
licensees worldwide, we have become Europe’s
leading intellectual property operator.
And because we want to go even further,
with the belief that the best way to do so
is collectively, we are continuing our open
innovation strategy: integrating start-ups into
our ecosystem and providing financial support
for innovation. We do this through Orange
Ventures, our venture capital fund dedicated
to investments in areas of strategic interest
(cybersecurity, IT, etc.) or emerging fields
(e-health, gaming, etc.).
In addition, given the central role played by
AI for our customers and for us, we have
entered a new era, scaling up this technology
while ensuring that it is used in an ethical
and responsible manner. Our ambition is to
accelerate the use of AI and create value in
all our businesses, networks and customer
relationships.
In 2024, we’re accelerating the deployment
of AI across the Group and harnessing the
full potential of this technology in the areas
of operational efficiency, customer experience
and network optimization.
Open Tech Days: open innovation
The first edition of Orange Open Tech Days took
place in November 2023. The event showcased
our latest innovations in cybersecurity,
connectivity, customer experience and network
functionalities. Our customers, partners and
employees were able to discover our latest
research and innovations through more than
60 demonstrations, 20 mini-conferences and
four plenary sessions.
The networks of the future for
useful and responsible innovation
At Orange, our aim is to improve people’s
everyday lives and respond to major societal
challenges through the innovative and
responsible use of new digital technologies.
With nearly 700 researchers in our teams,
we are already preparing the networks of the
future: developments in 5G, 6G, quantum
communication networks and satellite offerings.
Find out more
about our use cases
2023-2024 Integrated Annual Report
29
A business model
for creating sustainable
value
Deploying and operating reliable,
useful and resilient networks
For Orange, creating sustainable value means
first and foremost giving as many people as
possible access to essential digital services.
To achieve this, we deploy and operate fixed
and mobile networks for consumers in Europe,
Africa and the Middle East, and our business
networks are among the most extensive in the
world. We invest in new technologies to ensure
that all these networks are ever more efficient,
secure and resilient.
Lastly, we contribute to European and African
digital sovereignty through our data centers and
involvement in 450,000 kilometers of submarine
cables.
Guided by our net zero carbon objective
by 2040, we are optimizing the maintenance
of our networks using artificial intelligence,
and accelerating the decommissioning of
older infrastructures. We are supporting the
decarbonization of our value chain through the
promotion of a circular economy; eco-design
for customer, network and IT equipment; and
the application of sustainability criteria when
A long-standing telecommunications network operator in France,
Orange is a major player in digital technologies worldwide. Guided
by our corporate purpose, and driven by our Lead the Future
strategic plan, we operate according to a business model that
integrates environmental, social and societal issues. Our aim is
to create sustainable value for all our stakeholders.
30
Marketing innovative
and secure digital services
For Orange, creating sustainable value also
means guaranteeing services and a trustworthy
customer experience in the 26 countries in
Europe, Africa and the Middle East in which the
Group operates. In marketing our products and
services, including our accessible and inclusive
offerings, we leverage the power of our brand,
our extensive distribution network (4,900 stores
worldwide and 1.5 million resellers in Africa and
the Middle East) and our digital channels.
Thanks to our core activities as an infrastructure
operator and the deployment of very high-speed
broadband, we are able to meet the demands
for connectivity and innovative mobile services
of our 298 million individual, business and
operator customers. We enable 34.1 million
active Orange Money customers in Africa
and the Middle East to carry out financial
transactions with ease.
To help businesses to boost their economic
performance and reduce their own
environmental footprint, we offer innovative
solutions (cloud, trusted cloud, artificial
intelligence, data analysis, Internet of Things,
cybersecurity, etc.), tailored to their sector.
With 2,800 experts and 32 cyberthreat detection
centers, Orange Cyberdefense is positioned
as a European leader in cybersecurity services.
Finally, to contribute to the development of
digital services and new ethical and responsible
technologies, our experts and researchers work
with a global ecosystem of partners, companies,
start-ups, and public and private laboratories.
Our shared goal: to build the networks of the
future, so that our customers – individuals and
businesses alike – can access the tools and
services of tomorrow with complete confidence.
selecting suppliers during calls for tender. We
also implement measures that integrate energy
efficiency, renewable energies and carbon
sequestration.
Dedicated to digital inclusion, we are working
to maximize geographical coverage. This
includes deploying 5G in a targeted way.
Satellite technology enables our customers in
isolated areas to benefit from very high-speed
connections. In Europe, we are leading the way
in fiber roll-out, and our two FiberCos support
the extension of fiber to rural areas. Our Totem
subsidiary is now one of Europe’s leading
TowerCos.
For further details, please refer
to the URD (Universal Registration
Document) 2023
2023-2024 Integrated Annual Report
31
Our value creation model
Our purpose
Our challenges
As a trusted
partner, Orange
gives everyone
the keys to a
responsible digital
world
To be resilient in a complex
geopolitical, economic and
regulatory context
To meet growing demand
for connectivity and digital
services
To seize risks and
opportunities linked to the
rise of new technologies (AI,
networks of the future, etc.)
To reconcile innovation with
sustainable development to
shape a responsible digital
industry and adhere to the
Paris Climate Agreement
Our professions
and expertises
Rolling out and
operating reliable,
useful and
resilient networks
Marketing
innovative and
secure digital
services
32
Assets
Value created
People
137,000 employees
97% of employees completed at least one training program
36.2% women in the workforce
Industrial assets
Fiber: 71.7 m households connectable to FTTH worldwide,
including 48.9 m rolled out by Orange in Europe and 4.1 m
in Africa and the Middle East
People
85% of employees say they are proud to work at Orange
7.94% of shareholder base made up of employees and former
employees
34.1% women in management networks
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 available in 7 countries in Europe and 2 countries in Africa
and the Middle East
450,000 km of submarine cables owned or co-owned
Industrial assets
No. 1 for mobile network quality in France for the 13th year
running (Arcep)
European leadership in fiber with 14.3 m customers and in
convergence with 11.9 m customers
1.2 m fiber customers in Africa and the Middle East
Commercial assets
4,900 stores worldwide
32 cyber threat detection centers worldwide
USD 18.4 bn: Orange’s brand value in 2023
(Brand Finance ranking)
Commercial assets
298 m individual customers, businesses, and operators
34.1 m active Orange Money customers
60% of Orange countries leaders or at parity in NPS (Net Promoter
Score)
Intellectual assets
€613 m dedicated to Research & Development
7 research chairs funded as part of Orange Innovation
59 start-ups in the Orange Ventures portfolio
Intellectual assets
No. 1 European telecom operator in intellectual property with over
10,500 patents, including more than 200 new patented inventions
in 2023
Awarded the GEEIS-AI label for inclusive artificial intelligence
Financial assets
€35.1 bn in equity
2.05x: controlled debt ratio
€6.8 bn in eCapex
Financial assets
€13.0 bn in EBITDAaL, 6.7%: ROCE 4 of telecom activities
€3.7 bn in organic cash-flow from telecom activities
€2.9 bn in free cash flow all-in from telecom activities
€0.85: net result per share (EPS 5), €0.72: dividend per share 6
Environmental assets
A 2025 decarbonization trajectory based on the Science
Based Targets initiative (SBTi) and a commitment to net zero
carbon by 2040
30 of our 50 largest suppliers in terms of expenditure
committed 1 to SBTi
20% of our total supplier score in IT&N 2 purchase decisions
are based on CSR criteria
Environmental assets
37.4% reduction in CO2 emissions between 2015 and 2023
(scopes 1 and 2) 7
25.4%: collection rate for used mobiles vs sold by Europe 8
2.9% of mobile devices sold by Europe are reconditioned 8
Nearly 1% of IT&N 2 equipment purchases made up of
refurbished products
Social and societal assets
Member of the JAC 3, to assess, develop, and control the
implementation of CSR principles among suppliers
22 Orange Digital Centers
22 countries offering affordable features phones
Social and societal assets
890 corrective action plans carried out after CSR audits conducted
under the JAC 3
1.8 million beneficiaries of our free digital training programs since
2021
250,000 households equipped with individual solar kits
in 12 countries
(1) Representing around 60% of total Group spending in scope 3 purchase categories. (2) IT & Networks. (3) Joint Alliance for CSR. (4) Return on capital
employed. (5) Earnings per share. (6) Subject to approval at the Shareholders Annual General Meeting (payable in 2024). (7) On a comparable basis.
(8) Eight Orange countries in Europe.
Data as at 31 December 2023.
33
Creating sustainable
value for all our
stakeholders
Value sharing from telecom activities 1
For us, creating sustainable value means working with the aim
of sharing that value with our stakeholders. To this end, we are
continuously developing our activities as a fixed and mobile
infrastructure operator, and marketing connectivity, financial,
IT and cybersecurity services.
(1) Data at December 31, 2023.
International operators
and shared services
€1.5 billion
Europe (excluding France)
€11.6 billion
France
€17.7 billion
Africa and Middle East
€7.2 billion
Totem
€0.7 billion
Orange Business
€7.9 billion
Revenue
€44.1 billion
Eliminations
-€2.4 billion
34
To foster the personal and professional development of our employees, we anticipate career
changes, ensure the development of skills and implement a policy of talent management, diversity
and equal opportunities.
To offer our customers better connectivity, we upgrade our networks and support the development
of their digital skills. As an operator, we also put digital technology to work for businesses and local
communities.
For our shareholders, we work to strengthen the company’s profitability and improve its financial
value. And, to issue financing instruments indexed to sustainable performance objectives, we have
adopted a sustainable financing charter.
To help protect the environment, we supplement our net-zero carbon commitments by taking into
account the impact of our activities on resources and biodiversity.
To promote respect for ethics, human rights and responsible purchasing, we apply demanding
criteria throughout our value chain, and work in close collaboration with our ecosystem, within the JAC
(Joint Alliance for CSR).
To help build a trustworthy society, we run awareness-raising campaigns on responsible digital use,
to ensure that tools are used in a healthy, reasonable and secure way. And to promote digital inclusion,
we offer free training programs, and support digital entrepreneurship.
Other unallocated
€1.7 billion
Public sphere
Telecommunication Licences and taxes
€3.3 billion
Employees
Wages and employee benefits
€9.9 billion
Suppliers and partners
External purchases and leases
€20.7 billion
Shareholders
Dividends paid
€2.2 billion
Regions
Intangible and tangible investments
(excluding telecom licenses)
€7.1 billion
Lenders and financial investors
Finance costs and change in debt
-€0.8 billion
2023-2024 Integrated Annual Report
35
A new governance model
Acclaimed corporate
governance
Our Group’s corporate governance ensures that
the principles of separation of powers and
independence of the Board of Directors are
respected. Jacques Aschenbroich, independent
director and non-executive Chairman, organizes
and directs the work of the Board of Directors,
while Christel Heydemann is responsible for
the Group’s executive management.
The quality of the Board’s work, as presented
at our 2023 Shareholders’ Meeting, and its
commitment to the company’s purpose were
recognized by the ’Corporate Governance
and Purpose’ prize awarded to Orange by
the Rencontres du Capitalisme Responsable.
Following on from this, during the evaluation
of the Board’s operations carried out at the
beginning of 2024, the directors considered that
our governance had continued to progress
(regular executive sessions, quality of dialogue,
involvement in the Group’s major strategic
issues).
In line with best market
practice
The Board of Directors comprises seven
independent directors, i.e. around two-thirds
of its members 1, a proportion that amply
complies with the Afep-Medef corporate
governance code, illustrating the attention
paid to the balance of power. In 2023, two
independent directors were appointed to
reinforce the Board’s expertise: Momar Nguer
brings international expertise, particularly
in Africa and the Middle East, and experience
in the governance of major groups; and Gilles
Grapinet, given his profile as Inspector General
of Finance, previous governmental roles and
his current position at the head of Worldline,
provides financial expertise.
Since 2022, we have undertaken a comprehensive overhaul of
our corporate governance structure to provide it with a stronger
foundation. This change, which has been very well received, serves
our strategic ambitions and the long-term future of our Group.
(1) ) In accordance with the Afep-Medef code, this calculation does
not take into account directors elected by employees and representing
employee shareholders.
36
Balanced expertise
A review of the Board members’ key skills and
expertise has been carried out by an external
consultancy firm.
It shows that, thanks to the diversity of its
members, the Board possesses the necessary
qualities required to understand the issues
presented to it.
Board activity in 2023
The Board of Directors met nine times in 2023,
with an attendance rate of 99.4%, reflecting
the commitment of its members. In particular, it
approved the absorption of Orange Caraïbe by
our Group, continued to examine the proposed
merger of Orange Spain with MásMóvil, and
formally noted the signing of agreements with
Capgemini and Microsoft for the creation
of Bleu, a joint venture designed to provide
SecNumCloud-labeled “Trusted Cloud”
solutions.
Specialized committees
to support the Board
The Audit Committee, the Strategy and
Technology Committee and the Governance and
CSR Committee all contribute to the Board’s
deliberations and decision-making. In 2023, the
Audit Committee regularly interviewed the
Company’s senior executives and key finance
managers, and also examined trends in the
Orange share price. From the beginning of 2024,
the role of the Audit Committee was expanded
to include new sustainability missions, notably
to ensure the integrity of sustainability reporting.
The Strategy and Technology Committee, for its
part, carried out in-depth work aimed at
preparing the Board’s strategy seminar and
planning ahead for the major decisions to be
taken by our Group. Last but not least, the
Governance and CSR Committee carried out
work on Orange’s CSR, covering the scope 3
strategy, our climate strategy, bond issues
indexed to sustainable performance indicators,
and digital inclusion. At its request, training
was provided to the Board on these issues
in the second half of 2023.
A compensation policy approved by shareholders
Each year, the compensation of our Group’s executive corporate officers is reviewed by the Board on
the recommendation of the Governance and CSR Committee. It is also submitted to the Shareholders’
Meeting for approval under the “Say on Pay” policy. Remuneration for executive corporate officers is
based on three pillars: a fixed part, a variable annual part, and performance shares, of which the last
two are linked to financial and non-financial criteria.
2023-2024 Integrated Annual Report
37
Board of Directors
(1) The above percentages exclude
directors representing
employees and employee
shareholders.
38
1. Jacques Aschenbroich
Chairman, independent director
2. Christel Heydemann
Chief Executive Officer, director
3. Valérie Beaulieu
Independent director, member
of the Audit Committee
4. Alexandre Bompard
Independent director, member
of the Strategy and Technology
Committee
5. Thierry Chatelier
Director representing employee
shareholders, member of
the Strategy and Technology
Committee
6. Sébastien Crozier
Director representing
employees, member
of the Audit Committee
7. Céline Fornaro
Director representing
the French State, member
of the Audit Committee
8. Vincent Gimeno
Director representing
employees, member of the
Strategy and Technology
Committee
9. Gilles Grapinet
Independent director, Chairman
of the Audit Committee
10. Anne-Gabrielle Heilbronner
Independent director, Chairman
of the Governance and CSR
Committee
11. Anne Lange
Director elected at the
suggestion of the French State,
member of the Governance
and CSR Committee
12. Momar Nguer
Independent director, member
of the Governance and CSR
Committee
13. Frédéric Sanchez
Independent director, Chairman
of the Strategy and Technology
Committee
14. Thierry Sommelet
Director representing Bpifrance
Participations, member of
the Strategy and Technology
Committee
15.
The Board of Directors approves all decisions relating to the
Group’s major strategic, economic, social, financial, technological
and environmental policies, and oversees their implementation
by executive management. Medium-term policies are defined
by a regularly updated strategic plan which is presented by
the Chief Executive Officer and then reviewed and adopted
by the Board of Directors.
Magali Vallée
Director representing employees,
member of the Governance and
CSR Committee
45%
women 1
63.6%
independence rate 1
15
12
9
6
3
14
11
8
5
2
13
10
7
4
1
Composition at December 31, 2023.
2023-2024 Integrated Annual Report
39
The Executive Committee
5
4
9
12
6
Since the beginning of 2023, a renewed Executive Committee has
been driving the new momentum of our Lead the Future strategic
plan, notably with the arrival of a new Chief Executive Officer
of Orange France in April 2023. The year was also marked by
the creation of an Orange Wholesale division, bringing together
the French and International wholesale and operator services
activities under a single umbrella.
11
40
1
2
3
10
8
7
1. Christel Heydemann
Chief Executive Officer
2.
Jean-François Fallacher
Executive Vice President,
CEO of Orange France
3.
Hugues Foulon
Executive Vice President,
CEO of Orange
Cyberdefense
4.
Nicolas Guérin
Secretary-General for
the Group and Secretary
of the Board of Directors
5.
Caroline Guillaumin
Executive Vice President
of Communication
6.
Jérôme Hénique
Executive Vice President,
CEO of Orange Middle East
and Africa (OMEA)
7.
Mari-Noëlle
Jégo-Laveissière
Executive Vice President,
CEO of Orange in Europe
(outside France)
8.
Vincent Lecerf
Executive Vice President
of Human Resources
9.
Laurent Martinez
Executive Vice President
Finance, Performance
and Development
10. Aliette Mousnier-Lompré
Executive Vice President,
CEO of Orange Business
11. Élizabeth Tchoungui
Executive Vice President
of Corporate
13
Social
Responsibility
12. Michaël Trabbia
Executive Vice President,
CEO of Orange Wholesale
13. Bruno Zerbib
Executive Vice President,
Chief Technology
& Innovation Officer
Composition at December 31, 2023.
41
Contributions
on the ground
Lead the Future is a daily reality. In 2023, the men and women
of Orange working on the ground contributed to the achievement
of our Group’s commitments. Every day, they place environmental,
social and societal responsibility, the economic development
of companies and regions, and safety at the heart of their activities.
Discover the scope
of our actions in the field
42
Environment: reducing
the impact of our activities
As a digital player, we have a key role to play in
the environmental transition. As such, our goal
is to be net zero carbon by 2040. Thanks to our
concrete actions, we are already ahead on one of
the points on our roadmap. In 2023, we achieved
our scopes 1 and 2 targets, two years ahead
of schedule.
To reduce our own emissions, we are improving
the energy efficiency of our networks and
IT systems through the Green ITN program
(see p. 44).
We are also taking strong action on renewable
energies and stepping up our circular economy
initiatives, from eco-design to recycling (see p. 45).
As we work to reduce both our direct and indirect
emissions, we involve all our stakeholders in our
initiatives, from the suppliers who manufacture
our equipment to the customers who use it.
We will always have residual emissions. That
is why we finance natural carbon sink projects.
In addition to sequestering carbon, they help
preserve biodiversity.
In 2023, we were awarded the Sustainable
Markets Initiative's “Terra Carta Seal”, which
recognizes our Group’s efforts to actively
contribute to creating a positive future for the
planet. All these indicators show that we are on
track to build a more sustainable digital world.
We are committed to being net zero carbon by 2040. To achieve
this, we have adopted a global strategy. It involves reducing the
environmental impact of our activities, and helping our customers
and suppliers to do the same. We made significant progress on
our commitments in 2023.
Percentage of mobile phones collected
vs. sold in Europe 1
(1) Eight Orange countries in Europe.
2023
25.4%
2025 target
30%
CO2 emissions for scopes 1 and 2
between 2015 and 2023
2023
-37.4%
2025 target
-30%
2023-2024 Integrated Annual Report
43
Energy-efficient
buildings
Energy efficiency also concerns our real estate
assets. We are improving the design and
technical management of our commercial
buildings in terms of heating, air conditioning
and lighting. We are committed, for example,
to progressively equipping our buildings with
heat pumps, to replace oil- and gas-fired
boilers. We are also developing hybrid working
methods for our employees, which will help
reduce the energy consumption of our premises.
As a result, by 2023, energy consumption
and CO2 emissions for our buildings were
17% and 18% 2 lower.
In 2023, network and IT system energy
consumption accounted for 85% of total group
consumption and 80% of CO2eq 1 emissions.
Thanks to the Green ITN program, the increase
in our energy consumption (scopes 1 and 2) was
limited to 0.3% 2, despite new deployments
and a significant increase in traffic in 2023.
Over the period 2015-2023, more than 5.3 TWh
of electricity and over 430 million liters of fuel
oil have been saved in our networks and IT
systems. Over this period, these savings have
prevented the emission of at least 4.26 million
tons of CO2. In 2023, the actions undertaken will
have avoided the consumption of at least
1,154 GWh of electricity and 99 million liters of
fuel oil. To achieve these results, the Green ITN
program applies several levers: the ramp-up of
active network sharing, network and data center
Green ITN: less
energy consumed,
less CO2 produced
modernization, advanced standby modes,
the decommissioning of legacy technologies
(copper, 2G/3G) and the use of artificial
intelligence.
(1)
(2) Unless otherwise stated, changes are on a comparable basis to 2022.
Consumption including buildings housing network equipment.
44
Environment
The virtuous circle
of the R
e
program
We are developing the circular economy to
reduce the impact of our activities and those
of our customers. Our approach is based on
eco-design and extending the lifespan of
mobile devices.
In Europe, we achieved a mobile phone
collection rate of 25.4% in 2023 1. Romania,
Belgium and France recorded the strongest
increase. This increase is due in particular
to the success of our R
e
program, which
encourages our customers to recycle, take back
and purchase reconditioned mobile phones.
In 2024, we launched the Circular Mobility offer
for businesses wishing to reduce the
environmental impact of their mobile phone
fleets. This will help to expand the virtuous
circle even further!
Accelerating
the transition to
renewable energies
Limiting our environmental impact means
increasing our use of renewable energies.
For our Group, this is based on a number of pillars:
the signing of renewable energy supply
agreements 1 in Europe, the overhaul of site energy
management with Energy Services Companies
(ESCo), solar farms and site solarization, and
finally, guarantee of origin certificates purchased
on the market 2.
In 2023, we announced the construction of our
first solar farm in France, at Bercenay-en-Othe,
with commissioning scheduled for 2025. The
production of local, low-carbon electricity will save
over 100 tons of CO2 per year. In Africa, by the
end of 2023, more than 7,500 mobile sites had
been equipped with solar photovoltaic panels in
17 countries 3. This represents over 18% of all
mobile sites in the MEA region.
Thanks to our actions, we estimate that 75%
of our electricity needs in Europe will be covered
by renewable energies by 2025.
(1) Power Purchase Agreements.
(2) Unbundled.
(3) Versus 7,200 sites at end-2022.
(1) This figure takes into account collections by African workshops
financed by France.
2023-2024 Integrated Annual Report
45
Social commitments
guided by our purpose
At Orange, our fundamental belief is that everyone has a role
to play if they are given the right conditions to find their place
in society and express their potential. We have therefore been
working closely with local communities for decades to promote
inclusion through digital technology and help rebuild social ties.
By promoting connectivity, inclusion and
the development of digital skills, we are
committed to making digital technology
an opportunity for all. In all our locations,
we act to make it a lever for progress
and equality, focusing on three key areas:
equipping, informing and training. In 2023,
we took concrete steps towards meeting
our commitments.
Committing to digital inclusion means first and
foremost making digital technology accessible
to all. We are transforming this ambition into
reality by fighting the digital divide in all regions.
Aware of the challenges of equality, we offer
mobile and internet services that are accessible
to all: families, young people, senior citizens,
people with disabilities, disadvantaged groups,
and so on. In 2023, we achieved our goal of
deploying a connectivity service in every
European country in which we operate, adapted
to those who are isolated from the digital world
for economic reasons. As a result, 22 countries
now offer an affordable mobile device enabling
internet access.
Working for digital inclusion also means
providing training so that everyone has
the opportunity to develop their digital skills.
Thanks to our Foundation (p. 49-51), the Orange
Solidarité association and the creation of
dedicated Orange Digital Centers (see opposite)
we promote social and professional integration
and entrepreneurship via digital technology.
In total, since 2021, 1.8 million people have
benefited from one of our free training courses.
,
In all our locations, we contribute to the social
and economic development of societies through
access to essential services.
In 2023, we continued our actions in favor
of access to education, energy, health
and financial independence through digital.
We want digital technology to be a real
opportunity for everyone.
Beneficiaries of free digital training programs since 2021
Women in technical professions
2023
21.9%
2025 target
25%
Digital inclusion: committed to all
2023
1.8 m
2025 target
2.5 m
46
Orange Digital
Centers: a
powerful lever for
employability and
entrepreneurship
In 2023, we opened four new Orange Digital
Centers (ODC): in Spain, Romania, Moldova and
Guinea-Bissau, as well as eight ODC Clubs in
our partner universities in Africa and the Middle
East (MEA).
Present in Europe and MEA, these free spaces,
open to all, give everyone the opportunity to
develop their digital and entrepreneurial skills
in order to boost their employability, prepare
for the jobs of tomorrow (AI, cybersecurity,
etc.) or become a digital entrepreneur. The
ODCs support entrepreneurs, young people,
job seekers and those undergoing retraining or
who have dropped out of the education system.
In France, they also provide basic skills and
education to help people make more effective
use of digital technology.
In practice, our ODCs generally feature: a
coding school offering technological training
on real projects with a social impact and on
soft skills; a solidarity fablab for training in
digital fabrication and project prototyping; an
Orange Fab start-up incubator (with national
and international commercial partnerships with
Orange and/or its partners); and a branch of the
Orange Ventures investment fund. In 2023, our
ODCs supported nearly 200 start-ups across
three continents.
In addition to promoting employability and
innovation, these spaces offer workshops to the
general public to raise awareness of digital best
practices and boost confidence in digital uses:
securing personal data, protecting children
online, etc.
Number of Orange Digital Centers
2023
22
2025 target
25
2023-2024 Integrated Annual Report
47
Supporting
women’s financial
autonomy in West
Africa
In 2023, nearly 6,200 women farmers were
trained in digital tools in Liberia and Mali.
This initiative was carried out as part of our
partnership with UN Women’s “Buy from
Women” program. Designed to build resilience
among women farmers in the face of climate
disruption, this program notably enables them
to sell their produce online, access weather
forecasts. We have been participating in this
initiative in West Africa since 2022 to promote
female financial independence and help improve
their living conditions.
Almost
6,200
women farmers trained in digital
tools in Liberia and Mali in 2023
48
Digital inclusion
At the Orange Foundation, we are convinced
that digital technology can be a factor in the
social and professional integration of people
in vulnerable situations.
This is why we have established:
■ Solidarity FabLabs to develop the digital and
cross-disciplinary skills of unemployed young
people,
■ Digital Schools to promote education for
young people in schools in the Middle East
and Africa (MEA),
■ Digital Centers to enable the most
disadvantaged women to acquire basic digital
skills and manage income-generating activities.
In France, the Foundation also contributes
to the social integration and employability of
people in precarious situations, with the Digital
Workshops run by our Group’s employees
through the skills-based volunteering program,
or on a voluntary basis within the Orange
Solidarité association.
As culture is a powerful means of breaking
down barriers and contributing to social and
professional inclusion, the Orange Foundation
is also committed to cultural sponsorship,
promoting access to culture for all, and
identifying and supporting young talent in
music and literature.
Autism is also a long-standing area of
sponsorship. Since 1991, the Foundation
has supported people with autism spectrum
disorders (ASD), their families and professionals.
The Foundation’s early support for research led
to major scientific advances.
We have developed two programs: “autism
and digital” to promote the use of digital
technology and facilitate learning, and “autism
and inclusion” to enable inclusion through work,
housing and leisure activities. For the past five
years, the Foundation has also been supporting
international programs, particularly in Africa,
with a focus on autism training to provide better
care for people with ASD.
In 2023, the Foundation undertook a wealth
of initiatives benefiting thousands of people
in France, Europe, Africa and the Middle East.
These included the Aqua Makers challenge,
which invited young people from more than
240 Solidarity FabLabs to propose concrete
solutions to the problem of access to water, the
WikiChallenge digital school writing competition
in 10 French-speaking African countries,
and the 40 music festivals supported in France
and Africa.
The Orange Foundation:
creating social ties
For over 35 years, the Orange Corporate Foundation, with Jacques
Aschenbroich, its President and Chairman of the Group’s Board
of Directors, has embodied our commitment to society in the
25 countries in which we operate. In addition to digital inclusion,
which is supported by the Orange Digital Centers, the Foundation’s
actions are focused on two areas: training on and through digital
technology for the most disadvantaged and isolated sections of the
population – with a particular and historic commitment to autism –
and access to culture and support for young talent.
2023-2024 Integrated Annual Report
49
The mission of the Digital Centers set up by
the Orange Foundation is to provide digital
skills training for women in difficulty, to help
them integrate into society and achieve
economic independence. Awa, for example,
joined the Digital Center created in partnership
with the DesCodeuses association for six
months of technical training and professional
support. As part of the program, she learnt
code and computer languages, and took part in
masterclasses and company visits. Through this,
Awa discovered a passion for coding and much
more: a vocation. Today, she’s a web developer
on a permanent contract and, as she likes to
say, she’s “won the jackpot!”.
449 Digital Centers have been opened in
24 countries in Europe, Africa and the Middle
East, and more than 60,000 women trained
since the program was launched in 2015.
For over thirty years, the Orange Foundation
has been contributing to the inclusion of people
with autism spectrum disorders in France. To
this end, we support projects to create housing,
provide access to employment and training, and
improve living and learning conditions in care
facilities. Among the projects supported is Cafés
Joyeux, which hires people, like Mathilde, with
Down’s syndrome and autism on permanent
contracts. For her, “being different still means
you have full rights, including the right to work
and show what you can do. And thanks to Café
Joyeux, today I’m living my life as a young
woman, I’m a new Mathilde!”
Over 460 people have benefited from
the Foundation’s inclusion program.
Digital Centers: helping women
find their way
Promoting the inclusion of people
with autism spectrum disorders
Our literary awards to promote the emergence of young authors
Each year, the Foundation supports young authors through three awards. The Prix Orange du Livre in
France is awarded to a novel written in French and published by a French publisher between January 1
and March 31. The Prix Orange du Livre en Afrique recognizes French-speaking African writers,
promotes the books of the five finalists and supports local publishers. Lastly, the Prix Orange de la
Bande Dessinée is awarded to a graphic novel written in French and published in France or Belgium.
50
The Orange Foundation
At the Orange Foundation, we believe that
digital technology is an essential resource for
ensuring that learning takes place in the best
possible conditions. With this in mind, we have
created the Digital School Kit for schools in
the MEA region. Operating offline, it includes
a mini educational content server connected
to 25 tablets, a laptop, a video projector and a
Bluetooth speaker. Everything to give children
access to a vast range of educational resources
selected with our specialized educational
partners, as well as to their country’s school
curricula. The result: students who are more
motivated and more involved in class.
The Orange Foundation has supported vocal
music
1,700 schools have benefited from the Digital
Schools program in 17 countries (France and
Africa) since its inception, for a total of almost
600,000 pupils per year.
for over 35 years. More than 140 youth
choirs, orchestras and musical groups have
been scouted and supported in their early
stages, enabling them to showcase their
creations, irrespective of their country or
musical style. Each year, it organizes its Nuit
de la Voix at a major Paris venue. Broadcast
live on national radio, the event is listened
to by thousands of music lovers. In 2023,
for its 28th edition, over 50 artists discovered
by the Foundation performed at the Maison
de la Radio.
40 festivals were supported by the Foundation
in 2023 in France and Africa.
Making digital technology a key
factor in academic success
Giving a voice to young artists
“The Foundation that I have the honor of chairing embodies
our Group’s commitment to supporting and accompanying
the most vulnerable in every country in which we operate.
It is a source of pride for us all, and a real motivational
lever for our employees, who make an active contribution
to its initiatives.”
Jacques Aschenbroich
Chairman of the Orange Foundation
Discover more projects
supported by the Orange
Foundation
2023-2024 Integrated Annual Report
51
Trustworthy society:
towards a more secure
digital world
At Orange, we work to protect the fundamental freedoms and
security of people and organizations. Through our expertise in
cybersecurity and our ethical commitments, we apply digital
technology to serve a more open, fairer and safer society.
To contribute to the development of a trustworthy
society, we advocate a particular vision of the
digital landscape: one that is ethical, responsible
and inclusive, and that protects organizations
and individuals. As a board member of the Global
Network Initiative 1, we actively work to protect
privacy and freedom of expression, and are
assessed on the actions we take.
In light of the current geopolitical environment,
the increase in cyber-attacks and the growing
use of remote working, our position as a leading
operator requires us to make the security of our
customers’ data a priority. As a European leader
in cybersecurity, we provide state-of-the-art
protection for organizations and companies.
Every day, our experts analyze over 60 billion
events and shut down 200 malicious sites,
contributing to the overall security of the internet.
Facial recognition, connected objects and the
increased use, circulation and storage of data
pose new challenges. Since security goes hand
in hand with confidentiality, we have set up a
governance structure that provides a clear ethical
framework 2 for the use of personal data and
artificial intelligence in our activities 3. In this way,
we are committed to protecting human rights.
Lastly, through our awareness-raising initiatives,
we promote the safe and informed use of digital
technology. Online and on the ground, we are
committed to combating hyperconnection,
harassment and online hate, particularly among
young people. With this in mind, we launched the
“For Good Connections” initiative in early 2024.
Another important step was the sharing of the
Orange group’s policy on children’s rights and
protection in the digital age.
As a trusted partner, we give everyone the keys
to a responsible digital world.
(1) 4th GNI assessment published in October 2023.
“Orange is committed to offering
solutions for protecting personal
and business data in every country
in which we operate by 2030.”
(2) Data and AI Ethics Council.
(3) Data and Artificial Intelligence Ethical Charter.
52
Ultra-secure data
for our customers
With over 2,800 experts and 32 cyberthreat
detection centers worldwide, Orange
Cyberdefense has become a European leader
in cybersecurity. In 2023, we handled
129,000 security incidents, of which more
than 25,000 were confirmed.
Cyber Threat Intelligence is the key to
anticipating, detecting, identifying and reacting
to new cyber threats (hacking, cyber-extortion,
viruses, etc.).
We offer a comprehensive range of solutions
to protect organizations of all sizes (public
institutions, large corporations, SMEs and
VSEs). This includes the “Suite de Sécurité Pro”
solution, which protects against viruses and
cyber-attacks. It blocks fraudulent sites, and
secures our customers’ equipment, personal
and business data, and banking details. In
response to the increase in attacks targeting
small businesses, we also launched the “Cyber
Protection” offering in 2022, which is unique
in that it combines artificial intelligence with
human monitoring by our cybersecurity experts.
Finally, in response to the growing use by
companies of remote working and online
collaborative tools, we have developed
“SugarSync”, which enables the encrypted
access and exchange of all types of documents,
so that they can be stored and shared in total
security.
By 2030, our aim is to offer all our customers
state-of-the-art cybersecurity services, whether
in the core network or as stand-alone solutions.
129,000
security incidents detected by Orange
Cyberdefense in 2023, a 30% increase
on 2022
2023-2024 Integrated Annual Report
53
Protecting people
in the age of AI
We are committed to an ethical, human-
centered digital world. At the end of 2022,
we adopted a Data and Artificial Intelligence
Ethical Charter setting out our principles
and commitments in support of the ethical
and responsible design and use of AI.
Our Data and AI Ethics Council ensures that
these principles (robustness, security,
contribution to environmental issues and
societal well-being, respect for privacy,
diversity, fight against bias or discrimination,
transparency regarding the purpose of
solutions, etc.) are applied in the specific
cases submitted to it.
In 2023, the Council carried out studies on the
ethical challenges of AI, notably in telecom
networks and infrastructures, credit scoring 1,
AI-enhanced customer relations and generative
AI 2. These deliverables are shared with all
the Group’s ethics officers and the entities
that use these systems. In this way, we make
a daily contribution to building a responsible
digital environment that protects the rights
and freedoms of individuals.
Fighting
cyberbullying with
“safe zones”
We are stepping up our long-standing
commitment to protecting young people from
digital abuse: cyberbullying, online hate and
hyperconnection.
This commitment is now embodied in the “For
Good Connections” initiative, concrete
examples of which are the Orange Safe Zones
created on the Fortnite and Roblox online
gaming platforms.
In 2023, six months after its launch, Fortnite’s
Orange Safe Zone welcomed almost 4 million
visitors. The aim is twofold: to provide a space
within the game itself where players can develop
the right reflexes in the face of potential digital
dangers in a fun way, and to put players
in touch with trusted contacts who specialize
in cyberbullying.
3.8 million
cumulative visitors to Fortnite’s Orange Safe
Zone in 2023
(1) Predictive analysis of banking and financial solvency.
(2) AI-assisted content creation.
54
Trustworthy society
Responsible economy:
results that benefit
everyone
As a trusted partner, we act to ensure that our economic
performance objectives are part of a sustainable strategy.
Thanks to our innovative technologies and services, we contribute
to a regional dynamic that benefits our customers, employees
and society as a whole.
For Orange, being committed to a responsible
economy means turning our quest for high
performance into an approach that creates value
for all our stakeholders. In practical terms,
this means putting the strength of our network
and the power of our expertise at the service
of businesses and local communities.
By providing high-quality connectivity and
innovative solutions, we help economic players
become more efficient and competitive.
Likewise, by connecting people, we promote
local dynamics.
Taking action in favor of a responsible economy
also means helping to stimulate
entrepreneurship. With our subsidiaries Orange
Digital Investment and Orange Ventures,
we support innovative technology start-ups and,
more broadly, a beneficial ecosystem for
shaping the digital future. A responsible
economy also means an inclusive economy.
Our inclusion programs are an excellent lever
for identifying and accelerating tech start-ups
with a societal impact, particularly in Africa
and the Middle East.
We use diversity as a driver of performance
and influence to build the professional and
economic world of tomorrow.
The integration of women, people with
disabilities and young people, particularly
through employment, lies at the heart of our
approach. Equally important is our commitment
to exemplary, inclusive business conduct
that respects human rights and protects
the environment.
A sustainable bond issue
In 2023, Orange successfully completed its first bond issue indexed to sustainable performance
indicators (Sustainability-Linked Bond) for a nominal amount of €500 million.
The interest to be paid is linked to the achievement of the Group’s objectives to reduce
its greenhouse gas emissions (scopes 1, 2 and 3) by 45% by 2030 (compared to 2020) and its
commitment to providing digital support and training to external beneficiaries (cumulative six
million beneficiaries between 2021 and 2030).
2023-2024 Integrated Annual Report
55
Welcome to
Industry 4.0
with 5G Steel
In 2021, the leading French steelmaker
ArcelorMittal launched 5G Steel, the largest
4G/5G network in an industrial environment.
Backed by Orange Business and Ericsson,
and supported by the French government as
part of the France Relance recovery plan, this
project has been operational since February
2023. Our experts were involved in 5G
infrastructure integration and system integration,
from needs analysis to the implementation
of use cases with the teams.
5G Steel responds to industrial challenges
by offering extensive mobile coverage across
all sites (including metal architecture), high
speed, low latency, network slicing to offer
a level of service tailored to each operational
process requirement, and data security.
Operators can now take readings on tablets
and share data more quickly. Information
relating to the steel to be recycled is exchanged
automatically between the various parties
involved. Other industrial use cases will be
deployed, such as the widespread roll-out
of mobile maintenance with field data feedback,
virtual or augmented reality, and safety devices.
With 5G Steel, ArcelorMittal is poised to
transform itself and succeed in the major
transitions involved in the decarbonization
and digitalization of steel industry processes
and procedures. These changes are essential
if the Group is to maintain its leadership position
and confront intense international competition,
amplified by today’s energy challenges.
1 georedundant core for managing up to
50,000
users
56
Responsible economy
Encouraging
digital innovation
“Made in Africa”
In June 2023, we signed a partnership
agreement with Digital Africa. The aim of this
organization is to stimulate the growth of
the African start-up ecosystem via technological
solutions serving the real African economy.
This ambition is in line with our commitment
to digital inclusion and regional economic
development.
The collaboration adds a vital component to
our network of Orange Digital Centers (ODCs).
It enables us to respond more simply to
the needs of entrepreneurs in the seed phase,
through flexible financing solutions specially
designed for them, up to €50,000 per start-up.
The Colorfol 1 platform and the Koree 2
application, two start-ups from the ODC
in Cameroon, have been selected and others
are currently being evaluated.
In Africa and
the Middle East,
we support
start-ups that
are transforming
the world
“Orange is the trusted partner that gives
everyone the keys to a responsible digital
world.” This also means supporting projects
with meaning. That’s why – in line with our
purpose – our venture capital fund Orange
Ventures has a budget of €50 million dedicated
to start-ups in Africa and the Middle East.
To date, this budget has enabled us to support
20 start-ups in both seed and high-growth
phases, in sectors as diverse as Fintech,
AgriTech, e-health and mobility.
20 start-ups
supported by Orange Ventures in Africa
and the Middle East
(1) A platform for streaming, selling and promoting African music and artists.
(2) A merchant payment digitization application coupled with a cashback system.
2023-2024 Integrated Annual Report
57
As the Premium Partner (the highest national
rank) and Official Supplier of all voice and data
communications, both fixed and mobile, for the
Paris 2024 Olympic and Paralympic Games, we
are at the heart of the events, their organization,
and their broadcasting. From capturing images
to athlete communications, from access
control to Olympic venues to sending articles
and photos for journalists, all operational
services of Paris 2024 will rely on the telecom
infrastructure that we are putting in place.
Right in the heart of the stadiums, sound,
images, and all result and timing data will also
pass through our networks to be broadcast
to the public and transmitted to the organizers.
More than 1,000 women and men—network
experts, IP engineers, consumer and business
technicians—are working to design and deploy
the solutions that will ensure the broadcast
of events and the operation of networks
at Olympic venues.
Paris 2024 thus becomes a global showcase of
our know-how and expertise. Our ambition is to
set new standards for major events and offer the
public the most immersive experience possible.
For example, by deploying private 5G networks,
we aim to allow on-board cameras to film
athletes up close. Additionally, we leverage our
expertise in transmission to enhance the overall
experience. Furthermore, with our innovative
“Push to talk” solution, the field teams of the
Paris 2024 Olympic and Paralympic Games
Organizing Committee will be able to
communicate via a prioritized Orange mobile
network.
Beyond these technical and technological feats,
we are also committed to making the XXXIII
Olympiad of Paris 2024 the most responsible
and inclusive in history. We aim to limit our
emissions to less than 10,000 tons of CO2
equivalent 1. This challenge is made possible
by choosing less energy-intensive technical
architecture and more efficient 5G networks,
as well as considering the long-term use of
our infrastructure.
(1) Less than 1% of Paris 2024’s estimated total emissions.
878
sporting events
14,900
athletes
120
official venues
Connecting the World
to Paris 2024,
an unprecedented
technological challenge
For the first time in the history of the Olympic and Paralympic
Games, organizers have entrusted a single operator – Orange –
with all the connectivity for the event. It is a challenge both
technological and human, one that we are proud to tackle.
4
billion spectators
58
allconnected
2023-2024 Integrated Annual Report
59
Innovations tested
in the field
To ensure that we are ready for the big day,
we have been testing our technologies since
the summer of 2023, at some 30 Test Events
organized by Paris 2024. During the Rugby
World Cup France 2023, we showcased our
expertise by providing high-speed broadband
to 850 million viewers and implementing
state-of-the-art telecommunications solutions
for the Paris 2024 Olympic and Paralympic
Games Organizing Committee. This success
will undoubtedly continue during the period
from July 26 to August 11 and from August 28
to September 8!
Marathon Pour Tous and Orange:
a unique and inclusive
experience
Orange is the Official Sponsor of the Marathon
Pour Tous. For the first time, the general public
will have the opportunity to participate in two
races under the same conditions and on the
same course as the Olympic athletes. On the
evening of August 10, 2024, 40,048 participants
will set off, including 5,000 runners who will have
won their bibs thanks to Orange. People with
disabilities will have the opportunity to share
the magic of this event. A unique experience
to be shared with Orange.
Impact
on target
In 2023, we achieved all our financial fixed targets for the year.
We are also on track to achieve our financial and non-financial
objectives by 2025 and contribute to the United Nations’
Sustainable Development Goals. This performance testifies
to our impact on society as a whole.
Track all our
performance
indicators
60
Our financial
performance
In 2023, our revenues totaled €44.1 billion,
up 1.8% year-on-year 1. In Europe, our value
strategy and price increases are bearing fruit.
Revenue growth remains strong (+2.2% to
11.6 billion euros), driven by performances in
Poland (+3.9%), Belgium and Luxembourg
(+4.6%). Retail services revenues continue to
grow (+3%). Growth in IT and integration
services (+16%) and equipment sales (+11.1%)
offset the drop in revenues from operator
services (-8%). Spain, for the first time since
2018, reported a 1.1% increase in revenue.
In France, our value strategy took full effect
in the 2nd half of 2023, with growth in retail
services excluding PSTN (+3%) partially
offsetting the expected decline in revenues
from operator services (-8.5%). Revenues
totaled €17.7 billion, down 1.4%.
The Africa and Middle East regions confirmed
their excellent performance (+11.4%, to
€7.2 billion), driven by mobile data (+17.7%),
fixed broadband (+16.7%), Orange Money
(+25.8%) and BtoB (+16.4%).
Orange Business maintained its revenues
(+0.2%, to €7.9 billion). The performance of IT
and integration services (+6.3%) was driven
by Digital and Data (+7.2%) and double-digit
growth from Orange Cyberdefense (+10.9%,
to €1.1 billion).
Our operating efficiency program, with around
€300 million of savings achieved by the end
of 2023, is on track to reach its target of
€600 million in 2025 on the basis of costs
of around €12 billion at the end of 2022 and
after the integration of Voo.
Our EBITDAaL, in line with our annual target,
reached €13 billion, up 1.3%. This increase
contributed to a 6.6% rise in operating income
to €4,969 million.
Combined with higher financial expenses and
lower tax charges, this operating income
enabled us to post a 10.5% increase in
consolidated net income to €2.9 billion.
Our eCAPEX totaled €6.8 billion, a fall of 6.7%.
This sharp reduction, combined with annual
growth in EBITDAaL, enabled us to achieve
organic cash flow from telecoms activities of
€3.7 billion (+19.7% on a historical basis), in line
with our target of at least €3.5 billion by 2023.
Finally, value creation, the pillar of our Lead the
Future plan, is demonstrated by three indicators:
free cash flow all-in (€2.9 billion), our ROCE 2
(6.7%) and EPS 3 (€0.85).
“In 2023,
we achieved
all our financial
targets fixed
for the year.”
(1) Unless otherwise stated, changes are on a comparable basis.
(2) ROCE: Return on Capital Employed.
(3) Earnings per share.
2023-2024 Integrated Annual Report
61
Overall change in revenue1
Change in revenues (in € bn)
by business segment 1
Net debt
Orange’s brand value
Our value creation
€44.1 bn
Organic cash flow from telecom activities
2.05 x
a controlled debt-to-equity ratio
USD18.4 bn
Brand Finance ranking
(1) Based on historical data.
(2) Middle East and Africa.
(3) €3.2 bn after deconsolidation of Spain in 2023.
(4) On a like-for-like basis, after deconsolidation of Spain: €3.5 bn in 2025.
€2.9 bn
free
(5) Return On Capital Employed.
(6) Earnings Per Share.
cash flow all-in
(+€1.1 bn vs. 2022)
6.7%
ROCE 5
(+80 bps vs. 2022)
€0.85
EPS
2021
42.5
2022
43.5
+2.2%
2023
44.1
+1.5%
6
(16% growth)
€4 bn
€3.7 bn
4
2023
3
2025 target
2022
2023
Total revenue
43.5
44.1
France
18
17.7
Europe (excluding France) 11
11.6
MEA 2
6.9
7.2
Orange Business
7.9
7.9
Totem
0.7
0.7
International
operators
and shared services
1.5
1.5
Eliminations
(2.5)
(2.4)
Our key indicators
Change EBITDAaL year-on-year
with breakdown by business segment
2023 Total: €13 bn
2022 Total: €13 bn
2021 Total: €12.5 bn
6,364
6,645
6,867
3,037
2,772
2,830
2,734
2,584
2,265
679
804
970
372
371
NA
-30
-96
-237
-122
-118
-131
1
1
1
France
Europe
MEA 2
Orange Business
Totem
International operators and shared services
Mobile financial services
Eliminations
Change in eCapex year-on-year
2023 Total: €6.8 bn
2021 Total: €7.7 bn
2022 Total: €7.4 bn
1,064
1,893
4,117
1,271
1,883
3,429
1,248
1,831
3,039
318
332
296
NA
142
144
243
278
225
24
35
33
France
Europe
MEA 2
Orange Business
Totem
International operators and shared services
Mobile financial services
Eliminations
62
Financial performance
(1) Subject to approval at the Annual Shareholders’
Source: Bloomberg, February 29, 2024.
Meeting.
(2) Based at 100 on December 31, 2018. 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.
Dividend per share 1
Gross annual return on the Orange share compared with the average gross annual return
on CAC 40 company shares
Total Shareholder Return (TSR)
9.0%
8.0%
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
8.5%
5.6%
5.0%
3.9%
4.2%
4.5%
5.3%
6.2%
5.0%
7.5%
6.8%
Gross annual return on the Orange share
Average gross annual return on CAC 40 company shares
€0.72
payable in 2024
2
210
190
170
150
130
110
90
70
50
December
2019
December
2020
December
2021
December
2022
December
2018
December
2023
Orange TSR
Stoxx Europe 600 Telecommunications TSR
CAC 40 TSR
2023-2024 Integrated Annual Report
63
Our non-financial
performance
Human rights
In 2023, we reaffirmed our commitment to
promoting and upholding human rights in line
with international frameworks, identifying areas
of focus such as child labor and the protection
of children’s rights in the digital world, forced
labor, freedom of expression and privacy.
We require our supply chain to adhere to our
standards, and we work within coalitions of
operators such as the JAC (Joint Alliance for
CSR) and the GNI (Global Network Initiative).
Data protection
In 2023, more than 1,000 manual technical
and non-technical audits, and over 100,000
automated audits were carried out to ensure
the effective protection of information created,
processed or stored by our Group.
Find out more about our data protection
measures: p.52-53
Human resources
At the end of 2023, Orange had 137,000
employees, including 134,654 on permanent
contracts and 2,440 on fixed-term contracts.
10,914 permanent contract hires were made
throughout the Group, including 2,774 in France.
The proportion of women in the workforce is
36.2%, up from 36.1% in 2022. In 2023, 97%
of our employees had access to training.
Find out more: p.27-28
Ethics and compliance
Our Ethics and Compliance program is
strengthened year on year, ensuring better
control of the associated risks. In 2023,
the main initiatives included the deployment
of our whistleblowing system called Hello
Ethics, the updating of the corruption risk
analysis methodology and the ramping up of
the shared services center dedicated to third-
party assessments. These actions enable us
to keep pace with regulatory developments,
as well as our stakeholders’ demands for ethics
and transparency.
Digital inclusion
To promote digital inclusion, a source of progress
and equality, we equip, inform and train. In 2023,
850,000 people benefited from workshops and
training courses run by Orange, our Foundation
or our partners in the form of workshops and
training classes. This compares with 593,000 in
2022 and 356,000 in 2021. This significant
increase is due to the deployment of the Orange
Digital Centers program, with ten new openings
in 2022 and four in 2023.
Find out more about our commitment to digital
inclusion: p.46-48
Environment
As part of our net zero-carbon objective
by 2040, in 2023 we reduced our scopes 1
and 2 CO2 emissions by 37.4% compared
with 2015. To take action on scope 3, we are
implementing circular economy initiatives
with our customers: our used mobile phone
collection rate in Europe stands at 25.4%,
with a target of 30% by 2025. We also finance
natural carbon sink projects to offset our
residual emissions, and support biodiversity
preservation programs.
Find out more about our environmental
commitments: p.43-45
64
Our key indicators
Scopes 1 and 2 CO₂ emissions
compared to 2015
Number of corrective action plans implemented
following JAC 4 CSR audits
Partners committed to SBTi 1
Percentage of used mobile phones collected
vs. sold in Europe 2
30 of our 50 largest suppliers in terms of Group
expenditure in scope 3 purchasing categories are
committed to the SBTi 1 initiative.
Training access rate
(1) Science Based Targets initiative.
(2) Eight Orange countries in Europe.
(3) In relation to end-of-life equipment for a given customer
(churn, change of offer).
(4) Joint Alliance for CSR.
Reconditioned mobile terminals sold
in Europe 2
Home equipment collected
(Livebox, modem, etc.) 3
Renewable electricity
Sustainable bonds issued in 2023
Number of beneficiaries of free digital training
programs since 2021
2025 target
2023
2025 target
-30%
-37.4%
2023
25.4%
30% 2.9%
68%
€500 million
46.6%
of electricity consumed comes from renewable sources
2021
402
2022
549
2023
890
2021-2023
1.8 m
2025 target
2.5 m
2022
2023
91%
97%
(20.7 hours per employee)
(21.1 hours per employee)
2023-2024 Integrated Annual Report
65
Our contribution to global issues
Since digital solutions are one of the keys to achieving the United
Nations’ Sustainable Development Goals (SDGs), and given
our ambitious CSR commitments, we have selected the SDGs
on which we have the most significant impact. We track our
contribution to global issues through means and impact indicators.
(1) Fund to finance start-ups working
We develop telecoms networks
and invest in research to offer
connectivity (fixed and mobile
networks) and innovative services
(IT services, cybersecurity, mobile
financial services) to regions,
businesses, operators
and individuals.
for the environment, inclusion and assistance
for individuals.
71.7 million homes
with fiber-to-the-home (FTTH)
availability
We are improving the energy
efficiency of our infrastructures,
increasing the use of renewable
energies and developing solutions
for the carbon-free transition.
Our goal: to be net zero-carbon
by 2040.
37.4% reduction in CO₂ emissions
(scopes 1 and 2) since 2015
We offer access to technology
and knowledge to the greatest
possible number of people, and
in this way support the integration
and empowerment of everyone
in society.
We work every day to promote
digital equality, diversity and equal
opportunity within the company.
22 Orange Digital Centers,
including 4 new centers opened
in 2023
We are committed to respecting
fundamental rights and freedoms
and protecting privacy. We adopt
an ethical approach, notably
through our responsible purchasing
policy and our anti-corruption
measures.
Implementation of a Human
Rights 2024 policy to guide
our actions and commitments
We are increasingly integrating
the circular economy within our
production processes and business
lines: eco-design and extending
product, equipment and service
lifespans, optimizing end-of-life
processing and reducing our
environmental impact (collection
and recycling).
25.4%: collection rate for used
mobile phones in Europe
We support regional socio-
economic development and build
partnerships to support the SDGs,
e.g. for essential services (mobile
money, education, agriculture,
health, etc.). Our entire ecosystem
is involved: institutions,
development agencies, NGOs, etc.
€350 million allocation for Orange
Ventures, including €30 million for
the Orange Ventures Impact fund 1
in Europe and €50 million for
Orange Ventures Middle East
and Africa
Build resilient
infrastructure,
promote sustainable
industrialization for all,
and foster innovation
Take urgent action
to combat climate
change and its impacts
Reduce inequality
within and between
countries
Promote peaceful
and inclusive
societies
Establish means
of sustainable
consumption
and production
Strengthen the
application of the
Global Partnership
for Sustainable
Development
Find out more about
our contribution
to the SDGs
66
About this report
The preparation of this annual report draws upon the international reference framework for
integrated reporting provided by the International Integrated Reporting Council (IIRC). It represents
a collaborative effort of reflection and information gathering involving key stakeholders and
departments within the Group. Its steering committee comprises key departments, including
Investor Relations, Corporate Social Responsibility, Legal, Strategy, Brand, and Risk Management.
The Shareholder Relations Department, responsible for the publication of the integrated annual
report, extends its gratitude to all teams who contributed to the development of this new edition.
Your contacts
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 limited company with a capital of €10,640,226,396
Registration number 380 129 866 (Nanterre Trade and Companies Register)
https://www.orange.com/en
Design and writing
spintank
Credits
Christian Gesbert, Christophe Leroux, Estelle Poulalion, Etienne Triola,
Fondation Orange, Getty Images, Irène de Rosen, Nicolas Gouhier,
Orange brand site, Shutterstock
All rights reserved
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Orange
111, quai du Président-Roosevelt
92130 Issy-les-Moulineaux
+33 (0)1 44 44 22 22
orange.com
One year after the launch of our strategic plan,
Lead the Future, we are more than ever on
track to build a sustainable future for our Group.
With this report, our ambition is to showcase
Orange’s progress and ensure that as many
people as possible understand our value-
creating strategy for all our stakeholders.
In line with our efforts to reduce our
environmental impact, this edition is designed
as a “digital-first” initiative.
The printed version, now in your hands, aligns
with this approach. It provides an overview
of our actions over the past year.
Because Orange is committed every day
to building a telecommunications future that
is more sustainable, responsible, and inclusive,
we invite you to discover all our actions on the
2023-2024 Integrated Annual Report website:
https://rai.orange.com/en/iar2023/
or scan this QR code.
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