{"id":10138,"date":"2018-11-12T17:07:29","date_gmt":"2018-11-12T17:07:29","guid":{"rendered":"http:\/\/localhost:8080\/?p=10138"},"modified":"2018-11-12T17:07:29","modified_gmt":"2018-11-12T17:07:29","slug":"lean-capex-optimisation-des-investissements-avant-un-lean-opex","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2018\/11\/12\/lean-capex-optimisation-des-investissements-avant-un-lean-opex\/","title":{"rendered":"Lean Capex, ou l’optimisation vertueuse des investissements. Avant un \u00ab\u00a0Lean Opex\u00a0\u00bb moins vertueux pour les effectifs ?"},"content":{"rendered":"

[French version here\/English version below<\/em>]<\/p>\n

Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en d’Orange des 6, 7 et 8 novembre 2018 \u00e0 Nice, la Direction du Groupe a inscrit un point \u00e0 l’ordre du jour relatif au programme Lean Capex, pr\u00e9sent\u00e9 par Olivier Martel, son Directeur au sein de l’Etat-Major Finance et Performance du Groupe.<\/p>\n

Lanc\u00e9 en septembre 2017, le programme Lean Capex a pour objet de soutenir et d’optimiser la politique de fort investissement et les ambitions croissantes d’Orange en tant qu’op\u00e9rateur d’infrastructures. Olivier Martel rappelle en introduction que jamais le Groupe n’a autant investi dans son histoire. A titre d’illustration, le montant investi dans la fibre optique ces deux derni\u00e8res ann\u00e9es \u00e9gale celui investi dans la totalit\u00e9 du d\u00e9ploiement du r\u00e9seau cuivre dans les ann\u00e9es 70. L’objectif du programme vise donc \u00e0 lib\u00e9rer des ressources suppl\u00e9mentaires en identifiant des leviers op\u00e9rationnels et en rep\u00e9rant des nouveaux mod\u00e8les disruptifs, mais aussi en partageant les meilleures pratiques dans ce domaine \u00e0 travers le Groupe. Apr\u00e8s deux phases successives, respectivement de septembre 2017 \u00e0 mars 2018, puis d’avril \u00e0 septembre 2018, le programme est entr\u00e9 dans sa troisi\u00e8me phase de d\u00e9ploiement, d’octobre 2018 \u00e0 f\u00e9vrier 2019.<\/p>\n

La d\u00e9clinaison op\u00e9rationnelle du programme s’articule autour d’une implication interfonctionnelle commune \u00e0 l’ensemble des g\u00e9ographies d’Orange, et en s’appuyant notamment sur le travail collaboratif, en y associant 450 contributeurs, dont 82% d’experts op\u00e9rationnels, 12% d’acheteurs et 6% de contr\u00f4leurs financiers, permettant ainsi une mise \u00e0 profit de l’intelligence collective des salari\u00e9s op\u00e9rationnels et fonctionnels. D’une mani\u00e8re pratique, 2 hackathons avec 200 participants ont \u00e9t\u00e9 organis\u00e9s, afin de partager les meilleurs pratiques des pays, d’\u00e9changer autour des moyens de les exploiter au sein des diverses entit\u00e9s, et d’en apprendre davantage sur le benchmarking. Plus de 15 000 collaborateurs du Groupe ont \u00e9t\u00e9 invit\u00e9s \u00e0 relever le d\u00e9fi, 2 000 d’entre eux \u00e9tant connect\u00e9s sur la plateforme, afin d’aboutir, au bout de 2 jours et demi d’efforts, \u00e9quivalents \u00e0 3 mois de travail au niveau op\u00e9rationnel de l’entreprise, \u00e0 173 id\u00e9es partag\u00e9es, dont 24 d’entre elles qualifi\u00e9es de gagnantes.<\/p>\n

La Direction indique que cette m\u00e9thodologie collaborative a conduit \u00e0 l’identification de 80 initiatives diverses articul\u00e9es autour des sp\u00e9cifications, des volumes, des m\u00e9thodes de travail, des co\u00fbts unitaires et enfin du mod\u00e8le op\u00e9rationnel. Des exemples concrets viennent illustrer ces r\u00e9sultats, tels que la standardisation des Livebox, passant de 17 versions en 2017 en France, en Espagne et en Pologne, \u00e0 seulement 3 aujourd’hui, le reconditionnement des antennes 3G pour la 4G autour du principe d’\u00e9conomie circulaire, le courtier en \u00e9quipements d’occasion, essentiellement pour les pays Orange de la zone MEA, l’installation rapide du r\u00e9seau FTTH, en am\u00e9liorant l’exp\u00e9rience client et en valorisant l’installation de niveau expert, ou encore la cr\u00e9ation de sites radio \u00e0 faible co\u00fbt total de possession, autour d’une architecture de conception r\u00e9duisant les co\u00fbts en mati\u00e8re de travaux publics et de location.<\/p>\n

Si la d\u00e9marche visant \u00e0 optimiser les d\u00e9penses en mati\u00e8re d’investissement est parfaitement louable, notamment en y int\u00e9grant fortement la participation des salari\u00e9s du Groupe, les membres du Comit\u00e9 de Groupe Europ\u00e9en pointent une d\u00e9finition peu claire du programme \u00ab\u00a0Lean Capex\u00a0\u00bb, s’interrogeant notamment sur la r\u00e9elle diff\u00e9rence entre ce programme et les m\u00e9thodes d’investissement traditionnelles. Cette course permanente \u00e0 l’\u00e9conomie dans tous les registres du Groupe leur fait craindre la d\u00e9clinaison d’un tel programme dans le domaine des charges en g\u00e9n\u00e9ral, et de celui des co\u00fbts salariaux en particulier. Le chiffre d’affaires n’ayant que faiblement augment\u00e9 sur le dernier trimestre, la diversification des activit\u00e9s \u00e9tant encore balbutiante, le dividende malgr\u00e9 tout fix\u00e9 \u00e0 un plancher de 0.70 euros par action, ne sont pas de nature \u00e0 rassurer le Comit\u00e9 sur les r\u00e9elles intentions futures du Groupe.<\/strong><\/p>\n

[English version<\/em>]<\/p>\n

As part of the Orange European Works Council meeting in Nice on November 6th, 7th and 8th 2018, the Group’s management has included an item on the agenda relating to the Lean Capex program, presented by Olivier Martel, its Director at the Group Finance and Performance Headquarters.<\/p>\n

Launched in September 2017, the Lean Capex program aims to support and optimize Orange’s strong investment policy and growing ambitions as an infrastructure operator. Olivier Martel reminds in the introduction that the Group has never invested so much in its history. By way of illustration, the amount invested in optical fiber over the last two years equals the amount invested in the entire copper network deployment in the 1970s. The objective of the program is therefore to free up additional resources by identifying operational levers, and by identifying new disruptive models, but also by sharing best practices in this area across the Group. After two successive phases, from September 2017 to March 2018, then from April to September 2018, the program entered its third phase of deployment, from October 2018 to February 2019.<\/p>\n

The operational implementation of the program is based on cross-functional involvement common to all Orange geographies, and particularly relies on collaborative work, involving 450 contributors, 82% of whom are operational experts. 12% buyers and 6% financial controllers, thus making the most of the collective intelligence of operational and functional employees. In a practical way, 2 hackathons with 200 participants were organized, in order to share the best practices of the countries, to discuss how to exploit them within the various entities, and to learn more about benchmarking. More than 15,000 employees of the Group were invited to take up the challenge, 2,000 of them being connected to the platform, to achieve, after 2 and a half days of effort, equivalent to 3 months of work at operational level of the company, to 173 shared ideas, of which 24 of them qualified as winners.<\/p>\n

The Management indicates that this collaborative methodology led to the identification of 80 different initiatives based on specifications, volumes, working methods, unit costs and lastly the operational model. Concrete examples illustrate these results, such as the standardization of Livebox, from 17 versions in 2017 in France, Spain and Poland, to only 3 today, the repackaging of 3G antennas for 4G around the principle of circular economy, the used equipments broker, mainly for the Orange countries of the MEA zone, the rapid installation of the FTTH network, improving the customer experience and enhancing the value of the expert level installation, or the creation of low total cost of ownership radio sites around a design architecture that reduces the costs of public works and leasing.<\/p>\n

While the process of optimizing investment expenditure is perfectly commendable, particularly by strongly integrating the participation of Group employees, the members of the European Works Council point to an unclear definition of the Lean Capex program. questioning the real difference between this program and traditional investment methods. This permanent race to the economy in all the registers of the Group makes them fear the declination of such a program in the field of charges in general, and that of wage costs in particular. As turnover has only slightly increased in the last quarter, as business diversification is still in its infancy, the dividend despite being set at a low of 0.70 euros per share, are not likely to reassure the Council on the real future intentions of the Group.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

[French version here\/English version below] Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en d’Orange des 6, 7 et 8 novembre 2018 \u00e0 Nice, la Direction du Groupe a inscrit un […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[56],"tags":[],"class_list":["post-10138","post","type-post","status-publish","format-standard","hentry","category-economie-et-reglementation-des-telecoms"],"blog_post_layout_featured_media_urls":{"thumbnail":"","full":""},"categories_names":{"56":{"name":"Economie et R\u00e9glementation des T\u00e9l\u00e9coms","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/category\/cit\/entreprise\/economie-et-reglementation-des-telecoms\/"}},"tags_names":[],"comments_number":"0","wpmagazine_modules_featured_media_urls":{"thumbnail":"","cvmm-medium":"","cvmm-medium-plus":"","cvmm-portrait":"","cvmm-medium-square":"","cvmm-large":"","cvmm-small":"","full":""},"_links":{"self":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/10138","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/comments?post=10138"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/10138\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=10138"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=10138"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=10138"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}