{"id":13376,"date":"2020-02-03T09:52:11","date_gmt":"2020-02-03T09:52:11","guid":{"rendered":"http:\/\/localhost:8080\/?p=13376"},"modified":"2020-02-03T09:52:11","modified_gmt":"2020-02-03T09:52:11","slug":"engage-2020-2025-continuite-ou-ambition","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2020\/02\/03\/engage-2020-2025-continuite-ou-ambition\/","title":{"rendered":"Engage 2025 : continuit\u00e9 ou ambition ?"},"content":{"rendered":"<p>[<em>French version here\/English version below<\/em>]<\/p>\n<p>Dans le cadre du Comit\u00e9 de Groupe Monde d&rsquo;Orange r\u00e9uni en s\u00e9ance extraordinaire le 22 janvier 2020 \u00e0 Paris, la Direction du Groupe a inscrit un point \u00e0 l&rsquo;ordre du jour relatif \u00e0 la strat\u00e9gie d\u2019Orange, pr\u00e9sent\u00e9e par St\u00e9phane Richard, Pr\u00e9sident Directeur G\u00e9n\u00e9ral.<\/p>\n<p>Faisant suite aux pr\u00e9c\u00e9dents plans quinquennaux Conqu\u00eates 2015 et Essentiels 2020, Engage 2025 constitue l&rsquo;orientation strat\u00e9gique vers laquelle le Groupe affiche ses ambitions de croissance et de d\u00e9veloppement pour les cinq prochaines ann\u00e9es. St\u00e9phane Richard passe assez rapidement sur le bilan du plan Essentiels 2020, conc\u00e9dant que l&rsquo;ensemble de ses objectifs n&rsquo;ont \u00e9t\u00e9 que partiellement atteints, en particulier le niveau de chiffre d&rsquo;affaires li\u00e9s aux nouveaux services, le leadership dans la relation client, ainsi que la recommandation d&rsquo;Orange comme employeur \u00ab\u00a0digital et humain\u00a0\u00bb.<\/p>\n<p>La d\u00e9nomination m\u00eame du nouveau plan strat\u00e9gique \u00ab\u00a0Engage\u00a0\u00bb traduit pour St\u00e9phane Richard la volont\u00e9 du Groupe de s&rsquo;engager tr\u00e8s concr\u00e8tement contre la fracture num\u00e9rique et dans la lutte contre le r\u00e9chauffement climatique, afin de conjuguer au mieux performance \u00e9conomique et durabilit\u00e9. Il s&rsquo;agit donc pour le Groupe d&rsquo;\u00eatre une r\u00e9f\u00e9rence en tant qu&rsquo;entreprise inclusive, notamment via des offres sp\u00e9cifiques et des smartphones abordables, mais \u00e9galement de s&rsquo;engager dans la lutte contre le r\u00e9chauffement climatique, en tendant vers la neutralit\u00e9 carbone \u00e0 l&rsquo;horizon de 2040, en misant sur les \u00e9nergies renouvelables entrant \u00e0 hauteur de 50% dans le mix \u00e9nerg\u00e9tique du Groupe d&rsquo;ici 2025, et enfin en construisant un plan d&rsquo;efficacit\u00e9 \u00e9nerg\u00e9tique avec une dynamisation du programme Green ITN, l&rsquo;introduction de 7000 v\u00e9hicules \u00e9lectriques \u00e0 l&rsquo;horizon de 2025, et la promotion d&rsquo;une v\u00e9ritable \u00e9conomie circulaire. Dans un contexte tr\u00e8s concurrentiel sur l&rsquo;ensemble de ses g\u00e9ographies, le Groupe doit renforcer son statut d&rsquo;op\u00e9rateur int\u00e9gr\u00e9 et \u00e9voluer en permanence avec l&rsquo;\u00e9cosyst\u00e8me pour optimiser la valeur.<\/p>\n<p>Face aux enjeux et aux objectifs qu&rsquo;il se fixe, Orange a articul\u00e9 sa strat\u00e9gie autour de trois grandes \u00e9tapes construites autour de la connectivit\u00e9 et des infrastructures, l&rsquo;acc\u00e9l\u00e9ration de la dynamique sur les territoires porteurs de croissance, et l&rsquo;int\u00e9gration de l&rsquo;intelligence artificielle et de la data au coeur des processus de la digitalisation et de la transformation.<\/p>\n<ul>\n<li>La connectivit\u00e9 a toujours constitu\u00e9 un des \u00e9l\u00e9ments majeurs de diff\u00e9renciation pour le Groupe, et il convient de la renforcer encore en atteignant 69 millions de m\u00e9nages connectables en 2023, en am\u00e9liorant encore la qualit\u00e9 de la connectivit\u00e9 interne chez nos clients, et en renfor\u00e7ant l&rsquo;offre multiservices avec les services financiers, la maison du futur, intelligente, s\u00e9curis\u00e9e et durable, ainsi que les contenus. L&rsquo;av\u00e8nement de la technologie 5G doit \u00e9galement offrir l&rsquo;opportunit\u00e9 d&rsquo;accompagner de nouveaux scenarios d&rsquo;usage, tant sur le march\u00e9 entreprises (IoT, Smart Mobility, Industrie 4.0) que sur le march\u00e9 des particuliers (Cloud gaming, streaming vid\u00e9o 360, r\u00e9alit\u00e9 augment\u00e9e ou virtuelle). Enfin, en termes d&rsquo;optimisation d&rsquo;infrastructure, le Groupe insiste sur la n\u00e9cessit\u00e9 de valoriser son r\u00e9seau FTTH en France d\u00e8s cette ann\u00e9e avec Orange Concessions, annonce la constitution de \u00ab\u00a0FiberCo\u00a0\u00bb en Pologne et en Espagne, tout en initiant le d\u00e9commissionnement du r\u00e9seau cuivre d\u00e8s 2023. De la m\u00eame mani\u00e8re, les r\u00e9seaux mobiles seront \u00e9galement, selon le Groupe, mieux valoris\u00e9s en s&rsquo;appuyant sur un parc de 40 000 sites radio d\u00e9tenus en Europe (le 2\u00e8me du continent) fin 2019, lesquels seront restructur\u00e9s en \u00ab\u00a0TowerCo\u00a0\u00bb d\u00e8s 2020, tout en d\u00e9veloppant les accords de partage de r\u00e9seau sur certaines g\u00e9ographies, telles que la Pologne, la Roumanie, l&rsquo;Espagne et la Belgique.<\/li>\n<\/ul>\n<ul>\n<li>En termes de dynamique de croissance, la zone Moyen-Orient et Afrique demeure le principal moteur, avec 56% du chiffre d&rsquo;affaires du Groupe r\u00e9alis\u00e9, en 2018, en dehors de France. Les 13% de contribution de la zone MEA au chiffre d&rsquo;affaires du Groupe ont encore vocation \u00e0 cro\u00eetre, notamment avec le d\u00e9ploiement de la 4G dans quasiment l&rsquo;ensemble des g\u00e9ographies de la zone, et une mont\u00e9e en puissance des offres multiservices \u00e0 hauteur de 20% du chiffre d&rsquo;affaires d&rsquo;ici 2025. Sur le march\u00e9 entreprises, la transformation d\u00e9j\u00e0 op\u00e9r\u00e9e doit conduire \u00e0 celle du core business vers la fibre, la 5G et le SD-WAN, tout en redoublant d&rsquo;efforts sur les 4 moteurs de croissance majeurs que sont la cybers\u00e9curit\u00e9, le cloud, la \u00ab\u00a0smart mobility\u00a0\u00bb ainsi que le domaine \u00ab\u00a0Digital &#038; Data\u00a0\u00bb. En mati\u00e8re de cyberd\u00e9fense, le Groupe Orange ambitionne de devenir le leader europ\u00e9en du secteur en visant un chiffre d&rsquo;affaires d&rsquo;un milliard d&rsquo;euros en 2022. Enfin, les services financiers sont toujours consid\u00e9r\u00e9s par le Groupe comme vecteur de sa strat\u00e9gie de croissance, notamment via leur d\u00e9ploiement et leur diversification d&rsquo;offres sur de nouvelles zones g\u00e9ographiques et de nouveaux march\u00e9s.<\/li>\n<\/ul>\n<ul>\n<li>Enfin, l&rsquo;intelligence artificielle et l&rsquo;univers de la data demeurent au coeur de la digitalisation et de la transformation de l&rsquo;entreprise. Le Groupe ambitionne de conjuguer, d&rsquo;ici 2023, le meilleur de l&rsquo;humain et du num\u00e9rique pour donner corps \u00e0 une relation client augment\u00e9e, afin qu&rsquo;en 2025, 9 clients sur 10 recommandent Orange dans l&rsquo;ensemble des pays o\u00f9 le Groupe est pr\u00e9sent. Ces deux leviers fondamentaux (intelligence artificielle et data) seront \u00e9galement au coeur de l&rsquo;efficacit\u00e9 op\u00e9rationnelle du r\u00e9seau, en permettant, par exemple, l&rsquo;am\u00e9lioration de la d\u00e9tection des fraudes dans les appels vocaux internationaux.<\/li>\n<\/ul>\n<p>La pr\u00e9sentation se conclut par quelques \u00e9l\u00e9ments de projection financi\u00e8re, indiquant une attente de hausse du chiffre d&rsquo;affaires en France compensant la baisse du legacy et du roaming national, une stabilisation du chiffre d&rsquo;affaires de l&rsquo;activit\u00e9 \u00ab\u00a0wholesale\u00a0\u00bb, une acc\u00e9l\u00e9ration du chiffre d&rsquo;affaires en Europe gr\u00e2ce \u00e0 la convergence, une efficacit\u00e9 op\u00e9rationnelle accrue avec un objectif d&rsquo;un milliard d&rsquo;euros d&rsquo;\u00e9conomies nettes en 2023.<\/p>\n<p><strong>Une partie des annonces faites a suscit\u00e9 plusieurs interrogations des membres du Comit\u00e9 de Groupe Monde, en particulier sur le volet humain qui ne repr\u00e9sente qu&rsquo;un seul des 44 transparents de la pr\u00e9sentation, habitude \u00e0 laquelle nous a, h\u00e9las, habitu\u00e9s le Groupe lors de pr\u00e9sentation pr\u00e9c\u00e9dente de dossiers. En particulier, de quels moyens l&rsquo;entreprise compte-t-elle se doter pour accompagner les salari\u00e9s dans le d\u00e9veloppement de leurs comp\u00e9tences et dans la r\u00e9tention des talents ?<\/strong><\/p>\n<p>Le regard tourn\u00e9 vers Val\u00e9rie Le Boulanger, Directrice des Ressources Humaines du Groupe, St\u00e9phane Richard s&rsquo;est voulu rassurant, indiquant qu&rsquo;un milliard et demi d&rsquo;euros seraient consacr\u00e9s \u00e0 la formation sur une p\u00e9riode de 5 ans, tout en pr\u00e9cisant que cette enveloppe ne constituait pas un montant plafond, et qu&rsquo;elle serait ajust\u00e9e si besoin \u00e9tait. Il indique par ailleurs qu&rsquo;il y a certains domaines sur lesquels il faudra se concentrer particuli\u00e8rement, notamment la num\u00e9risation des processus au sein de l&rsquo;entreprise, la gestion des donn\u00e9es et l&rsquo;intelligence artificielle. D&rsquo;ici 15 ans, la moiti\u00e9 des postes existant aujourd&rsquo;hui auront disparu, ou, a minima, profond\u00e9ment \u00e9volu\u00e9. La d\u00e9finition des besoins en termes de comp\u00e9tences est encore, selon lui, difficile \u00e0 affiner. D&rsquo;une mani\u00e8re g\u00e9n\u00e9rale, St\u00e9phane Richard indique que la formation est une contribution basique que le Groupe souhaite pouvoir offrir \u00e0 l&rsquo;ensemble de ses salari\u00e9s. Quant au recrutement des talents, il s&rsquo;agit d&rsquo;une question fondamentale qui se pose notamment dans les pays dans lesquels il n&rsquo;y a pratiquement pas de ch\u00f4mage. C&rsquo;est une histoire de salaires, d&rsquo;environnement de travail, de d\u00e9veloppement personnel et de mobilit\u00e9 internationale. Il convient en particulier de devenir encore plus attirant pour les jeunes talents, l&rsquo;objectif du Groupe \u00e9tant de se hisser au niveau des employeurs les plus recommand\u00e9s. En parall\u00e8le, le Groupe doublera le nombre de ses experts d&rsquo;ici 2025.<\/p>\n<p><strong>L&rsquo;autre sujet qui a vivement inqui\u00e9t\u00e9 les membres du Comit\u00e9 de Groupe Monde s&rsquo;articule autour des risques de voir Orange se s\u00e9parer d&rsquo;un certain nombre de ses infrastructures de r\u00e9seaux. Des doutes sont exprim\u00e9s alors sur la mani\u00e8re dont elles vont \u00eatre g\u00e9r\u00e9es en Pologne et en Espagne, avec les annonces effectu\u00e9es autour du partage des pyl\u00f4nes et des infrastructures fibre (TowerCo et FiberCo), notamment \u00e0 la lueur de l&rsquo;\u00e9volution du projet ANO en Afrique.<\/strong><\/p>\n<p>Sur ce point, St\u00e9phane Richard pr\u00e9cise que tous les op\u00e9rateurs europ\u00e9ens, particuli\u00e8rement les grands, ont recours \u00e0 de tels montages. Les autres ont d\u00e9j\u00e0 vendu leurs infrastructures, y compris les tours mobiles. Orange ne serait donc pas un cas isol\u00e9, mais sans doute parmi les derniers op\u00e9rateurs \u00e0 s&rsquo;engager dans cette voie. Ces projets ne sont pas men\u00e9s dans une strat\u00e9gie de dumping social. Les co\u00fbts salariaux qui entrent dans le calcul du prix de revient&nbsp; d&rsquo;une infrastructure sont marginaux et ne sont pas \u00e0 l&rsquo;\u00e9chelle du sujet. A plusieurs reprises, St\u00e9phane Richard r\u00e9affirme que l&rsquo;objectif n&rsquo;est pas de vendre les infrastructures, mais d&rsquo;en conserver la propri\u00e9t\u00e9 \u00e0 100%. Il indique par ailleurs qu&rsquo;il n&rsquo;y a aucun lien \u00e0 faire avec le projet ANO, lequel consistait en un projet de mutualisaiton et de regroupement des moyens \u00e9conomiques et humains en C\u00f4te d&rsquo;Ivoire et au S\u00e9n\u00e9gal. Il prend solennellement l&rsquo;engagement devant l&rsquo;instance qu&rsquo;il n&rsquo;y aura aucune cons\u00e9quence n\u00e9gative pour les salari\u00e9s, quel que soit le pays. S&rsquo;agissant du partenariat africain avec Huawei, St\u00e9phane Richard conc\u00e8de qu&rsquo;il ne serait pas inint\u00e9ressant, avec un recul de 3 ans, de faire un point sur son fonctionnement. En Europe, la question de transfert de salari\u00e9s ne se pose pas, puisqu&rsquo;il n&rsquo;est pas question de c\u00e9der les infrastructures. La question du partage de r\u00e9seaux peut se poser dans certains pays, comme en R\u00e9publique D\u00e9mocratique du Congo par exemple, o\u00f9 seuls 1500 sites sont op\u00e9rants. La croissance en Afrique se fera avant tout dans les pays o\u00f9 le Groupe est d\u00e9j\u00e0 implant\u00e9. St\u00e9pahne Richard confirme par ailleurs que la cotation d&rsquo;Orange Middle-East &#038; Africa est \u00e0 l&rsquo;\u00e9tude, les grands concurrents du Groupe sur ce continent \u00e9tant d\u00e9j\u00e0 en bourse.<\/p>\n<p><strong>Malgr\u00e9 ces assurances, l&rsquo;inqui\u00e9tude demeure sur un grand nombre de sujets, auxquels le manque de temps ne permet pas d&rsquo;apporter des r\u00e9ponses d\u00e9taill\u00e9es:<\/strong><\/p>\n<ul>\n<li><strong>Malgr\u00e9 la volont\u00e9 de ne pas d\u00e9velopper de TowerCo interne en Afrique, le Groupe a-t-il l&rsquo;intention de faire appel \u00e0 une entreprise tierce ?<\/strong><\/li>\n<li><strong>Comment le Groupe va-t-il financer le d\u00e9veloppement des r\u00e9seaux, et notamment la 5G, tout en maintenant un niveau de cash-flow compatible avec les besoins op\u00e9rationnels et le versement des dividendes attendus par les actionnaires ?<\/strong><\/li>\n<li><strong>Quelle est la v\u00e9ritable strat\u00e9gie qui accompagne le d\u00e9ploiement annonc\u00e9 de la 5G en Afrique, alors que le d\u00e9veloppement des technologies 2G, 3G et 4G ont co\u00fbt\u00e9 cher au Groupe, que les r\u00e9gulateurs africains n&rsquo;ont pas encore donn\u00e9 leur accord, et qu&rsquo;il semble que tout cela semble plut\u00f4t relever d&rsquo;une course en avant, motiv\u00e9e par la crainte d&rsquo;\u00eatre d\u00e9pass\u00e9 par d&rsquo;autres op\u00e9rateurs, plut\u00f4t que d&rsquo;une r\u00e9elle strat\u00e9gie industrielle propice au d\u00e9veloppement du Groupe et \u00e0 la r\u00e9duction de la fracture num\u00e9rique.<\/strong><\/li>\n<li><strong>Enfin, les membres du Comit\u00e9 de Groupe Monde consid\u00e8rent qu&rsquo;il est indispensable de cr\u00e9er une instance de dialogue social propre \u00e0 la zone Middle-East &#038; Africa, \u00e0 l&rsquo;instar de ce qui existe au niveau europ\u00e9en, et permettrait en outre au Groupe de faire preuve d&rsquo;anticipation et d&rsquo;innovation en la mati\u00e8re. Ils demandent \u00e9galement qu&rsquo;une analyse des cours des salaires par pays soit effectu\u00e9e pour garantir l&rsquo;\u00e9quit\u00e9 du Groupe dans ce domaine.<\/strong><\/li>\n<\/ul>\n<p><strong>L&rsquo;ensemble de ces questions ont fait l&rsquo;objet d&rsquo;un courrier, au nom de l&rsquo;instance, du Bureau du Comit\u00e9 de Groupe Monde a St\u00e9phane Richard, en date du 1er f\u00e9vrier 2020, demandant des r\u00e9ponses concr\u00e8tes et \u00e9tay\u00e9es aux diff\u00e9rentes inqui\u00e9tudes soulev\u00e9es.<\/strong><\/p>\n<p>[<em>English version<\/em>]<\/p>\n<p>Within the framework of the Orange World Works Council meeting in an extraordinary meeting on January 22nd, 2020, in Paris, the Group Management has included an item on the agenda relating to Orange&rsquo;s strategy, presented by St\u00e9phane Richard, Chief Executive Officer.<\/p>\n<p>Following on from the previous five-year Conquests 2015 and Essentials 2020 plans, Engage 2025 is the strategic direction towards which the Group is posting its growth and development ambitions for the next five years. St\u00e9phane Richard passes fairly quickly on the results of the Essentials 2020 plan, conceding that all of his objectives were only partially achieved, in particular the level of turnover related to new services, leadership in customer relations, as well as Orange&rsquo;s recommendation as a \u00ab\u00a0digital and human\u00a0\u00bb employer.<\/p>\n<p>The very name of the new \u00ab\u00a0Engage\u00a0\u00bb strategic plan translates for St\u00e9phane Richard the Group&rsquo;s desire to take concrete action against the digital divide and in the fight against global warming, in order to best combine economic performance and sustainability. It is therefore for the Group to be a benchmark as an inclusive company, in particular via specific offers and affordable smartphones, but also to engage in the fight against global warming, by tending towards carbon neutrality by 2040, by focusing on renewable energies entering 50% of the Group&rsquo;s energy mix by 2025, and finally by building an energy efficiency plan with the revitalization of the Green ITN program, introduction of 7000 electric vehicles by 2025, and the promotion of a true circular economy. In a highly competitive context across all its geographies, the Group must strengthen its status as an integrated operator and constantly evolve with the ecosystem to optimize value.<\/p>\n<p>Faced with the challenges and objectives it has set itself, Orange has articulated its strategy around three major stages built around connectivity and infrastructure, accelerating the dynamics in growth regions, and integrating artificial intelligence and data at the heart of the digitalization and transformation processes.<\/p>\n<ul>\n<li>\n<p>Connectivity has always been one of the major differentiating elements for the Group, and it should be further strengthened by reaching 69 million connectable households in 2023, by further improving the quality of internal connectivity for our customers, and by strengthening multiservice offer with financial services, smart, secure and sustainable home of the future, as well as content. The advent of 5G technology must also offer the opportunity to support new usage scenarios, both on the corporate market (IoT, Smart Mobility, Industry 4.0) and on the personal market (Cloud gaming, 360 video streaming , augmented or virtual reality). Finally, in terms of infrastructure optimization, the Group insists on the need to enhance its FTTH network in France this year with Orange Concessions, announces the creation of \u00ab\u00a0FiberCo\u00a0\u00bb in Poland and Spain, while initiating the decommissioning of the copper network from 2023. Similarly, according to the Group, mobile networks will also be better valued by relying on a fleet of 40,000 radio sites held in Europe (the 2nd on the continent) at the end of 2019, which will be restructured in \u00ab\u00a0TowerCo\u00a0\u00bb from 2020, while developing network sharing agreements in certain regions, such as Poland, Romania, Spain and Belgium.<\/p>\n<\/li>\n<li>\n<p>In terms of growth momentum, the Middle East and Africa region remains the main driver, with 56% of the Group&rsquo;s turnover generated, in 2018, outside France. The 13% contribution of the MEA zone to the Group&rsquo;s turnover is still destined to grow, in particular with the deployment of 4G in almost all the geographies of the zone, and a ramp-up of multiservice offers up to 20% of turnover by 2025. On the corporate market, the transformation already underway should lead to that of core business towards fiber, 5G and SD-WAN, while redoubling efforts on the 4 major growth drivers such as cybersecurity, the cloud, \u00ab\u00a0smart mobility\u00a0\u00bb and the \u00ab\u00a0Digital &#038; Data\u00a0\u00bb domain. In terms of cyber defense, the Orange Group aims to become the European leader in the sector by targeting a turnover of one billion euros in 2022. Finally, financial services are still considered by the Group as a vector of its strategy of growth, in particular through their deployment and diversification of offers in new geographic areas and new markets.<\/p>\n<\/li>\n<li>\n<p>Finally, artificial intelligence and the world of data remain at the heart of the digitalization and transformation of the company. The Group aims to combine, by 2023, the best of people and digital to give substance to an increased customer relationship, so that by 2025, 9 out of 10 customers will recommend Orange in all the countries where the Group is present. These two fundamental levers (artificial intelligence and data) will also be at the heart of the operational efficiency of the network, allowing, for example, the improvement of fraud detection in international voice calls.<\/p>\n<\/li>\n<\/ul>\n<p>The presentation concludes with some elements of financial projection, indicating an expectation of an increase in turnover in France compensating for the fall in legacy and national roaming, stabilization of turnover in \u00ab\u00a0wholesale\u00a0\u00bb activity, acceleration turnover in Europe thanks to convergence, increased operational efficiency with a target of \u20ac 1 billion in net savings in 2023.<\/p>\n<p><strong>Part of the announcements made prompted several questions from the members of the World Works Council, in particular on the human aspect, which represents only one of the 44 transparencies in the presentation, a habit which the Group has unfortunately grown accustomed to during previous presentation of files. In particular, what means does the company plan to acquire to support employees in the development of their skills and in the retention of talents ?<\/strong><\/p>\n<p>Looking towards Val\u00e9rie Le Boulanger, Group Human Resources Director, St\u00e9phane Richard wanted to be reassuring, indicating that a billion and a half euros would be spent on training over a period of 5 years, while specifying that this envelope was not a ceiling amount, and would be adjusted if necessary. He also points out that there are certain areas that will need to be particularly focused, including the digitization of processes within the company, data management and artificial intelligence. Within 15 years, half of the existing positions today will have disappeared, or, at least, profoundly changed. The definition of skills needs is still, he said, difficult to refine. In general, St\u00e9phane Richard indicates that training is a basic contribution that the Group wishes to be able to offer to all of its employees. As for recruiting talent, this is a fundamental question which arises especially in countries where there is practically no unemployment. It is a story of wages, working environment, personal development and international mobility. In particular, it should become even more attractive to young talents, the Group&rsquo;s objective being to rise to the level of the most recommended employers. In parallel, the Group will double the number of its experts by 2025.<\/p>\n<p><strong>The other subject that deeply worried the members of the World Works Council revolves around the risks of seeing Orange divest itself of a certain number of its network infrastructures. Doubts are then expressed on how they will be managed in Poland and Spain, with the announcements made around the sharing of pylons and fiber infrastructure (TowerCo and FiberCo), especially in light of the evolution of the ANO project in Africa.<\/strong><\/p>\n<p>On this point, St\u00e9phane Richard specifies that all European operators, particularly the large ones, use such arrangements. The rest have already sold their infrastructure, including mobile towers. Orange would therefore not be an isolated case, but probably among the last operators to embark on this path. These projects are not carried out in a strategy of social dumping. The salary costs which enter into the calculation of the cost price of an infrastructure are marginal and are not on the scale of the subject. On several occasions, St\u00e9phane Richard reaffirms that the objective is not to sell the infrastructure, but to retain 100% ownership of it. He also indicates that there is no link to be made with the ANO project, which consisted of a mutualisation project and the regrouping of economic and human resources in C\u00f4te d&rsquo;Ivoire and Senegal. He solemnly undertakes before the body that there will be no negative consequences for the employees, whatever the country. Regarding the African partnership with Huawei, St\u00e9phane Richard concedes that it would not be uninteresting, with a hindsight of 3 years, to take stock of its operation. In Europe, the question of transferring employees does not arise, since there is no question of transferring the infrastructure. The question of sharing networks can arise in certain countries, such as in the Democratic Republic of Congo for example, where only 1,500 sites are operating. The growth in Africa will be above all in the countries where the Group is already established. St\u00e9pahne Richard also confirms that the listing of Orange Middle-East &#038; Africa is under study, the Group&rsquo;s major competitors on this continent are already on the stock market.<\/p>\n<p><strong>Despite these assurances, concern remains on a large number of subjects, to which the lack of time does not provide detailed answers:<\/strong><\/p>\n<ul>\n<li><strong>Despite the desire not to develop an internal TowerCo in Africa, does the Group intend to use a third-party company ? How will the Group finance the development of networks, and in particular 5G, while maintaining a level of cash flow compatible with operational needs and the payment of dividends expected by shareholders ?<\/strong><\/li>\n<li><strong>What is the real strategy that accompanies the announced deployment of 5G in Africa, while the development of 2G, 3G and 4G technologies have cost the Group dearly, that African regulators have not yet given their agreement, and that it It seems that all this seems rather to be a race ahead, motivated by the fear of being overtaken by other operators, rather than a real industrial strategy conducive to the development of the Group and the reduction of the digital divide.<\/strong><\/li>\n<li><strong>Finally, the members of the World Works Council consider that it is essential to create a social dialogue body specific to the Middle-East &#038; Africa zone, like what exists at European level, and would also allow the Group to show anticipation and innovation in this area. They also request that an analysis of salary prices by country be carried out to guarantee the Group&rsquo;s equity in this area.<\/strong><\/li>\n<\/ul>\n<p><strong>All of these questions were the subject of a letter, on behalf of the World Works Council, from its Bureau to St\u00e9phane Richard, dated February 1st, 2020, asking for concrete and substantiated answers to the various concerns raised.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>[French version here\/English version below] Dans le cadre du Comit\u00e9 de Groupe Monde d&rsquo;Orange r\u00e9uni en s\u00e9ance extraordinaire le 22 janvier 2020 \u00e0 Paris, la Direction du Groupe a inscrit [&hellip;]<\/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":[118],"tags":[],"class_list":["post-13376","post","type-post","status-publish","format-standard","hentry","category-comite-groupe-europe-monde"],"blog_post_layout_featured_media_urls":{"thumbnail":"","full":""},"categories_names":{"118":{"name":"Comit\u00e9 Groupe Europe+Monde","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/category\/comites-groupe\/comite-groupe-europe-monde\/"}},"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\/13376","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=13376"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/13376\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=13376"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=13376"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=13376"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}