{"id":16819,"date":"2021-06-04T08:34:04","date_gmt":"2021-06-04T08:34:04","guid":{"rendered":"http:\/\/localhost:8080\/?p=16819"},"modified":"2021-06-04T08:34:04","modified_gmt":"2021-06-04T08:34:04","slug":"avis-de-gros-temps-sur-la-strategie-2020-2025-du-groupe-orange","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2021\/06\/04\/avis-de-gros-temps-sur-la-strategie-2020-2025-du-groupe-orange\/","title":{"rendered":"Avis de gros temps sur la strat\u00e9gie 2020-2025 du Groupe Orange"},"content":{"rendered":"<p>[<em>French version here\/English version below<\/em>]<\/p>\n<p>Dans le cadre du Comit\u00e9 Groupe Monde des 25, 26 et 27 mai 2021 (r\u00e9union en distanciel), la Direction du Groupe a inscrit \u00e0 l&rsquo;ordre du jour un point de suivi de la strat\u00e9gie 2025, dossier pr\u00e9sent\u00e9 par Agn\u00e8s de Leersnyder, Directrice de la strat\u00e9gie du Groupe Orange, et Beno\u00eet Dussert, Senior VP plan strat\u00e9gique et \u00e9valuation.<\/p>\n<p>A la demande du Bureau du Comit\u00e9 de Groupe Monde, relayant un souhait de ses membres, la Direction du Groupe a pr\u00e9sent\u00e9 un point d&rsquo;\u00e9tape de la strat\u00e9gie 2020-2025, <span style=\"text-decoration: underline;\"><a href=\"202002038639\/comite-groupe-europe-monde\/engage-2020-2025-continuite-ou-ambition.html\" target=\"_blank\" rel=\"noopener\">plan pr\u00e9sent\u00e9 dans ses grands axes par St\u00e9phane Richard<\/a><\/span>, Pr\u00e9sident Directeur G\u00e9n\u00e9ral du Groupe, lors de la s\u00e9ance pl\u00e9ni\u00e8re extraordinaire de ce m\u00eame Comit\u00e9 de Groupe Monde le 22 janvier 2020 \u00e0 Paris.<\/p>\n<p>Au-del\u00e0 du constat que certaines \u00e9tapes cl\u00e9s du plan Engage 2025 se sont concr\u00e9tis\u00e9es, via notamment le partage et la valorisation d&rsquo;infrastructures et la croissance enregistr\u00e9e sur la zone Afrique et Moyen Orient, la r\u00e9alisation de ce plan demeure sous forte pression sur plusieurs des g\u00e9ographies du Groupe, en particulier en France et en Espagne. Certes, la crise sanitaire \u00e0 confirm\u00e9 les fondamentaux de cette strat\u00e9gie, en mettant l&rsquo;accent sur l&rsquo;importance des r\u00e9seaux r\u00e9silients et s\u00e9curis\u00e9s, l&rsquo;importance des enjeux autour de la souverainet\u00e9 et soci\u00e9taux par l&rsquo;inclusion num\u00e9rique. Mais cette m\u00eame crise a conduit le Groupe, selon la Direction, \u00e0 ajuster certains \u00e9l\u00e9ments de la strat\u00e9gie, en particulier dans le domaine des ressources humaines avec de nouveaux modes d&rsquo;organisation du travail, le d\u00e9calage des ench\u00e8res sur la 5G en France, ou encore sur la connectivit\u00e9 enrichie (HomeLan en Europe, cybers\u00e9curit\u00e9 B2C, et le haut-d\u00e9bit en zone Afrique et Moyen-Orient.<\/p>\n<p>Au chap\u00eetre des \u00e9tapes cl\u00e9s concr\u00e9tis\u00e9es, la Direction met en avant quatre principaux chantiers:<\/p>\n<ul>\n<li>la r\u00e9invention du m\u00e9tier d&rsquo;op\u00e9rateur, avec l&rsquo;acc\u00e9l\u00e9ration du d\u00e9ploiement des r\u00e9seaux fibre et mobile au profit d&rsquo;une meilleur connectivit\u00e9, la valorisation et le partage des infrastructures dans le fixe et le mobile, notamment via la cr\u00e9ation d&rsquo;Orange Concessions et le projet de TowerCo europ\u00e9enne (Totem), <a href=\"2021040110254\/comite-groupe-europe-monde\/projet-towerco-europe-une-procedure-d-information-consultation-qui-ne-peut-se-limiter-a-la-seule-creation-de-la-societe-totem.html\" target=\"_blank\" rel=\"noopener\">en cours de processus d&rsquo;information-consultation au sein du Comit\u00e9 de Groupe Europ\u00e9en<\/a>.<\/li>\n<li>l&rsquo;acc\u00e9l\u00e9ration sur les territoires porteurs de croissance, avec une croissance soutenue et d&rsquo;excellentes performances enregistr\u00e9es en zone Afrique Moyen-Orient, ainsi qu&rsquo;une croissance des services IT&amp;IS sur le p\u00e9rim\u00e8tre d&rsquo;Orange Business Services.<\/li>\n<li>la position centrale de la Data et de l&rsquo;IA au sein du mod\u00e8le d&rsquo;innovation du Groupe, avec une r\u00e9invention de l&rsquo;exp\u00e9rience client afin d&rsquo;am\u00e9liorer la personnalisation, la s\u00e9curit\u00e9 et le soutien, tout en permettant l&rsquo;optimisation de la gestion des r\u00e9seaux, l&rsquo;efficacit\u00e9 op\u00e9rationnelle et le d\u00e9veloppement de nouveaux services.<\/li>\n<li>l&rsquo;engagement durable au b\u00e9n\u00e9fice de l&rsquo;environnement et de l&rsquo;inclusion num\u00e9rique, avec des premi\u00e8res concr\u00e9tisations environnementales (-30% de baisse des \u00e9missions de CO2 \u00e0 l&rsquo;horizon 2025, l&rsquo;augmentation de l&rsquo;utilisation d&rsquo;\u00e9nergies d&rsquo;origine renouvelable (fermes solaires en Jordanie, garantie d&rsquo;origine en Slovaquie), ainsi que la couverture rurale en zone Afrique et Moyen-Orient, la formation et le coaching via 16 fondations locales et l&rsquo;ouverture des Orange Digital Center (ODC) au Cameroun et en Ethiopie.<\/li>\n<\/ul>\n<p>N\u00e9anmoins, les nuages s&rsquo;amoncellent au-dessus de la r\u00e9alisation de ce plan, au premier rang desquels la France et l&rsquo;Espagne.<\/p>\n<ul>\n<li>En France, si les perspectives de sortie de crise d\u00e9pendent de la situation sanitaire, difficilement pr\u00e9visible par d\u00e9finition, avec un fort impact, entre autres, sur le roaming, la vente d&rsquo;\u00e9quipements suite \u00e0 la fermeture des boutiques, le Groupe doit, selon la Direction, s&rsquo;adapter \u00e0 de nouveaux d\u00e9fis tout en poursuivant ses efforts d&rsquo;investissement dans les infrastructures, le tout dans un cadre r\u00e9glementaire toujours tr\u00e8s contraint.<\/li>\n<li>En Espagne, le march\u00e9 a durablement bascul\u00e9 vers le \u00ab\u00a0low-cost\u00a0\u00bb convergent et a \u00e9t\u00e9, lui aussi, fortement impact\u00e9 par la crise sanitaire. Les effets de ce basculement vers le \u00ab\u00a0low-cost\u00a0\u00bb ont encore \u00e9t\u00e9 amplifi\u00e9s par une prolif\u00e9ration des marques de niche, contribuant ainsi \u00e0 augmenter encore la pression. Par ailleurs, un fort ralentissement \u00e9conomique d\u00fb \u00e0 la crise sanitaire a contribu\u00e9 \u00e0 ralentir substantiellement la demande client. Les pr\u00e9visions de chiffre d&rsquo;affaire moyen par client (ARPU) chutent de 10 points enrre 2020 et 2024.<\/li>\n<\/ul>\n<p><strong>Cette session annuelle 2021 du Comit\u00e9 de Groupe Monde restera empreinte d&rsquo;interrogations fortes de ses membres, repr\u00e9sentant les quelques 143 000 salari\u00e9s du Groupe Orange dans le monde, en particulier sur le sentiment profond, d\u00e9j\u00e0 v\u00e9rifi\u00e9 \u00e0 plusieurs reprises dans les faits depuis le d\u00e9but de l&rsquo;ann\u00e9e, qu&rsquo;ils seront les premi\u00e8res victimes d&rsquo;une strat\u00e9gie de plus en plus erratique et particuli\u00e8rement mortif\u00e8re dans le domaine des ressources humaines, avec 70 suppressions d&#8217;emplois au Royaume-Uni initi\u00e9es en janvier, 485 en Espagne repr\u00e9sentant 15% des effectifs, 172 en R\u00e9publique D\u00e9mocratique du Congo, et sans doute d&rsquo;autres encore que l&rsquo;on ne d\u00e9couvrira, comme \u00e0 l&rsquo;accoutum\u00e9e et faute de concertations pr\u00e9alables, dans les articles de la presse \u00e9conomique.<\/strong><\/p>\n<p><strong>La seule r\u00e9ponse de la Direction se concr\u00e9tise au travers du programme ScaleUp visant \u00e0 \u00e9conomiser 1 million d&rsquo;euros par jour (1 milliard d&rsquo;euros sur 3 ans), alors qu&rsquo;elle pr\u00f4ne dans le m\u00eame temps l&rsquo;aust\u00e9rit\u00e9 salariale \u00e0 tous les \u00e9tages du Groupe, sauf bien entendu \u00e0 celui des cadres dirigeants, lesquels b\u00e9n\u00e9ficient d&rsquo;une large et g\u00e9n\u00e9reuse distribution d&rsquo;actions gratuites (programme LTIP &#8211; Long Term Incentive Plan) d&rsquo;une valeur oscillant entre 20 et 25 millions d&rsquo;euros.<\/strong><\/p>\n<p><strong>L&rsquo;ensemble du Comit\u00e9 de Groupe Monde a solennellement montr\u00e9 son ind\u00e9fectible solidarit\u00e9 \u00e0 leurs coll\u00e8gues victimes de suppression de leur poste au travers d&rsquo;une d\u00e9claration pr\u00e9lable lue en d\u00e9but de s\u00e9ance, mais en l&rsquo;absence, devenue habituelle, du Pr\u00e9sident de l&rsquo;instance par d\u00e9l\u00e9gation, Gervais Pellissier, Directeur Ex\u00e9cutif des Ressources Humaines du Groupe, remplac\u00e9 par Eric Bousquet, Directeur des Relations Sociales du Groupe.<\/strong><\/p>\n<p><strong>Orange, certes entreprise digitale, est-elle encore humaine ?<\/strong><\/p>\n<p>[<em>English version<\/em>]<\/p>\n<p>As part of the World Works Council on May 25th, 26th and 27th, 2021 (remote meeting), the Group Management included on the agenda a follow-up point for the 2025 strategy, a file presented by Agn\u00e8s de Leersnyder, Director of the Orange Group strategy, and Beno\u00eet Dussert, Senior VP strategic plan and evaluation.<\/p>\n<p>At the request of the Bureau of the World Works Council, relaying a wish of its members, the Group Management presented a progress report on the 2020-2025 strategy, <a href=\"202002038639\/comite-groupe-europe-monde\/engage-2020-2025-continuite-ou-ambition.html\" target=\"_blank\" rel=\"noopener\">a plan presented in its main axes by St\u00e9phane <span style=\"text-decoration: underline;\">Richard<\/span><\/a><span style=\"text-decoration: underline;\">,<\/span> Chairman and CEO of the Group, during the extraordinary plenary meeting of this same World Works Council on January 22nd, 2020 in Paris.<\/p>\n<p>Beyond the observation that certain key stages of the Engage 2025 plan have materialized, notably via the sharing and development of infrastructures and the growth recorded in the Africa and Middle East zone, the implementation of this plan remains under strong pressure on several the Group&rsquo;s geographies, in particular in France and Spain. Of course, the health crisis has confirmed the fundamentals of this strategy, emphasizing the importance of resilient and secure networks, the importance of issues around sovereignty and societal issues through digital inclusion. But this same crisis has led the Group, according to Management, to adjust certain elements of the strategy, in particular in the field of human resources with new modes of work organization, the delay of auctions on 5G in France, or further on enriched connectivity (HomeLan in Europe, B2C cybersecurity, and broadband in Africa and the Middle East.<\/p>\n<p>In the chapter of the key stages concretized, the Management puts forward four main projects:<\/p>\n<ul>\n<li>the reinvention of the operator profession, with the acceleration of the deployment of fiber and mobile networks for the benefit of better connectivity, the enhancement and sharing of fixed and mobile infrastructures, in particular through the creation of Orange Concessions and the European TowerCo project (Totem), <a href=\"2021040110254\/comite-groupe-europe-monde\/projet-towerco-europe-une-procedure-d-information-consultation-qui-ne-peut-se-limiter-a-la-seule-creation-de-la-societe-totem.html\" target=\"_blank\" rel=\"noopener\">currently undergoing an information-consultation process within the <span style=\"text-decoration: underline;\">European<\/span> Works Council<\/a>.<\/li>\n<li>acceleration in growth regions, with sustained growth and excellent performance recorded in the Africa Middle East zone, as well as growth in IT&amp;IS services within the scope of Orange Business Services.<\/li>\n<li>the central position of Data and AI within the Group&rsquo;s innovation model, with a reinvention of the customer experience in order to improve personalization, security and support, while allowing the optimization of the network management, operational efficiency and the development of new services.<\/li>\n<li>sustainable commitment to the benefit of the environment and digital inclusion, with the first environmental achievements (-30% reduction in CO2 emissions by 2025, the increase in the use of energy from renewable origin (solar farms in Jordan, guarantee of origin in Slovakia), as well as rural coverage in Africa and the Middle East, training and coaching via 16 local foundations and the opening of Orange Digital Centers (ODC) in Cameroon and Ethiopia.<\/li>\n<\/ul>\n<p>Nevertheless, the clouds are gathering above the realization of this plan, foremost among which are France and Spain.<\/p>\n<ul>\n<li>In France, if the outlook for a way out of the crisis depends on the health situation, which is difficult to predict by definition, with a strong impact, among other things, on roaming and the sale of equipment following the closure of stores, the Group must, according to Management, adapt to new challenges while pursuing its efforts to invest in infrastructure, all within a regulatory framework that is still very tight.<\/li>\n<li>In Spain, the market has permanently shifted towards converging \u00ab\u00a0low-cost\u00a0\u00bb and has also been strongly impacted by the health crisis. The effects of this shift towards \u00ab\u00a0low-cost\u00a0\u00bb have been further amplified by a proliferation of niche brands, thus contributing to further increase the pressure. In addition, a strong economic slowdown due to the health crisis has contributed to a substantial slowdown in customer demand. The forecast for average revenue per customer (ARPU) drops by 10 points between 2020 and 2024.<\/li>\n<\/ul>\n<p><strong>This 2021 annual meeting of the World Works Council will remain marked by strong questions from its members, representing some 143,000 employees of the Orange Group around the world, in particular on the deep feeling, already verified several times in the facts since the beginning. of the year, that they will be the first victims of an increasingly erratic and particularly deadly strategy in the field of human resources, with 70 job cuts in the United Kingdom initiated in January, 485 in Spain representing 15 % of the workforce, 172 in the Democratic Republic of Congo, and undoubtedly others still that one will not discover, as usual and for lack of preliminary consultations, in the articles of the economic press.<\/strong><\/p>\n<p><strong>Management&rsquo;s only response is through the ScaleUp program aimed at saving 1 million euros per day (1 billion euros over 3 years), while at the same time it advocates wage austerity for all employees. Group floors, except of course that of senior executives, who benefit from a large and generous distribution of free shares (LTIP program &#8211; Long Term Incentive Plan) with a value ranging between 20 and 25 million euros.<\/strong><\/p>\n<p><strong>The entire World Works Council solemnly showed its unwavering solidarity with their colleagues who were victims of the elimination of their posts through a preliminary declaration read at the start of the meeting, but in the absence, which has become customary, of the President of the authority by delegation, Gervais Pellissier, Executive Director of Group Human Resources, replaced by Eric Bousquet, Director of Group Social Relations.<\/strong><\/p>\n<p><strong>Orange, certainly a digital company, is it still human?<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>[French version here\/English version below] Dans le cadre du Comit\u00e9 Groupe Monde des 25, 26 et 27 mai 2021 (r\u00e9union en distanciel), la Direction du Groupe a inscrit \u00e0 l&rsquo;ordre [&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-16819","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\/16819","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=16819"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/16819\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=16819"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=16819"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=16819"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}