{"id":5710,"date":"2014-07-07T09:57:27","date_gmt":"2014-07-07T09:57:27","guid":{"rendered":"http:\/\/localhost:8080\/?p=5710"},"modified":"2014-07-07T09:57:27","modified_gmt":"2014-07-07T09:57:27","slug":"de-conquetes-2015-a-orange-2020-sur-fond-de-reduction-de-voilure-from-conquest-2015-to-orange-2020","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2014\/07\/07\/de-conquetes-2015-a-orange-2020-sur-fond-de-reduction-de-voilure-from-conquest-2015-to-orange-2020\/","title":{"rendered":"De Conqu\u00eates 2015 \u00e0 Orange 2020… sur fond de r\u00e9duction de voilure – From Conquest 2015 to Orange 2020"},"content":{"rendered":"

(From Conquest 2015 to Orange 2020… On background reefing – version anglaise en italique) <\/em><\/p>\n

Le Comit\u00e9 de Groupe Europ\u00e9en du Groupe Orange s’est r\u00e9uni du 24 au 26 juin 2014 \u00e0 Copenhague (Danemark) afin de passer en revue les divers dossiers \u00e0 l’ordre du jour, certains \u00e9tant nouveaux, d’autres s’inscrivant dans la continuit\u00e9 des d\u00e9bats amorc\u00e9s lors des sessions pr\u00e9c\u00e9dentes (4 au total depuis ce d\u00e9but d’ann\u00e9e 2014), en particulier celui consacr\u00e9 \u00e0 la strat\u00e9gie d’Orange Business Services en Europe et son lot de suppression de postes associ\u00e9.<\/p>\n

Bruno Mettling, Directeur g\u00e9n\u00e9ral d\u00e9l\u00e9gu\u00e9 et Directeur des ressources humaines Groupe, ainsi que Carole Froucht, Directrice des relations sociales Groupe, se sont succ\u00e9d\u00e9s tour \u00e0 tour \u00e0 la pr\u00e9sidence de l’instance.<\/p>\n

The European Committee Group of the Orange met from the 24th to 26 of June 2014 in Copenhagen (Denmark) to review the various files, some new, others falling within the continuity of discussions initiated during previous sessions (4 in total since the beginning of 2014), especially the one on the Orange Business Services strategy in Europe and its share of associated job cuts. <\/em>Bruno Mettling, Chief Executive Officer and Head of Human Resources and Carole Froucht, Director of Social Relations, have succeeded in turn to chair the proceedings.<\/em><\/p>\n

1- Pr\u00e9sentation des chantiers strat\u00e9giques du Groupe Orange<\/strong>
Anim\u00e9e par Bruno Mettling et B\u00e9n\u00e9dicte Javelot, nouvelle Directrice de la strat\u00e9gie du Groupe, la pr\u00e9sentation de ce 1er point inscrit \u00e0 l’ordre du jour d\u00e9bute par un \u00e9tat des lieux du programme Conqu\u00eates 2015, pr\u00e9sent\u00e9 en juillet 2010, et dont les objectifs, pour m\u00e9moire, \u00e9taient articul\u00e9s autour de 4 grands axes : l’engagement des salari\u00e9s du Groupe, les r\u00e9seaux, le client et l’international.<\/p>\n

– L’humain au c\u0153ur de l’entreprise : la Direction consid\u00e8re que de grosses avanc\u00e9es ont \u00e9t\u00e9 effectu\u00e9es, plus de 80% des salari\u00e9s se d\u00e9clarant fiers de travailler dans l’entreprise. La CFE-CGC rappelle que si, en effet, de substantielles am\u00e9liorations du climat social de l’entreprise ont \u00e9t\u00e9 observ\u00e9es ces derni\u00e8res ann\u00e9es, une tr\u00e8s grande vigilance demeure d’actualit\u00e9, eu \u00e9gard aux nombreux suicides de ce d\u00e9but d’ann\u00e9e 2014, ainsi qu’\u00e0 la charge de travail en constante augmentation li\u00e9e aux nombreux d\u00e9parts du Groupe et dont la compensation, via une politique de recrutement volontariste, demeure insuffisante.
– Construire les r\u00e9seaux de l’avenir : l\u00e0 encore, la Direction affiche un certain satisfecit, confort\u00e9 par les r\u00e9sultats de l’enqu\u00eate 2014 de l’Arcep, confortant Orange dans sa position de num\u00e9ro 1 des r\u00e9seaux mobiles, pour la 4\u00e8me ann\u00e9e cons\u00e9cutive. Par ailleurs, St\u00e9phane Richard a r\u00e9affirm\u00e9 son souhait de poursuivre un haut niveau d’investissement dans les r\u00e9seaux.
– Le client au centre des pr\u00e9occupations : sur ce point, la Direction salue la tr\u00e8s bonne performance commerciale enregistr\u00e9e par le Groupe sur l’ensemble des territoires, et ce en d\u00e9pit d’un contexte concurrentiel extr\u00eamement fort. Elle admet toutefois que d’importantes marges de progressions subsiste s’agissant de la qualit\u00e9 per\u00e7ue par les clients et sur les meilleures mani\u00e8res d’interagir avec eux.
– Le d\u00e9veloppement international : la Direction liste l’ensemble des territoires abandonn\u00e9s ces derni\u00e8res ann\u00e9es, citant la Suisse, l’Autriche, la R\u00e9publique Dominicaine et l’Ouganda. Elle rappelle que la convergence fixe\/mobile tirant la croissance, le Groupe s’attache \u00e0 rechercher la consolidation en Europe partout o\u00f9 ne sommes pas convergents, en particulier en Roumanie et en Belgique. Par ailleurs, la strat\u00e9gie de d\u00e9veloppement sur les zones Afrique et Moyen-Orient se poursuit.<\/p>\n

L’\u00e9volution permanente du comportement des clients am\u00e8ne le Groupe \u00e0 se r\u00e9inventer en permanence, notamment face \u00e0 l’explosion des r\u00e9seaux sociaux en termes de nouveaux moyens de communication, en particulier via Facebook et Twitter. De fait, la connectivit\u00e9 devient un crit\u00e8re essentiel pour les clients. Quant aux usages data, notamment ceux li\u00e9s \u00e0 la consommation de vid\u00e9o, ils enregistrent une tr\u00e8s forte croissance, tirent le march\u00e9, et adressent de plus en plus les terminaux mobiles (smartphones, tablettes, objets connect\u00e9s).
Dans ce contexte, le Comit\u00e9 ex\u00e9cutif du Groupe travaille \u00e0 l’\u00e9laboration d’une feuille de route pour les prochaines ann\u00e9es, et les 6 chantiers d’ores-et-d\u00e9j\u00e0 identifi\u00e9s sont pr\u00e9sent\u00e9s aux membres du Comit\u00e9 de Groupe Europ\u00e9en en s\u00e9ance pl\u00e9ni\u00e8re. La Direction pr\u00e9cise qu’il ne s’agit pas d’une pr\u00e9sentation d\u00e9finitive du projet, mais simplement des axes de travail retenus, les leviers d’action \u00e0 construire formalisant l’\u00e9tape suivante des prochains mois, l’ensemble finalis\u00e9 devant \u00eatre pr\u00e9sent\u00e9 au d\u00e9but de l’ann\u00e9e 2015 par St\u00e9phane Richard.
– La relation client :
o Il s’agit de franchir une \u00e9tape sur la perception qu’ont les clients de notre qualit\u00e9 de service (assistance, utilisation des services), notre exemplarit\u00e9 sur leurs besoins essentiels n’\u00e9tant pas totale. Des outils visant \u00e0 fluidifier notre interactivit\u00e9 avec nos clients seront mis en place.
– La connectivit\u00e9 enrichie (\u00ab always best connected \u00bb) :
o Rechercher le \u00ab z\u00e9ro \u00bb d\u00e9faut dans l’exp\u00e9rience d’usage
o Faire monter l’intelligence des r\u00e9seaux gr\u00e2ce au Big Data, en adaptant la performance du r\u00e9seau en fonction de l’usage client
– L’op\u00e9rateur paneurop\u00e9en et panafricain au c\u0153ur de l’\u00e9cosyst\u00e8me :
o L’objectif est de poursuivre la consolidation de la convergence partout o\u00f9 le Groupe est pr\u00e9sent en Europe, et rechercher activement sa r\u00e9alisation sur les territoires o\u00f9 nous ne le sommes pas
– La diversification :
o Se diversifier et capitaliser sur des verticales de services, en particulier le \u00ab mobile banking \u00bb et le domaine du bien-\u00eatre\/sant\u00e9
o Viser 5% du CA du Groupe en 2020 sur le \u00ab mobile banking \u00bb et de 2 \u00e0 5% sur les activit\u00e9s bien-\u00eatre\/sant\u00e9
– Le client entreprise :
o 30% du CA du Groupe aujourd’hui, dont 15% pour Orange Business Services
o D\u00e9tenir des positions de leadership en Europe et en Afrique
o Etre leader en Europe sur la collaboration et la mobilit\u00e9 du poste de travail
o Fournir une exp\u00e9rience client unique (r\u00e9seau & cloud) avec une garantie de qualit\u00e9 de bout en bout
o R\u00e9ussir la connexion des applications de nos clients et devenir un acteur majeur dans le M2M (machine to machine)
– L’Open Company :
o Etre une entreprise qui soutient le progr\u00e8s
o Simplifier et digitaliser nos modes de fonctionnement
o D\u00e9velopper la coop\u00e9ration
o Garantir l’adaptation du portefeuille de comp\u00e9tences en 2020
o Reconna\u00eetre les initiatives collectives et personnelles<\/p>\n

A l’issue de cette pr\u00e9sentation, les \u00e9lus s’\u00e9tonnent de ne plus voir appara\u00eetre les contenus en tant qu’\u00e9l\u00e9ments de strat\u00e9gie du Groupe, et s’interrogent sur les moyens qu’Orange compte se donner pour r\u00e9ussir la consolidation du secteur en Europe et d\u00e9velopper ses activit\u00e9s en Afrique.
La Direction r\u00e9pond que la logique de co-construction pr\u00e9vaut sur le projet 2020. Des premiers \u00e9changes ont eu lieu avec un \u00e9chantillon repr\u00e9sentatif de l’ex\u00e9cutif, tous territoires confondus et affirme qu’il n’y a pas de d\u00e9clinaison vers les pays depuis Paris, mais que ce sont bien les pays qui contribuent \u00e0 alimenter les chantiers pr\u00e9sent\u00e9s. Elle rappelle que la pr\u00e9sentation ne constitue qu’une \u00e9bauche qui \u00e9voluera au fil de la construction.<\/p>\n

Bruno Mettling insiste sur le fait que la consolidation s’op\u00e8re soit via des acquisitions, soit par l’\u00e9volution de la r\u00e9glementation dans les pays o\u00f9 nous ne sommes qu’op\u00e9rateur mobile. Si l’une ou l’autre de ces options ne peut s’op\u00e9rer, la question du maintien de nos activit\u00e9s dans certains territoires se pose, compte tenu du risque strat\u00e9gique de ne pas r\u00e9pondre \u00e0 la demande du march\u00e9. La convergence mobile\/fixe demeure la priorit\u00e9, le secret des affaires appelant une grande ma\u00eetrise en termes de communication, tout en veillant \u00e0 informer les institutions repr\u00e9sentatives du personnel lorsque les n\u00e9gociations parviennent \u00e0 un niveau suffisant d’avancement et de maturit\u00e9. En tout \u00e9tat de cause, les acteurs europ\u00e9ens sont sortis affaiblis du contexte \u00e9conomique que nous venons de traverser. S’agissant de la France en particulier, la consolidation sur l’axe mobile\/fixe a d\u00e9j\u00e0 eu lieu avec le rachat de SFR par Num\u00e9ric\u00e2ble, et est en cours dans le domaine mobile avec Bouygues Telecom. La position d’acteur majoritaire d’Orange sur le march\u00e9 fran\u00e7ais nous interdit tout mouvement direct de consolidation du secteur, mais nous disposons pour autant d’une certaine libert\u00e9 de man\u0153uvre en fonction du montage que nous pourrions envisager par rapport \u00e0 Free (r\u00e9trocession du r\u00e9seau de Bouygues Telecom).<\/p>\n

 <\/p>\n

1. Presentation of strategic projects at Orange Group<\/em>
Hosted by Bruno Mettling and B\u00e9n\u00e9dicte Javelin, new Director of the Group’s strategy, the presentation of the first item on the agenda begins with an overview of the Conquests 2015 program, introduced in July 2010, whose objectives, for the record, were articulated around four main areas: employee commitment, networks, client and international.<\/em>
– People at the heart of business: management believes that great progress has been made, more than 80% of employees state being proud of working for the company. CFE-CGC said that if, in fact, substantial improvements in the social climate of the company have been observed in recent years, great vigilance remains relevant, in view of the many suicides early this year and given the steadily increasing workload due to the many departures from the Group and whose compensation through a proactive recruitment policy, remains insufficient.<\/em>
– Build networks for the future: again, the department shows a good mark, with the results of the ARCEP survey in 2014, consolidating Orange’s position as number 1 in mobile networks, for the 4th consecutive year . Moreover, St\u00e9phane Richard has reaffirmed its desire to continue a high level of investment in networks.<\/em>
– The customer at the center of concerns: on this point, the department welcomes the strong commercial performance recorded by the Group in the territories, despite an extremely strong competitive environment. It concedes, however, that a significant margin remains in regard to the quality perceived by customers and the best ways to interact with them.<\/em>
– International development: management lists all the dropped territories in recent years naming Switzerland, Austria, the Dominican Republic and Uganda. It observes that the fixed \/ mobile convergence pulls growth, the Group strives to seek consolidation in Europe wherever we are not converging, especially in Romania and Belgium. Furthermore, the strategy of development in areas in Africa and the Middle East continues.<\/em>
The continuing evolution of customer behavior led the Group to constantly reinvent itself, especially with the explosion of social networks in terms of new media, particularly Facebook and Twitter. In fact, connectivity is a key criterion for customers. As for data usage, including those related to the consumption of video they record very strong growth, draw the market, and address more mobile devices (smartphones, tablets, connected objects).<\/em>
In this context, the Group Executive Committee is working on a roadmap for the coming years, and 6 yards have already been identified and presented to members of the European Group Committee. The department states that it is not a final presentation of the projects, but simply chosen areas to make the next steps and will be formalized in the coming months, it will be presented in early 2015 by St\u00e9phane Richard.<\/em>
– Customer relationship :<\/em>
o This is one step on the customer perception of our quality of service (assistance, use of services), our exemplary on their basic needs is not complete. Tools to streamline our interaction with our clients will be put in place.<\/em>
– The enhanced connectivity (\u00ab always best connected \u00bb) :<\/em>
o Look for the \u00ab\u00a0zero\u00a0\u00bb default experience of use<\/em>
o Raising intelligence through big data networks, adapting the network performance based on customer<\/em>
– The pan-European and pan-African operator at the heart of the ecosystem:<\/em>
o The objective is to further consolidate the convergence wherever the Group operates in Europe, and actively seek its implementation in the areas where we do not have any.<\/em>
– Diversification:<\/em>
o Diversify and capitalize on vertical services, in particular the \u00ab\u00a0mobile banking\u00a0\u00bb and the field of wellness \/ health<\/em>
o Aim 5% of Group sales in 2020 on the \u00ab\u00a0mobile banking\u00a0\u00bb and 2 to 5% on the activities wellness \/ healthLa diversification :<\/em>
– The business customer :<\/em>
o 30% of Group revenues today, 15% for Orange Business Services<\/em>
o To hold leadership positions in Europe and Africa<\/em>
o To be the leader in Europe on collaboration and mobility workstation<\/em>
o To provide a unique customer experience (network & cloud) with a guarantee of quality from start to finish<\/em>
o Successful connection of applications to our customers and become a major player in the M2M (machine to machine)<\/em>
– L’Open Company :<\/em>
o To be a company that supports progress<\/em>
o To simplify and digitize our modes<\/em>
o To develop cooperation<\/em>
o To ensure the adaptation of skills portfolio in 2020<\/em>
o To recognize collective and personal initiatives<\/em>
Following this presentation, the elected representatives are surprised at not seeing the contents appear as part of the Group’s strategy, and wonder about the means Orange intends to provide for the successful consolidation of the European sector and expansion of its activities in Africa.<\/em>
The Department replied that the logic of co-construction overrides the 2020 draft. Initial discussions were held with a representative sample of the executive, all combined territories and claims that there is no variation to the country from Paris, but that these are the countries which contribute to the projects presented. It reiterates that the presentation is a draft that will evolve over the construction.<\/em>
Bruno Mettling insists that consolidation occurs either through acquisitions or by regulatory changes in the countries where we are mobile operator. If either of these options can not be achieved, the question of maintaining our activities in certain jurisdictions arises, given the strategic risk of failing to meet the market demand. Fixed \/mobile convergence remains the priority, secrecy requiring greater control in terms of communication, while ensuring the information to the representative institutions when negotiations reach a sufficient level of progress and maturity. In any event, European players are left weakened by the economic environment that we have just gone through. With regard to France in particular, the consolidation of the mobile \/ fixed axis has already taken place with the acquisition of SFR by Num\u00e9ric\u00e2ble, and is currently happening in the mobile business with Bouygues Telecom. Orange’s position as a major player on the French market prohibits us direct consolidation trend in the industry, but we have provided some leeway depending on the business package that we could consider in relation to Free (retrocession network Bouygues Telecom).<\/em><\/p>\n

2- Pr\u00e9sentation de la politique relations clients en Europe<\/strong>
Philippe Bernard, Directeur qualit\u00e9 de service clients et vente, nous pr\u00e9sente le dossier.
Orange est la marque de 1\u00e8re recommandation dans 14 pays, en 2\u00e8me position dans 9 autres, et enfin 3\u00e8me ou au-del\u00e0 dans 4 pays.
L’exp\u00e9rience client correspond \u00e0 l’association de la relation et de l’exp\u00e9rience produit ou service.<\/p>\n

Quelques chiffres rappelant les fondamentaux du domaine :
– Externes : 230 millions de clients g\u00e9r\u00e9s
300 millions d’appels dans les centres d’appels
400 millions de visite sur les sites web d’Orange
4 milliards de transactions pr\u00e9pay\u00e9es, essentiellement en Afrique
– Internes : 50 000 agents, dont 55% dans les Call Center
– Revenu : 8% sont consacr\u00e9s \u00e0 la r\u00e9mun\u00e9ration des canaux de distribution, 3% au financement du service clients
La mise en place du programme Orange Digital Excellence va s’articuler autour de certains axes de d\u00e9veloppement de l’excellence :
– Propositions de valeur num\u00e9rique afin d’obtenir les meilleures exp\u00e9riences sur les services et produits num\u00e9riques
– Magasin \u00ab intelligent \u00bb 2015 dans le but de b\u00e9n\u00e9ficier d’un service haut de gamme et personnalis\u00e9 en boutique
– Interactions \u00ab mobile-first \u00bb conduisant \u00e0 effectuer l’int\u00e9gralit\u00e9 du parcours client depuis son smartphone
– Exp\u00e9rience client personnalis\u00e9e afin d’\u00eatre toujours connu, reconnu et impliqu\u00e9 via des interactions personnalis\u00e9es et efficaces
– Exp\u00e9rience de la qualit\u00e9 du r\u00e9seau en maintenant Orange \u00e0 un tr\u00e8s haut niveau de qualit\u00e9 de prestations
– Am\u00e9lioration continue de l’exp\u00e9rience clients en travaillant sans cesse sur la fiabilit\u00e9 et l’accessibilit\u00e9.<\/p>\n

A l’issue de la pr\u00e9sentation, certains \u00e9lus objectent que l’on sait souvent, en mettant certains produits sur le march\u00e9, qu’ils ne sont pas \u00e0 leur meilleur niveau de fiabilit\u00e9. La question consiste \u00e0 savoir de quelle mani\u00e8re int\u00e9grer le plus en amont possible la qualit\u00e9, par arbitrage, de telle sorte qu’on limite le plus possible en aval l’insatisfaction des clients. Par ailleurs, les \u00e9lus souhaitent avoir davantage d’informations s’agissant des partenaires avec lesquels Orange envisage de travailler afin d’am\u00e9liorer la compr\u00e9hension et la simplification des offres. Enfin, les \u00e9lus demandent de la visibilit\u00e9 sur la r\u00e9partition des t\u00e2ches entre les 4 partenaires identifi\u00e9s et les centres d’appels internalis\u00e9s d’Orange.<\/p>\n

La Direction explique que l’on en peut s\u00e9duire les clients qu’\u00e0 partir du moment o\u00f9 l’on obtient l’assurance d’une qualit\u00e9 de base. Il faut s’inspirer de l’exemple de l’industrie automobile (Toyota, Renault Nissan). A titre d’exemples r\u00e9cents illustrant les progr\u00e8s \u00e0 r\u00e9aliser, Philippe Bernard cite une panne de 8 heures du service Orange Money \u00e0 Abidjan g\u00e9n\u00e9rant des \u00e9meutes dans les rues, ou encore le lancement r\u00e9cent d’un produit en Europe pour lequel 30% d’erreur ont \u00e9t\u00e9 relev\u00e9s sur la 1\u00e8re facture adress\u00e9e aux clients. S’agissant des boutiques, l’objectif consiste \u00e0 d\u00e9finir un nouveau concept pour une nouvelle exp\u00e9rience. En Espagne par exemple, on a plac\u00e9 du personnel technique dans les boutiques afin d’apporter un support d’expertise suppl\u00e9mentaire. A Anvers en Belgique, un nouveau pilote Mobistar a \u00e9t\u00e9 lanc\u00e9 prenant en charge le client, depuis le choix du terminal jusqu’\u00e0 celui du plan tarifaire associ\u00e9.<\/p>\n

 <\/p>\n

2- Introduction of the customer relationship policy in Europe<\/em>
Philippe Bernard, quality and customer service department Director, presents the case.<\/em>
Orange is the brand of the first recommendation in 14 countries, in 2nd place in 9 others, and finally the third or beyond in 4 countries.<\/em>
The customer experience is the combination of relationship with product experience or services.<\/em>
Some figures recalling the fundamental domain:<\/em>
– External: 230 million managed customers<\/em>
300 million calls in call centers<\/em>
400 million visits to Orange websites<\/em>
4 billion prepaid transactions, mainly in Africa<\/em>
– Internal: 50 000 agents, including 55% in the Call Center<\/em>
– Revenue: 8% is spent on pay channels, 3% finance customer service<\/em>
The implementation of Orange Digital Excellence program will revolve around some areas of development of excellence:<\/em>
– Motions for numeric value to get the best experience on digital products and services<\/em>
– \u00ab\u00a0Smart\u00a0\u00bb store in 2015 in order to receive a high quality service and custom boutique<\/em>
– Interactions \u00ab\u00a0mobile-first\u00a0\u00bb leading to complete the entire customer journey from their smartphone<\/em>
– Personalized customer experience to be always known, recognized and involved via personalized and effective interactions<\/em>
– Experience the quality of network Orange now at a very high level of quality of services<\/em>
– Continuous improvement of the customer experience in working tirelessly on the reliability and accessibility<\/em>
Following the presentation, certain elected representatives argue that with some products, it is often known, they are not at their best level of reliability. The question is to know how to integrate the earliest possible quality, by arbitration in such a way that it restricts the possible downstream customer dissatisfaction. In addition, elected representatives want to have more information regarding the partners with whom Orange plans to work to improve understanding and simplification of offers. Finally, elected representatives are asking for visibility on the distribution of tasks between four identified partners and the Orange call centers.<\/em>
Management explains that we can only attract customers from the moment where one gets an assurance of basic quality. Orange must follow the example of the automotive industry (Toyota, Renault Nissan). For recent examples of progress to make, Philippe Bernard quotes a failure 8 hours of the Orange Money service in Abidjan generating riots in the streets, or the recent product launch in Europe in which 30% of error was observed on the first invoice sent to customers. Regarding shops, the objective is to define a new concept for a new experience. In Spain, for example, technical staff was placed in the shops to provide support for additional expertise. In Antwerp in Belgium, Mobistar a new pilot has been launched supporting the customer, from the choice of the terminal to the associated tariff plan.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

(From Conquest 2015 to Orange 2020… On background reefing – version anglaise en italique)  Le Comit\u00e9 de Groupe Europ\u00e9en du Groupe Orange s’est r\u00e9uni du 24 au 26 juin 2014 […]<\/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-5710","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\/5710","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=5710"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/5710\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=5710"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=5710"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=5710"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}