A journey to the centre of our world page 10

Transcription

special issue / June 2011 / France Telecom-Orange Corporate Social Responsibility initiatives and commitments
commitment changes with Orange
social contract. Sent to our
102,000 employees in France, this document
lays out the foundation for a new social model and
reaffirms our commitments as a responsible employer.
Based on dialogue with employees, it reconciles
economic performance and social quality. page 06
Stéphane Richard,
solar power. The deployment of
mobile solar power stations in Africa, and
in Madagascar in particular, shows how
innovation and care for the environment can be
combined to drive economic growth and social
progress. page 09
safety. Digital safety can be taught in the
same way as road safety. It’s up to operators
to shoulder that responsibility, as Orange
Slovakia is doing with students, teachers and
parents. page 14
Chairman and Chief Executive Officer
“Through its universal
dimension, CSR
brings us closer
to society and its
stakeholders.”
interview page 04
Madagascar, Moldavia, United States, Poland, Slovakia, France, Spain…
A journey to the centre of our world
corporate
social
responsability
complete
report
France Telecom
Orange 2010
Read all about it!
See our complete report:
key figures, track records,
action plans, road maps
and more…
This first issue of Initiatives magazine brings
you an overview and an illustration of the
initiatives implemented by the Group in the
sphere of Corporate Social Responsibility
(CSR). To get the big picture as regards issues, track records and future
objectives, you should consult the complete 2010 Corporate Social
Responsibility Report. This contains a wealth of general information about
the Group’s CSR organisation, governance, and policy, along with details
about its action plans and road maps in the environmental, economic, and
social fields. In short: a global report on www.orange.com!
page 10
years of commitments.
For the past 15 years, France Telecom-Orange
has worked hard to include sustainable development
and Corporate Social Responsibility principles in its
corporate strategy. In the digital society, the Group
is shouldering its responsibilities to nurture social ties
and ensure the greatest possible number of people benefit from new technologies.
Because CSR is important when it comes to creating value both for stakeholders
and the Group, Orange has built the question into the heart of its Conquests 2015
strategic plan. The central role confirms the Group’s ambition to become
a benchmark CSR player in the telecoms sector. page 06
june 2011 / initiatives
02
4 pillars
for responsible
commitment
> For Orange, being a responsible company first and foremost means recognising
and supporting its people. As a responsible employer, Orange has committed to being
a Group that people like to work for, thanks to a new approach to human resources,
a new management style, and a renewed commitment to common values such as equal
opportunity. It’s a social model that puts the Group’s people squarely at the centre
of its concerns.
> Because fast-changing technology is giving rise not only to new types of usage but also
to new types of risk, Orange is committed to ensuring transparency, quality and security
for all its customers. This commitment means we have a duty to set the example in areas
as varied as respect for quality of service, privacy, data confidentiality, answers to concerns
about radio waves, or helping children and their parents throughout their digital experience.
> Share the benefits of the digital world with the greatest possible number of people.
This is one of the prime tasks of the Group and a major responsibility. Combating every
manifestation of the digital divide (product accessibility for dependent people, the deployment
of access infrastructure, support for local economic growth by building bridges to the culture,
healthcare and education spheres) is an area in which Orange’s commitment is very clear.
> Last, the Group is finding innovative solutions for a greener world. In this respect,
its efforts are being directed towards minimising its energy footprint, managing the waste
it generates, and reducing the impact of its products by promoting their eco-design.
Developing technological solutions enabling each and every one of us to live and act as
an eco-citizen is also a strong line of development for the Group.
credits
initiatives is published by France Telecom, 6, place d’Alleray, 75505 Paris Cedex 15, France – a Public Limited Company (SA) capitalised at 10,595,434,424 euros –
Paris Trade Register No. 380 129 866. Publisher: Marc Fossier. Editor in Chief: Christine Hermann. Design & Layout:
– Managing Editors:
Bertrand Fauquet – Isabelle Derveaux. Texts: La Machine à Écrire – Dominika Uhrikova. Photo credits: Abaca Press, Nicolas Baker, Jurg Christandl,
Stéphane Foulon, Isabela Herrero, Eduar Sirbu, France Telecom Image Library, Orange Librairie, Orange Brand Site. Acknowledgements – External
contributions: Agnès Fuseau, Zakaria El Hessni (Les Ateliers du Bocage) – Jean-Marc Jancovici (Carbone 4) – Denis Cheissoux – Fondation Akbaraly
– Rado Jancula (Narnia school) – Mirella Panek-Owsia´nska (Responsible Business Forum) – Ines Rivera – Perry Romere, Guillaume Ramey,
David Martinotti (SBM Offshore) – Steven Art (Umicor) – Cristina Bueti (ITU) – Internal contributions: Francia Andriamampionona, Mathilde
Arnavon, Bérengère Arnold, Benja Arson, Séverine Blanchard-Jazdzewski, Jean-Luc Bohé, Dominique Borie, Lucie Boyn, Ludmila Buzulan,
Yann Decoux, Pierre de La Bourdonnaye, Mélissa Fofana, Jacques François, Gilles Gaillard, Erwan Gelebart, Wanda Gromulsova,
Jesus Guijarro Valladolid, Philippe Horville, Marianne Lahaye, Carole Le Cunff, Frédérique Limido-Milesi, Laurent Martin-Blanc, Marc
Martinucci, Jean-Luc Pistoresi, Jean-Luc Rabenitany, Holy Ranaivozanany, Danielle Rigaudière, Remisko Bartlomiej Roch, Maria Pilar
Serrano Rivera, Gérard Taxis, and Beata Woyczynska, to name but a few.
FTEL_1104278_MAGAZINE_RSE-GB.indd 02
100%
post-consumer
fibres, process
chlorine free.
18/05/11 19:25
Exploring the initiatives and commitments of France Telecom-Orange
03
in the front line
in 2010
page 13
Poland
Kraków
meet a front-line CSR activist
page 15
France
Mirella Panek-Owsiańska, Chairman of the Responsible Business Forum, talks
about the role of her association in promoting best practice and about the
advancement of CSR research in Poland, and appraises the initiatives of TP Group
in this area.
Villabé
the experience of one lucky apprentice
Apprenticeships are a royal road to the world of work and business. The example of Mélissa, who
floated a long-shot job application past Orange when she was at an Apprentice Training Centre,
speaks volumes. Gilles, her mentor, who has been with the Group for the past 30 years and more,
infected her with his love of the job and trained her in the ins-and-outs of the customer service
engineer’s job. Melissa is now forging ahead under her own steam.
page 16
France – Belgium
the epic journey of an end-of-life mobile, from collection to recycling
A photo report of the final journey of a mobile phone, from its landing at an Orange collection point to
the recovery of the rare metals it contains or its reconditioning for resale in a sheltered sector
workshop. And you can help too, by handing in your old mobile phones. Out of 3 billion unused
mobile phones worldwide, only 5% get collected!
page 12
Moldavia
Chisinau
recognition for women managers
Orange Moldavia CEO Liudmila Climoc was voted
“Manager of the Year” in 2010 by VIP Magazin.
The accolade is recognition for the hard work
and commitment of a woman who is attentive
to the needs of Moldavian society, and is also a sign
of the country’s progress towards gender equality.
page 10
Madagascar
Antananarivo
dawn of a new start
page 13
page 17
United States
Spain
Houston
Madrid
telepresence
an everyday reality
How do the staff of a
multinational corporation
manage to work together when
they’re thousands of miles
apart? At SBM Offshore, ever
since Orange Business
Services installed their
telepresence network, that’s no
longer an issue. Plus it also
means less travelling and hence
fewer CO2 emissions and more
quality time with their families
for staff!
Disrupted by a political crisis in 2009, Madagascar
is today one of the world’s poorest countries. What role
does Orange play in the island republic’s economic
development and its social environment via its products
and its commitment to education and healthcare
programmes? Answers inside.
only connect… for seniors
Because making access to the benefits of
the digital universe for the greatest number is
one of the Group’s key priorities, it’s offering
specific help packages for older or disabled
people. We talked to Ines Rivera, 69, who,
thanks to Orange, is a satisfied connected
customer!
page 14
Slovakia
Bratislava
teachers, parents, and kids act to minimise the risks of new technologies
We go behind the scenes at the “Kids and Mobile Communications”
programme, which distributes interactive awareness-raising packs to
7-16 year-olds in Slovakia’s school system – a smart, fun way to educate
youngsters about the potential risks involved in using the new technologies.
18/05/11 19:25
04 interview
interview
Stéphane Richard
The Chairman and Chief Executive Officer sets out his vision of Corporate Social Responsibility (CSR)
and explains how it permeates every strand of Group thinking and strategy.
What role do you assign to Corporate Social Responsibility, with
Our next step has been to unite our staff around a common set of
respect to economic reality, technological change, and manage-
aims and objectives in France and in our entities around the
rial vision?
world, in both the technical and commercial domains. CSR must
Stéphane Richard: It has pride of place, and sits naturally with
not be allowed to become the exclusive prerogative of special-
all of these three aspects. Not only because CSR topics reflect
ists, but must, on the contrary, engage the greatest possible
economic realities but also because a telecommunications group
number of people across the Group.
like ours has an important role to play in the way it channels technological change, and because CSR is an integral part of our
In July 2010, you launched a new, four-pronged strategic plan
managerial vision and corporate project.
called “Conquests 2015”. How far did Corporate Social
CSR is a strong requirement as well as an ambition. It helps to
Responsibility enter into the equation when you were setting
strengthen our employees’ sense of belonging to the company.
your objectives?
As such, it forms the bedrock of our social cohesion and of the
S. R.: Corporate Social Responsibility largely permeated and
engagement of our workforce.
inspired our discussions while we were developing this strategic
plan, and will accordingly be found in each of our four major
How are these issues addressed throughout the Group?
“conquests”, starting with the first: the place of our employees in
S. R.: We began by putting our commitment on a formal footing
the organization. We are determined to learn the lessons from the
by appointing a member of the top management team to be in
social crisis we experienced in recent years, and we want to
charge of these questions, namely Jean-Philippe Vanot, Deputy
make France Telecom-Orange a benchmark for quality of life in
Chief Executive Officer. The subject is also addressed at Board
the workplace. I trust this will attract younger people to our
level, where there is now a specialized governance and corporate
company.
social responsibility committee.
Gender equality, diversity and equal job opportunities are also
issues of the highest importance for the Group. To give you
another example: in our core business of network management
we constantly strive to minimise energy consumption when running our equipment and infrastructure, and we encourage all
programmes that contribute to this goal.
France Telecom-Orange is also helping to make the
benefits of the digital world accessible to the greatest number, and democratising the use of new technologies in order to combat the digital divide. This is
CSR forms the bedrock
of our social cohesion and
of the engagement of our workforce.”
a commitment that we make to society, and that sits
at the heart of our core business as an operator. In
practice, this translates for example into the deployment of new networks for the benefit of many countries in Africa via submarine cables, and into
innovative solutions to improve the distribution of
healthcare and education in emerging countries.
23/05/11 14:20
05
Do you have the sense that you are giving a new impetus to
Corporate Social Responsibility within the France TelecomOrange Group?
S. R.: I hope so! I want to raise the profile of CSR both in our
thinking and in our strategy. The involvement of the senior management team, and the impetus we are continually renewing on
these topics, are essential if we are to ensure that all our employ-
Being aware of
what is happening around
us is essential.”
ees rally to the call of CSR. I also want to involve myself personally in this approach and I spell out its benefits as often as
possible, both inside and outside of the Group.
How important are consultation and dialogue for you?
S. R.: Dialogue and consultation are key for a service company
like ours, with over 200 million customers worldwide. Being
aware of what is happening around us is essential, and through
its universal dimension, CSR brings us closer to society and its
stakeholders.
Adopting a receptive, humble attitude to these issues is essential.
Openness vis-à-vis other spheres such as the cultural or voluntary areas, for instance, helps to expand our vision and change
the image people have of our Group. This necessity also calls for
a stronger presence on the ground. At the end of the day, my
personal vision of management is closely akin to these concepts
of humility, attentiveness, openness, and transparency, without
which there could be no trusting relationship with our workforce
and our customers.
18/05/11 19:25
06
2010 express
the Social Contract: the foundation of a new social model
In recent months, France Telecom Orange
has embarked on an overhaul of its social
policy aimed at putting the human side
at the heart of the company – a priority
enshrined in the Conquests 2015 strategic
plan.
In France, this responsibility takes the shape
of a “New Social Contract”, the outcome of
an unprecedented joint construction exercise
and extensive consultations.
In this document, sent to all 102,000 staff in
France by Stéphane Richard in September
2010, the Group laid the basis for a new
social model and restated its commitments
as a responsible employer.
Based on consultations with employees, and
on collective agreements and discussions
in early 2010, it simultaneously reflects the
desire to impart a new momentum to the
Group’s social ambitions and to respond to
> employees
3,800
ongoing human challenges.
As an integral part of development strategy,
the new “Social Contract” sets out each component of the framework for the new relationship between the Group and its staff. This is
because the scope of the “Social Contract”
extends from employment policy to employee
compensation, and from the role of managers
to quality of life in the workplace.
To drive implementation and transpose the
Contract in practical terms into the everyday reality of staff, France Telecom-Orange
injected large-scale resources, with 900 million euros earmarked for investment between
2010 and 2012 in external recruitment and in
improving the work environment, information
systems, and so on.
The number of staff recruited
this year in France out of a total
10,000 hires planned between
2010 and 2012.
management
WORKING TO IMPROVE
QUALITY OF LIFE IN THE
WORKPLACE
The Group is deeply committed to issues of
wellbeing and improving the work environment.
Among the many initiatives implemented, a newlycreated employee satisfaction survey in France
aims to strengthen the follow up on the company’s
social performance. The survey findings are also
factored into the performance-related pay
component of senior management in France.
400
The number of local employee
representative bodies in Europe
and a number of countries
in Africa.
TRAINING
The average number of training
hours per person at Group level
in 2010. Developing skills is a central
priority in Orange’s HR policy. The Group is
pursuing an ambitious programme in this area,
underpinned by specially-dedicated resources,
including 17 occupational schools and
9,000 online training modules.
29
DIVERSITY
a founder member
of the Arborus fund
New consultation body for all countries
An agreement on the creation of a Global Works Council was signed with all
the social partners in June 2010. The structure is designed as a discussion
forum with employee representatives on all continents, focusing on the great
economic and social issues of the day, and aimed at reflecting the multicultural dimension of a Group where 40% of the workforce is employed outside France.
Alongside other large groups
recognized for their commitment to
gender equality, France TelecomOrange participated as a founder
member in the establishment of
Arborus: Europe’s first subsidies fund
for equal opportunity in the workplace,
launched in April 2010 under the
patronage of the European Economic
and Social Council. Arborus’s first
concrete achievement was the launch
of the European Gender European
Standard. By becoming a partner in
this European initiative, France
Télécom-Orange is looking to
encourage the promotion of a common
European culture in the matter of equal
opportunity in the workplace and
benefit from innovative ideas to
establish this ambition in all its
European subsidiaries.
23/05/11 14:20
key milestones 07
> customers
The Orange position in the ranking of best
mobile networks in continental France
according to industry regulator ARCEP.
austrian minutes
help good causes
Since it was launched by Orange
Austria, the Orange Hilft (“Orange
Helps”) initiative has already garnered
over 30,000 fans on Facebook
and collected 83,000 euros.
The principle is simple: customers
can convert their unused minutes
of talktime into cash donations.
The money is then transferred to
selected partner charities working
with vulnerable people: Caritas,
Licht ins Dunkel, and the Make-AWish Foundation®.
crisis management
Orange mobilised to guarantee service
continuity
To deal with emergency situations, a crisis
management process guarantees a rapid,
effective response. The system proved its
worth when Atlantic storm Xynthia cut a
swathe of destruction through western France
in late February 2010. Widespread damage in
the Centre, Poitou-Charentes and Pays de
la Loire regions deprived 170,000 homes of
access to telephony services and cut 100,000
subscriber lines. Over 2,000 customer service
engineers and network specialists went into
action to restore communications as soon as
possible, and the network was again in working order in less than ten days.
94%
Mobile network coverage
in Armenia
Orange initiated a major push in 2010
to boost network mobile coverage
by over 10%. In parallel, capacity
was also increased to keep pace with
the explosion in data traffic.
Egypt: an extensive
information programme
In Egypt, Mobinil has, for some years now, been running an extensive programme
designed to inform the public about radio waves: 35 information and external
communication meetings and 12 internal sessions were organised in 2010, raising
awareness among some 6,400 participants. Information is available on the Mobinil
website and in three brochures concerning responsible mobile phone use, how the
networks work and their impact on health and the environment. In 2010, Mobinil also
helped the GSMA - the mobile industry’s worldwide association - to produce its first
information brochure in Arabic concerning mobile networks and radio waves.
Testing the customer experience
The Simplicity+ network reached full maturity in
2010. It now has over 150 staff working in 15 test
centres around the globe. As a result, the Group
has carried out over 300 customer tests on how
well our offers are understood and on the customer
experience.
Launched in 2004, Simplicity+ increases the quality
and simplicity of Group products and services
by making customer perceptions central to the
launch process and the entire product lifespan.
A network of customer test centres in each country
is tasked with improving the customer experience
by gauging user perceptions in terms of simplicity
at each stage in their use of our products.
18/05/11 19:25
08 2010 express
democratising access to the digital world
Like being able to read and write, learning
to use digital aids has now become essential for a fulfilled social and working life.
As a logical follow-on from Orange Foundation
campaigns to combat illiteracy, the Orange
“Digital Solidarity” campaign launched in
late 2010 helps community associations to
immerse their members in the digital world to
help them master it. The Group is providing
fully-equipped, web-enabled learning centres
throughout France. Facilities are already up
and running in ten cities and there are plans
> society
to open up close to 200 centres in 2011. Staff
volunteers with a range of skills are teaching and helping beneficiaries recruited by
partner charities including Secours Populaire,
Force Femmes, the Agir Contre l’Exclusion
Foundation, and Solidarité & Avenir. The
Orange Foundation is also helping community associations to acquire IT hardware and
software. It donates some of the Group’s
recycled computers to help the most disadvantaged users.
short calls
HEALTHCARE
Orange Healthcare has joined
the mHealth Alliance to deliver
healthcare services via mobile
phone in West Africa. The
partnership will help take
advantage of rapid advances in
mobile telephony technology and
of the ground-breaking initiatives
already taken by Orange to help
improve healthcare and public
health in emerging countries.
In Egypt, Mobinil is contributing
to a tele-dermatology project in
conjunction with Click Diagnostics.
It is seeking to improve Egyptians’
access to dermatological care
using a smartphone app.
DEVELOPMENT
In Senegal, Orange backed
the set-up of a Business
incubator in the new technologies
sector. Inaugurated in Dakar in
April 2011, it aims to contribute
to the development of ICT
by backing some 30 small
and mid-sized companies over
a 3-year period.
1,3 million customers
had benefited from Orange Money
by end-2010
Orange Money delivers a whole raft of services for people without access to traditional
banking services thanks to a mobile number. Orange Money is also a way for companies
and small businesses to simplify the payment of merchant services, and even wages.
Already available in Republic of Côte d’Ivoire, in Senegal, in Mali, in Niger and in Madagascar,
this highly secure service will be deployed in all countries in the Africa-Middle East region
during 2011.
suppliers: CSR audits around the world
The steady offshoring of production processes by some telecoms
industries has led to the launch of component and electronic product
assembly plants in East Asia. In China, for example, this has resulted
in the creation of huge business parks in some cities, with dormitory
blocks for employees who flock to find work from all over the country.
What’s more, their working conditions may fall well below European
standards. In view of this, the Joint Audit Cooperation (JAC) initiative,
launched in early 2010 by France Telecom Orange, Telecom Italia,
and Deutsche Telecom, is hugely important. Placed on a formal foot-
ing in a memorandum of understanding, the system helps to jointly
audit the corporate social and environmental responsibility practice
of members’ Asian suppliers. Audits are carried out by international
agencies specialising in CSR, and the first took place in July 2010. To
date, 19 audits have been carried out. Out of a total 1,500 questions
asked, 67 non-conformities were recorded, 21 of which were critical.
The most common involve working hours, health & safety, and wages.
The findings led to remedial action plans and will be followed up by a
subsequent review.
SENIORS
Simplified mobile handsets
for seniors. In 2010, after France
and Slovakia, three Orange
subsidiaries, in Romania,
Switzerland and Spain, launched
a range of mobile handsets
specifically-designed to meet
the needs of seniors.
INVESTMENT
France Telecom Orange is
involved in four projects to lay
high-speed broadband optical
fibre submarine cables designed
to improve the quality of web
connectivity in Africa, the Middle
East and the Indian sub-continent.
Through these major investments,
the Group is implementing two
planks of its strategy:
democratising Internet access,
and contributing to developing the
quality of its global network.
18/05/11 19:25
key milestones 09
Orange undertakes to collect used mobile phones
In France, Orange, Emmaüs and the
Ateliers du Bocage jointly developed a
project to recycle mobile phones. Since
2010, the partnership has been exported
to Africa, where there is, as yet, no structured sector. A pilot centre to process
mobile phones run by the movement
Emmaüs International opened in March
in Burkina Faso, creating five new jobs.
Orange has committed to backing the
Africa project over five years. A second
workshop opened in Benin in 2010 and
several other countries in Africa should
shortly follow suit. In another example, in
2010, Orange Spain launched an offer to
collect used mobile phones in exchange for
discount vouchers worth up to 140 euros.
The telephones recovered are then handed
over to MobilePoint, which reconditions the
phones and sells them at affordable prices
in emerging countries.
Orange Romania and
WWF launch eco-label
After France and Spain, it was
in Romania that in December
2010 Orange and WWF
launched an eco-labelling
system for mobile handsets.
The programme allows
customers to select their
model based on five
environmentally-responsible
criteria to define an overall
“environmental performance”
indicator.
The number of new countries which in 2010 deployed the energy action plan
in their organisations. Some 21 countries are now contributing to the Group’s
efforts to set up more environmentally-friendly networks.
> environment
2 awards for Orange
solar-powered base station
programme
CERTIFICATION
The programme won an accolade at the Global Telecoms Business Awards
2010, as well as the prize for best mobile technology for emerging markets
in February 2011 at the Global Mobile Awards 2011, held in Barcelona. More
than 920 stations had already been installed by end 2010.
4 activities and processes in the environmental
management system of Orange France and
the Orange Business Services Cesson Sévigné
site won ISO 14 001 certification in early 2011.
The Group has decided to further extend the
certification to a more nationwide footprint by 2015.
Time for a carbon audit!
In 2010, Orange embarked on a carbon audit
using the Bilan Carbone® method developed
by ADEME, the French Environment and Energy
Management Agency. The method, which is
compatible with the international ISO 14064-1
standard and with the GHG Protocol, factors in
the direct and indirect greenhouse gas emissions
generated over the entire life-cycle of a product
or service. It can be used to lay the groundwork
for cutting energy consumption. The programme
launched by France Telecom-Orange has four
components. The first involves identifying the
main areas of greenhouse gas emissions in the
business in the widest sense of the word (ie, by
Group operations and also upstream by its suppliers and downstream by its customers). An initial assessment was carried out in France based
on 2009 data and will be used as a baseline
for measuring the impact of future operations.
Another audit of greenhouse gas emissions was
carried out at Mobistar, the Group subsidiary in
Belgium. These two initiatives helped to analyse
the carbon dependency of our activities, segment by segment, and to gear up to reduce it.
In a related development, the use of a Bilan
Carbone ® carbon audit on a single process,
namely paperless billing, will help to gauge its
carbon footprint and identify means of operational action. A carbon and business analysis carried out in connection with a long-term
investment in the mobile network should also
help foster the factoring in of CO2 emissions
restrictions in investment decisions.
Last, a special study has been launched to
determine how to help customers to lead less
carbon-intensive lives via teleworking solutions.
This programme is set to continue throughout
2011 in order to cover more countries and analyse other investments and processes.
18/05/11 19:25
10 Abidjan, Amman, Antananarivo, Bamako, Bangui, Bern, Bissau, Bratis lav
In a remote part of Antananarivo, women walking
to the neighbouring village. At the end of the road
is an Orange solar-powered base station.
Healthcare changes with the advent of the LION
submarine cable and broadband services, enabling
distant health centres to carry out remote diagnosis.
An Orange engineer with the 100%
solar powered base station.
The goal of narrowing the digital
divide with a smaller environmental
footprint is underway.
Orange Money is already a resounding
success on the island, with over
150,000 active customers.
18/05/11 19:25
tis lava, Brussels, Bucharest, Cairo, Chisinau, Conakry, Dakar, Gaborone, 11
ANTANANARIVO MADAGASCAR
In Madagascar,
telecoms are helping
to drive the local
economy
Dogged by political instability, economic and cyclical problems, not to mention severe
poverty, Madagascar is experiencing recession against the backdrop of the global economic
crisis. But as a Madagascan proverb says, “Prosperity will come: you have to start with very
little”. Orange Madagascar has taken this approach in its various activities and commitments
in the service of the local social and economic fabric.
76%(1)
of the Madagascan
population lives on
less than a dollar a
day per person
+ 65%
of the country now
has Orange mobile
phone coverage
25%
of Madagascans
own a mobile phone
Over 800
Orange Money
points of sale
throughout the
country
(1) According to the
Madagascar National Statistics
Institute.
With its annual per capita GDP(2) of 1,004 dollars, Madagascar is one of the world’s poorest
countries, despite its wealth of natural and
mineral resources. The economic situation has
deteriorated there since 2009 and the start of
the ongoing political crisis, which continues to
adversely affect the country’s economic growth.
Another line of development for telecommunications is mobile solar powered base stations
deployed in remote rural areas. These “green”
base stations are helping to extend Madagascan
coverage even further and expanding access to
telephony and the internet for the greatest possible number.
TELECOMS AS GROWTH FACTORS
In this difficult environment, the telecommunications sector, which saw steady growth between
2005 and 2008, has been in a downturn for
the past two years. Yet it remains a vital growth
factor for the island state. Madagascan citizens
have powerful expectations in this respect, and
welcome new services with open arms. Orange
Madagascar made a splash when it began offering web services, for example, cornering a 30%
market share in the space of a year. By cutting
the cost of broadband services fivefold relative to
a conventional satellite connection, the deployment of the LION undersea fibre-optic cable in
late 2009 was a first response to the challenge
of boosting trade in the island and democratising web usage.
Marketed also in several other African countries,
the Orange Money offering was launched in
Madagascar in 2010 and is helping in its own
way to stimulate the local economy (see box).
INNOVATING FOR IMPROVED PUBLIC
HEALTH
In a country where 70% of the population has
no access to drinking water and where public
health issues revolve as much around access
to healthcare as its quality, technology can also
play an important role in improving the situation.
Questions of patient screening, care and treatment take on vital importance in such situations.
Gynaecological cancers, for example, which are
being combated by the Akbaraly Foundation,
account for over 50% of cancers in women. In
2010, with the help of Orange, three hospitals in
Antananarivo, Majunga and Fianarantsoa were
equipped with broadband to help them carry out
remote diagnostics digital imaging transmission
and also by online training for medical personnel. Thanks to this system, doctors can make
a reliable diagnosis with the help of specialised
centres such as the Gustave Roussy Institute in
Paris. Patient benefits include timely diagnosis
and safe treatment protocols developed with
the help of experts, at a time when the female
cancer mortality rate is running at 60%. A similar
partnership exists with AMADIA, an association
specialising in combating diabetes.
EDUCATION THE KEY TO THE FUTURE
The economic situation is also having repercussions on the educational system, notably in
respect of access to and financing for studies.
Some 19.9% of Madagascans are illiterate,
and only 14% attend secondary school. The
advent of broadband also means that new
training and job opportunities are opening up.
Set up in conjunction with local institutions and
agencies, the Orange School rapidly became
the Premier operational school in Madagascar
for careers in sales and call centres. It enables
young Madagascans motivated by the new
technologies, as well as personnel from local
businesses, institutions and bodies, to access
hands-on, operations-oriented training for future
sales staff, telephone sales and advisory staff,
and sales managers.
The School brings the hope of quickly finding
employment in a fast-growing sector and opens
up a range of bright new career prospects.
(2) GDP per capita based on purchasing power parity.
ORANGE MONEY STIMULATES TRADE
Launched in Madagascar in May 2010, the Orange Money electronic wallet facilitates access to secure banking
services from any mobile phone in a country where only 5% of the population have a bank account. Midway
between banking and microfinance, Orange Money can be used for transferring funds from one account to
another and for making purchases or paying bills. The service is more reliable and cheaper than a transfer by bush
taxi and is built on a network of several hundred points of sale and distributors. It’s making a substantial
contribution to stimulating and streamlining cash transactions throughout the country.
18/05/11 19:25
12 Lisbon, London, Luxembourg, Madrid, Malabo, Manama, Nairobi, Niam ey
CHISINAU MOLDAVIA
“We still live in a man’s world, but
mindsets are changing and gender
equality is gaining ground in Moldava”
says Liudmila Climoc, here sitting
among her executive committee.
moldovan Liudmila Climoc
voted “Manager of the Year”
Crowned “Manager of the Year 2010” by the local Moldovan magazine VIP Magazin, Liudmila Climoc,
35, and CEO of Orange Moldova since 2008, has her feet firmly on the ground, accepting the accolade
as recognition for the hard work put in by an entire team. She runs a tight ship with a firm hand,
well aware of her responsibilities.
Don’t even think of suggesting to Liudmila that there’s something unusual
about being a woman and a top manager. As she says, “Sure, we still
live in a man’s world, but mindsets are changing and gender equality is
gaining ground in Moldova. At Orange alone, there are three women on
the 9-member Executive Committee. That’s recognition of our analytical
abilities and our grasp of change management and successfully moving on
aided by our motherly instincts”.
Qualities such as these are crucial in Liudmila’s position, at the helm of a
market leader with 2 million Mobile, Internet & Fix customers out of a total
population of around 3 million. She is well aware of the attendant responsibilities: “The telecoms sector is a catalyst for the Moldovan economy,
where it accounts for around 10% of GDP. We are playing a central role
as a supplier of services that drive economic growth and as a creator of
jobs.” What is she most proud of? “Being the first country in the world to
launch High-Definition mobile voice calling. This innovation was awarded
as a technology break-through in last year World Mobile Congress in
Barcelona. It shows what Moldovans can do, and it certainly helps to keep
top talent at home.”
Her sense of responsibility also reaches well outside the Business box.
“I make sure that we take an active part in Moldova’s social and cultural
life. As the representative of an international group, we are a key interface
when it comes to inviting some of the world’s top artists here, such as
Cesaria Evora, Goran Bregovic or Above & Beyond last year, and to making sure the rest of the world knows all about our home-grown Moldovan
talent. Eurovision is also one of our major sponsorship in Moldova with the
final being held in Germany May 14th.”
Liudmila is also very much aware of her stakeholders, and the expectations of her compatriots when it comes to innovation, support for young
professionals, and efforts to combat exclusion. “Orange is helping to drive
the ongoing transformation of Moldovan society, its economic growth, the
strengthening of its democracy, and its cultural regeneration. We won’t
succeed in everything we attempt right off, but we’re aiming to make practical advances with a typically Moldovan attitude, which is to do everything
with all our heart and soul!”
18/05/11 19:25
am ey, Paris, Port Louis, Port Vila, Rabat, Santo Domingo, Tunis, Vaduz, 13
telepresence, loud and clear…
HOUSTON USA
SBM Offshore is a leading group for the
design, manufacture, installation and
operation of oil rigs. It employs a workforce of 5,150 in 15 countries, eight of
which are connected by telepresence
thanks to Orange Business Services.
Perry Romere, Operations Project Support
Director at SBM Houston, has the details.
“We have offices all over the world and personnel from 55 different nationalities, so
when we wanted to step up cooperation
12,000 hours of travel saved annually 1,000 metric tons of CO
2
between our people in Houston, Monaco,
Kuala Lumpur, and Schiedam, joining the
telepresence community was a no-brainer,”
says Perry Romere. “With our network, which
allows us to hold meetings in near real-life
conditions thanks to ultra-high-definition
images, spatialised audio, and stable, broadband communications, we can cooperate
100%, even from 10,000km away, and avoid
a huge amount of travel into the bargain!
What’s more, we understand each other
emissions avoided
better than when using conventional video
or audio resources. We all speak English, but
accents are sometimes very different, so it
helps that we can actually see each other. In
short, it’s not only a technologically impressive solution, it’s definitely the way forward!
It means fewer CO2 emissions, more quality
time with our families, and greater safety for
personnel. The benefits of telepresence are
simultaneously environmental, social, and
economic.”
6.6 million km not travelled 14 months investment payback period
KRAKÓW POLAND
year-on-year, CSR is steadily
gaining ground in Polish
mindsets
An interview with Mirella Panek-Owsiańska,
Chairman of the Responsible Business Forum,
Poland’s leading NGO promoting CSR.
Are there any specifically Polish issues concerning CSR?
Mirella Panek-Owsiańska: It must be said that awareness levels among Polish firms and
consumers still lag behind what you see in Western Europe, for example. But things are changing.
Although economic growth rather than the debate on its impact on society is still the overriding
priority, our annual survey of over 500 key decision-makers shows a growing interest in CSR
with each year that passes. Today, in fact, expectations are higher as regards social rather than
environmental issues, but that’s partly the outcome of having a largely coal-dependent economy.
How does your organisation work to promote CSR?
M. P.-O.: Our Forum was set up eleven years ago and since then it has forged 39 strategic
partnerships with businesses – mainly international groups. We are a platform for cross-sectoral
debate with a remit to provide CSR expertise, to inform people, and to encourage sharing of best
practice and developing knowledge, notably by publishing our own survey findings or supporting
academic research programmes.
What is your assessment of TP Group’s work in this area?
M. P.-O.: TP Group is clearly a leader in the CSR arena in Poland, and one of the first companies
to build a CSR framework into its strategy. We’ve worked with TP for the past five years, and it’s an
important partnership for us. Because of its size and nationwide presence, TP’s initiatives concern
large swathes of Polish citizens. We have also saluted its efforts to cut its network and information
system energy consumption. Other important partners in the Forum, such as Coca-Cola, Ikea and
L’Oréal, have already shown an interest in aspects of this “Green IT” programme.
What upcoming challenges are you likely to face?
M. P.-O.: We intend to continue and step up our efforts. Now that the big groups have made
considerable progress on these issues, our main focus will now be on broadening the target of our
action by relaying our messages more energetically among SMEs and forging ties with consumer
bodies.
TP GROUP IN TOP THREE FOR CSR AWARD
TP took the third place in the 2011 ranking of Responsible Companies in Poland (based on their activity in 2010), and the first place in the “telecommunications, technology, media and
entertainment” category. This ranking is established every year by the daily newspaper Gazeta Prawna, the Koźminski University and the Responsible Business Forum. Its results are audited
by the advisory company PricewatehouseCoopers.
18/05/11 19:25
14 Warsaw, Yerevan, Yaoundé, Abidjan, Amman, Antananarivo, Bamako, Ba ng
PETRZALKA SLOVAKIA
Noemi,
12 years old
“I’ve learned quite a lot
of interesting things;
from now on, I think I’ll
stop giving out my
number to so many
people.”
Rado
Jancula,
head teacher
“Guiding the young
toward a responsible
use of technology is
a long-distance run
and cannot be achieved
without the participation
of parents. This project
has enabled us to involve
entire families in the
learning process, which
is extremely important.”
Zuzana
Markusova,
parent
“I appreciate the initiative
very much. We parents
demand that teachers
watch over our children
to make sure that they
don’t visit inappropriate
websites, yet we often
forget we are responsible
in the first place.
My thanks and
compliments to all
organisers for opening
our eyes!”
teaching responsibility
in a digital world
Thanks to advances in computer and telecommunication technology,
our kids are provided with extraordinary opportunities; however, they are often
unaware of the risks constantly lurking online. In recent years, Orange
Slovakia has been joining in the international efforts towards child protection
against harmful content, and is doing so in a rather unusual way.
Except for its inspiring name, Narnia seems
to be a school like any other. Situated in
Bratislava’s notorious “concrete jungle”,
Petrzalka, it welcomes the visitor with an
inconspicuous facade, behind which pupils
are swarming in and out of classrooms. A boy
not older than 9 or 10 is tapping the keys of
his mobile just under a sign reading “free Wi-Fi
zone”.
“In Slovakia, some 90 percent of children use
the Internet and mobile phones every day, but
school curricula still do not include courses
raising awareness on risks associated with
modern technology,” says psychologist Maria
Tothova-Simcakova, who is responsible for
the “Children and Mobile Telecommunications”
project funded entirely by Orange Slovakia.
Launched in 2006, the nationwide initiative is
aimed at filling this gap and helping today’s
e-generation recognise and avoid dangerous,
inappropriate or unlawful behaviour such
as phone and on line harassment, abusive
emergency calls, or privacy violation.
A team of ten psychologists annually visit
around 300 schools throughout Slovakia, and
conduct a series of 45-minute courses meant
for children aged between 7 and 16, thus
reaching over 10,000 pupils a year.
As a framework for these courses, the experts
have designed various experiential, gamebased resources, learning activities and training
tools to engage curiosity and encourage
discussion – from colouring books for the
youngest to awareness key-chains for their
older peers.
In addition, they have created an educational
website (www.oskole.sk) as well as a
comprehensive guide for educators and
parents.
“In fact, while we were working on the project,
we found out that most parents have no clue
how much time their children spend online
and what kind of websites they visit; yet it
is imperative that adults be informed on the
importance of Internet safety, otherwise they
cannot help their children navigate through the
digital world in a responsible way,” explains
Tothova-Simcakova, adding that this inspired
the team to expand the project and start giving
extra lectures for adults.
The courses are available to all elementary
schools upon a simple request. At Narnia,
almost all pupils and parents have already
attended at least one lecture.
And it is no wonder the initiative attracts so
many participants: the lessons are lively,
interactive and fun.
The discussion at Narnia is revealing: a 12-yearold boy says it has been the seventh time that
his mobile was confiscated by a teacher after
it rang in the middle of a class; several children
admit to have downloaded a paper or an essay
from the Internet; and it turns out that not a
single pupil is without a Facebook account.
“This is supposed to be an open forum
for children to express their experience,”
remarks Tothova-Simcakova, “and, even more
importantly, for us to get to listen to them and
hear their needs. With each lecture, we gain
a clearer idea of how to best equip these little
cybercitizens for future challenges.”
18/05/11 19:25
Ba ngui, Bern, Bissau, Bratislava, Brussels, Bucharest, Cairo, Chisinau, 15
VILLABÉ FRANCE
Gilles to Mélissa:
handing on the
flame
Today an account manager in Massy, near Paris, Melissa Fofana
travelled the apprenticeship route to learn the ropes as
a customer service engineer, working with Gilles Gaillard,
her enthusiastic mentor.
Although Melissa have now taken wing at Orange, she is
more than happy to turn back the clocks alongside her
one-time mentor Gilles Gaillard for this article. When you see
how the two of them just click together, it’s easy to understand that they very quickly found themselves on the same
wavelength. “We hit it off right from day one,” says Melissa,
straight off. “He took me under his wing and taught me all the
ins-and-outs of the engineer’s job.” A twinkle in his eye, Gilles
notes that “Melissa was very determined and a good listener.
But the mutual understanding and two-way communication
we established also gave me a lot of satisfaction. It’s a real
treat to see someone growing because of the knowledge you
have passed on to them.”
THE QUEST FOR EXPERIENCE
Melissa’s first steps as an apprentice date back to 2005. At
that time, she was in a science track in a French Lycée, but
was actually hankering after learning a job. “I wasn’t in any
particular difficulty at school, but I’d got bored with the lessons,” she says. “Also, I had realised early on that businesses
were looking for people with qualifications and experience.
After enrolling in an apprenticeship centre, she also – as a
long shot – applied to Orange, and was hired by the Villabé
customer service unit.
a customer service engineer. “Because I’m a fairly outgoing
person, I love this job,” explains Gilles, “because it brings
me into face-to-face contact with customers.” That attitude
makes him something of a go-getter, so that he’s often
entrusted with young apprentices. Gilles says that passing
on knowledge is essential to preserve the character of the
job he loves. “Of course,” he says, “you have to be good at
the technical side to solve your customers’ problems, but
that’s not enough. There’s a knack to dealing with customers,
which is hard to pin down, but which can only be learned by
doing. That’s what I tried to pass on to Melissa, too.”
LEARNING A JOB
“At Orange, I felt that people wanted me to learn a job and
to create the conditions for getting a qualification,” adds
Mélissa. “From a personal viewpoint, that experience allowed
me to forge real friendships with people who are very professional and very human at one and the same time. Even if I
work 20km away today, I regularly come back and lunch with
Gilles and the gang.”
So it’s win-win all round: as an excellent way of entering the
workforce for young people like Melissa, apprenticeships also
mean that a company like Orange can perpetuate the knowhow of experienced workers like Gilles.
LEARNING BY DOING
Gilles was there to welcome her. After joining France Telecom
in 1978, he held several positions before settling down as
18/05/11 19:25
16 Conakry, Dakar, Gaborone, Kampala, Lisbon, London, Luxembourg, Ma dr
FRANCE – BELGIUM
a second life for
mobile phones!
Eight billion mobile phones have been manufactured worldwide, but only 5 billion of them are currently
in use. What happened to the other 3 billion? Usually they get thrown away or lie forgotten in a drawer
somewhere. Only 5% of them are actually collected – an unsustainable situation that Orange France has
decided to tackle head-on. From the management of natural resources via the recovery of rare and
precious metals in a full-fledged “urban mine”, to the creation of community projects (involving, eg, the
organization of collection channels and reconditioning workshops), the collection of used mobile phones
generates real sustainable and societal benefits, as we show below.
1. A COLLECTION BOX IN AN ORANGE SHOP
It all begins with collection. In France, some 2,000 collection points have been installed
in Orange network points of sale. These brought in 400,000 mobile phones in 2010, and
a target of 600,000 has been set for 2011. Taking your end-of-life mobile phone to a collection
point is straightforward and is gradually starting to become a reflex…
2. WELCOME TO THE ATELIERS DU BOCAGE, IN DEUX-SÈVRES,
WESTERN FRANCE.
Used handsets are now taken to this company, a social reintegration company which is part of
the Emmaüs International network and the Group’s partner in collecting and recycling used mobile
phones. The workshop has a staff of 69, which includes people on government work schemes, social
integration contracts, and long-term employment contracts. Within the next twelve months, it has
plans to increase the workforce to 100. Emmaüs International partnering with Orange has also set up
similar organisations in three African countries: Burkina Faso, Benin and Madagascar.
3. INITIAL SORTING
4. TESTING THE HANDSETS
5. BACK ON SALE
During the first sort of incoming mobiles, they undergo a visual
check and the condition of the keypad and connectors, etc. is
also checked. Mobiles in working order and not yet obsolete are
set aside for reconditioning. This concerns about 20% of the
mobiles collected.
Mobiles suitable for a second life are tested
and retested: personal data are deleted and
all the functions are carefully checked, as are
the batteries. The result is a pre-owned mobile
that’s as good as new.
These will go back on sale in France and in emerging countries, allowing new
users to own a phone at a lower price. The proceeds from this operation
are donated in full to voluntary-sector associations working with the Ateliers
du Bocage. Hand in 100,000 mobile phones in France, and you can set up
a workshop employing five people in Africa. And 12,000 phones handed in can
help get someone in France back into work.
18/05/11 19:25
Ma drid, Malabo, Manama, Nairobi, Niamey, Paris, Port Louis, Port Vila, Rabat, 17
MADRID SPAIN
mobile
essentials
While the younger generation tends to adapt naturally to new
technology, older people sometimes find it hard to keep up. Unless,
that is, like Ines Rivera, they benefit from a specially-designed
offer. At 69, this Madrid retiree opted for the Orange Esencial offer
dedicated to seniors. Her feedback is very positive.
Why did you choose the Esencial plan?
I’m not very comfortable with all this new technology. I’ve had a mobile
phone for years, but these new ones seem too complicated for me. I
suppose they come with a lot of bells and whistles, but all I really need it for
is to make and receive calls. So my daughter told me about Esencial, telling
me it was a very simple phone and that it also had an emergency call button
that could be very useful for me. As she knows more about this than I do, I
trusted her....
What are your first impressions?
When I first saw the handset, I was a bit worried. You have to admit that its
design isn’t as spectacular as that of other phones. Yet when I took hold of
it, I immediately noticed the large keyboard, the sound of the ringtone, the
call light, and especially the emergency call button! To cut a long story short,
it’s child’s play, actually. The plan also suits me down to the ground. Perhaps
I don’t use the texting function enough, but I’m not very comfortable with it
and I prefer voice calls, anyway.
6. DECOMMISSIONED HANDSETS
Mobiles that don’t work and can’t be reconditioned are sent to Antwerp, Belgium, to the “urban mine” operated
by Umicore. The recycling and recovery facility handles 350,000 metric tons of waste electrical and electronic
equipment (WEEE: motherboards, mobiles, computer chips) sent there from all over the world.
7. SORTING AND
PROCESSING
The WEEE is crushed, riddled, sorted
and processed on a site covering several
hectares, in complete compliance with
environmental requirements. All fumes
emitted are scrubbed, for example.
Have you changed the way you generally use the telephone?
No, not really. But now, when it rings, I can hear it, and for personal safety
reasons, I’m never without it. So I’m very reassured, and so are my family
and friends.
8. RECOVERING THE RARE METALS
To isolate and recover the rare and precious metals they contain
(gold, copper, palladium, silver, rhodium, etc.), the WEEE
undergoes a long and complex process lasting around 3 months
and involving various furnaces and electrolysis baths. A mobile
contains small amounts of up to 17 such metals, the supply of
which is not inexhaustible. We know, for example, that at current
rates of extraction, we will have used up all the nickel on earth
within half a century.
CONVICTION
Involving the recycling of precious metals and the management of rare resources, helping to get people back
into work, creating solidarity networks, and making affordable handsets available to disadvantaged people,
the collection, sorting, reconditioning and breakdown of used mobile phones creates a virtuous circle that
is an integral part of sustainable development.
18/05/11 19:25
18
cross-currents
Combating global warming calls for a global
approach towards our customers and towards
society at large.” Marc Fossier
On 8 April 2011, at the Paris headquarters of the France Telecom Orange Group, Executive
Vice President, CSR, Marc Fossier, invited two experts to discuss energy and the impact
of telecommunications on climate change. These were Jean-Marc Jancovici, an engineer
and a co-founder of the Carbone 4 consultancy who has authored pioneering research on global
warming; and Cristina Bueti, climate change and ICT programme coordinator at the International
Telecommunications Union. Below are Excerpts from a lively discussion on the challenges
facing us, moderated by journalist Denis Cheissoux, an expert in the natural world and
environmental issues, and among other things anchor of the France Inter radio programme,
CO2 mon amour.
View the
e
video of th
on
discussion
orange.com
Denis Cheissoux: The expressions “global warming” and “greenhouse effect” entered our vocabulary about a decade ago, even if
the problem itself goes back further. What would become of our
lives and our planet if we didn’t do anything about these today?
Jean-Marc Jancovici: We would first be confronted with an
energy abundance problem, notably in the economic regions which
import the lion’s share of their energy (as is the case in Europe)
followed by a major climate-change problem. At the outset, the
problems would be the same as those we have been experiencing
since 2007, in other words, a series of increasingly severe economic
crises and, when the atmosphere had absorbed a sufficient amount
of CO2, a bigger climate change than what we are seeing today, far
exceeding the means that we will have to cope with it.
To ensure that the climate change problem is largely cushioned, we
reckon that we will need to divide global CO2 emissions by three
by 2050. If we want to achieve a fair global distribution of the effort,
among, say, the populations of India, Vietnam, Bangladesh, Brazil
or Mongolia, we will need to cut our emissions in France by a factor
of four or five.
Denis Cheissoux: You might say, Marc Fossier, that historically
speaking, climate change isn’t really your business. In this respect,
we think first of cement works and energy generation, and not
necessarily of telecoms. So why are you taking an interest in this
topic?
Marc Fossier: You’re right. For decades, information and communication technologies were considered to be a “clean” sector. The
playing field of a group like France Telecom Orange is information, a
field that at first sight seems light-years from energy issues.
Let me give you a few figures to set the scene. In 2010, the Group’s
total energy consumption amounted to just over 4,000 GWh an
average power of a few hundred megawatts a day, the equivalent of
a small electricity-generating plant.
When we look at our greenhouse gas emissions, we find a total of
1.5 million metric tons of CO2 generated by the Group as a whole
(which, I would point out, operates in 35 countries worldwide). But
if we divide that figure by the number of our customers – just over
200 million – it comes to just 7.7kg of CO2 generated per customer
per year, or the equivalent of the amount generated during a 60km
ride in a car emitting 130g of CO2 per km.
18/05/11 19:25
19
Denis Cheissoux: That doesn’t seem a lot, but with the huge surge
in data traffic, surely that figure is bound to increase ineluctably?
To ensure that the climate change
problem is largely cushioned,
we reckon that we will need to
divide global CO2 emissions by three
by 2050.” Jean-Marc Jancovici
Marc Fossier: You’re quite right, and it’s the outcome of an automatic process: our energy consumption is growing simply because
telecoms are playing an increasingly important role in society. In
practice, data traffic in our networks is almost doubling every year.
With such a huge increase in the volumes of data carried, our electricity consumption is going through the roof.… The vast majority
of our energy needs is covered by electricity, rather than by fossil
fuels. So we have a duty and a responsibility to cut our electricity
consumption, and it’s not that easy.
Denis Cheissoux: Jean-Marc Jancovici, I don’t know if you’ve ever
visited a data centre, but to simplify things, they generate heat and
they have to be cooled down. Presumably, that consumes a lot of
energy…
Jean-Marc Jancovici: When you look at the energy question in
a data centre, you have to take several contributing factors into
account. The first, and not necessarily the most obvious, is the
energy used to manufacture the equipment. Building the servers
themselves burns a lot of energy. And they also gobble it up when
they are working. And because such hardware contains a great
deal of electronics, the electricity used to operate the components
generates heat through the Joule effect. Unless that heat is evacuated the server will heat up and stop working properly. That calls for
more electricity to ensure that the system stays at an acceptable
temperature.
Denis Cheissoux: Can we hope for any improvements in this
respect?
Marc Fossier: Orange has made a lot of progress in this area
both as regards its own consumption and that of its customers. I’m
talking about a process known as server “virtualisation”, where the
computer programs are dissociated from the machines operating
them. It allows us to get the most out of our computers.
With the increasing volumes of data
carried, electricity consumption
is rocketing. Our role, our responsibility,
is to minimize it.” Marc Fossier
Denis Cheissoux: Cristina Bueti, you are right at the heart of
standardisation. What role does your institute play?
Cristina Bueti: The ITU is helping to work towards a “climate
neutral” ICT industry in three ways: by cutting the sector’s energy
needs, by encouraging the use of ICT to minimise travel and so cut
CO2 emissions, and by fostering the use of ICT to cut emissions in
other sectors.
18/05/11 19:25
20 cross-currents
We provide a forum where our 192 Member States and 700 privatesector representatives can talk and develop specific technical standards for telecoms equipment. We are also developing methods to
evaluate the energy consumption of telecoms equipment and how it
is being reduced.… The switch to Next Generation Networks (NGN),
launched by the ITU, will contribute to cutting the energy needs of
ICTs by 40%, as telcos will need fewer switching centres.
Denis Cheissoux: That means investment, I suppose…
Cristina Bueti: It’s vital, of course, that both industry and governments invest and put legislation in place that is bound to improve
the present situation. It’s important for businesses, but it’s also
important for end-consumers…. We’re also developing evaluation
methods to create reliable key performance indicators so that we
can compare different companies.
Denis Cheissoux: Is that where the main weakness lies today?
Cristina Bueti: It’s true that it’s really difficult to compare consumption from one business to another.… For the time being, we have
estimates of ICT consumption, but they are only estimates. We’re
not yet in a position to calculate accurately what an industry or
company actually consumes.
Denis Cheissoux: Marc Fossier, in these first decades of the 21st
century, how do you manage to reconcile the need to cut energy
consumption and the exponential rise in data traffic? Isn’t it like
trying to square the circle?
Marc Fossier: It’s a requirement our engineers and strategists have
to deal with on a daily basis. It’s quite true that our data traffic is
increasing exponentially, but fortunately, technology is making great
strides in the other direction.
We continually have to resolve economic and strategic equations,
and we do that through our daily efforts to optimise what we do
– something that is essential in a complex Group like ours. We
have a workforce of 170,000, remember, and tens of thousands of
technical facilities. By optimising the air conditioning temperature in
a datacenter, we can save a few precious KWh… The deployment
of innovative technologies also plays a driving role. Last, we can
also decide on the optimum time to replace the most energy-greedy
equipment with equipment that is more state-of-the-art.
People are individually responsible
for their own emissions, wherever
they are on Earth, and regardless of the
cause of the emissions.” Jean-Marc Jancovici
Denis Cheissoux: So, what do you do to factor energy issues into
the running of a Group like France Telecom-Orange?
Marc Fossier: When I look at what I do, day-to-day, I would say
that my role is to get people to change the way they see these
issues, and encourage senior management to see them from a
corporate social and environmental responsibility angle. We carried
out a carbon audit in 2010, for example, and we took a close look
at some complex investment processes in this respect – thinking
about the issues and risks involved and the decisions to be taken
over the long term in a business that’s changing very rapidly. This
calls for a highly complex strategic planning exercise and requires
us to model our energy consumption in an uncertain environment
out to 2015, and even out to 2020. Obviously, a telecommunications company has to take the long view. It’s our business to plan
and deploy the infrastructure of the future, and so to know how our
networks are going to be deployed and used. It’s a thought process
that interacts at a very deep level with our investment and technology processes – in other words, we are asking “what investment for
which type of equipment, and when,” in an environment where it’s
not just the cost of energy that’s a very fast moving target, but also
customer demand.
Denis Cheissoux: Jean-Marc Jancovici, what advice would you
give an International Group like France Telecom Orange…? What do
you need to do to have a good road map?
Jean-Marc Jancovici: It’s simultaneously very simple and very
complicated. You could say the basic rule is that an activity generates less carbon if it is forced to do so by a more restrictive environment, in relative terms, at least. It’s much easier to say than to do,
because then you have to try to develop reliable forecasting methods and forecasts that allow you to predict the various scenarios.
When I say “in relative terms at least,” what I mean is that it’s going
to be hard to avoid multiple recessions, given the dithering you see
before the energy/climate issue is tackled head-on. I think that we
have to expect a number of recessions over the next 10-20 years
that will obviously impact the economic climate and which will act as
a big stick for some activities, which will resist better than others.
Denis Cheissoux: Marc Fossier, you also help your customers to
make savings, with videoconferencing, for example, which reduces
the need for travel and for expensive trips. That’s part of your job,
too, isn’t it?
Marc Fossier: This is the third main component on our combat
against climate change. The first involves curbing our own consumption, and it isn’t easy. The second is controlling the electricity
consumption of the equipment we supply to our customers – those
broadband “boxes”. We are also trying to see how we can contribute to combating global warming and greenhouse gas emissions
vis-à-vis both our customers and society in general. I could cite a
number of broad-based areas where we can have an impact, such
as workflow and teleworking using techniques like telepresence,
videoconferencing or remote access to corporate information systems, and so on.
Denis Cheissoux: What gives you grounds for optimism, Cristina
Bueti, and what are the current and future drivers in this sector that
you can see developing from an international perspective?
Cristina Bueti: I believe that it is certain that companies and governments in both the industrialised and emerging countries have
embarked on a virtuous trend. We are still hopeful that it will grow
and grow. At global level, we also place great store by negotiations,
designed to help governments understand the importance of environmental issues in their policies. But we also hope that companies
like France Telecom Orange and others will continue their efforts
and their commitment to standardisation efforts, and to efforts to
raise awareness and change attitudes. It’s important to pave the
way for changing behaviour and creating a new paradigm that can
completely change things.
18/05/11 19:25
21
Denis Cheissoux: Jean-Marc Jancovici, why is global warming
THE major issue facing all of humanity in the 21st century?
Jean-Marc Jancovici: In fact, climate change is not the only big
issue facing humankind. More generally, we are getting closer and
closer to the “edge of the dish”. When you put a colony of bacteria
in a Petri dish, at first, the dish is very, very big and the colony is
very small, so it can grow and grow. But when the colony starts to
get closer to the sides of the dish, it starts thinking about its future,
and the possibilities open to it. When it comes to humankind, the
situation is identical: the changes that we are inflicting on our environment have become so major that we can no longer see them as
negligible, like we did before. We now run the risk of sabotaging the
very basis on which have built our social and economic activities
and our prosperity.
ICTs can pave the way for
a completely new generation
of products using very little energy
and for the development of pioneering
strategies that will lead to energy
savings” Cristina Bueti
Denis Cheissoux: Which leads us to the question: what climate do
we want for tomorrow? Does this mean that we have become joint
managers of the climate?
Jean-Marc Jancovici: Yes, it does. We can only think about the
climate or energy from angles that are highly transverse and hence
applicable to all areas. The impact on the global climate of one
ton of greenhouse gas emissions is totally independent of where
the emissions are generated. So their transverse nature lies in the
consequences. People are individually responsible for their own
emissions, wherever they are on Earth, and regardless of the cause
of the emissions. In the energy sphere, the transverse nature stems
from the fact that all economic activity involves transformation.
Telecommunications activity exists because minerals can be transformed into hardware, coal into electricity, or the sound of a voice
into electrical pulses.
All economic activity therefore requires energy to subsist: energy is
the transverse mark of change that can be applied in any area and in
any economic activity. If we place limitations on energy, we create a
duty of responsibility and action on all economic activity of whatever
type. In the 21st century, the crux of the problem will shift. In addition to the pressure created by the depletion of natural resources,
we will also need to manage critical environmental situations. Once
again, the energy-climate tandem is the most emblematic of the
great challenges awaiting us and which have, unfortunately, already
begun to affect us. There are plenty of others, but this one stands
out simultaneously for its scale and its all-embracing character.
View the
e
video of th
on
discussion
orange.com
18/05/11 19:25
22
Orange and CSR
Covering its principles, main components and key figures, below is an overview of the France TelecomOrange CSR commitments, which are set out in greater detail in our annual CSR report.
our ambition
In 2009, Orange ratcheted up its
long-standing commitment by setting itself the ambitious target of
becoming the “CSR Leader” in
the telecoms sector. That ambition corresponds to our profound
conviction that Corporate Social
Responsibility helps drive valuecreation both for the Group and
all its stakeholders. The new
Conquests 2015 strategic plan,
unveiled in July 2010, confirms
the central role of the CSR programme, which sits at the heart of
the Group’s new strategy.
Main thrusts
The France Telecom Orange CSR
programme is built around four fundamental commitments. The first of
these consists in recognising and supporting our people. The second concerns the Group’s customers, towards
whom we have to meet transparency,
quality, and security requirements.
Fostering access to the benefits of the
digital world for the greatest number
of people, and finding innovative solutions for a greener world, round out
the list of Group commitments.
We have identified our strategic CSR
priorities on the basis of two com-
plementary factors: an analysis of
stakeholder expectations, and the
identification of the risks and opportunities of sustainability. The prioritisation
is updated at least once a year to take
the changing context into account.
Each priority is broken down into specific targets, with its own key performance indicators.
Our commitment to respect
for persons
France Telecom Orange was one of
the first corporations to sign up to the
United Nations Global Compact in
2000, highlighting our commitment to
respecting and promoting fundamental human rights in our activities and
sphere of influence. Respect for the
basic principles set out in the Universal
Declaration of Human Rights and by
the International Labour Organization
(ILO) is explicitly enshrined in our Code
of Ethics.
In 2006, France Telecom gave its
commitment a whole new dimension in signing a global agreement
on fundamental labour rights within
t h e G ro u p w i t h U n i o n N e t w o r k
International (UNI). Through this
agreement, France Telecom strongly
asserted its resolve to respect funda-
mental human rights both within the
Group and in its relations with its suppliers and sub-contractors.
Implementing these commitments
is a complex process, progressively
implemented in our countries around
the world according to the local context and in compliance with national
sovereignty requirements.
To ensure further progress, France
Telecom Orange is relying on its commitment to two-way dialogue with
stakeholders to identify the priority
issues in each country and implement
appropriate initiatives.
corporate governance
The Group’s Corporate Social
R e s p o n s i b i l i t y p ro g r a m m e i s
steered by the CSR Division, which
reports to the Executive Committee.
Its director is a member of the top
management team.
Dedicated structures
To ensure effective steering of the
action in each entity, a group of CSR
Sponsors reporting to senior management have been appointed in each
Group function and entity operating
on all the markets addressed by the
Group. They meet six times a year
in the CSR Sponsors Committee to
ascertain that the strategic choices
agreed by the Executive Committee
are being implemented.
A network of CSR managers contributes to the programme’s operational
deployment.
In 2010, to step up the pace of
integration of CSR issues in subsidiary decision-making processes,
CSR Committees were organised
in Senegal, Poland, Spain, and
Romania.
An ethical foundation
As long ago as 2003, France
Telecom’s Board of Directors adopted
a Group code of ethics. Circulated to
all staff worldwide, the code can be
accessed at www.orange.com.
It details the Group’s core values and
sets out the principles guiding its relationship with customers, shareholders,
employees, suppliers and competitors, as well as its attitude towards the
environment and the countries where
it operates. It also mentions a number
of behavioural guidelines with which
each staff member, director and senior
executive are required to comply.
CSR organization within France Telecom Orange
Executive Committee
CSR Group Division
Entities
Country CSR Committee
CSR Sponsor Committee
(6/yr)
CSR Sponsor
CEO or direct report
CSR Sponsor Executive
director or direct report
Operational CSR Committee
(6/yr)
CSR Manager
CSR Manager
Project managers
for each area
Clear principles
France Telecom Orange complies
with corporate governance principles, and notably those set out in
France’s Financial Security Act and the
US Sarbanes-Oxley Act. The Group
Group Functions
work
as a network
Project managers
for each area
is especially vigilant as regards the
responsibility and integrity of its senior
management and Board members, the
independence of Board members, the
transparency and disclosure of infor-
mation, respect for shareholder rights,
and the Group’s code of ethics.
The Group’s corporate governance is
structured by the Board of Directors
and its specialised committees: Audit
Committee, Corporate and Corporate
Social Responsibility Committee, and
Strategic Committee.
Dialogue at several levels
A toolkit for the countries
As a corporation with numerous locations, we maintain discussions with
our stakeholders at Group and business-line level as well as at country
level, where contact with local issues
and players is more immediate.
While the three biggest countries –
France, Spain and Poland – have set
up their own mechanisms for interfacing with stakeholders, we now
have a methodological aid to help
countries that do not yet have a structured process for their contacts with
stakeholders.
Dubbed “CSR Dialog Toolkit”, it showcases the CSR initiatives already
launched by the subsidiaries and
enhances their impact by including
the perceptions and expectations of
the main stakeholders at local level,
contributing to the deployment of our
CSR strategy by providing a common framework guaranteeing that our
action is consistent from country to
country.
relations with stakeholders
Being attentive to stakeholder expectations and building them into our
everyday practice are central planks of
our CSR policy.
Several aims are pursued in our regular
discussions with the agents concerned
by the workings of the Group (staff,
customers, shareholders, the public
authorities, civil society, etc.). The discussions are designed to ensure that
Group CSR projects are consistent
with stakeholder priorities, and map
the risks and opportunities relative to
societal issues and the needs of the
countries where we operate. They are
also a means of identifying innovation
opportunities leading to new growth
prospects, at the same time as they
help drive the economic and social
development of those countries.
For stakeholders, these discussions
are an opportunity to put forward their
expectations as part of an ongoing,
long-term process.
23/05/11 14:21
23
our activities
our turnover
France Telecom-Orange is one of the world’s leading telecommunication operator. Under the Orange brand-name it markets and distributes fixed line telephony,
internet, television and mobile services.
The Group is also a global leader in telecommunications services for multinational
companies, trading as Orange Business Services.
In 2010, the France Telecom-Orange Group generated 45.503 billion euros in turnover from its activities.
our customers
France Telecom Orange had close to 210 million customers worldwide as at 31 December 2010. Some 150 million of these are customers for mobile products and services, while 13.7 million are broadband customers.
our global footprint
Business services in 220 countries and territories.
Consumer and small business activities in 35 countries : Armenia, Austria,
Bahrein, Belgium, Botswana, Cameroon, Central African Republic, Dominican
Republic, Egypt, Equatorial Guinea, France, Jordan, Kenya, Liechtenstein,
Luxembourg, Madagascar, Mali, Marocco, Mauritius, Moldova, Niger, Poland,
Portugal, Republic of Côte d’Ivoire, Spain, Romania, Senegal, Slovakia,
Switzerland, Tunisia, Uganda, United Kingdom, Vanuatu.
breakdown of number of customers
in millions
80
70
60
50
40
30
20
fixed line
internet
mobile
10
our people
France Telecom-Orange employs a workforce of almost 170,000 worldwide.
rest of the world
23.3%
France
60.1%
Spain
1.9%
rest of the world
Madagascar
Rép. Côte d'Ivoire
by country
60.1% 16.4% 9,6 %
by region
Egypt
our CO2 emissions
by source
workforce distribution
Jordania
Senegal
Dominican Republic
Slovakia
Switzerland
Romania
Spain
Belgium
170,000
Poland
France
0
the proportion of
France TelecomOrange global
emissions
generated
by network
infrastructure and
datacenters.
of CO2 emissions
are generated by
Group buildings
using domestic
heating oil, gas
or coal-fired energy
sources.
The figure for
premises powered
by electricity is
10.3%.
of CO2 emissions
are generated by
the Group’s fleet of
vehicles. Travel on
business by air or rail
accounts for 3.6%
of atmospheric CO2
emissions.
30%
of
CO2 emissions
are generated by
Group activity in
Poland, a country
heavily depended
on coal in its energy
mix.
20%
of
emissions are
generated in
France.
Spain generates 8%
of France TelecomOrange’s global
CO2 emissions.
The rest of the world
accounts for 42% of
the total figure.
Poland
14.7%
% of female in the Group
The Group has set gender equality as a priority amid its wider policy in favor of
equal opportunities for all. Its ambitious goal is to employ at least 35% of women
among the Group’s governing bodies by 2015, in line with the average percentage of women among the Group’s workforce.
France
our CSR priorities
commitments
recognize and support
employees
Poland
Spain
OBS International
(Equant)
Belgium
ensure transparency,
quality, security and safety
for our customers
Romania
Switzerland
Slovakia
Dominican Rep.
Senegal
Make the benefits of the
digital world accessible to
as many as possible
Ivory Coast
Kenya
Madagascar
priorities
• Place people at the heart of the
company through a new social contract
to support employees in their
development and meet corporate and
societal challenges, particularly in
respect of equal opportunity
objectives & kpis
• % of women on management
committees
• Social barometer
• Lead the way in service quality with
our European activities
• Promote and ensure safe and
responsible use of products and
services, particularly with regard to
protecting children, respecting privacy
and data security
• Promote the economic and social
development of countries in which the
Group operates, through its services
• Strengthen and extend the Group’s
leadership in accessibility offerings and
their specialized distribution
• average percentage
of recommendations reported by
the Customer Experience Tracker
• Payment times for local
suppliers in the AMEA zone
(under construction)
Egypt
Jordania
Rest of the World
Total Group
0
10
% of women among the global
workforce
20
30
40
50
% of women among managers and top managers
60
find innovative solutions
for a new and greener world
• Bring eco-designed products
and services to market, and help
to reduce customers’ environmental
footprint through the Group’s offerings
• Play a significant role in the collection
and recycling of mobile handsets
• Manage the Group’s energy
consumption to decrease its CO2
emissions by 20% by 2020
• Turnover of offers contributing to
a reduction in the environmental impact
of our customers.
• Rate of mobiles collected
in comparison to the number sold
by Orange.
• Total energy consumption
of the Group.
20/05/11 14:53
18/05/11 19:25

A journey to the centre of our world page 10

Transcription

Similar documents

holiday recep - Orange County Business Council

Recipe Glühwein

Coverage Map/Media Information

square, circle

How to register and set up the Orange GPS-Trace account

Read More - The Flexitallic Group

ealifornia means many things to many people and offers almost

Hand-woven from 100% cotton dhurrie, the talented Bravo rug is

How To: Locate Properties on China Site

City Of Orange Beach Police Department