Social quality, digital transformation and diversity: the three reference keys for the employer

The 21st century working world is framed in digital technologies. Quick, open and mobile, working methods are evolving, for the better and sometimes bear risks, such as contributing to break the walls between private and professional life.
The involvement of employees in the transformation of working methods and the integration of their expectations determine the ability of a company to create a working environment of quality, ensuring their commitment and enhancing collective performance.
Orange bases its Human Resources approach on a responsible social model that will allow it to become the preferred employer everywhere it operates. Three priorities drive its policies in this area: continued improvement of social quality, guiding the transformations within the company, and promoting all forms of diversity.

 

Roadmap 2016-2020

 


Summary

 


 

 

Continual monitoring of social quality

No economic performance without monitoring the social quality  

The Group’s social model is spread out around a series of commitments towards the employees, formalised in the social contract in France, and the Orange People Charter, its international implementation  in 23 countries.
The relationship between the Group and its employees is based on 6 commitments:

  • Acting as a responsible employer
  • Offering varied professional paths
  • Promoting work methods geared towards customer satisfaction
  • Empowering the managers with the leeway necessary to lead their teams to success
  • Offering a quality of work environment
  • Recognising teams for their individual and collective contributions to the Group’s success

A substantial effort to listen to and monitor collaborators’ perception of the quality of their work environment allows Orange to continually adapt the direction of its social policy. The Group has rolled out several tools for the continual analysis of the social performance, such as the social barometer, and ensures that these issues apply at the highest levels of management, through a Composite Social Performance Index (CSPI) in the remuneration of the main executive directors.

find out more

  1. 2014 registation document 5.6.1
  2. Orange, top employer on 3 continents

The social dialogue at the heart of the system

Structures dedicated to the implementation of social dialogue are used by Orange in the countries where it operates, allowing all employees to be represented and feeding ongoing dialogue with the Group:

  • The World Group Committee (31 members representing the 22 Orange countries around the world counting over 400 employees)
  • The European Group Counsel (28 employee representatives covering 19 European countries)
  • On a national scale: staff representation bodies exist in 27 of the Group’s countries

A structured Occupational Health & Safety (OHS) organisation
Convinced that taking all measures possible to guarantee the good health of employees is essential for the social and economic performance of companies, Orange has made safety and health a priority of its Human Resources policy. Signed on 21 November, 2014, the global agreement on safety and health, a first in the telecommunications sector, proves this yet again.
This agreement strengthens the worldwide roll-out of an Occupational Safety & Health Management System, based on the OHSAS 18001 standard, which enhances guidance within Orange countries on how to take into account OSH and develop a shared culture in this area within the Group.

find out more

  1. Orange, top employer on 3 continents

 

Employee shareholding approved within Orange
Cap’Orange: with this new offer, the Group is breathing new life into employee shareholding by keeping expanding the portion of Orange’s capital that this represents: the Group’s employees have subscribed to all of the 16 million existing shares on offer.

When our collaborators commit themselves
Visit the Orange Foundation website to discover how our employees give their time, share their expertise and knowledge for community-based projects.

 

 

 


Anticipation and support for business transformation

The Group’s future is being built today
The new technologies market is constantly renewing, related jobs are evolving, and players must adapt their management policies in terms of employment, training and recruitment in dynamic and ongoing fashion.

A tailor-made training offer
The Group supports the professional development of its employees,, giving them access to a wide range of training options. Its training programme is organised around the Orange Campus, the Group’s school for managers, and more than 40 skills training schools around the world, including 16 in France.
Orange is also pursuing its certifying training policy in the technical, commercial and cross-sector areas.

A Group corporate programme : Orange digital leadership inside
In order to foster and guide the Group’s internal digital transformation, a dedicated programme was launched at the end of 2013. This approach, which will allow for management methods and modes of functioning to adapt to digitalisation-related issues, has a triple basis: awareness-raising, training and equipping.
In this context, in 2014, the Digital Academy was launched, representing the “training” component.

find out more

  1. The company as a laboratory of the digital revolution

 

A responsible employment policy

For Orange, being a responsible employer also means anticipating future recruitment needs now, whether they emerge from the evolution of its business lines or the retirement of its employees. In this area, the Group’s approach is based on:

  • anticipatory job management: to adapt work organisation with as much flexibility as possible considering the retirements
  • inclusive work management: to involve young workers in training and implement an inclusive policy for the work of senior people

 

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  1. The need for professional fluidity

 


 

 

promoting diversity in all forms

An active and recognised policy of diversity and equal opportunity
Orange has made diversity and equal opportunity, during recruitment and throughout professional life, an assets for innovation and attractiveness. In every Orange country, actions to promote diversity and professional equality, adapted to local specificities and issues, are implemented. Gender professional equality is an all-encompassing priority for the Group’s entities.
As proof, following the initial certification received in 2011, Orange once again successfully undertook the certification of its professional equal opportunity policy (Gender Equality European Standard), improving its scores, for the Group, France, Orange Spain, Mobistar, Orange Business Services and its subsidiaries in Italy and Germany.
As further proof of its commitment to diversity issues, in 2014, for the fourth consecutive year, the Group received the Diversity Trophy from a group of independent experts  in human resources. An audit undertaken by the firm Vigeo evaluated Orange’s diversity and professional equal opportunity policy as being at the highest possible level (“advanced level”).

find out more

  1. Has gender equality arrived?
  2. A group committed to its LGBT employees
  3. Orange, defender and player for diversity
  4. Orange signs the UN principles for women's rights

A better balance between private and professional life
The balance between private life and professional life is a major source of interest for employees. This also includes fighting against discrimination related to parenting, for which a number of the Group’s countries have introduced initiatives more favourable than what is laid out in local regulations.

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  1. Advancing the rights of handicapped employees

 

Employment of handicapped persons
The employment of handicapped persons is also subject to specific attention and measures. In France, the Group’s decisions have led to an increase in the recruitment rate of handicapped employees with permanent contracts, from 3.2% to 5.4% between 2011 and 2014. In 2014, Orange concluded a new triennial agreement with social partners for the recruitment and on-going employment of handicapped persons.

find out more

  1. Employment of handicapped persons