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bonds between economic and social performances

employees
bonds between economic and social performances
management culture
diversity at work

At Orange we have one firm conviction: social quality is inseparable from long-term economic sustainability. This conviction, which is shared by all the members of the Executive Committee, is backed by dedicated resources. 900 million euros have been earmarked for the 2010-to-2012 period to fund the implementation of the new social contract. This social contract was deployed throughout the Group under the banner of the Orange People Charter. This document was the result of a collaborative process and involved around 100 managers and employees from several Group countries. It was approved and signed by all members of the Executive Committee in November 2011 and was sent to all the Group’s entities in December 2011.

To support social dialogue at all levels of the company, France Telecom Orange is encouraging the establishment of local employee representative bodies, to better reflect realities in the field.

Exchanges between unions and management are taking place as part of a very comprehensive programme, with almost 400 local employee representative bodies in Europe and in a number of African subsidiaries; Orange has put in place a range of innovative initiatives to encourage employees to engage in discussions in less formal settings: organising chats with directors, team meetings, visiting members of the Executive Committee in the Group’s offices, etc. The company’s social network Orange Plazza is strengthening social bonds by encouraging discussion and dialogue within the Group. At the end of 2011, Plazza could be accessed by 75% of Orange employees around the world.

We analyse the social quality thanks to social barometers that influence leader’s (mainly executive directors) variable pay awards via Human Resources indicators (such as the composite corporate social performance indicator (CCSPI), comprising the results of the barometer (50%) and HR indicators (50%)). Groups of employees composed of managers, HR professionals, health and safety professionals, etc., also analyse social quality and the implementation of the social contract in the field.

We improve day-to-day working conditions by investing in the comfort of work spaces and simplifying IT tools.

 

sharing our success with our employees

We also reward our employees’ commitment through incentivising remuneration packages and company profit-sharing schemes. France Telecom-Orange has set up an exemplary value sharing model to recognise the contributions of the men and women who work for the Group.

In 2011, the value added paid out by the Group was distributed in the following manner: 39% to employees, 22% to investments, 14% to reimburse Group debt and 16% to shareholders.

To reflect what is happening in France, the Group is progressively rolling out employee profit-sharing schemes (e.g., employee incentive and share allocation schemes) in other countries. Our employees also receive social benefits in terms of health (medical insurance) and planning for the future (Group savings plan and Group pension plan).

 

“Partageons”: a new free-share allocation plan

Being committed to an ambitious policy of growth, profitability and optimal quality and being aware that employees are essential to this strategy, we decided to extend our employees

share allocation plan. In July 2011, we set up the “Partargeons” scheme, a new free share allocation plan benefiting over 80% of Group employees in 92 countries.

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last update: 15 May 2013