Our indicators

Customer experience, strategy, environmental responsibility… Our indicators let us measure the impact of our actions against the concrete objectives we have set in order to benefit all our stakeholders.

Become and remain  No. 1 in Net Promoter Score for three out of four customers by 2018.

The Net Promoter Score (NPS) is a the customer satisfaction metric that most accurately reflects perceptions of a brand and the degree of customer loyalty. It is measured by asking customers whether they would recommend a company to family or friends. The score is calculated by deducting the percentage of those who would not recommend a brand from those who would, broken down by country and relevant segment. Each segment is weighted according to the number of customers.

  • By putting customers and employees at the center of all our decisions and initiatives.
  • By offering all customers services and prices aligned with their expectations.
  • By improving the network quality perceived by each customer.
  • By personalizing customer interactions.

By continually improving the Orange Brand Power Index across all its markets by 2018

This indicator is measured using the Brand Equity model developed by the specialized consultancy Millward Brown. This indicators shows preference for the brand independent from specific commercial factors, taking into account the relevance, differentiation and power of the brand. It is a means of measuring the power of the Orange brand and the engagement of customers.

  • By deploying our new brand identity in all our host countries.
  • By providing customers with concrete proof of improvements in their Orange customer experience.

Triple average data speeds of our customers on both fixed and mobile networks by 2018 compared to 2014

Calculated in Mbps and measured externally across all our access technologies (2G, 3G, 4G, ADSL, VDSL, FTTH, etc.) in proportion to their respective traffic, average data speeds reflect our capacity to offer our customers richer connectivity, in line with growing data usage (streaming, HDTV, etc.).

  • By improving the quality of our network in critical areas for our customers.
  • By covering 95% of Europe in 4G.
  • By launching 4G in 13 countries in Africa and the Middle East.
  • By increasing the number of homes connected to fiber to more than 12 million in France.
  • By continuing the rollout of FTTH in Europe.
  • By increasing the number of homes connected to fiber to more than 14 million in Spain by the end of 2020.

Conduct 50% of customer interactions via digital channels in Europe by 2018.

The share of digital interactions by our customers in France and the rest of Europe covering all sales or services contracts, including call centres, stores or in customer homes.

  • By making it easer for customers to manage all their services from their smartphone.
  • By developing online chat services for customer support.

Achieve a score of 90% of employees who recommend Orange as a preferred employer by 2018

Orange is committed to building a people-oriented and digital employer model with regular measurement in employee surveys of the percentage of employees who recommend Orange as an employer, both in France and other countries. This rate has been measured since 2010 in a twice-yearly survey of 4,000 employees worldwide conducted by an outside firm.

  • By securing the skills needed for the future (training).
  • By developing our collective agility thanks to simplified processes and more collaborative work methods (New Plazza).
  • By fostering individual comment (employee shareholding, participative innovation).

Increase the share of IT and services in the Orange Business Services revenue mix by 10 percentage points by 2020.

Orange will be the trusted partner for companies in the digital revolution that is currently reshaping their business models, services and offers. Orange will measure the success of the transformation of its Enterprise business model via the share of IT & integration services in the Orange Business Services revenue mix.

  • By enriching connectivity services for enterprises.
  • By developing flexible Cloud Computing infrastructures.
  • By supporting new sectoral processes via solutions related to the Internet of Things (healthcare, smart cities, customer relations, logistics, etc.).
  • By proposing flexible, mobile, collaborative environments.

Successfully diversify into new services that will contribute more than one billion euros in revenues in 2018.

Orange is diversifying and exploring new areas to better anticipate the key needs of customers and develop new services, in particular mobile financial services and the Internet of Things.

  • By developing connective and M2M services.
  • By becoming a major actor in the connected objects ecosystem.
  • By offering a broader range of mobile financial services, launching mobile banking solutions in three European markets.

2018 revenues will be higher than 2014 revenues

Scope of revenues for France, Europe and Africa & Middle East regions: mobile services, mobile device sales, fixed services, and other revenues. This figure also includes revenues from the Enterprises sector and from International Operators and shared services.

  • By capitalizing on our assets, developing new services, and winning new markets.

Restated EBITDA higher in 2018 than in 2014

Restated EBITDA is operating income before depreciation and amortization, before remeasurement resulting from business combinations, before impairment of goodwill and fixed assets, and before share of profits (losses) of associates and joint ventures, less any non-recurring items.

  • By controlling direct and indirect costs to ensure profitable growth.

A 10% increase in the number of entrepreneurs who benefit from our local economic and social development initiatives

As part of our position as a socially-engaged operator in our host communities and regions, Orange supports the development of new forms of business and entrepreneurship at the local level, in addition to our Open Innovation program. Support is provided directly through targeted actions by Orange, as well as indirectly by contributing to the momentum of local digital ecosystems.

  • By supporting the development of new La Ruche incubator centers in Paris, Montreuil, Bordeaux and Marseilles.
  • By providing impetus for the creation of business incubators in Africa.
  • By organizing the annual Orange Social Venture Prize since 2011 in Africa and the Middle East.
  • By helping create Teranga Capital, the first capital venture fund dedicated to entrepreneurs in Senegal.

35% of managers to be women in 2020

Ensuring access to management positions for women is a top priority in our workplace diversity policy.

  • By deploying multiple initiatives to identify new female talents.
  • By training managers to combat decision bias and the impact of stereotypes.
  • By ensuring gender balance within talent pools (as part of Orange Graduate Programme recruitment, for example).

Provide 50% of training via digital channels in 2018

Orange aims to bring its employees with the same high-quality experience it delivers for customers. This experience is based  on developing skills, creating expertise in new areas and facilitating fulfilling career growth.

  • By developing e-learning, MOOC, serious gaming and the My Skills internal job mart.

Reduce CO2 emissions by 50% per customer usage by 2020 compared with 2006

Orange has been actively committed to controlling and reducing the environmental impact of its operations since 2007. Orange set a new objective at the COP21 Climate Conference in late 2015. Starting in 2016, the CO2 emissions of the 10 main countries which account for 90% of the Group’s emissions will be calculated based on customer usage. The method for calculating this new indicator has been devised and audited by independent bodies. The indicator is a more objective way of measuring different types of usage (voice, data, TV, internet, etc.).

  • By monitoring network energy use and sharing equipment with other operators.
  • By cutting the CO2 emissions of buildings, vehicles and travel.
  • By extending 14001 certification to the Group’s entire scope.
  • By engaging with international standards organizations (ITU, ETSI, Cenelec, etc.).

Perform at least 65 on-site supplier audits per year via the Joint Audit Cooperation (JAC) association from 2016

Orange will participate in audits within the framework of the Joint Audit Corporation (JAC), an association of telecom operators that verifies, assesses and develops Corporate Social Responsibility (CSR) implementation by Orange suppliers, including corrective action plans when necessary.

  • By cooperating with the Joint Audit Corporation, enabling Orange to benefit from a larger panel of audited suppliers.
  • By implementing the complete JAC audit program across its own portfolio of suppliers.

Collect 30% of customers’ end-of-life mobile phones by 2020

Natural resources are not limitless, which is why Orange has embedded the concept of a circular economy directly in its processes. In particular, this means recycling or reusing equipment and terminals, especially used mobile phones.

  • By working with suppliers to extend the lifetime and maximize the reuse of network hardware thanks to a modular approach.
  • By offering commercial incentives and organizing eco-citizenship initiatives across our distribution networks and with partners (public authorities, business customers, etc.).