“Orange is the trusted partner that gives everyone the keys to a responsible digital world”—That is our purpose. It guides our actions every day as we work to build a digital world that is safer, more inclusive, and more sustainable.
Discover how our model, driven by strong convictions, is helping to shape the future with a clear ambition: to create sustainable value by addressing the major challenges facing the tech-telecom sector, while meeting the expectations of our stakeholders and wider society for a trusted digital world.
Our business model is the foundation on which we build sustainable value creation. Aware of our essential role in the global digital value chain, we are committed to making it more responsible. Our convictions around connectivity, innovation, ecological transition and digital sovereignty fuel our ability to generate value today and into the future.
Orange at a glance
Our convictions
Our key drivers
Our business model
Our sustainable value creation
Our actions
A shared vision
“I have every confidence in Christel Heydemann, her Executive Committee and all Orange employees to continue to successfully meet the challenges we face.”
Jacques Aschenbroich
Chairman of the Board of Directors
“There will be no AI without high-performance, secure network infrastructure. There will be no AI without the support and guidance of people. So there will be no responsible, inclusive AI without Orange.”
Christel Heydemann
Chief Executive Officer
Driving our ambitions forward
Our Lead the Future strategic plan and our CSR guidelines.
Pillar 1
Strengthening our customer excellence
Pillar 2
Capitalizing on our infrastructure
Pillar 3
Repositioning our BtoB activities and developing our cybersecurity operations
Pillar 4
Continuing to grow in Africa and the Middle East
CSR guidelines_ Environment
Our objective : Net 0 carbon in 2040
CSR guidelines_ Society
Our objective: 6 million people trained in digital technology between 2021 and 2030
Foundation
Orange Foundation: a daily commitment to building social ties
Orange Digital Centers
Orange Digital Centers: a powerful lever for employability and entrepreneurship
Focusing on impact
Maintaining our leading position in the tech and telecom sector thanks to the excellent quality of our networks and services, we reached most of our financial and sustainability performance targets in 2024. Find out more about our results and the positive impact we are having on society and the environment.
households connectable to FTTH1 worldwide, including 28.3 million rolled out by Orange in Europe and 4.9 million in Africa and the Middle East.
4G / 5G
Nearly 99% of the population covered on average with 4G across our seven consolidated European countries (plus Spain), and 17 countries covered in Africa and the Middle East. 5G available in our seven European countries and in two countries in Africa and the Middle East.
Marketing digital services
253 m
mobile customers and 22 million fixed broadband customers.
39.7 m
active Orange Money customers.
65%
of Orange countries are either leaders or at parity in customer satisfaction (Net Promoter Score).
CSR performance
38.6%
reduction in GHG2 emissions between 2015 and 2024 for scopes 1 and 2 (-37.4% in 2023)3 and 10.7% reduction between 2018 and 2024 for scope 3.
5,361 KtCO2eq
of carbon emissions across all scopes (5,723 KtCO2eq in 2023).
29%
of used mobile phones collected in our seven European countries (excluding Spain) compared to the number of mobile phones sold in Europe (25.4% in 2023)3.
Free digital training delivered to almost 2.5 m
people since 2021.
35.6%
women in management networks (34.1% in 2023)3.
Data as of 31 December 2024.
¹ Fiber to the home.
² Greenhouse gases.
³ Change in historical data.
Europe: Belgium, France, Luxembourg, Moldova, Poland, Romania, Slovakia, Spain.
Africa and the Middle East: Botswana, Burkina Faso, Cameroon, Central African Republic, Côte d’Ivoire, Democratic Republic of Congo, Egypt, Guinea, Guinea-Bissau, Jordan, Liberia, Madagascar, Mali, Mauritius, Morocco, Senegal, Sierra Leone, Tunisia.
As the tech-telecom sector continues to evolve, its core principles are being fundamentally challenged. This calls for a dual approach: anticipation and adaptation. How can we meet the growing demand for connectivity and digital services? How can we make the most of technological advancements? How can we rise to social and environmental challenges? How can we build a sustainable business model? How can we stand out in the face of emerging competitors? How can we ensure long-term resilience in an unstable political and economic environment? Our answers will determine our success tomorrow. Through our convictions and actions, we are preparing for the future.
Responding to growing demand for connectivity, driven by new digital uses
For Orange, developing connectivity means taking action on a daily basis to guarantee seamless access to essential services for all, while also offering access to new digital uses.
It also means working to meet the growing need for access to a high-performance, resilient, reliable and secure network, whether for individuals, businesses (SMEs and large groups) or public authorities. The objectives are clear: to promote fluidity and innovation, develop rich content and personalization, and offer efficiency.
This commitment involves constantly striving for network performance, differentiated offerings and innovation, and supporting major societal and technological changes.
For Orange, developing connectivity means acting with a keen awareness of its long-term responsibility: promoting access to essential services for as many people as possible and the safe use of digital technology.
Landing of the SEA-MEWE 6 cable connecting France to Asia at Orange’s facilities in Marseille (Bouches-du-Rhône). This cable will offer very high-speed broadband and very low latency to meet the needs of customers and the digital economy.
Launch of the Roaming Boost offer in Poland and Romania for Orange customers traveling outside Europe. This offer provides a generous data pass, valid for 24 hours and easily activated, guaranteeing fast and reliable connectivity abroad.
Expansion of the Max it “super app” together with the development of the partnership with Mastercard to digitize payments via Orange Money: innovative and secure solutions for millions of people in Africa.
Placing technological innovations at the heart of the transformation of tech-telecom players
Placing technological innovation at the heart of our model means giving AI its rightful place, understanding this revolution for our industry and using it as a lever for customer experience and business performance.
We have three priorities: making our networks more efficient and reliable, optimizing the operational efficiency of our customers and employees, and improving the customer experience. And because cybersecurity concerns everybody, we are committed to extending our protection services to the widest audience, helping to make the digital world a trusted space.
It also means approaching AI without fascination, but with a genuine business vision, our own, based on responsibility and clear thinking. At Orange, AI will be sustainable and ethical: it must not replace humans but, on the contrary, become a tool at their service. We are approaching this new stage with full awareness of the technical, societal and ethical challenges involved.
Finally, placing technological innovation at the heart of our model also means thinking about technological advances for the benefit of as many people as possible. We recognize that AI raises questions, which is why we are committed to awareness and training programs to make these now crucial innovations accessible to all.
Orange OpenTech, the research and innovation event bringing together key players in the tech-telecom ecosystem around AI and the networks of tomorrow.
Launch of Orange Cybersecure in France, a unique solution accessible to all to protect against cyberthreats.
Launch of trusted generative AI solutions in partnership with LightOn to meet the multiple and growing needs of businesses of all sizes and in all sectors.
Meeting the challenges of the ecological transition: between risks and opportunities
For Orange, meeting the challenge of environmental transition means taking action to limit its carbon footprint while forging strong partnerships with all players committed to a sustainable vision of digital technology. It is with this approach that we are also working with our suppliers to accelerate decarbonization.
It also means being realistic: to offer the best experience to our customers, traffic on our networks will increase and have an impact on the environment. We are aware of this. That is why we are implementing decarbonization solutions today. These combine energy savings across our infrastructure and the use of increasingly low-carbon energy sources. We also firmly believe that the ecological transition of the tech-telecom sector requires the recovery and recycling of equipment and devices (and not only from our customers), as well as the eco-design of Orange-branded products.
Finally, meeting the environmental challenge means listening to all our stakeholders – elected officials, institutions, associations, individual and corporate customers – who remain attentive to our activities and share their concerns and expectations with us.
Validation by the Science Based Targets initiative (SBTi) of our decarbonization targets. Development of the Rɘ program for the Return, Repair, Recycling and Refurbishment of phones.
Rollout of the Orange Business Green Act program to make environmental issues a priority in the Group’s processes and activities and reduce the footprint of all our services.
Rollout of the Partner to net zero carbon program to involve our suppliers in decarbonization, with the signing of an initial progress plan with Camusat, Orange’s key partner in technical infrastructure.
Meeting the challenge of European digital sovereignty
For Orange, addressing the structural fragmentation in Europe, as described in the Draghi report, means fully embracing its role as a committed player in the continent’s digital sovereignty.
Europe can draw on considerable assets to succeed: talent trained in new technologies, very high-speed broadband network infrastructure and, above all, an internal market of 450 million inhabitants. However, the legacy of this fragmentation has caused our continent to fall behind the United States and China.
By creating an environment conducive to investment, directing public procurement towards sovereign solutions and supporting innovative companies, Europe can reverse this trend.
Against this backdrop, Orange believes that taking responsibility means acting now to support a strong, autonomous and competitive digital Europe.
Orange telco cloud, our own cloud solution for hosting our virtualized network functions. A solution based on the Sylva stack (a common, open source and interoperable software framework) developed by Orange.
Orange Cyberdefense, a consolidated leadership position in Europe in cybersecurity with €1.2 billion in revenue in 2024 and doubledigit growth for the fourth consecutive year (+11.2%).
Orange’s investment in Bleu, a trust cloud to meet the sovereignty needs of the French government and companies with critical infrastructure subject to specific confidentiality, security and resilience requirements.
Dealing with an uncertain macroeconomic and geopolitical climate
For Orange, pursuing growth in an uncertain international environment means refocusing on its core business – connectivity – and monetizing its networks to secure its model and achieve its ambitions. Despite the turbulent environment, we must stay the course: preserve and strengthen our position as a leading player in the tech-telecom sector.
But taking action and growing today also means strengthening our leadership positions in our various markets, committing to technological research, and reinforcing the resilience of our infrastructure and operations to achieve excellence in customer service. In this way, we are securing our positions in all the markets where we operate and ensuring the quality of our offerings and services, as well as our capacity for innovation.
Growth in our business and our commitment in Africa and Middle East region, proof of the strength of our model.
Record-time repairs on damaged submarine cables, where we hold capacity, to ensure the resilience of our network infrastructure. Proof of our ability to effectively manage emergency situations.
Creation of MásOrange in Spain: the Orange/MásMovil joint venture is positioned as one of the leading operators in the market in terms of customer numbers. A major step forward for the Group in its leadership strategy in Europe.
Innovation is the driving force behind Orange’s strategy to respond to market demands and to anticipate and shape the future. As artificial intelligence transforms usage patterns, we are integrating new technologies at the core of our networks, offering trusted solutions that are both useful and value-creating for our customers and employees, and forming partnerships with key players in the ecosystem.
Digital Twin: an integrated network vision
Developed in collaboration with Orange Innovation and the technical teams at Orange France, the Digital Twin project aims to optimize the performance of Orange France’s network and achieve a high level of automation. The Digital Twin is a virtual network that simulates and anticipates what is happening on the Orange France network. This solution gives us an integrated view of our networks and improves operational efficiency and customer satisfaction. Orange France’s monitoring and operations teams will be the main users of this tool, which will enable them to anticipate, diagnose and resolve incidents more effectively.
€612 million
devoted to research and innovation.
A team fully committed to the Group’s success
The 127,000 people in our Group play a leading role in our strategy, and their commitment is a key factor in our success. Placing the team at the heart of our priorities, we support our employees in their professional development and skills enhancement. Alongside them, we are preparing for the future so that we can collectively meet the challenges facing our sector.
The wealth of Orange undoubtedly lies in the people who make up the Group, with the diversity of their backgrounds and professional experience. In a world marked by technological disruption, having the right skills in the right place at the right time is essential.
Vincent Lecerf, Executive Vice President of Group Human Resources
22.5 hours
of training on average per employee.
68,000 employees
trained between 2021 ans 2024 in AI and data.
79% of employees
say they are proud to work for Orange. (Voice Up 2025 survery)
Orange is a major player in the global tech-telecom sector. Guided by our purpose, we play an essential role in the value chain and help make it more responsible. Driven by our Lead the Future strategic plan and our CSR guidelines, we integrate environmental and societal issues into our ambitions. In this way, we work to create sustainable value for all our stakeholders.
Creating sustainable value for all our stakeholders
Through our commitments, policies and investments, our aim is to create value and share it with all our stakeholders.
To ensure the personal and professional development of our employees, we anticipate changes in professions, ensure skills development and implement a policy of talent management, diversity and equal opportunities.
To promote respect for business ethics and human rights within our value chain, we have an engagement policy for our suppliers and work closely with our ecosystem, particularly within the JAC1.
For our shareholders, we work to strengthen the company’s profitability, improve its financial value and make a positive impact through our financing. Our sustainable financing charter allows us to issue financing instruments indexed to sustainable performance objectives.
To offer our customers better connectivity and guarantee them secure access to the tools and services of tomorrow, we are modernizing our networks, securing digital uses and supporting the development of their digital skills. As operators, we also put digital technology to work for businesses and local authorities.
To help protect the environment, we complement our net zero carbon commitments by taking into account the impact of our activities on resources and biodiversity.
To help build a society based on trust, we are conducting initiatives to raise awareness of responsible digital use. And to promote digital inclusion, we offer free training programs and support digital entrepreneurship.
Value sharing from telecom activities2
¹ Joint Alliance for CSR, an association bringing together 27 telecommunications operators as of end-2024 to monitor, evaluate and develop the implementation of CSR standards in the production chain by the sector’s global suppliers.
To achieve our global performance objectives, we have established a pragmatic and ambitious framework for action through our enterprise model, our Lead the Future strategic plan and our CSR guidelines. Building on this foundation, in 2024 we demonstrated our ability to take initiative and execute our major strategic projects and sustainability commitments.
A clearer, more streamlined enterprise model
Our enterprise model is based on combining local initiative with the global scale made possible by the size of our Group. Providing us with a framework for our operations, it is essential to the success of our strategic plan and the monitoring of our CSR guidelines. It is based on five founding principles that clarify our governance and organization:
streamlined and pragmatic governance for faster and better decision-making,
a principle of subsidiarity to enable decisions to be made at the most relevant level of the organization
a focus on economies of scale to leverage the Group’s size,
a common set of rules providing a global framework for all
a continuous improvement approach to enhance the efficiency of operating methods.
127,000
employees worldwide benefit from a clearer, more streamlined common working framework.
Our strategic plan
Our Lead the Future 2023-2025 strategic plan aims to leverage our excellence in our core business and achieve sustainable growth in Europe, Africa and the Middle East. Two years after its launch, we are on track to meet our objectives and are well positioned to build a sustainable future for our Group. We are refocusing on our strengths to better leverage them around four pillars:
enhancing our customer excellence,
capitalizing on our infrastructure,
repositioning our BtoB business and developing our cybersecurity activities,
continuing to grow in Africa and the Middle East.
The progress of our strategic projects around these four pillars illustrates our ability to execute and demonstrates the strength of our performance. It also reflects the relevance of our choices, guided by a strategy of sustainable value creation. The success of our Lead the Future plan is a testament to the collective commitment of the people at Orange.
Revenue
2023: €39.7 bn
2024 : €40.3 bn (+1.2 % on a comparable basis)
Our CSR guidelines
While executing our strategic plan, we remain focused on our CSR approach to become an industry leader in ESG best practices by reducing our environmental footprint and promoting digital inclusion and equal opportunities for all. This approach aims to support customers, employees, and all our stakeholders within the digital industry in driving positive change through:
a reduction in greenhouse gas emissions, in line with our net zero carbon target for 2040,
the creation of a safer and more inclusive digital world,
embedding sustainability at the heart of the Group’s governance.
Ecovadis rating 2024-2025
84/100
Orange is in the top 1% of all companies in its sector assessed worldwide on their CSR performance.
Jacques Aschenbroich, Chairman of the Board of Directors, and Christel Heydemann, Chief Executive Officer, share their vision in this joint interview. We take this opportunity to look back on the major steps forward taken in 2024 and to look ahead to Orange’s strategic projects for the future.
Q/ In a complex and uncertain macroeconomic and geopolitical environment, how do you perceive developments in the telecom sector and the major challenges facing operators?
Jacques Aschenbroich_
Geopolitics has become an essential part of corporate strategy and boardroom discussions. The war in Ukraine, the war in the Middle East, the technology war between the United States and China, and the trade tariffs imposed by the Americans are creating uncertainty and powerful shocks. In this context, we are fortunate to be a ‘multilocal’ industry that is barely exposed to the consequences of the tarifs. Our customers’ focus on sovereignty should, moreover, benefit our infrastructure — particularly Orange Business and Orange Cyberdefense — provided, of course, that we are competitive. More than ever, we must continue to fight sectoral and regulatory battles in Europe. In particular, I hope that the Draghi report will be implemented, ideally through a Digital Network Act by the end of 2025.
Q/ How are these strategic priorities reflected within Orange?
Christel Heydemann_
Our services are essential. The critical nature of our infrastructure is evident on a daily basis – in the monumental project of the 2024 Olympic and Paralympic Games in Paris, as well as in our response to storms and other climatic events – which drives us to constantly strengthen our resilience. Despite our ongoing consolidation efforts in Europe and Africa, we are operating in a European market that is still too fragmented. However, achieving scale is crucial to continue investing in infrastructure and connecting our customers and societies. This regulatory shift is all the more necessary as our governments are acting to strengthen Europe’s strategic autonomy.
More than ever, we must continue to fight sectoral and regulatory battles in Europe.
Jacques Aschenbroich
Q/Innovation, particularly generative artificial intelligence (AI), is making your sector even more essential. To what extent is it at the heart of your strategy?
C. H._
We began by embracing this major shift ourselves, developing our own tool, Dinootoo, and our own use cases from as early as September 2023, so that Orange employees could lead the way in our commitment to responsible, efficient and low-impact AI. They are therefore best placed to support our nearly 300 million customers in embracing this technological revolution. And we have a duty to stay in touch with a market that will continue to evolve thanks to very short innovation cycles. When it comes to infrastructure, I firmly believe that the real challenge for the future lies more in supporting our customers’ uses at the edge of the network than in the technical demands of models that still consume large amounts of data, bandwidth and therefore energy.
There will be no AI without high-performance, secure network infrastructure. There will be no AI without the support and guidance of people. So there will be no responsible, inclusive AI without Orange.
Christel Heydemann
Q/ Adapting to new technologies and supporting your customers: all of this depends on the people who work at Orange. How do you strengthen their commitment to the Group?
C. H._
The motivation, commitment and loyalty of Orange employees are our greatest strength, and I want to thank them for that. They are the primary ambassadors of our Orange brand, which is present in all of our markets, and embody our unique positioning as a trusted operator. We invest every day to support their skills development.
Q/ How do you see the link between business performance and CSR in terms of creating a positive impact for all your stakeholders?
J. A._
We achieved most of our non-financial targets for 2025 a year ahead of schedule, which is something we can be proud of. Now we need to achieve the targets set for 2030. These objectives are an extension of Orange’s specific mission for digital inclusion, particularly for young people but also for senior citizens. The major challenge is access to technology — that is the true value of what we do.
C. H._
We do not believe in separating business performance and sustainability. Our work for social and economic inclusion through digital technology extends to everything we do. We are continuing our efforts to reduce our carbon emissions and adapt our model to climate change, together with our partners. We are strengthening our cybersecurity activities for both individuals and businesses, while also raising awareness of the risks. All of these actions serve the same goal: meeting our customers’ needs as effectively as possible, today and in the future.
Q/ In implementing these objectives, has the change in governance — specifically the separation of the roles of Chairman of the Board and Chief Executive Officer — proved effective?
J. A._
Since the separation of the roles of Chairman of the Board and Chief Executive Officer, Orange’s governance has proven fully satisfactory. The annual Board evaluation, conducted by an external party, confirms that the respective roles of the Chairman and the Chief Executive Officer are clearly defined. We have a sound governance structure that enables Christel Heydemann to lead Orange within the framework of a clear strategy approved by the Board of Directors. The Lead the Future plan is well on track. I have every confidence in Christel Heydemann, her Executive Committee and all Orange employees to continue to successfully meet the challenges we face.
C. H._
The Board of Directors’ support for our strategy and the transformations we are leading is invaluable. We are working together to define the framework and objectives of the next strategic plan, which we will present to our investors and employees in early 2026. Building on Lead the Future, it will continue to capitalize on our operational excellence and core business, while reaffirming our leadership in emerging uses, sectors and markets.
I have every confidence in Christel Heydemann, her Executive Committee and all Orange employees to continue to successfully meet the challenges we face.
Jacques Aschenbroich
Q/ How do you see 2025? What are your main priorities for the months ahead?
J. A._
In a complex environment, we must stay the course and continue to invest in our strengths. The employment and career management plan, which has been signed by all the representative trade unions, provides for massive investment in training for Orange employees and support for them during this transition. And, of course, we must ensure the successful completion of the strategic projects currently underway, which are the responsibility of the Chief Executive Officer.
C. H._
We are indeed working on may strategic projects to continue strengthening Orange’s core business and ensure that all its growth drivers are fully leveraged. Major projects are underway: continuing the development of MásOrange in Spain, pursuing the repositioning of Orange Business and the growth of Orange Cyberdefense, accelerating growth in Africa and Middle East, and, of course, successfully completing the copper network decommissioning project in France. All while playing a full role in the digital value chain and in the new AI-driven applications. These challenges reflect the winning mindset that has been ours since 2022, and with which I hope we will approach 2025. We are both aware and proud of our role in society, and ready to meet our customers’expectations across all our markets, more than ever with our purpose in mind: making Orange "the trusted partner that gives everyone the keys to a responsible digital world".
We do not believe in distinguishing between business performance and sustainability. Our work for social and economic inclusion through digital technology extends to everything we do.
In a highly competitive environment, we stand out thanks to the excellence of our networks and the quality of our service. By strengthening the use of data and artificial intelligence, we offer a personalized and seamless experience, backed up by our strong customer satisfaction results and our leading position in convergence in Europe.
The quality of our network and customer service is a major asset at the heart of our customer excellence strategy. Thanks to the quality of our fixed and mobile networks, we are demonstrating our ability to combine growth and satisfaction by strengthening the experience we offer our customers and giving them access to seamless, highperformance connectivity. In France, this quest for excellence is reflected in particular in the switch to very high-speed broadband with the historic decommissioning of the copper network by 2030. In Europe, our value proposition is growing thanks to national consolidation operations (in Spain, Belgium and Romania) and our convergent fixed/ mobile/internet offerings, which are developing and strengthening our positions.
In line with our brand signature “Orange is here”, we are attentive to our customers’ needs by offering them clear, transparent, tailored and reliable offerings. We are also creating seamless interaction with them across our physical and digital channels in all our regions. In addition, to optimize and personalize the experience, and to provide rapid responses, we are stepping up our use of data and generative AI, as is the case in Romania with our new voice bot.
As a result, in 2024, 83% of requests from our European customers and 74% of those from Africa and the Middle East (MEA) region were resolved on first contact. Similarly, 86% of our European customers and 78% of those in the MEA regions said they were satisfied with our customer service.
Our customer excellence strategy is proving to be a strong source of differentiation: in 2024, we were either leader or at parity in Net Promoter Score1 in 15 countries in which we operate. In France, we were named Customer Service of the Year 2025 by an independent organization for the first time in the ‘Consumer Communication Solutions’ category, and for the fourth consecutive time in the ‘Business Communication Solutions’ category. This is a strong recognition of our commitment to building lasting relationships with our customers, reflecting our determination to meet their current needs and anticipate their future expectations.
¹ Percentage of customers who rate their likelihood of recommending Orange to others.
Customer excellence is at the heart of our strategy and every decision we take. Orange France was voted Customer Service of the Year 2025 thanks to the hard work and commitment of its teams to establishing a more personalized relationship with each of its customers.
Jean-François Fallacher, Executive Vice President, CEO of Orange France
9.1 million
convergent customers in Europe (excluding Spain).
Q/ How does generative AI enhance customer relations?
In Romania, we have deployed generative AI in our voice bot to facilitate ‘intent recognition’, a major advance in the quality of digital interactions with our customers. Thanks to this model, we can identify customer needs more accurately from the very first contact. The intention understanding rate has increased from 75% to 85%. Call routing has been optimized: there are fewer transfers thanks to the understanding of complex sentences.
Anca Cîrstian, Head of Automation & Simplification – Digital & Customer Experience, Orange Romania
The strength of our model lies in our infrastructure, which is essential to the digital value chain. As demand for connectivity explodes, we are continuing to roll out very high-speed broadband, modernize our networks and develop enhanced services powered by AI. This will unlock new opportunities for operational efficiency and growth.
Our history has consistently proven that our infrastructure is a powerful lever for long-term value creation. Whether it’s our fixed and mobile networks, satellites, submarine cables, mobile towers or data centers, we capitalize on our own infrastructure to make it ever more efficient, secure and resilient. In this way, we provide connectivity solutions to our retail, business and public sector customers. But we also provide connectivity solutions to other operators and global content providers through our Orange Wholesale division1.
To meet the rapidly growing demand for connectivity, we are investing in the modernization of our networks, notably through the gradual decommissioning of 2G and 3G by 2030 in Europe and the expansion of very high-speed fixed and mobile broadband. In 2024, 55.2 million households were connectable to FTTH in Europe (+9% in one year). To support network rollout while pooling investments, we are developing partnerships through RAN Sharing agreements (mobile network sharing) or the creation of joint entities. In Spain, for example, MásOrange and Vodafone have signed an agreement to create a shared fiber optic network company. We are also forming strategic alliances to expand satellite and submarine connectivity services.
At the same time, we are accelerating the monetization of our passive mobile infrastructure owned by Totem, the Group’s Towerco in Europe (active in France and Spain), with a third-party operator colocation rate on our mobile towers of 1.42 in 2024 (with a target of 1.5 in 2026).
Generative AI is experiencing an impressive rate of adoption. At Orange, we are strengthening its use within our networks to increase their flexibility and adaptability to meet our customers’ needs. In addition, we offer “as-a-service” solutions through our digital platform Click, launched in 2024, marking a significant step forward in this field. With this solution, we are able to anticipate market disruptions and perform on par with the sector’s pure players. We are therefore laying the foundations today to position ourselves as one of the leaders in the tech-telecom sector of tomorrow.
¹ Responsible for the deployment and operation of international networks, as well as the marketing of our infrastructure to third-party operators.
At Orange Wholesale, we anticipate the growth of internet usage, the integration of AI into networks, and increasing demands for resilience, performance, and security — while promoting the sharing of our critical assets to address both economic and Environmental challenges.
Michaël Trabbia, Executive Vice President, CEO of Orange Wholesale
€5.9 bn
Orange Wholesale revenue in 2024, representing 15% of total Group revenue.
MásOrange: a fiber optic network shared with Vodafone
In 2025, MásOrange1 and Vodafone Spain signed an agreement to create a shared fiber optic network company. With more than 12 million households connectable, the joint venture will be the largest FiberCo in Europe. It will benefit MásOrange and Vodafone Spain customers and contribute to further developing connectivity and digitization in Spain by offering a leading Fiber to the Home (FTTH) network. This network will also become a benchmark for sustainability, meeting high ESG standards through energy savings.
¹ Joint venture owned equally by Orange Spain and MásMóvil.
Repositioning our BtoB activities and developing our cybersecurity operations
In 2024, Orange Business continued its transformation plan with the ambition of positioning itself as the leading European network and digital integrator in Europe for BtoB. In addition, Orange Cyberdefense confirmed its growth momentum and won new markets as the leading cybersecurity provider in Europe.
As a partner to public and private sector entities, Orange Business offers bespoke and packaged connectivity solutions. Through its unique end-to-end approach, based on its fixed and mobile telephony offerings, as well as its integration services and information technologies (data transport, cloud, generative AI, smart mobility, etc.), our division supports its BtoB customers at every stage of their digital transformation in an efficient and sustainable manner.
In 2024, Orange Business continued the transformation it began in 2022 with the aim of improving profitability and returning to growth. To this end, it refocused its range of solutions to address its customers’ most pressing needs. Building on this foundation, it now offers them the opportunity to transform their digital experience by providing access, via the cloud, to a secure, tailor-made digital network services platform called the “Evolution Platform”.
It also optimizes their customer experience (through personalized, value-added interactions), their employee experience (through tools that promote collaboration and efficiency), and their operational experience (services that optimize production chain efficiency, Industry 4.0, etc.).
Supporting the digital transition of businesses also means building a trusted environment that integrates technological, regulatory and operational aspects. To meet this challenge, Orange Business relies on Orange Cyberdefense, the European leader in cybersecurity.
Orange Cyberdefense is rolling out its growth strategy, based on organic growth, a targeted acquisition policy, acceleration in the micro business and SME market and expansion into the retail market. Its ambition is to offer at least one cybersecurity solution by 2030 in every country where our Group operates.
In June 2024, the launch in France of the Orange Cybersecure solution for retail customers marked a major milestone in our journey to become a trusted player capable of meeting the security challenges of today and tomorrow.
At Orange Business, we have steadily evolved from a BtoB telecom operator into a player that brings together all the building blocks needed for the digital world to function smoothly: connectivity, clouds, cybersecurity, data and AI.
Aliette Mousnier-Lompré, CEO of Orange Business
Orange Business
-8.4%
decrease in EBITDAaL on a comparable basis, in line with the 2024 target to reduce the decline by around half compared to 2023 (-15.4%).
Target: stabilization in 2026
Haier Europe accelerates its transformation with the Evolution Platform from Orange Business
Haier Europe, a major player in the large household appliance sector, has chosen the Evolution Platform from Orange Business. This cloud-based platform provides the company with a flexible infrastructure and a composable, adaptable network, offering a comprehensive end-to-end service with both flexibility and advanced security. The modular solution supports the company’s design, production and consumption practices. Haier Europe is thus accelerating its digital transformation and improving its performance through greater visibility of its processes. With Evolution Platform, we are putting our expertise in cloud, connectivity and cybersecurity at the service of businesses.
Q/ 2024, a new phase of maturity for Orange Cyberdefense?
In a complex geopolitical environment, cyberhreats are growing as our economies become increasingly digital. To address this, Orange is committed to fulfilling its role as a responsible player and developing its cybersecurity activities, drawing on the expertise of 2,800 Orange Cyberdefense experts. After securing major international organizations, Orange Cyberdefense became the first company, in 2019, to design a turnkey solution for SMEs. Today, 50,000 organizations place their trust in us. And in 2024, we went even further! Individuals can now benefit from our innovations too. More than 234,000 people are protected by Orange Cybersecure — our comprehensive, dynamic protection offering, available in France and soon across Europe.
Hugues Foulon, Directeur exécutif, CEO of Orange Cyberdefense
Orange Cyberdefense
+11.2%
revenue in 2024 on a comparable basis (€1.2 billion) – a fourth consecutive year of growth.
At the heart of our strategy, the Africa and Middle East region isthe Group’s main growth driver. The remarkable results achieved there in 2024 have once again confirmed this. Building on our local presence, we are meeting the growing connectivity needs of populations and promoting the digital development of local economies as multi-service operators.
As the telecom operator for one in ten Africans, with more than 160 million mobile customers, including 77 million 4G customers and 5 million fixed-line customers at the end of 2024, Orange has confirmed its position as a major player in Africa and the Middle East. Driven by strong population growth and the surge in digital usage across the region, our double-digit growth is the result of a strategy based on expanding fixed and mobile networks and diversifying our digital services.
We are meeting the connectivity needs of populations thanks, in particular, to our 4G networks and the gradual rollout of 5G, available since early 2025 in four countries (Botswana, Senegal, Tunisia and Jordan).
By improving coverage across territories, including the most isolated areas, we are committed to digital and financial inclusion, a key lever for countries’ development. It is in this spirit that we are providing access to innovative services such as Orange Money. This service provides 39.7 million active customers, some of whom are excluded from the traditional banking system, with affordable and secure mobile financial solutions (micro and pico loans, local and international money transfers, payment methods, QR code payments for informal merchants, etc.). In 2024, the partnership established with Mastercard further expanded its services across seven countries. Millions of Orange Money account holders can now make digital payments through Mastercard’s global merchant network.
At the same time, scaling up our Max it mobile super-app has strengthened this service diversification strategy. Its goal is to simplify everyday life for people in the Africa and the Middle East.
By staying close to their needs and daily lives, we reaffirm our commitment to being a leading digital partner for our individual and business customers in the Africa and Middle East region. An ambition that will continue to drive us in the years ahead: to act as a catalyst for growth, both for populations and for territories.
Thanks to our strong local foothold and the strength of the collective we form, we have succeeded in meeting our objectives with a performance that demonstrates the resilience of our model. By drawing on each other’s best practices, we collectively find the solutions and resources needed for inclusive and responsible growth.
Jérôme Hénique, Executive Vice President, CEO of Orange Middle East and Africa (OMEA)
+ 11.1%
revenue growth in 20241 in the Africa and Middle East region, i.e. +€770 million.
2022-2025 target: +7% average annual revenue growth
1 On a comparable basis.
Q/ Max it, our super app, reflects Orange’s innovation in Africa and the Middle East
By merging the worlds of telecoms, financial services and e-commerce, the Max it super app meets all the everyday needs of its users. From a single interface, it gives them access to Orange Money, digital content subscriptions and a wide range of other services. Since its launch in 2023, Max it has been downloaded more than 43 million times and has 18 million active users. In 2024, we enhanced Max it with innovative mini-apps through a strategic partnership with global technology giant Tencent Cloud. Our goal is to provide access to our platform to around one hundred global and local partners, and to double the number of users by the end of 2025. With Max it, we are demonstrating our ability to diversify our services to meet the needs of as many people as possible and accelerate digitization in Africa and the Middle East.
Brelotte Ba, Deputy CEO of Orange Middle East and Africa
Environment: an ambitious decarbonization strategy
Digital technology accounts for 4% of global greenhouse gas emissions2. In France, its carbon footprint could triple and its energy consumption double between 2020 and 2050 if no measures are taken to limit its growth3. As a major player in the tech-telecom sector, Orange is rolling out a strategy to decarbonize its activities covering scopes 1, 2 and 3, as well as a circular economy program.
With a target of net zero carbon by 2040, Orange is playing its part in reducing greenhouse gas emissions in line with the Paris Agreement on climate change. In 2024, we reduced our scopes 1 and 2 emissions by 38.6% (vs. 2015) and by 10.7% in scope 3 (vs. 2018). We have thus demonstrated our commitment to taking concrete and comprehensive action to achieve our goal of reducing CO2 emissions by 45% across all scopes by 2030 (vs. 2020). To achieve this, we are focusing on two decarbonization levers.
Lever 1: reducing the volume of products and services used in our activities
To achieve this, we are modernizing our network and data centers, in particular by including energy efficiency action plans. We are pooling our infrastructure to avoid overbuilding. We are also streamlining our equipment fleet by decommissioning older, more energy-intensive technologies (copper network, 2G/3G). In addition, we are capitalizing on operational efficiency to reduce the volume of services and extend the life of equipment to reduce the volume of new purchases.
Lever 2: Reduce the carbon intensity of our products and services across our entire value chain
To achieve this goal, we are increasing the share of low-carbon energy in our energy supply. That is why, in Africa and the Middle East, 12,000 of our sites (out of 46,000) are now solar-powered. We are also taking action along our value chain by engaging our suppliers and subcontractors in an active decarbonization process. This is the aim of our Partners to net zero carbon program, launched in 2024. Our goal is to encourage a more comprehensive transformation of the entire ecosystem and our supply chain.
Finally, to implement circular economy principles, we are defining action plans covering the entire life cycle of our products. We are extending this approach to our customers by developing the recovery of used mobile phones and the sale of refurbished devices, as well as the eco-design of Orange-branded products.
Through all these actions, we are already contributing to building a more environmentally friendly digital world.
¹ This target will be achieved by reducing our greenhouse gas emissions by 90%. We have developed a carbon sink program to capture the 10% of residual emissions in strict compliance with scientifically established standards.
² Source: “Numérique : quelle place pour le secteur du numérique dans la transition ?” – analysis by ADEME, négaWatt and The Shift Project.
³ Source: Arcep and Ademe.
Ready to take on the scope 3 challenge with Partners to net zero carbon
The Partners to net zero carbon program brings together decision-makers, buyers and suppliers around the critical issue of decarbonization. Through this initiative, we are strengthening the actions already in place to limit our environmental impact across all our regions and activities. By working closely with our 35 main suppliers, who account for 60% of our carbon emissions linked to purchasing, we identify levers for decarbonization and secure their commitment through improvement plans. Joining forces is key: together, we can meet the scope 3 challenge.
Sylvie Babikian, Purchasing and Supply Chain Director, Orange group
6 million people trained in digital technology between 2021 and 20301.
Society: digital technology creating value for all
Guided by our purpose, we are working to build a responsible, secure and inclusive digital world. In 2024, we continued our efforts to develop trusted digital technology as a powerful driver of development for all, in all regions, and a means of promoting equal opportunities.
Making digital technology a lever for development and inclusion
Connecting as many people as possible through the deployment of infrastructure is central to Orange’s business. We are helping to boost local economies and promote access to essential services (health, education, energy, finance, etc.) in all the countries where we operate. Committed to tackling the digital divide, we offer connectivity services and tailored2 packages for people with disabilities, the elderly, or vulnerable individuals, including affordable mobile devices for those experiencing hardship. In France, for example, we have launched the Coup de Pouce solution.
Promoting equal opportunities through digital technology
First and foremost, we seek to strengthen employability by supporting the development of career paths in digital technology. We do this by targeting young people without qualifications, people undergoing retraining, and women in order to encourage more women to enter technical and digital professions. This is the aim of our Hello Women program, which has been rolled out in more than 20 countries since 2022. We are also working to help as many people as possible master digital tools (including AI, which is experiencing rapid growth). The challenge for all users is to empower them to use technology responsibly in order to better protect themselves against risks (hyperconnectivity, cyberbullying, data breaches) and seize every available opportunity. Between 2021 and 2024, we provided awareness-raising and training to nearly 2.5 million people: 63% were under the age of 15 and 58% were women3.
Building digital trust
A major player in the sector, we are aware of our responsibilities and are committed to building a trusted digital world. We are taking concrete action to support users through several priority areas: securing our customers’ data (in particular through our personal data protection charter), promoting responsible use of digital tools (including AI), helping customers and users to better protect themselves, supporting parents and educating young people about digital risks. In this way, we are committed to using digital technology to promote a more open, fairer, and safer society.
¹ Since 2021: 2.46 million people trained.
² Subject to conditions.
³ Breakdown by age and gender where available, i.e. in 50% of cases for age and 27% for gender.
Human rights
In 2024, Orange published its Human Rights policy, committing to promoting digital citizenship, working to ensure privacy and freedom of expression, acting to prevent discrimination and promote equal opportunities, guaranteeing decent working conditions and conducting business with integrity, while mitigating the environmental impact of its activities.
Launched in 2024 at the initiative of Christel Heydemann, the For Good Connections initiative aims to support children in the informed use of digital technology and help them protect themselves from the threats and dangers of the digital world. This reaffirms our long-standing commitment to responsible digital use and providing specific support to young people and their parents. Among the initiatives we have implemented are a training program against bullying in schools in Morocco and the co-production of the film TKT on cyberbullying in Belgium.
Orange Foundation: a daily commitment to building social ties
Since 1987, the Orange Foundation has aimed to help everyone find their place in society. In 2024, Orange reaffirmed its commitments and international focus around three key priorities.
Access to education
Because education is the key to empowerment and social cohesion, we support those who need it most (young people, vulnerable groups, women) in acquiring digital knowledge and skills so that they can build their own lives. In the space of ten years, we have supported more than 300 Solidarity FabLabs in our 26 countries. We have also set up 1,700 digital schools in our 17 countries in Africa and the Middle East.
Access to culture and the performing arts
Because culture is essential to social cohesion, we are committed to making it accessible to all, with a particular focus on classical music and vocal arts. We promote audience renewal, cultural outreach in underserved areas, and the emergence of new generations of artists. Since its creation in 1987, the Foundation has supported the early development of 140 choirs and orchestras.
Support for people with autism
Because autism continues to isolate too many people, we are continuing the support we have provided since 1991. We fund innovative educational projects that promote learning and social inclusion, helping people with autism spectrum disorders (ASD) to unlock their potential and find their place in society. In France, we are partners with Cafés Joyeux, which employs people with cognitive disabilities on permanent contracts.
24 foundations
worldwide.
2 questions to Caroline Guillaumin, Executive Vice President of Group Communication and Deputy Chairwoman of the Orange Foundation
Q/ How does the mission of the Orange Foundation align with that of the Group?
Caroline Guillaumin_ As a trusted operator, our mission is to connect people, businesses, and regions through technology. In a polarized and increasingly fragmented world, the Orange Foundation carries out this mission on a societal level — supporting and empowering the most vulnerable in the countries where we operate, helping them to grow and become part of a wider community. This initiative complements Orange’s other commitments, such as the Orange Digital Centers and the For Good Connections program.
Q/ What benefits do you gain from your strong foothold?
C. G._ They are an essential lever for pooling our strengths and amplifying our impact. The Orange Foundation is a network of 24 foundations in Europe, Africa and the Middle East. Their foothold within the territories where Orange operates enable us to work alongside disadvantaged and isolated people, addressing their specific needs.
Orange Digital Centers: a powerful lever for employability and entrepreneurship
Launched in 2019, the Orange Digital Centers program plays a pivotal role in the Group’s policy for digital inclusion and professional integration. Orange Digital Centers are unique spaces that bring together, under one roof, a coding school offering training and workshops, a Solidarity FabLab, and a branch of the Orange Ventures investment fund. Our goal is to roll out Orange Digital Centers across all the regions where we operate.
Vocational training
Free and open to all, Orange Digital Centers primarily target young people and women with no prior qualifications, as well as budding entrepreneurs. Training courses last an average of three months and are designed to offer direct access to employment. We work with nearly 150 universities in Europe, Africa and the Middle East, and 85% of our alumni who have completed a three-month training course find employment within six months or return to education1.
Learning is based on practical projects. For example, the “Re/start” program, offered in seven African countries in partnership with Amazon Web Services, trains young people for careers as cloud technicians using AWS technologies. In Tunisia, Morocco, and Senegal, Orange, in partnership with GIZ (German Corporation for International Cooperation), launched the Master Repair project to train future technicians in repairing electronic equipment, as well as installing and maintaining solar panels and fiber optic.
23 Orange Digital Centers
including one opened in Slovakia in September.
A springboard for digital entrepreneurship
In 2024, Orange Ventures and Digital Africa2 committed to co-investing in start-ups from the Orange Digital Centers network in Africa and the Middle East. This initiative consolidates the strategic partnership signed in June 2023 and reflects the two organizations’ desire to accelerate the growth of start-ups through a joint support scheme for African entrepreneurs seeking financing.
¹ Orange Digital Center Dakar impact study, 2023.
² The aim of this organization is to stimulate the growth of the African start-up ecosystem through technological solutions that serve the real economy in Africa.
Global performance delivering for our stakeholders
Laurent Martinez, Executive Vice President, Finance, Performance and Development, shares his analysis of Orange’s 2024 results and looks ahead to the 2025 targets.
What is your assessment of the 2024 results?
Laurent Martinez_ Our 2024 results reveal excellent momentum: revenue for the year came to €40,260 million, up 1.2% year-on-year, or +€487 million. This growth reflects solid commercial performance, with retail services up +2.6% excluding PSTN¹ in France, +1.3% (excluding IT&IS²) in Europe, and +12.2% in Africa and the Middle East. At Orange Business, the transformation continues with growth in IT & integration services and Orange Cyberdefense, whose revenues rose sharply by +11.2%. The Group’s EBITDAaL reached €12,109 million, up 2.7% year-on-year, or +€322 million, continuing to accelerate throughout the year. I would like to commend the remarkable momentum in Africa and the Middle East, the continued solid performance in Europe, and the return to EBITDAaL growth in France. These performances are reflected in the Group’s organic cash flow, which increased by nearly €200 million, representing a significant improvement of 6% over 2024 to reach €3.4 billion, in line with our target. Two years after its launch, our Lead the Future strategy is delivering tangible results and is clearly reflected in cash generation, with incremental free cash flow all-in of €1.4 billion over two years.
¹ Public Switched Telephone Network, excluding traditional copper telephony.
² Integration and information technology service
The growth in EBITDAaL demonstrates our Group’s ability to implement our value strategy.
What about sustainability performance?
L. M._ Our ESG commitments are at the heart of our strategy, and I am delighted with our remarkable achievements in 2024. The production of the first sustainability report involved all our entities in all our countries. We are proud of this first reporting exercise, made possible by the commitment of all levels of the company to our sustainability commitments. Most of our 2025 targets have already been achieved a year ahead of schedule, including the reduction of scopes 1 and 2 greenhouse gas emissions, the number of people receiving digital training, and the improvement of female representation in management networks. We have also made significant progress on scope 3. I applaud these collective efforts, which strengthen our positive impact on the environment and society!
These excellent results for 2024 give us confidence in our ability to achieve all of the commitments we made when we launched Lead the Future in 2023.
What are your. Objectives for 2025?
L. M._ These excellent results for 2024 give us confidence in our ability to achieve all of the commitments we made when we launched Lead the Future in 2023. We have also raised our financial targets for 2025 with EBITDAaL growth of around 3% and organic cash flow of at least €3.6 billion (vs. €3.5 billion set in 2023). Operational efficiency remains a major priority for the Group. We have already achieved two-thirds of our 2025 target (€400 million in savings out of €600 million by 2025), and we are implementing new levers for action in three areas: operational efficiency, purchasing efficiency and efficiency through artificial intelligence. In terms of our sustainability objectives, we are reaffirming our ambition to be net zero carbon by 2040 and renew our commitment to digital inclusion and diversity. We are therefore continuing to strengthen the Group’s assets in the short, medium and long term.
Financial performance
Sustainable performance
The Orange share and its overall performance
Focus
Within the free float, our 650,000 individual shareholders hold 9.1% of the share capital.
