corporate social responsibility complete report France ... - Orange

corporate social responsibility
complete report
France Telecom 2009

3 Chairman’s message
4 interview with the Chief Executive Offi cer
6 creating social links for everyone’s benefi t
20 looking out for all our employees around the world
34 experiencing the world with confi dence
54 a world accessible to all
72 towards a greener world
94 Orange Foundation
98 report appendices
table of
contents

Chairman’s
message
Didier Lombard, Chairman
Over the last five years, our Group has profoundly transformed.
Thanks to its integrated operator model, the early
shift towards IP technologies, and its presence in new areas
of growth, it has solid foundations for the future.
In particular, our innovations have aided the emergence of a
new generation of services. In offering everyone possibilities
for action and interaction on a daily basis, these represent
an advance for both our customers and society.
At the same time, we are aware that new uses of our technologies
spread more rapidly than their control; and that
economic, social and geographic disparities engender unequal
access to their benefits.
Now, progress is meaningless unless shared by all in a safe,
serene and transparent manner.
For this reason, in 2009, we reinforced the position of corporate
social responsibility, which was already at the heart
of our strategy. The goal set to become the benchmark
CSR leader in our industry by 2012 was in response to this
challenge. No company can develop sustainably without
listening to and taking into account all of its stakeholders:
customers, employees, shareholders and civil society.
Events occurring since then have confirmed, if it were necessary,
not only the validity, but also the need for this
approach.
I was deeply and sincerely touched by the tragedies that
affected the company in France in 2009. We took immediate
action at all levels to seek out the causes of the malaise
by listening to the men and women of the Group and offering
specific responses.
Added to this social relations crisis was an unprecedented
economic crisis, which reminded us that conducting a business
responsibly and ethically is indispensable to the durability
of companies and their jobs.
On the strength of what we have already accomplished and
demonstrated, we are preserving this goal and are including
this need for responsibility at the very heart of our governance.
Mindful of the deployment of our CSR strategy, the
Board of Directors which I preside over has thus decided to
adapt its organization and transform the Compensation,
Nominating and Governance Committee into a Governance
and Corporate Social Responsibility Committee as a result.
I will continue to be personally involved in following these
subjects that are essential to our future, relying especially on
the International Advisory Board, whose creation I instigated.
This “council of wisdom”, made up of figures with an international
reputation, will aid us in tackling major environmental,
social and societal issues to enable our Group to help
build a better world.
This is the start of a new chapter in our history, full of challenges
and opportunities. I am convinced that we will be
equal to the former and seize the latter, breathing life into
our values and building a responsible and exemplary Group
under the operational guidance of Stéphane Richard.
3

interview with
the Chief Executive Officer
Stéphane Richard, Chief Executive Officer
“restoring
confidence
by keeping our
commitments”
what is your view of the Group’s situation?
These first months in office have led me to two
diagnoses. The first is one of a company endowed
with solid assets that went from a very difficult financial
situation in 2002 to a position as a high-performance
leader, playing a driving role in a highly competitive
industry.
However, my second diagnosis is one of a Group in
the midst of a crisis of confidence, due to the extent
of the transformation that it has undergone. The
dramatic events of 2009 revealed a deep-seated
malaise amongst our employees in France. We have
sought to understand its origins, in order to undertake
the necessary changes.
In parallel, our customers have expressed an
increased demand for quality of service. This is why
my priority is to restore lost confidence, by defining a
new social contract between the company and its
employees, and meeting the new expectations of our
customers.
how to respond to this crisis?
Confidence is not decreed; it is built over time by
keeping commitments. This presupposes changing
our vision over the long term – at least until 2015 – and
asking ourselves what we can do specifically
to become our different stakeholders’ preferred
company.
That is precisely the approach of the corporate project
that will be implemented starting from the summer of
2010. We are taking time to reflect, and are involving all
Group employees in preparing their futures. This is
what I call the “co-construction” of our project: in all
countries, in all our departments, with each one identifying
the commitments that best serve our goal
according to its economic, social and regulatory
situation. Then each will decide which specific actions
must be carried out to meet these commitments to our
customers, employees, shareholders and civil society.
4

what are the challenges?
Four major challenges stand before us. The first is
placing people at the heart of our activities. In
France, we still have a way to go before we can
close the chapter on the 2009 crisis and breathe life
into our new social contract. This applies elsewhere
as well: what care do we provide to our customers,
to the men and women who are the essence of
our Group, and to the populations of the countries
where we are present?
The second challenge is meaning. Economic
performance alone does not suffice, and innovation
for the sake of innovation is useless. We need to
think about what we wish to be, and decide together
how to use our know-how.
The third challenge is to restore our image, by
reminding our stakeholders of our staff’s immense
work, and of the extent to which our services
contribute to society.
Lastly, we have to deal with a challenge of consistency,
because development is not possible if it
neglects any of our stakeholders: customers,
employees, shareholders or civil society. We must
take on our role in all the debates affecting us, such
as radio waves or “Net Neutrality” with realism and
transparency.
is there a place for CSR in this project?
Confidence, meaning, keeping our commitments – all
this implies responsible and exemplary conduct. In
building the networks of the future, we are creating a
social link between people. We are giving them a
means for development and mutual enrichment. Our
responsibility, in this regard, is to share the benefits of
our technologies – making them accessible, transparent
and safe for all.
what does that mean specifically?
We wish to strengthen the approach begun in 2009,
which aims to make the Group the sector’s
benchmark leader by 2012 in terms of CSR. This
involves better support for staff (working conditions,
skills development, work-life balance, etc), and
developing accessibility to our services with new
infrastructures and offers suited to all users – regardless
of their economic profile, their geographic
location, their age or disability.
Furthermore, we are very mindful of the use that is
made of our services, and we are redoubling our
efforts to spread good practices, protect customer
information and offer irreproachable quality. Finally,
there are all our innovations towards a new ecocitizenship,
to limit our own and our customers’
environmental impact.
how does CSR support the Group’s growth?
It is a condition that is indispensable to its profitability
and continuation. In a context of increased competition
when a growing number of markets are reaching
maturity, this requirement will stimulate our innovation
and our capacity to differentiate ourselves. At the
same time, contributing to the development of the
countries where we are present or enabling our
customers to decrease their environmental impact
opens up new avenues of growth for us. Everything is
linked. The challenge is to achieve more balanced
growth, creating simultaneous value for all our
stakeholders: rewarded shareholders, satisfied
customers, self-fulfilled and motivated employees, and
a trusting and civil society that looks favourably on our
activities.
5

creating social links
for everyone’s benefit
“At France Telecom Orange, we know that new information and communication
technologies develop faster than their applications can be mastered.
This means that enabling everyone to benefit from technological progress,
by developing their means of access to other people and services that are
useful in everyday life is a real challenge. In turn, the growth of communities
means that people can connect with each other in a life-enhancing way.
These services and their applications are defining a world in which connections,
exchanges and networks are multiplying. This world is built by our
teams. A world in which together we can do more.”
6 / à l’écoute de nos collaborateurs dans le monde

our core mission
In this digital society, relationships are synonymous with accessibility and interaction. The Group’s core mission,
along with its networks, services and content, is to create these new links on a day-to-day basis. Our responsibility
is to create, maintain, guarantee and renew social ties between people. Offering mutual enrichment and development,
this responsibility takes the form of our offers, innovations: exchange, education, economic development and
contribution to the environment...
resolving complexity
The new interaction made possible by the digital world also brings with it complications: with these new tools, new
risks can emerge. It is our role to help customers address these complex issues by protecting them while they use
our services, and facilitating their relationship with our company.
sharing the wealth of communication
Our role is also to cultivate the wealth that comes from differences, be they geographical or cultural. We are intent
not only on giving everyone access to the benefits of new means of communication and information, but also on
enabling people to design freely their own way of relating to the world.
our biggest asset: our employees
The skills and involvement of our 181,000 employees worldwide give the Group core strengths to fulfil its service
mission towards the greatest possible number of people. Faced with a major social crisis in France in 2009, we
have reaffirmed our commitment as a responsible employer by paying renewed attention to putting people at the
heart of the company.
upholding our commitments
This multi-faceted search for meaning is now taking shape in an ambitious corporate social responsibility strategy
– for the digital world only makes sense if it benefits everyone. We want to:
• recognize and support our employees and their accomplishments on a daily basis: they are the first to build on
the social ties created by the Group’s products and services;
• ensure transparency, quality and security for our customers in their everyday use of our services so that everyone
can interact with peace of mind in a simpler and safer digital world;
• bring people closer together and make the benefits of the digital world accessible to the greatest possible number
of people;
• do more for the planet and find innovative solutions for a greener world.
Finally, we want to listen to all our stakeholders and be accountable to them, so that we can gauge their expectations
and show them that we keep our promises.

10 an ambitious long-term strategy
13 clear priorities
15 a rigorous governance
18 a stronger dialogue

an ambitious
long-term strategy
We are convinced that corporate social responsibility is a key factor in the Group’s future success. On the
strength of this conviction, we have drawn up an ambitious strategy aimed at making Orange the industry
leader for corporate social responsibility in the telecommunications sector by 2012.
fifteen years of commitment
to sustainability
For some fifteen years, the Group’s strategy
has included issues related to corporate
responsibility, and our public commitments
to sustainability bear witness to this. We
have been a signatory of the ETNO
(European Telecommunication Network
Operators) environmental charter since 1996
and members of the UN Global Compact
since 2000. We also take part in numerous
initiatives aimed at promoting the principles
of sustainability in the telecoms sector, such
as the GeSI (Global e-Sustainability Initiative),
or MPPI (Mobile Phone Partnership Initiative).
In 2006, we signed an agreement with the
Union Network International (UNI), thus committing
ourselves to conducting a social policy
that respects fundamental social rights
and individual freedoms.
a solid foundation: the
Group’s Code of Ethics
Our actions, behaviour and decisions are
guided by a set of shared values that show
what we are made of. Formalized since
2003 in the Group’s Code of Ethics, these
values guide our individual behaviour and
our behavioural principles with respect to
our customers, shareholders, employees,
suppliers, competitors and the environment
in all the countries where we are present.
The cornerstone of our approach to ethics,
the Code of Ethics is based on fundamental
principles, such as those of the Universal
Declaration of Human Rights, the
International Labour Organization (ILO), the
United Nations Global Compact and the
guiding principles of the OECD* for multinational
companies. It sets forth principles of
action and individual behaviour that each of
our employees is required to observe.
key dates for our commitments in favour of sustainable development
1996 signing of the ETNO
Environmental Charter
2003 publication of the Group’s
Code of Ethics
2000 joining of the UN
Global Compact
2004 signing of the ETNO
Sustainability Charter
10 / creating social links for everyone’s benefit

focus
ethics officers: advice on applying
the code
A network of ethical advisors set up in each
country or entity helps supervize the mechanism
and see to it that specific practices
appropriate to the local contexts and business
lines are put in place.
The Group Ethics Committee, made up of
four members appointed by the Chairman,
oversees the uniform application of the principles
of the Code of Ethics and advises the
entities on their implementation.
awareness for all
Over 90% of our employees worldwide
have been made aware of our Code of
Ethics, and it is available to everyone on our
website www.orange.com.
An e-learning module, available in eight languages,
allows each employee to learn the
principles of the Code through the application
of practical situations inspired by actual
cases. The cases are regularly updated and
tailored by country and business line to
reflect employees’ day-to-day concerns.
In all countries, internal communication
actions are carried out each year to bring
the Code “to life” amongst employees by
adapting it to the local context.
France: a specific expression
of ethical principles
In 2009, France Telecom Orange
applied the Declaration of
customer and company rights
(code of ethics issued in 2008
for all customer relations job
lines) to the Business market.
In addition, questionnaires have
been circulated to improve
employee awareness and
assess knowledge of business
rules of conduct (customer
service, business market,
networks and Information
Systems, transverse functions,
finance and control).
Spain: aiding assimilation
of the Code of Ethics
In 2009, Orange Spain organized
a huge internal communication
campaign to ensure proper
understanding of the Code
of Ethics and behavioural
guidelines, and specify which
rules should be adopted in
sensitive situations. A new
ethics site was launched on the
intranet where employees can
find practical advice, an ethics
e-learning module and a fraud
prevention video.
2006 signing of the Group
agreement with Union Network
International (UNI*)
2008 – launch of the Mobile Alliance Against
Child Sexual Abuse
– signing of
2007 signing of the European Reference
Framework for Safer Mobile Use by Young
Adolescents and Children
2009 signing of the Code for Good Practices
for Women in ICT formed under the guidelines
of the European Commission
11

creating value
Beyond the ethical dimension, the challenge
of our responsibility approach is to
achieve balanced value-creating growth
simultaneously for all our stakeholders:
compensated shareholders, satisfied customers,
self-fulfilled and motivated employees,
and a civil society that is confident in
us and better off as a result of our activities.
This approach helps to better control the
risks inherent to our business and to stimulate
our ability to seize opportunities for
growth and differentiation linked to new
expectations from society.
It helps us to optimize our procedures
and methods of internal organization to limit
our environmental footprint, reduce costs
through more efficient and productive
structures, and thus improve our overall
performance.
It also nurtures our values, strengthens our
employees’ sense of ownership and commitment,
and helps attract and build loyalty
among the talent of today and tomorrow.
four major commitments
Our corporate social responsibility approach
is built on four basic commitments:
– recognizing and supporting our employees,
the primary builders of social ties;
– ensuring transparency, quality and security
for our customers;
– sharing the benefits of the digital world
with the greatest possible number of
people;
– finding innovative solutions for a greener
world.
As a seamless extension of the three key
priorities defined in 2008, “care,” “include”
and “preserve”, these four commitments
demonstrate our intention to strengthen the
social aspect of our CSR approach.
clear strategic priorities
We have defined our strategic priorities in
terms of corporate social responsibility
based on two complementary elements:
– analyzing our stakeholders’ expectations,
identified through regular exchanges and
studies conducted at Group level and in
the main countries;
– identifying risks and opportunities in terms
of sustainable development and assessing
their impact on the company’s growth.
These priorities are updated at least once
a year to take into account the changing
context.
For the 2010-2012 period, the analysis of
our sustainability issues led us to define
eight strategic priorities (see opposite). For
each of these priorities, specific objectives
complete with key performance indicators
were defined.
a strategy available in all entities
Validated by the Executive Committee, our
corporate social responsibility strategy is
replicated in all of our business lines, operating
divisions and subsidiaries. The
involvement of the company’s senior management
ensures that corporate social
responsibility objectives are taken into consideration
in all aspects of our business.
The entire company is thus committed to
achieving the ambitious objectives that we
have set ourselves.
application of the AA1000 principles
The procedure for preparation of our 2008
corporate social responsibility report
adheres to the significant aspects of
the three principles (inclusivity, materiality,
and responsiveness) of the AA1000 APS
(2008) standard, the reference for corporate
social responsibility in terms of taking
stakeholder expectations into account
(www.accountability21.net).
inclusivity
Identifying our stakeholders’ expectations is
a decisive element in our process of identifying
the challenges of sustainability.
materiality
In selecting sustainability challenges that we
consider to be the most significant for our
activities, we have taken account of our
stakeholders’ stated expectations as well as
our internal prioritization of risks which we
review regularly.
responsiveness
Identifying the sustainability challenges
that are significant for our activities helps us
prepare action plans, which are reviewed
annually. Our report is an essential response
to our stakeholders’ stated expectations.
Published annually, it explains our impacts
and the progress we have achieved in
meeting the commitments made to these
stakeholders.
external evaluations of our approach
Our approach is regularly analyzed by ethical
rating agencies, and we maintain a regular
dialogue with socially responsible financial
analysts and investors.
France Telecom has appeared in the
FTSE4Good index since 2002, as well as in
the Aspi Eurozone and Ethibel Sustainability
Excellence Indices, indices managed by the
VIGEO rating agency.
SAM (the rating agency for the Dow Jones
Sustainability Index) has included the Group
in the “SAM Silver Class” in its “Sustainability
Yearbook” since 2008.
The Group also appears in fourth place
in the world classification “Tomorrow’s
value rating” for the Information and
Communication Technologies sector and in
second place amongst telecommunications
operators. This classification, the successor
to the Accountability Rating, compares the
environmental, social and societal performance
of the largest international groups.
12 / creating social links for everyone’s benefit

clear priorities
4 commitments 8 priorities objectives
care
recognize and
support our
employees
ensure
transparency,
quality and security
for our customers
• Placing people at the heart of the
company by offering a new social
contract, supporting employees in their
development and responding to societal
issues, especially in terms of equal
opportunities
• Be a leader in quality of service for our
activities in Europe
• Foster and oversee safe and
responsible usage of our products and
services, especially in terms of child
protection, respect for privacy and data
security
roadmap p.33
roadmap p.52
include
share the benefi ts of
the digital world with
the greatest possible
number of people
• Foster the economic and social
development of countries where we are
established, using our services as a basis
• Strengthen and extend the Group’s
leadership in accessibility offerings and
their specialized distribution
roadmap p.71
preserve
fi nding innovative
solutions for a
greener world
• Launch eco-designed products and
services and use them to help reduce our
customers’ environmental footprint
• Adopt a meaningful position on the
collection and recycling of mobile
handsets
• Control our energy consumption,
targeting a 20% reduction in CO 2
emissions by 2020
roadmap p.92
13

CSR organization within France Telecom Orange
Executive Committee
CSR Group Division
Entities
Group Functions
CSR Sponsor Committee
(4/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
work
as a network
Project managers
for each area
the means to accomplish
our ambitions
To implement its corporate social responsibility
strategy, the Group acts in line with
its ambitions, helping to make the CSR
approach a true reflection of the Group’s
new identity.
a stronger organization
Our Corporate Social Responsibility (CSR)
approach is guided by a dedicated team
within the CSR Department. Attached to the
Quality and Corporate Social Responsibility
Division, it reports to the Group Management
Committee and is managed by a member
of the Group management team.
In order to better guide the actions conducted
at each entity, the Group CSR
organization was bolstered in 2009 by the
appointment of CSR sponsors attached to
senior management in each Group division
and entity operating in all 32 areas covered
by the Group. Meeting four times a year
within the CSR Sponsor Committee, they
oversee the implementation of the strategic
guidelines decided by the Executive
Committee. A network of CSR managers
aids the operational implementation of the
approach.
a strict and audited approach
The implementation of our CSR approach is
backed by high-performance tools, such as
our Indicia reporting tool which monitors our
entities’ performances using qualitative and
quantitative questionnaires.
To ensure the reliability of our indicators and
to make certain that our commitments are
properly applied within each entity, for several
years we have had one of our auditors
carry out an external audit.
At the end of 2009, in order to assist the
audited entities in preparing for the audit
work planned for 2010 and to improve the
reliability of the reporting, a self-assessment
questionnaire was prepared and deployed
by Internal Control. Auditors from the
Group’s Audit and Risk Control Department
visited the countries concerned to assess to
what extent the CSR reporting guide had
been implemented and to audit the data for
the first half of 2009 based on a sample of
15 environmental indicators.
14 / creating social links for everyone’s benefit

a rigorous governance
We adhere to the principles of corporate governance defined in particular by the Financial Security Law in
France and by the Sarbanes-Oxley Act in the United States. We are particularly vigilant over the responsibility
and integrity of the Group’s officers and directors, the independence of the members of the Board of
Directors, transparency and information disclosure, and respect for shareholder rights and the Group’s
Code of Ethics.
the Group’s governance
structure
France Telecom’s governance structure is
based on a Board of Directors composed of
15 members.
Seven of the eight members elected by the
Annual Shareholders’ Meeting Board are
independent according to the criteria of the
AFEP-MEDEF code of governance.
The composition of the Board of Directors
and its committees also reflects compliance
with specific legal provisions, particularly
those relating to the stake held by the
French State in France Telecom. Thus, three
Board members representing the State and
four representing the employees cannot, by
definition, meet the independence criteria
found in the AFEP-MEDEF code.
At its meeting on February 24, 2010 and following
a motion tabled by the Chief Executive
Officer, the Board of Directors decided
to separate the functions of Chairman of
the Board of Directors and Chief Executive
Officer as of March 1, 2010. Stéphane
Richard was appointed as CEO by the
Board of Directors and Didier Lombard was
confirmed as Board Chairman.
In addition to the laws, regulations and
corporate by-laws that the Board is
naturally required to observe, the Board
adopted, starting in 2003, Internal
Guidelines that lay down the guiding principles
for the work of the Board, its committees
and the way in which they perform
their duties on behalf of the company, its
shareholders and all its stakeholders.
The Internal Guidelines may be viewed on
the Group website at the following address:
http://www.orange.com/en, under group/
governance.
continuously improving risk
management
France Telecom has introduced a continuous
dynamic for improving internal control.
The internal control system is made up of
an organization, procedures and controls
implemented by the General Management
and all staff under the Board of Directors’
responsibility, and it was designed to give
reasonable assurance that the operational
objectives would be met in accordance with
current laws and regulations, and that the
financial information is reliable.
The Group’s internal control system is managed
by its Internal Control Department, the
Audit and Risk Management Department
and the Group Fraud Prevention and
Revenue Assurance Department contribute
to evaluating this system.
Salim El Chaoui, Project Manager
Audit and Internal Risk Control Division
“France Telecom was one of the first groups in France to set up an internal audit team dedicated to security and environmental
issues. Our team of five people conducts projects each year aimed at evaluating whether key risks in these areas are
under control. In 2009, we audited compliance with the European Directive on Waste Electrical and Electronic Equipment
(WEEE) in our four main countries and verified the compliance of establishments classified as ICPE in France. Furthermore,
we support the Group CSR Department in making CSR reporting more reliable. In 2009, we went to six countries (France,
Spain, the UK, Poland, Slovakia and Jordan) to evaluate the structure and processes of the reporting procedures, check on
the proper application of the Group’s CSR reporting guide, and audit the data relative to the 15 environmental indicators.
Overall, we ascertained a good degree of maturity with CSR reporting. We have requested the clarification of the definition
of some indicators, which has been done.”

identifying major risks
Each Group operations Division identifies
the major risks for its scope, at least once a
year. The identification of the risks, completed
by a description of action plans
designed to hedge these risks, makes up
the risk map of each Division.
Changes in the list of these risks and monitoring
of the implementation of the action
plans are examined in internal control
reviews and in an annual examination by the
Risk Committee.
a comprehensive security policy
The purpose of the Group’s Comprehensive
Security Policy is to improve security across
the company in order to reduce risks and
limit the impacts of incidents and crises. It
also helps fight against fraud and, in general,
it aids compliance with the applicable
laws and regulations, including the
Sarbanes-Oxley Act in the US and the
Financial Security Law in France.
It includes three interrelated areas:
– information security;
– personal health and safety;
– environmental safety.
It applies to the whole Group, i.e. the parent
company and consolidated subsidiaries.
A Security Management System (SMS),
based on ISO 27001, enables the security
policy to be implemented at all our entities.
Its objectives include risk assessment,
assisting managers in determining priority
measures for detected risks, training and
raising employee awareness so they can
change their behaviour, and offer products
that meet our security requirements.
pro-active management of fraud
and corruption risks
Our Group has defined a proactive policy
for preventing risks of fraud and reducing
possible consequences.
Detecting cases of fraud, including risks of
corruption, is the management’s responsibility,
assisted by tools that detect anomalies
for the highest risks.
A whistle-blowing policy, pursuant to the
Sarbanes-Oxley law, is in place and includes
the recommendations published by the
CNIL. This mechanism allows any employee
to report, via a dedicated email address,
any actions that may constitute infractions
or fraud, especially in the areas of accounting,
internal control and audit. The procedure
defined ensures confidential and
independent treatment of the alerts, guaranteeing
protection for the employees.
When fraud is strongly suspected, an internal
investigation is carried out. For all
detected cases, civil or criminal, judicial proceedings
are taken into consideration after
consulting the legal department.
Results from investigations have indicated
three priority areas for implementing actions
to prevent fraud: contracts, financial flows
and possible management failures.
Several anti-fraud awareness modules have
been prepared, including one specifically for
the prevention and detection of corruption
risks. This anti-corruption module was
deployed in 2009 at our main entities, representing
more than 95% of Group revenues.
A module intended to prevent fraud
risks at management level was also
deployed for the same purpose. These two
modules underwent internal and external
audits as part of our control measures in
accordance with the Sarbanes-Oxley Act.
Beyond these measures, the success of our
campaign to tackle fraud is based to a large
extent on our ability to maintain a corporate
culture in which any fraudulent behaviour is
deemed unacceptable. This culture, promoted
at the company’s highest levels, is
supported by management user guides. A
compilation of real-life case studies that
have occurred within the Group or at other
companies makes everyone aware of the
reality of fraud and corruption risks. Internal
awareness campaigns are conducted regularly
through brochures, films and a dedicated
section on the intranet.
16 / creating social links for everyone’s benefit

governance
structures
board of Directors
Mission: the Board of Directors presides over all decisions relating to the Group’s major strategic, economic, employment, financial or
technological policies. In 2009, the Board met 12 times, with a 91% attendance rate.
Composition: 15 members (as of the April 30, 2010)
• 3 Government representatives appointed by the French Government
• 3 employee-elected directors
• 1 director elected by the General Shareholder’s Meeting on a motion by employee shareholders
• 8 directors elected by the General Shareholder’s Meeting including 7 independent directors, according to the criteria of the AFEP-
MEDEF code of October 2003.
specialized Board committees
strategic committee
Composed of 6 members which were appointed by the Board of Directors, by its Chairman’s proposal.
2 meetings in 2009.
audit committee
Comprised of 6 members delegated by the Board of Directors at the request of the Governance and Corporate Social Responsibility
Committee.
Chaired by an independent director.
10 meetings in 2009.
governance and Corporate Social Responsibility Committee (former compensation, nominating and governance Committee)
Composed of 3 members appointed by the Board of Directors on its Chairman’s request.
Chaired by an idependent director.
6 meetings in 2009.
executive committee
Mission: Group decision-making body. In particular, it implements the Group strategy and transformation programmes and steers the
monitoring of operational and financial performance.
Composition: 15 members.
To learn more: see our annual report or visit the ‘governance’ section on our website www.orange.com
17

a stronger dialogue
Listening to and integrating our stakeholders’ expectations form the basis of the Group’s CSR policy,
which is consistent with the AA1000 standard’s principles of inclusivity, materiality and responsiveness.
Regular structured dialogue with the players
concerned by the company’s operations –
customers, public authorities, suppliers, shareholders
and employees, as well as society in
general – allows us to go beyond the restrictions
and limitations of everyday interaction. It is
also a means of controlling risks while at the
same time developing new opportunities to
create lasting value in terms of image, efficiency
and growth.
For the Group’s stakeholders, this dialogue is
an opportunity for them to highlight their main
expectations and incorporate these exchanges
within a long-term approach.
Lastly, in addition to taking their expectations
into account, stakeholder dialogue represents
a unique opportunity to identify pathways for
innovation, contributing in particular to the
development of the countries where we are
established.
the Group’s stakeholders
As might be expected from a company with
numerous establishments, we dialogue with
our stakeholders at various levels: at the
level of the Group and its business units,
which ensures cohesiveness across the
whole Group, and at national level, to keep
Customers
and consumer
associations
Civil society
Suppliers,
non-governmental
organizations,
public authorities
and local governments
Shareholders
and investors
Employees
and
employee
representatives
up to date on local issues and players.
Regular exchanges are conducted with the
key players who impact and are impacted
by the company’s activities.
listen and be accountable
In addition to the exchanges conducted at
Group level, each country establishes and
implements its own mechanism for local
stakeholder dialogue. Some countries have
fashioned their own approach. In others, the
Group offers specific support by helping local
staff develop existing dialogue.
extensive surveys conducted in Spain,
France and Senegal
Following the example of France and the
United Kingdom in 2008 and Senegal in
2009, Orange Spain conducted a well-constructed
and organized analysis of its stakeholders’
expectations between April 2009
and January 2010. This extensive work took
place in several stages between April 2009
and January 2010. After internal workshops
focusing on identifying the various stakeholders,
establishing the relationship history and
preparing consultation tools, the main categories
of stakeholders were questioned
about their expectations in terms of CSR
using a variety of methods: opinion surveys,
round tables, working groups, face-to-face
interviews, public meetings, etc. The information
gathered was then used to identify the
priority areas for improvement. This work, the
conclusions of which will be finalized in the
first quarter of 2010, will enable Orange
Spain to draw up new guidelines for its corporate
social responsibility programme so as
to best meet stakeholders’ expectations.
Jean-Luc Bohé
General Manager – Orange Madagascar
“Orange Madagascar was one of the pilot subsidiaries for the CSR dialogue approach. All our staff were fully involved in
injecting a sense of momentum and accessibility to the different stakeholders. This innovative approach helped us bolster
our analysis of CSR issues. Considering the socioeconomic context prevailing in the country, we steer our priorities towards
agriculture and education, two pillars of local development. Many external projects have been identified in this respect and
they should take shape very soon in partnerships with key organizations.”

a new methodological tool for
subsidiaries
In 2009, the African, Middle Eastern and
Asian (AMEA) Division began a stakeholder
dialogue for countries that do not yet have a
structured process.
Intended to facilitate the implementation of
the Group’s CSR strategy, a methodological
tool, the CSR Dialogue Toolkit, enhances the
CSR initiatives already undertaken by subsidiaries,
strengthening their impact by
including the perceptions and expectations
of key local stakeholders.
Based on internal analysis workshops and
external interviews conducted with stakeholder
representatives, it allows a comparison
of internal and external visions of CSR
issues for the subsidiary and helps to formulate
a CSR action plan.
The method was tested in 2009 in two pilot
countries: Madagascar and Republic of Côte
d’Ivoire. In these countries, the analysis is
geared towards the way in which the Group
can contribute to local economic development.
Following this experiment, a CSR
White Paper summarizing the major CSR
issues in the AMEA region was prepared to
support the implementation of the approach.
Group countries can choose to receive support
from the CSR Department throughout
2010 and beyond.
CSR Dialogue Toolkit
analysis of CSR approach
(internal vision)
mapping-out of stakeholders and history
of relations
diagnostic of CSR issues and
performances
assessment of CSR management
practices
confrontation of visions
analysis of errors
review of opportunities
definition of CSR action plans
sharing with stakeholders
stakeholder consultation
(external vision)
business stakeholders
stakeholder authorities
civil society stakeholders
(internal vision)
internal stakeholders
Valérie Zafindravaka
President of the Association of Madagascan Call Centres (www.callcenter.mg)
“Our exchanges with Orange have profoundly changed our vision of the Group. We have realized that the Orange Group is
not only focused on the search for profit, but really becomes involved in a country’s development. In particular, we have
welcomed the creation of the Orange Business School, the first operational school in Madagascar for sales and call centre
jobs. With this school, Orange is making an inestimable contribution towards youth employment by developing their communications
skills, ideas, creativity, etc – all essential qualities for succeeding in these new fields. Today, we would love to
see Orange continue its commitment to education by becoming involved with more young people to help them prepare for
their future from adolescence onwards.”

looking out for
all our employees
around the world
“Because they are our first-line representatives to our customers, and
because our growth depends on their skills and involvement, the Group’s
181,000 employees deserve the greatest attention. Faced with a major
social crisis in France in 2009, we wish to reaffirm our commitments as a
responsible employer: listening and dialogue first and foremost, support for
everyone in their professional development and personal fulfilment, and
commitment to basic corporate issues, such as diversity and equal opportunities.
We know that our professional conduct and our corporate culture
must meet the expectations of the Group’s employees, its customers and
society in general.”

devising a new social contract
Significant internal malaise was brought to light by the social crisis which occurred in France during 2009. The
Group has sought to understand its origins by implementing an unprecedented listening and dialogue mechanism,
allowing everyone to express themselves. The results of these exchanges will now serve as a guide for the
re-writing of the Group’s responsible employer policy. They make up the basis for the preparation of a new social
contract along with negotiations which are in progress with employee representatives. Thus we have now set about
responding to a need for support by increasing our local Human Resources staff and improving the effectiveness
of employer-employee dialogue by continuing negotiations on major topics, such as the improvement of the
functioning of employee representative authorities, work/life balance, organization, working conditions, and the
prevention of psychosocial risks.
providing everyone with the means for self-fulfilment
The world of telecommunications is changing rapidly and so is our company. It is our responsibility to support
Group employees throughout these changes and give them the means to seize the opportunities that change is
opening up for them. This is the reason why we are increasing support, training and professional development
mechanisms, with the goal of having everyone build a plan which is consistent with their aspirations. We are also
equally aware that career success within the Group involves a favourable work setting and proper balance with
personal life. Many initiatives on these subjects have been taken or are under discussion, for example, to improve
the work environment, develop telecommuting depending on the activity or encourage the employment of seniors,
an area in which an agreement was signed in 2009.
helping to solve social issues
The promotion of diversity and equal opportunities is a central issue for a responsible employer. We wish to go
beyond our legal or regulatory obligations in this area in order to fully embody our values. We believe that the
diversity of cultures and profiles amongst our teams is a strength for the Group and its customers. This approach is
evident through the many commitments made by Orange employees, both collectively and personally, in favour of
promoting diversity, equal opportunities, male/female professional equality, the employment of young people and
many other causes responding to social issues.

24 towards a new social contract
26 supporting employees in their development
29 responding to social issues
32 2009 report
33 2010 roadmap
23

towards a new social
contract
Our growth depends on the skills and involvement of our 181,000 employees worldwide. Aware of each
of their efforts, our Group reaffirms its commitments as a responsible employer by paying special attention
to placing people at the heart of the company.
the social restructuring
in France
looking out for all employees
Carefully listening to all employees was the
first step in our committed efforts to understand
the crisis which arose in France in
2009 and rally all staff around a new corporate
project.
A status report on stress and working conditions
was performed by Technologia, a
firm of independent experts, which specializes
on these matters and was chosen by
the unions. All of our 102,000 employees
in France were initially surveyed through a
questionnaire, which had an 80% response
rate. The results of this questionnaire, as
well as a report analyzing internal documents
on working conditions and the handling
of stress within the company were
presented on December 14, 2009.
For a more in-depth diagnosis, Technologia
has been conducting individual interviews
since early 2010 with approximately
1,000 employees chosen at random who
represented all of the Group’s different
business units.
In parallel, starting in October 2009,
“Assises de la refondation” (meetings on
the restructuring of the Group) sessions
were held. This participatory measure
based on decentralized dialogue emphasized
the management’s fundamental role
in creating a new dynamic for expression
and encouraging collective discussion
amongst teams. More than 2,700 local-site
meetings were held throughout France,
according to methods left to the discretion
of each division. Supplemented by direct
communication channels (fax, SMS, email),
they allowed problems and proposed solutions
to be raised by the employees themselves.
The processing and analysis of their
concerns were conducted daily by a dedicated
team made up of some 30 volunteers
from the different business units,
divisions and sites. The conclusions drawn
from these listening mechanisms, together
with the negotiations in progress, constitute
the pillars for the preparation of the
new social contract that the Group intends
to propose to its employees.
These mechanisms were complimented by
the implementation of means of listening
and dialogue intended for people in distress
at work. Accessible 24 hours a day
7 days a week, the “dialogue line” is a free
phone number run by external psychologists,
subject to professional confidentiality.
There are listening spaces at each territorial
division. Run by multidisciplinary teams
independent from the chain of command,
the role of these spaces is to identify problems
with an employee, examine possible
solutions or mediations, and propose personalized
support. Visits made are completely
confidential.
responding to a need for proximity
Among the actions implemented since late
2009 in connection with negotiations,
160 new local human resource manager
positions were created in France. By
increasing this network, the Group is better
able to understand employees’ expectations
and provide more active support to
managers locally. A large majority of these
new HR managers had already taken up
their positions by the end of 2009.
supporting managers in their supervisory
role
In addition to the implemented measures for
listening, if they detect a problem, managers
have new means of assistance to act and
can therefore better fulfil their supervisory
role. They have a dedicated free phone
number available if they notice that one of
their employees is showing signs of distress.
Some 6,000 managers have already
received special training on psycho social
risk prevention.
increasing the effectiveness
of employer-employee dialogue
The social dialogue is based on around
400 local employee representation bodies in
Europe and at many African subsidiaries,
a Central Economic and Social Unit
Committee in France, a French Group
Committee, a European Group Committee
where employees from 20 countries are
represented and a planned World Group
Committee.
In 2009, the European Group Committee
met physically three times to discuss
economic, financial and social matters of
a global nature, going beyond a country
framework (industrial and innovation strategy,
major investment guidelines, acquisitions,
employment, etc).
In France, numerous agreements and
amendments were signed in 2009, including
some concerning major subjects, such
as the employment of seniors and telecommuting.
Negotiation with employee representatives
on stress and working conditions
is one of the components in the draft of the
new social contract. Work is being conducted
in five negotiation groups on major
subjects:
– prospects - employment and skills - professional
development - training - mobility;
– work-life balance;
– improving the operation of employee representative
bodies;
– work organization;
– working conditions.
24 / looking out for all our employees around the world

focus
A negotiation on the application of the
national agreement for the prevention of
psycho social risks is added to these five
subjects.
The undertaken negotiations have already
enabled four group agreements to be
signed in the beginning of 2010: one covering
the subject of prospects – employment
and skills – professional development –
training – mobility, and another on work/
life balance, the final two on the evaluation
and prevention of psycho social risks and
the operation of employee representative
bodies. These four agreements, which
apply immediately, are a significant step in
the process which has been undertaken
and have provided a solid platform for local
negotiations.
On these subjects directly concerning daily
working life, the Group is also encouraging
dialogue with all employees. The participatory
forums held at the Group’s international
subsidiaries and the “Assises de la refondation”
held in France are part of this mechanism.
favouring the employment
of seniors
In France, our Group signed
a major agreement on
November 26, 2009 with the
main union organizations on
the employment of seniors and
measures in favour of second
careers. This agreement goes
with the actions on diversity
and the fight against
discrimination which have
already been carried out.
Entered into for a period of
three years (from 2010 to 2012),
it plans concrete actions to
encourage the continuation of
and access to employment by
seniors in order to take
advantage of their experience,
transfer knowledge, and
support and facilitate
retirement. Among the planned
measures, a “career milestone”
interview will be implemented
for employees aged 45 or more.
For employees of 55 or older, a
“seniors milestone” interview
allows the study of retirement
arrangements and prepares for
the transition from active
employment to retirement. A
“part-time seniors” mechanism
will allow employees eligible for
retirement within three years
to adjust their work schedule
during this time if they wish.
Lastly, in order to encourage
the transfer of know-how,
the Group is committed to
providing 1,600 trained
instructors or apprenticeship
supervisors by the end of 2012.
valuing the efforts of each
individual
Aware of the extend to which
individual employee performance
contributes to the Group’s
achievements, we have
implemented different
mechanisms for recognizing
and sharing the created value.
Among these, recognizing the
results achieved in 2007 and
2008, the Next Reward, a bonus
share allocation plan began
two years ago, and has
involved 175,000 employees
in 80 countries. It was
implemented on April 25, 2009
for employees in France and on
December 4 for employees
outside of France. In France,
a new profit-sharing agreement
was also signed in June 2009
between France Telecom SA
and the union organizations.
2009 breakdown of women/men by age
(by step of 5 years), for the 178,744 Group open-ended
employee contracts
2009 breakdown of women/men by age
(by step of 5 years), for the 99017 open-ended employee
contracts in France
>60
56-60
51-55
46-50
41-45
36-40
31-35
26-30
26-30
women
21-25
21-25 men

supporting employees
in their development
In a rapidly changing telecommunications world, transforming the Group’s activities and key business
units is a necessity. To support our employees in this transformation, we are implementing tools and
mechanisms to enable each individual to plan their own professional development in keeping with their
aspirations and personal life.
developing professional skills
In circumstances that are transforming our
economic model, we have made the choice
to encourage our employees’ development
by implementing many professional development
tools and by devoting a considerable
effort to training.
The annual individual appraisal is a primary
tool, enabling each employee’s performance,
skills and prospects for professional paths to
be discussed.
In France and in Poland, “Development
Spaces” also offer employees the assistance
of specially trained counsellors to help identify
and map out their career path. At the end of
2009, more than 38,000 employees had
benefited from this aid.
In terms of training, we are implementing
many mechanisms adapted to countries,
cultures and business units to develop the
professional value of each employee, in
keeping with the company’s growth and the
change in its businesses. The programs are
designed not only by internal training schools,
but also with the assistance of schools and
organizations renowned on the market for
offering high-level training, leading to certification.
For managers, Orange University and
management schools, notably in France,
work together to create training programs
devoted to subjects concerning team management,
leadership, and knowledge of our
business environment. The Group’s training
programs also use new tools such as
e-learning, which help to strengthen educational
effectiveness.
offering conditions for
self-fulfilment
Our Group also believes that the success of
a career path should be integrated with a
favourable work environment and a balance
with personal life. The negotiations underway
in France on working conditions provide
for a budget which will be allocated to
improve work environments.
In particular, new work spaces are being
designed with the idea of offering a pleasant
and high-performance professional setting.
The new headquarters of Mobistar in
Belgium and Orange in Switzerland are
good examples. In France, a program for
the renovation of 800 sites has been
launched and will help improve the work
setting.
Furthermore, many initiatives have been
conducted at Group subsidiaries to
encourage a harmonious work-life balance.
In Belgium and France, agreements have
been entered into to set up a framework
for facilitating telecommuting. For example,
in twelve months, 27% of Belgian employees
signed up to a program which allowed
them to work remotely for up to two days a
week. Mechanisms allowing employees to
choose flexible work schedules are also in
place in Switzerland, the United Kingdom
and Spain.
26 / looking out for all our employees around the world

focus
11 new professionalization
paths
Professionalization paths allow
Orange employees who so wish
to switch to another Group job
line to acquire new skills and
professional practices. With
11 new paths created in 2009,
our employees will now have
50 paths covering all business
areas, techniques, information
technology, customers,
innovation, content and
supports to choose from.
Since their creation, more than
5,900 employees have been
accepted onto one of these
professionalization paths.
more than 5,000 employees
certified
To develop and enhance the
value of our employees’
professional skills, we implement
training programs leading to a
certification, set up in partnership
with organizations and top
universities recognized in their
fields. These professional
certifications offer employees
who so wish an opportunity to
develop their professional value
by acquiring new skills and, at
the same time, earning a diploma
from a top university,
recognized on the market.
At the end of 2009, more than
5,000 employees in France
took a training program
leading to certification.
Orange: a key employer
in Spain and Switzerland
Orange Spain has
3,200 employees and in 2009
was ranked second among
the best employers in Spain,
in a classification drawn up by
an independent organization,
the CRF Institute. The ranking
is based on an analysis of
the working conditions and
growth opportunities offered
to employees. In Switzerland,
Orange was ranked among the
top 5 best Swiss employers by
the economic magazine “Bilan”,
an outcome that specifically
recognizes the quality of the
work environment offered by
the new headquarters in Renens
and the mechanisms that
encourage work/life balance.
helping employees live out
their passions
Orange Passion was
implemented to support Group
employees’ passions in sports,
film and music. Orange aids
projects by an individual or
groups of employees which are
in line with its values and
demonstrate true passion. A
multi-site ice hockey tournament
in Slovakia, mountain climbing
by an Orange Labs team from
Beijing, and a world music
festival are just some examples
of initiatives involving thousands
of employees across over 20
countries and entities since its
launch in late 2007.
ambassadors to spread
Orange culture in Spain
Orange Spain launched a
program in 2009 intended to
strengthen the assimilation of
company values and culture
among its staff. Voluntary
“ambassadors” participated in
working groups to analyze the
difference between the values
that the Group wishes to embody
and the reality of internal
conduct, and to define proposed
actions. Out of the 180 proposals
issued, 55 were selected and
submitted to the Human
Resources Department and the
Management Committee.
Herminia Silva González
Orange Spain ambassador
“One of the project’s strong points is that it allowed work and discussion with other employees on our internal culture. The
100 culture ambassadors, with the support of 700 employees, performed an internal diagnosis and submitted proposals,
which will enable us to be a company more “connected” to our values. This discussion allowed more than 55 specific proposals
to emerge, which are the basis of several projects underway. One of the things that we appreciated most was the
direct involvement of the CEO and the management committee, to whom we had the opportunity of presenting our proposals.
This is a real privilege for those of us who do not have a direct relationship with our managers. For me, becoming an
ambassador was a fascinating experience, which enabled me to get to know our corporate culture better and especially to
apply our values in my daily activities.”
27

improving the prevention
of professional risks
Beyond the actions undertaken in the area
of stress management and psycho social
risk prevention, we continued the implementation
of our occupational health and
safety policy in 2009.
In France, the recruitment of additional
occupational doctors was one of the main
announcements made at the National
Health, Hygiene, Safety and Working
Conditions Committee (CNSHSCT)
meeting, which was held on September 10,
2009. This increase in staff is due to be in
the order of 10% across France in the coming
months.
In 2009, a new training session for “preventers”
(employees in charge of occupational
risk prevention) was implemented. The specialized
activities of the network of preventers
were continued, specifically in two work
areas: the updating of risk evaluations and
training on “stress, psycho social factors
and risk prevention”.
2009 was also affected by the AH1N1 flu
pandemic. To protect our employees, a
system of prevention was put in place: supplies
of face masks and bottles of hand
sanitizer, an awareness campaign on preventive
measures recommended by the
World Health Organization, specific advice
for travellers, etc. In addition to these preventive
measures, a pandemic business
continuity plan was drawn up to deal with
the eventuality of a large-scale health crisis.
training hours per employee, in France, at France Telecom SA, concerning 77,031 trained employees
> 50 years old
between 30 & 50 years old
< 30 years old
manager
(level E, F or G)
manager (level Dbis)
foreman
(level D)
technician
(level A, B or C)
In 2009 , we maintained a high level of
training activity despite a difficult economic
context, spending the equivalent of 6.5%
of France Telecom SA’s mass salary on
training. This is way beyond legal
obligations, and an average of 41.5 hours
of training per trained employee (see graph
opposite).
female
male
0 10 20 30 40 50
percentage of employees which have had an individual appraisal
Source: local information systems
France Telecom SA Spain Poland United Kingdom
Dominican
Republic
Moldova
Romania
82.1 95.5 98.9 90 94.7 95.8 80.6
28 / looking out for all our employees around the world

esponding
to social issues
Our Group, being open to its environment, cannot envisage harmonious growth without heavy involvement
in the social issues which surround it. As a leading responsible company in many markets, we must be an
example to encourage the professional inclusion of everyone by fighting against any form of discrimination
in access to employment, career development and recognition. This is enclosed in our diversity policy.
promoting diversity
and equal opportunities
Equal opportunities, as well as in the economic
and social issues to which we wish
to contribute are instilled in our values. We
believe that talent and motivation alone
should count as a means to access employment
and responsibilities. We firmly believe
that staff diversity is a factor of wealth, innovation
and performance. By exhibiting the
diversity of the world in which we live in
through our teams, we are not only in a better
position to understand our customers
and meet their varied expectations, but also
to attract and build loyalty amongst the talents
whom we need in order to continue
our growth.
Our Group already ranks among the first
companies to sign the Diversity Charter
in 2004 in France. In 2009, we further
strengthened our commitments by implementing
a policy which is established in the
countries where we are present.
gende equality: a Group priority
Beyond the cultural specificities and legal
obligations that may exist in some countries,
we have chosen to make professional male/
female equality a common goal throughout
the whole Group.
Like all technological companies, our Group
exhibits insufficient diversity with an especially
unequal breakdown with, for example,
only 11% women in network units as
opposed to 50% in customer service.
This is why we have been committed to
professional equality between men and
women for years. In France, Orange France
(mobile subsidiary) was the first technological
company to receive the Professional
Equality Label awarded by AFNOR. We
were also one of the first companies to sign
the Parenthood Charter in April 2008.
Our company agreement on professional
equality, entered into for the 2008-2010
period, includes a whole series of measures
to encourage diversity in employment and
recruitment, reduce male-female pay gaps,
increase equality in professional development
and access to training, and raise
awareness to make such conduct
progress.
To continue with our commitments internationally,
we have set three priorities:
– encourage women’s access to positions
of responsibility (through measures such
as mentoring, analyzing the diversity of
lists of applicants and succession plans);
– encourage diversity in organizations and
especially in technical functions;
– implement measures encouraging work/
life balance.
In 2009, we increased the initiatives in this
area in each of our subsidiaries. In France,
Spain, the United Kingdom, Romania, Egypt
and at Orange Business Services, we
conducted “shadowing” actions enabling
young female students in scientific or technical
fields to learn about the daily activities
of the Group’s female engineers. We have
also contributed to the drafting of the Code
of Good Practices for women in Information
and Communication Technologies, prepared
under the aegis of the European
Commission.
To back up our thoughts on this subject, we
are active participants in different bodies,
such as the Women’s Forum for the
Economy and Society, Women in
Leadership and the European Professional
Women’s Network (EPWN, of which we are
a platinum member). We are also a member
of the Cercle InterElles, created in 2002 at
the initiative of several female executives
and company leaders, including a former
member of the France Telecom management
committee, to exchange and share
the practices of those companies which
already have an active network of women in
a scientific or technical environment.
29

actions suited to each country
In addition to the priority given to professional
equality, each country has identified at least
one supplemental approach concerning a
specific diversity issue adapted to the local
context. By way of example, the Central
African Republic, Romania and Poland are
acting in favour of the employment of the
disabled. Niger, Switzerland and Slovakia are
seeing to improve the inclusion of minorities.
France is following three areas of intervention:
including and keeping the disabled
employed, supporting youths from underprivileged
areas, and promoting all forms of
diversity, enabling us to move closer to our
customers and employees within the Group.
giving people with barriers
to inclusion a chance
Our corporate responsibility leads us to support
social projects aimed at giving a chance
to those who may perhaps encounter difficulties
in access to employment. This is the
case especially with disabled people, young
people – especially those from disadvantaged
areas – and seniors. Beyond our own
actions, we participate in many national initiatives
alongside public authorities and specialized
associations.
Because disabled workers seeking employment
rarely have the training that companies
look for, in France we participate in
projects to “re-train” young disabled people
whose training offers no prospects,
therefore increasing their employability.
This project supplements the many actions
carried out by our “Mission Insertion
Handicap” (Mission for the Inclusion of the
Disabled), which has been implementing
our commitments in favour of the inclusion
of the disabled since 2004.
The employment of young people is another
major social issue. In this area, we have
adopted a voluntary policy on apprenticeship
contracts and relationships with universities.
By the end of 2009, more than 4,800 young
people in France had benefited from an
apprenticeship contract. In addition, we are
conducting specific actions in favour of
young people from disadvantaged areas,
who experience increased difficulties in
access to employment. In France, in February
2008, we were one of the first companies to
sign the “Communities of Hope Plan”. In
2009, we exceeded our recruitment commitments
despite a difficult context, and signed
an amendment with the Inter-Departmental
Mission for Repatriates (MIR) to extend the
benefits of the Communities of Hope Plan to
Harki children. The Group’s commitment is
also furthered by the action of the Group’s
different Regional Departments in France,
alongside associations such as FACE
(Fondation Agir contre l’Exclusion) and IMS-
Entreprendre pour la Cité.
promoting the spirit
of solidarity among
our employees
% of females, and female managers and female top managers in the Group
France
United Kingdom
Poland
Spain
OBS International (Equant)
Belgium
Romania
Switzerland
Egypt
Slovakia
Dominican Republic
Senegal
Jordan
Ivory Coast
Madagascar
rest of the world
Total Group
0 10 20 30 40 50 60
In the spirit of the Orange brand, we encourage
and help our employees to become
active in issues of responsibility, because
“together we can do more”.
In France, as part of the Cercle Passeport
Télécoms, experienced volunteer Group
managers help students from disadvantaged
areas to enter top universities. With
160 tutors, we are the top contributor to this
initiative, hailed by HALDE at the Equality
Summit held on September 29 to 30, 2009.
We are also the main partner in the initiative
“Nos Quartiers ont des Talents” (Our districts
have talents), founded by a Group employee
to help young graduates from disadvantaged
neighborhoods find their first job.
% females in total headcount % female managers and female top managers
(out of total management and top management population)
30 / looking out for all our employees around the world

More than 80 Orange managerial staff in the
greater Paris region of Île-de-France (including
members of the Executive Committee)
sponsor young graduates. Since the launch
of this operation in 2008, 180 young people
have been sponsored and 86 of them have
found a job. More than 50 Orange sponsors
also participate in the Lyons branch of the
program, launched on December 1, 2009.
Our Orange Foundation also encourages
our employees to become involved in philanthropy
projects through volunteer work,
the sponsorship of projects and collective
employee support.
In France, volunteer work is organized by
the Orange Solidarity association and is
done during the employee’s free time. To
date, we have approximately 300 employee
volunteers involved in different missions,
run by the Foundation in France or internationally.
In Spain, the “Solidarios” program
rallied 300 employees around 13 volunteer
activities in 2009.
With project sponsorship, any employee
can ask the Foundation to support projects
carried out by an association in which they
are involved and which fits in with the
Foundation’s philanthropy philosophy.
Lastly, employees are motivated to collect
funds for causes supported by the
Foundation, by organizing collective events,
such as sports challenges, or participating in
sales challenges, and donating the funds
raised.
Since January 2009, Orange employees
in France have been able to donate their
“talent points” earned from challenges and
internal programs to two associations with
ties to the Foundation: Volunteers for People
with Autism (VA), to enable autistic children
to go on holidays at appropriate facilities,
and Marseille Centrafrique Solidarité, to aid
the construction of a home for young girls in
Bangui.
focus
Orange as a partner of the
Diversity Club
As part of the 2009 Women’s
Forum, our Group participated
in the creation of the Diversity
Club. Bringing together
companies which are very
involved in promoting diversity,
this club aims to highlight the
market’s best practices and
identify their key success
factors in order to distribute
them as widely as possible.
women’s networks at Orange
Business Services
In keeping with its diversity
policy, Orange Business
Services encourages the
development of women’s
networks at its main sites.
The “Global Diversity Network”,
made up of 12 women –
international senior managers –
met three times in 2009. An
initial women’s network has
already been launched in
France.
“Mutationnelles” 2009: a study
on female engineers in France
In 2009, our Group sponsored
a detailed study on female
engineers and scientists
in France.
This study showed the basic
trends for this population in
terms of training, employment,
remuneration and choice of
career or even company. A
summary can be downloaded
at www.orange.com/
mutationnelles09/.
improving our recruitment
practices
In coherence with its
commitment in favor of equal
opportunities, our Group is one
of 50 companies volunteering
to test anonymous CVs
between November 2009 and
April 2010. Since 2008, we have
also been partners of the Equal
Opportunities and Employment
train, which enables a positive
message to be sent to people
engaging in self-censorship.
During the train’s 12 stops
across France in 2009,
40 recruitment managers
formally interviewed more than
750 candidates with the most
varied profiles.
United Kingdom: mobilizing
employees with Orange
Community
The Orange Community
program was created to
encourage Orange employees
in the United Kingdom to collect
funds for charity associations.
In the space of six months, more
than £50,000 was collected.
A fund-raising operation was
carried out by Orange United
Kingdom employees on “World
Peace Day” on September 21,
2009. The funds collected will
help support the UNICEF
program in Northern Uganda in
the Acholi and Lango regions.
The goal of this program is to
develop “safe schools” and thus
facilitate vulnerable groups’
return to school. Around a
hundred schools are involved.
The Group Orange Foundation
will co-finance this initial project
in Uganda with Orange United
Kingdom.
31

2009 report
objectives disclosed
in the previous report
deadline status major achievements in 2009
Social dialogue
Finalize the implementation of the worldwide
Works Council.
Skills development
2009
Continue to grow the professionalization paths. 2009
Prepare for the accelerated departure of retirees
from 2012:
– increasing recruitment in strategic functions. 2009-2010
– increase the number of apprenticeship contracts
by 25% (2009 target : 4,500).
Occupational health and safety
Implement the Group’s reference framework in the
area of health and safety in the workplace at the
Group’s various entities by defining local action
plans.
Foster the exchange of good practices among the
entities in the area of stress management.
Diversity
Implement a policy of professional equality
between men and women in all countries.
In each country, identify a second subject
of interest in terms of diversity and implement
an action plan.
Implement diversity reporting in all the Group’s
entities.
Develop the “shadowing” program Europe-wide
to promote scientific and technical careers among
women.
Objective postponed due to the employer-employee
relations crisis in France.
Creation of 11 professional paths in 2009 on top
of the 39 which already exist.
2009-2012 Signing of seniors agreement in France.
2009
2009
2009
2009-2010
2009-2010
End-2009
2009
item reviewed by Deloitte objective acheived project in progress
In 2009, 74% of external recruitments were carried out on
strategic functions.
Approximately 4,800 apprenticeship contracts
at the end of 2009.
In the context of the French social crisis at France
Telecom, the priority given to the prevention of psycho
social risks has led the Group to re-think the
implementation of this reference framework and to not
deploy it according to its initial definition.
Launch of training on psycho social risks.
Inventory of fixtures on stress and working conditions in
France (Technologia Study).
Implementation of dialogue mechanisms in France
following the crisis (Technologia, “Assises de la refondation”,
negotiations with employee representation bodies).
Launch of a Group policy and implementation of action
plans in France, UK and within Orange Business Services.
Signature in March 2009 of the Code of Good Practices
to encourage female scientists to pursue careers in the
information and communication technology sector.
All the European entities and many African countries have
identified a secondary diversity issue and have constructed
action plans to be implemented in 2010.
Reporting implemented.
Launch of shadowing mechanisms in France, Spain,
United Kingdom, Romania and at Orange Business
Services (Egypt).
32 / looking out for all our employees around the world

2010 roadmap
objectives
deadline
Employer-employee relations commitment
Generalize the dialogue with employees across all of the countries where we are present using means suitable to
the local context (employee representation bodies, survey retainers, employee forums, etc).
Define a social performance indicator, reflecting employee satisfaction, which will be included in the variable
remuneration portion of Group executives.
Define “principles of commitment to employees” Group-wide and adapt these principles for all country entities,
considering local specificities.
2010-2012
2010-2011
2010-2011
Complete the implementation of the World Group Committee. 2010
Skills development
Follow the development of career paths and the number of certified paths. 2010-2011
Employee voluntary service
Working with the Foundation, launch volunteer work on skills in France and evaluate conditions for extending it to other
territories where the Group is present in keeping with local legislative frameworks.
Diversity policy
Strengthen the policy of professional equality between men and woman in all Group countries by implementing
tools and mechanisms dedicated to the performance of this policy (training, mentoring, shadowing, etc).
Implement a system of monitoring associated with the progression of diversity indicators within the Group
(percentage of women in technical fields, women in management positions, percentage of women in managerial
bodies).
All European entities and some African countries have identified a second diversity topic and have established
action plans to implement in 2010. Verified for France, Poland, Slovakia, Spain and UK.
Human rights
2010-2012
2010-2011
2010-2011
2010-2011
Based on the UNI agreement, define a Group doctrine and identify the related indicators. 2010
33

experiencing the
world with confidence
Our innovative solutions and their uses offer our customers thousands of
new possibilities. However, as with all new developments, there can be
pitfalls. Our corporate responsibility therefore means supporting our customers
in these new possibilities, while ensuring transparency, quality and
security in their everyday use of our services. We enable everyone to interact
freely and confidently in a transparent, simple and safe digital world.
This is why quality of service is our number one priority, and one to which
we are all committed. Finally, we clearly promote the safe and responsible
use of our products and services.

making quality the priority
Any high-performance solution, regardless of how innovative it may be, must be user-friendly
and 100% workable. That is why we make every effort to design the simplest and most reliable
products and services from the day they are sold until the end of their useful life. In the event of
a crisis such as natural disaster, we are able to dispatch our experts immediately to provide an
effective response to any contingency or system failure, and ensure that communications and
data remain secure in all circumstances.
supporting new usages
Everyone adopts new communications applications at their own pace and in their own way.
Those comfortable with technology can access our solutions when they choose to at our
self-service stores and in our online management and configuration spaces. Others may rely
on the support of our staff for guidance on the various products and services available, in order
to select those that best meet their expectations, and to manage their services throughout.
In all cases, we are committed to providing complete and clear information on best practice in
the digital world, safety and good conduct.
going further through dialogue
We know that we are not the only company offering state-of-the-art technology. That is why we
are always open to dialogue and are quick to form partnerships that will improve security,
provide more information for our customers and respond to concerns about radio waves, or
work with our suppliers towards a more responsible procurement policy.

38 gaining our customers’ loyalty
43 promoting safe and responsible use
46 tackling the issue of radio waves
48 responsible procurement principles
50 2009 report
52 2010 roadmap

gaining our
customers’ loyalty
Orange’s goal is to be our customers’ favourite brand; the one they recommend to friends and family.
To achieve this, the Group seeks to form a lasting relationship built on quality, in line with the values of
simplicity and proximity that the brand represents.
quality of service:
an absolute priority
In a world where customers are increasingly
well-equipped, quality of service becomes a
major element for building customer loyalty
and standing out from the competition. Our
aim is to become the benchmark telecommunications
operator in terms of quality of
service. The quality of service offered to all
our customers (private, professional or business)
is subject to ongoing measures in all
markets. A survey-based tool comprising
specific studies, customer demand analysis
and performance-indicator monitoring
results in targeted improvement plans. The
goal is to optimize service and foster a relationship
built on trust to establish customer
loyalty to the Orange brand.
Achieving this goal means training our staff
and developing their skills, which is the
basis for full and rewarding customer dialogue.
This is supplemented by an ongoing
operational improvement process: for example,
in Switzerland, a callback service means
that the caller does not need to keep holding,
while in Poland, a problem resolution
procedure has been implemented on first
contact. Customers are dealt with more
efficiently, which improves their satisfaction
and loyalty.
anticipating demands
The quality of our customer relationships
also depends on the efforts made upstream
to improve their experiences with our services.
In 2009, this resulted in a decline in the
number of technical calls in the Group’s
core markets. In three countries, a new line
analysis and configuration tool (DLM) has
significantly improved the quality of service
rendered to online customers. This application
will be rolled out to seven other countries:
in the first nine months of 2009, the
call rate has already fallen by 50% in Poland
and by 20% in Spain.
Home installation and shorter delivery times
have also contributed to this result, as has
clear and accessible information. For example,
the Group’s websites are developing
new ways of dealing with questions (e.g.
forums, blogs, direct chats, etc).
All these improvements and good practices
are implemented Group-wide and shared
with our subsidiaries. As a result, Mobistar
in Belgium and Orange in Austria have been
able to carry out an in-depth review of the
content and ergonomics of their websites to
anticipate their customers’ demands.
meeting the demands of businesses
For Orange Business Services, quality of
service is specific in that it addresses two
segments with different needs: business
telecommunication managers and end
users. Orange Business Services works
continually on these two segments. In
2009 for example, we launched a dedicated
concierge service for video conferencing:
someone is on hand 24 hours a
day for reservations, technical implementation
and user support. We have also
launched “Multi-Solution Deployment”, a
service based on a commitment to availability
and delivery time when a telephony
project begins.
dealing effectively with emergencies
The Group is committed to continuity of
service. Our crisis management process
ensures a fast and effective response to
emergency situations. This approach
proved effective during the storm that hit
southwest France on January 23 and 24,
38 / experiencing the world with confidence

focus
2009, causing considerable damage to
our network. The national crisis plan was
launched immediately. Out of the
350,000 house holds without telephone or
Internet access (largely due to power outages
affecting technical sites), 100,000
lines were restored within 24 hours and
another 200,000 within 48 hours. Within
three days of the storm, close to 4,000
maintenance engineers were deployed on
site in the three regions concerned
(Aquitaine, Midi-Pyrénées and Languedoc-
Roussillon) to repair individual lines.
More recently, the Group took action following
the earthquake in January 2010 in Haiti
to help restore local and international telep
h o n e c o m m u n i c a t i o n s . O r a n g e
Dominicana led several initiatives along the
border between Haiti and the Dominican
Republic. Despite the difficult conditions, it
sent engineers, equipment and fuel to Portau-Prince
to help the local operator (Digicel)
get its network back up and running.
variation of customer contact rates
(calls to technical helplines) in the 4 main countries
fi xed lines services internet (France, mobile (France, average for
(France, Poland) United Kingdom, United Kingdom, 4 countries
Spain) Poland)
–11%
–3%
–11%
–3%
–7%
–9% –9%
–11%
–13%
–14%
new set of awards for the Group
At the 2009 World
Communication Awards (WCA)
ceremony, our Group received
three of the most coveted
awards in the
telecommunications sector.
For the fourth year in a row,
Orange Business Services was
voted “Best Global Operator”
and, for the third year running,
Orange was named “Best
Mobile Service Provider”.
In addition, in 2009 the Telemark
institute awarded Orange
Business Services the World
Record Award, a prize for the
operator that has contributed
the most to raising the level
of consumer satisfaction.
The Group already held
the previous record.
In 2009, Orange also came first
in the Fixed and Internet
category following a survey
conducted by Bearing Point and
TNS Sofres on 4,000 customers
and end users.
high satisfaction among
professionals in Poland
A survey of businesses by the
Polish regulator showed a high
level of satisfaction for TP
services in terms of fixed
telephony, with 7 out of 10
respondents giving a rating of
Good or Very Good. Satisfaction
was also high for mobile service
operators, with Orange earning
a special mention for the quality
of its information lines.
satellite hook-ups successfully
restored in Equatorial Guinea
A satellite is an essential
telecommunications option
for landlocked countries with
no fixed network. It is a
somewhat fragile solution that,
if the satellite connection
is interrupted, can leave
an entire country without
telecommunications. This
occurred in late January 2009
in Equatorial Guinea. GETESA,
the Guinean operator,
of which France Telecom is
a shareholder, appealed to the
Group’s satellite connection
experts to redirect the 11 of its
GSM network antennas towards
a newly available satellite.
This task was entrusted to
our teleport staff at Bercenayen-Othe,
one of the largest
teleports in Europe and renowned
worldwide for its expertise.
Considering the difficulty of travel
through the equatorial forest,
it took 14 days to restore most
of the technical equipment/
satellite interfaces and national
traffic on Guinean soil.
2007
2008
2009
–21%
–22%
39

support for new usages
With technology becoming ever more complex,
the Group has decided to focus on the
reliability and simplicity of its products and
services, and on developing high-performance
support services to assist its customers
throughout their user experience.
simplicity +: simplifying the customer
experience
As part of our Time-To-Market process,
which covers product design and development,
the simplicity of the entire customer
experience (including installation and usage,
as well as after-sales service) is taken into
account, from the design stage to aftermarket
services.
Our Simplicity + scheme is aimed at validating
and increasing this simplicity.
At our Customer Test Centres (CTC), products
and services can be evaluated from a
customer standpoint. Upstream, they examine
how well prospective customers understand
our product range, then, once they
have signed up, staff monitor their day-today
usage of it.
They evaluate the customer’s acceptance
of the level of simplicity of each stage and
note the problems they encounter. Based
on this evaluation, recommendations are
made which allow us to refine our products
and services, usually prior to launch. This
scheme covers private, professional and
business customers.
The perception of how complex a product
or service is can vary from one country to
another, depending not only on the local
culture, but on how certain customer experience
stages are handled, e.g. subscription
or billing. This is why we have test centres in
the main countries where we are present.
More than 300 tests were carried out in
2009 across 14 countries, by around a hundred
employees. The 10 test centres based
in France, Poland, Spain, Egypt, Senegal,
Republic of Côte d’Ivoire, Madagascar and
Switzerland take into account the many
cultural facets and positioning of the products
and services in each region.
global support
To make life easier for the customer, we
offer appropriate support services upstream
and at all stages of the customer experience,
from product and service design right
up to the time of purchase. This includes
advice on the choice of equipment or price
plan, home installation, IT support, switching
to a new plan over the telephone or
online and configuring the mobile phone.
Online help is an increasingly popular option,
supplementing traditional channels. On the
Group’s websites, customers can use the
step-by-step help tool to find answers to
questions, whether it concerns a contract,
the benefits of a particular price plan or
a request for assistance. The help tool
includes links to telephone support or online
chat, educational videos, and topic-related
forums. In the spirit of Web 2.0, the Orange
community can share experiences or offer
each other troubleshooting tips.
close contact
Orange stores are a unique meeting place
between the brand and customer and are
another key element of our customer relations
policy. Customers can spend time browsing
the products on display, trying them out and
making an informed choice, with the added
benefit of receiving before- and after-sales
service. In short, we guarantee our customers
end-to-end support.
The main focus was on two aspects in 2009:
greater network density and the creation of
new store formats. In Austria, for example,
although we are the third largest operator on
the market, we have the most retail outlets
(92), owned either outright or by independent
partnerships. Nationwide, this gives us a high
profile. In Spain, 81 stores were opened at
the end of 2009, and plans are in place to
open more than 300 new stores by 2011.
In France and the United Kingdom, the opening
of large-format flagship stores adds to the
existing network. With service, demonstration
and test areas, these stores offer a truly local
experience for the long term.
Our distribution networks are tailored to local
requirements. In Romania, for example, we
are opening franchises, with 114 new stores
in 2009. In Africa and the Middle East, where
there is a unique distribution system, the network
is made up of Orange stores (for example,
80 new stores opened in Cameroon in
2009) supplemented by a large number of
retailers who also carry the brand. Many
countries have a travelling sales force, like in
the Central African Republic, where 50 sales
representatives have been recruited to travel
around Bangui to meet with consumers.
40 / experiencing the world with confidence

promoting a responsible
relationship with our
customers
focus
Our commitment towards building a lasting
relationship with our customers is based
on responsible marketing and communication,
in line with the values and principles
enshrined in the Group’s code of conduct.
Our responsible marketing guidelines, produced
in 2006 and validated by the
Group’s marketing department, ensure
that our advertising campaigns adhere to
international codes of conduct, as well as
our corporate responsibility commitments.
These guidelines, taken into account in the
Time-To-Market process, inform the launch
of new products and services, including
our requirements for personal data security
and confidentiality, and the protection of
children.
We also apply industry codes of conduct
such as the Mobile Marketing Association
guidelines on mobile advertising.
To extend the principles adopted by Orange
France with the signing in 2008 of the
Responsible Communication Charter of the
French Advertisers’ Union (“Union des
Annonceurs”), in 2009 we worked on the
elaboration of a Group Code of Responsible
Communication. This code is founded on
five key principles:
• respect for individuals;
• being transparent and reliable;
• behaving as a responsible actor;
• taking environmental protection into
account;
• encouraging our partners to respect these
principles.
Orange Care: a new dimension
in customer service
As more and more valuable data
is stored on our phones
(address books, photos, videos,
etc), in February 2009 we
launched Orange Care in all
European countries where we
are present. This is a brand new
service that protects not only
the phone, but also the
information and data stored on
it, from any unfortunate incident
that might occur. This service,
designed to support customers
throughout their relationship
with Orange, consists of three
levels: a content transfer service
offered at Orange stores,
insurance combined with data
safeguarding/synchronization
services, and a used phone
recycling service. With
2.5 million users in February
2010, Orange Care has been a
huge success. To build on this
success, soon we plan to launch
a scheme that offers access to
a personalized support service.
a responsible marketing policy
for Orange in France
A responsible marketing policy
was defined in France in 2009,
taking into account the
stakeholder expectations survey
conducted in 2008. It is based
on five commitments:
• designing and promoting
clear and transparent products
and services;
• prioritizing dialogue (e.g.
with customers, consumer
associations, etc);
• offering products and services
tailored to different market
segments;
• supporting responsible phone
use;
• protecting the environment.
Initially circulated in France, it will be rolled out
to the rest of the Group in 2010, with specific
training for staff in charge of communication.
41

ensuring the security
of exchanges
Spam, phishing, computer viruses – as
Internet usage grows, so do new risks,
which need to be fought effectively.
For over ten years, Orange has monitored
its network security, enabling it to track
threats and devise suitable responses.
As part of its Global Security Policy, the
Group ensures that the different risks are
taken into account right from the initial
design stage.
Our security team regularly brings the various
risk factors to the attention of our product
marketing department. Security can
then be monitored throughout the development
process. In 2009, all multiple-country
products and services developed by our
technical centre underwent individual security
testing. This will soon be extended to
single-country product offerings in France
and at Orange Business Services. At each
of our subsidiaries, we implement the necessary
measures to ensure the integrity and
confidentiality of the data entrusted to us.
encryption, the cornerstone of security
Encryption is essential to many telecommunications
services, because it prevents
attacks such as identity theft, eavesdropping
and data manipulation.
Our Group boasts real expertise in the field
of encryption and regularly develops new
tools. We were notably part of the E-Poll
project, an innovative solution for electronic
voting security.
mobilized employees
To ensure that each Group employee
becomes fully aware of these issues, data
protection requirements have been included
in employment contracts. A charter known
as the “confidentiality code” specifies the
information security rules that each employee
must follow. Translated into eight languages,
it was the subject of a huge internal communication
campaign in 118 countries in
2008. For more information, employees can
check the dedicated “online security” intranet
site or contact one of the global security
coordinators within each Group entity.
clear rules on confidentiality
As part of our responsible marketing policy,
we ensure that personal information is only
used for marketing purposes with the customer’s
consent. We include these requirements
in contracts with our business
partners.
solutions for customers’ benefit
We offer our customers a whole range of
security solutions facilitating electronic
exchanges while offering end-to-end protection:
secure workstations (PC) and interface
tools (mobiles, PDAs), secure network
access (Internet, virtual private networks),
protecting corporate resources against
eavesdropping or hacking attempts, and
detecting and anticipating threats.
Apart from technical solutions, we also give
our customers practical advice on how to
protect their personal information. For example,
private and business customers in
France can consult the “Protect Yourself”
section on the Orange Assistance website
(http://assistance.orange.fr/IHD/). For businesses,
the Orange Business Services
Security Blog (http://blogs.orange-business.
com/securite/) offers comprehensive information
on security issues and allows experts
to share their experiences and tips.
for responsible usage of social
networking sites
Social networking sites are expanding rapidly.
However, making too much personal
and work information public can harm the
user’s personal life and even become a
business threat. To make Internet users
aware of safe usage on social networks,
Orange Business Services has placed several
articles and videos online on its security
blog, explicitly showing the risks associated
with insufficient protection of personal information
and giving practical advice for selfprotection.
42 / experiencing the world with confidence

promoting safe
and responsible use
The opportunities for interaction offered to Internet users are constantly growing, while online services are
enjoying a boom. With a wide range of new applications on offer, Internet users, especially minors, need
to learn how to get the most out of their online experience without being exposed to new risks. That is
why we are doing our utmost to protect children and teenagers who use the Internet and mobile phones.
This approach is part of a broader policy of making our customers aware of responsible use.
child protection:
a priority issue
Internet and mobile telephony form an integral
part of the daily life of young people.
With new phenomena such as blogs and
social networks, parents suddenly feel vulnerable.
To help them steer their children
towards safe and responsible use of new
technology, Orange has drawn up a child
protection policy based on two key principles:
– developing tools to protect young market
segments against content that could be
offensive;
– responsibly providing information about
the risks and how to guard against them.
content control tools
To prevent young users from having access
to content that could be offensive, we are
implementing content classification, age verification
and filtering mechanisms. In most
European countries, Orange has implemented
a parental control option for blocking
access to inappropriate content for minors
from computers, mobile phones or digital television.
We also provide a moderation filter in
all our chat rooms and implement age verification
measures for online services not suitable
for minors.
raising awareness among families
and schools
Implementing control tools is vital, but it is not
enough. We also need to educate and explain
to children, as well as their parents, who are
sometimes less adept at using new information
technologies.
This is why the Group has prepared guidelines
giving parents simple and effective
advice on how to make mobile or Internet use
by their children 100% secure. These guidelines
are available in seven languages and can
be downloaded free from the Group’s
European sites. In many countries, such as
France, Spain, the United Kingdom and
Slovakia, Orange also offers a web portal
dedicated to the proper use of services.
To raise awareness at schools, the Group
works in partnership with specialist associations
such as the Family Online Safety
Institute. France Telecom is also one of the
founding members of the European initiative
“Teach Today”, which aims to provide teachers
with tools to make students aware of safe
Internet use.
In the UK, some of our employees have volunteered
to act as “Orange ambassadors”,
teaching people about the safe and responsible
use of the Internet and mobile phones. A
similar scheme exists in Poland, in partnership
with the Kidprotect association, and in
Mária Tóthová-Šimčáková
Child psychologist
“The Internet and mobile phones are new opportunities for our children. But it is essential to teach them how to use this new
technology responsibly. In Slovakia, 90% of children have a mobile telephone and use a computer at home or at school. The
‘Children and mobile telecommunications’ project aims to make teachers and children aware of the risks associated with
improper use of new technology and to give them practical advice on how to protect themselves. In 2009, this project
involved 5,175 children at 113 schools. The team visits schools all around the country, having interactive discussions with
children on the proper use of mobile phones. The team has made them aware of the problems associated with taking photos
or videos with their mobile phones without the consent of the people concerned, using their telephone to threaten or
harass someone, making abusive calls to emergency numbers, etc. Children today often know how to use computers and
the Internet better than some adults do. They go to chat rooms and discussion forums without being aware of the risks of
conversing with perfect strangers. Teachers and parents have therefore welcomed the guide published by Orange Slovakia,
which helps them to have an open discussion with children on the subject.”

Spain where Orange has formed a partnership
with the Protégeles Foundation. In
Slovakia, Orange is partnering specially
trained psychologists who visit schools to
educate them on the proper use of new technologies.
a worldwide commitment
As part of our child protection policy, we
actively participate in child protection initiatives
conducted by the telecommunications
sector.
Since 2007 we have been signatories of the
European Framework for Safer Mobile Use
by Younger Teenagers and Children, and
the Mobile Alliance against Child Sexual
Abuse Content. The purpose of this initiative
is to fight against child pornography on the
Internet via three key objectives:
– making the mobile universe hostile to individuals
or organizations that wish to
access, distribute, purchase or sell child
pornography;
– creating effective barriers against improper
use of mobile networks and services for
the purposes of accessing, distributing or
trafficking child pornography;
– stopping and reversing the increasing
trend towards child pornography on the
Internet.
broad and transparent
information
As well as protecting children, we are keen
to promote responsible use of our products
and services among our customers. This is
based on a fundamental principle: providing
transparent information about risks and
counter-measures.
So that everyone can enjoy new technology,
in most countries our subsidiaries’
websites offer a number of handy tips on
how people can protect their privacy, manage
their mobile phone budget, report
unlawful content, protect themselves against
mobile phone theft and prolong the life of
their phone. There are also reminders about
not using mobile phones while driving and
about responsible phone use in public.
deployment level of the Group policy on child protection
Global Mobile Internet
TV/VOD
at home
awareness
raising
age
verifi cation
parental
control
age
verifi cation
parental
control
access
control
France
United Kingdom
N/A
Poland
Spain
Switzerland
N/A
Slovakia
Belgium N/A N/A N/A
Romania N/A N/A N/A
Moldova N/A N/A N/A
44 / experiencing the world with confidence

focus
Poland: TP initiates an
agreement for child Internet
safety
TP Group, the Polish subsidiary
of France Telecom Orange,
was the instigator of a national
agreement on child Internet
safety signed in August 2009
by a dozen Internet service
providers, content providers
and non-governmental
organizations. The agreement’s
signatories have undertaken
to implement collective and
individual communication and
education programmes, to
create and apply procedures to
fight against unlawful content,
and to become involved in
international initiatives aimed
at improving child security on
electronic media.
a new film to raise parents’
awareness in the UK
In 2009, Orange UK produced
a new film aimed at raising
parents’ awareness of the
safety and responsibility issues
surrounding the use of the
Internet by children. Entitled
“Not knowing is not enough”,
this film is available to everyone
at www.orange.co.uk/safety
and is now used by training
networks, police authorities
and schools. It is the latest in
a series of educational films
to be distributed in recent years
on online security and
cyber-harassment and shown
at more than 70% of secondary
schools in the country.
psychologists at schools
in Slovakia
For the past three years,
Orange has conducted a
scheme in Slovakia aimed at
raising children’s awareness of
the responsible use of the
Internet and mobile phones.
Awareness sessions are
conducted at schools with
psychologists who are specially
trained on these issues. A
brochure on the proper use of
new technologies is widely
distributed in Orange stores,
schools, academic information
centres and on the website
www.orange.sk. In addition,
the educational portal
www.oskole.sk offers useful
advice on safe and responsible
usage of new technologies.
Orange Spain and Protégeles
sign a partnership for the
protection of children
In June 2009, Orange Spain
signed a partnership with the
Protégeles association to
conduct joint actions for the
protection of children and the
fight against unlawful content.
As part of this agreement,
Orange specifically agreed
to facilitate access from its
website to the signalling
mechanism for child
pornography content from the
portal www.protegeles.com,
which forms part of the
European network Inhope.
having fun in complete safety
In France, the United Kingdom
and Spain, Orange uses the
European PEGI standard
(www.pegi.info) to inform
parents and minors about
possible risks associated with
the video games available on
Orange World. Parental controls
have been implemented for
adult games.
45

tackling the issue
of radio waves
For years, concerns have been raised over exposure to radio waves and the potential health effects that
this might have. It is our responsibility to respond to them in a completely transparent manner.
four key commitments
In 2009, we refined our policy on radio
waves to better distinguish between issues
related to relay antennas and those related
to mobile phones.
Our new policy is based on four key commitments.
To implement this policy, we rely on a network
of radio wave correspondents in each
of the main countries where we are
present.
transparent communication
As part of the deployment of the Group policy
on radio waves, our subsidiaries are
introducing suitable communication tools to
inform stakeholders about radio waves and
communication technologies and to respond
clearly to concerns. Our scientists verify all
studies, reports and opinions by health
authorities, governments and experts on
health and radio waves, both internationally
and nationally.
Alongside the information campaigns
by national mobile telephone operator
associations (such as the AFOM in France
or the MOA in the United Kingdom), some
of our subsidiaries in Europe, as well as
Mobinil in Egypt, make scientific, regulatory
and technical information available on their
websites, along with links to the relevant
standards organizations and national associations.
In addition to this information effort, new
relay antenna installation or modification
projects are being conducted in close
cooperation with local authorities and communities.
In France, the UK, Switzerland and Spain,
we follow guidelines on good practice
drafted by local or national authorities, some
in partnership with mobile operator associations.
contributing to research efforts
Our teams of researchers participate actively
in technological research by developing
methods and tools to measure and view the
intensity of radio waves and conducting
studies on dosage and metrology. We specifically
contribute to research on dosage
conducted at the National Research Agency
and the WHIST Laboratory, together with
the Telecom Institute.
We also participate in working groups on
international standardization (CENELEC,
ITO, ETSI, etc).
Furthermore, our Group funds public and
private epidemiological and biological
research programmes as part of the agenda
of the WHO and the SCENIRH, as well
as those with the Fondation Santé
Radiofréquence in France, the Fondation de
Recherche Suisse sur la Communication
Mobile in Switzerland, and the MTHR
(Mobile Telecommunications and Health
Research) programmes in the United
Kingdom.
ensuring compliance with regulations on
relay antennas
In the absence of more restrictive local
regulations, all our subsidiaries must
observe the recommendations of the
ICNIRP* (International Commission on
Non-Ionizing Radiation Protection) or of
the IEEE on maximum public exposure
Orange footprint status regarding
EMF
legislation: European recommendation
Orange applies European recommendation
other local legislation applied by Orange
Tunisia
Jordan
Egypt
UK
Poland
Belgium
Luxembourg
Slovakia
France
Austria
Switzerland
Romania
Moldova
Mali Niger
Senegal
Guinea-Bissau
Guinea
Republic
Cameroon
of Côte d’Ivoire
Equatorial
Guinea
Dominican Republic
• Caribbean
Central African
Republic
Uganda
Kenya
Madagascar
Spain
Armenia
Botswana
• Mauritius
•Reunion
Portugal
46 / experiencing the world with confidence
• Vanuatu

focus
guidelines for relay antennas. To check the
compliance of our facilities, we regularly
take field measurements near our masts.
These measurements are then made public
on national authority websites. The
measurements in Europe and Egypt show
exposure levels in the vicinity of our masts
that are well below ICNIRP thresholds.
promoting proper use of mobile phones
Information about the SAR, or Specific
Absorption Rate of a mobile phone, which
indicates the maximum level of radio waves
to which a user may be exposed, can be
found on our websites, in-store or in manufacturers’
leaflets. In addition, for customers
wishing to reduce their personal exposure
to radio waves, a hands-free kit is automatically
provided in the mobile phone packaging.
Information on proper usage of mobile
phones issued by the relevant public or
national authorities is conveyed by each of
our subsidiaries on their website or via any
other suitable communication channel.
Among the measures proposed, the use of
an earpiece reduces exposure to mobile
phone radiation by a factor of 10. In addition,
some relevant national authorities also
recommend that users should try to avoid
making calls in areas with poor reception,
by checking the number of reception bars
displayed on the mobile phone.
the status of research
The World Health Organization
(WHO), SCENIHR* and ICNIRP*
reviewed the scientific studies
on the health effects of radio
waves and concluded that
public exposure due to relay
antennas and access points
does not engender identifiable
risks for neighbouring
communities.
As far as mobile telephones are
concerned, the result of these
studies does not reveal proven
risks, although at this stage they
cannot be entirely ruled out.
That is why the health
authorities recommended
continued research in order
to check whether prolonged
exposure (greater than ten
years) could have effects on
health.
To date, none of the authorities
recommend lowering the
recommended public exposure
limits, as confirmed in 2009 by
the ICNIRP.
France: participation
in the radio waves debate
In France, France Telecom
participated in the round table
on “radio waves, health and the
environment” organized in May
2009 at the government’s
initiative. This reaffirmed the
lack of health risks for those
living in the vicinity of mobile
phone masts, considering the
weak levels of exposure, and
advocated the adoption of the
precautionary principle for the
use of mobile phones. Following
the round table, an operating
committee on modelling and
experimentation concerning
exposure and cooperation
(COMOP) was set up. In the
follow-up to COMOP, ministers
praised the constructive spirit
and quality of the discussions
between the stakeholders
in this forum.
an exemplary information
mechanism in Egypt
Mobinil has implemented a
comprehensive mechanism for
informing the public about radio
waves. An information booklet
answers the main questions
raised by mobile phones and
masts. Each month, the Group
organises meetings on the
subject among local
communities. In addition,
a raft of measures has been
implemented every year since
2001 to check emissions from
masts. In 2009, 1,100 masts
were inspected, with a 100%
compliance rate with the
international recommendations
of the ICNIRP.
a new research laboratory
on dosimetry
Orange Labs and the Telecom
Institute created a joint
laboratory in 2009, the WHIST
Lab, which bolsters the Group’s
contribution in the area of
dosimetry. The Whist laboratory
is participating in a new National
Research Agency project known
as “Kidpocket”, which studies
the exposure of children to
radiation from new technology.
47

esponsible
procurement principles
The Group’s procurement policy is a key pillar of its control of social and environmental risks. Through
stronger partnerships with suppliers and subcontractors, it enables better spread of sustainable development
principles and encourages the rapid development of more environmentally-friendly products.
We pay special attention to the practices
adopted by our suppliers and subcontractors,
and include environmental and ethical
criteria in the selection and evaluation
process. Aware of the power that comes
from being an international group, we seek
to exert a positive influence by encouraging
our partners to develop more environmentally-friendly
products.
Within this same mechanism, dedicated
training was launched in 2009 for responsible
procurement, including human rights
and especially the prohibition of child
labour. In France, more than half of all
Group purchasers had received the training
by the end of 2009.
a structured evaluation
process
The France Telecom Group selects its suppliers
through a seven-stage process,
including supplier evaluation or listing at
certain points, as well as throughout the
lifetime of the procurement contract.
Besides quality-delivery-cost, the supplier
evaluation takes account of the following:
– adherence to applicable laws and regulations;
– observance of the rules of confidentiality,
fairness and subcontracting;
– the existence of clearly formalized hiring
and action plans;
– consumption of energy and natural
resources;
– social and environmental risk management
initiatives.
In 2009, the evaluation process was made
more stringent with the introduction of
social audits aimed at ensuring that suppliers
and their subcontractors adhere to the
Group’s commitments in terms of decent
working conditions, including not using
forced labour or child labour.
contractual requirements
All our contracts with Group-listed suppliers
contain a responsible procurement
clause entitled “Ethical practices – corporate
responsibility”. Strengthened in 2008,
this clause enables us to include our corporate
responsibility commitments in our
procurement contracts. Besides Group
contracts, it is being progressively implemented
in local contracts by our subsidiaries.
Furthermore, we examine energy consumption
requirements and water and
temperature conditions, if these are relevant.
In order to improve the environmental performance
of the Group’s products and
services, our calls for tender and contracts
with manufacturers will increasingly require
data on equipment energy consumption
and CO 2 emissions related to the manufacture,
distribution and use of the products.
an overall performance
monitoring device
Since 2004, our QREDIC ® tool has allowed
us to measure the overall performance
(economic, environmental, social and ethical)
of our suppliers. This tool is implemented
in all contracts using Group-listed
suppliers.
Each contract is evaluated once or twice a
year, with the support of the entities concerned.
The results are presented to the
suppliers and, if necessary, allow progress
plans to be defined.
This monitoring system, which already
existed in local procurement contracts in
France and the UK, was deployed in 2009
on local procurement contracts in Spain,
Romania, Switzerland, the Dominican
Republic and Republic of Côte d’Ivoire.
For 2009, QREDIC ® has been implemented
for 52% of the Group’s procurement (consolidated
data).
129
out of 155 suppliers monitored have
had a CSR evaluation within the last twelve months.
94%
of evaluated suppliers showed results conforming to Group requirements.
The remaining 6% were the objects of corrective action plans in 2010.
48 / experiencing the world with confidence

focus
stricter supplier risk
management
Companies are potentially exposed to a
wide range of risks in terms of procurement
and supply: these include financial
risks, performance risks (quality, delivery,
innovation), geopolitical risks, weather,
health risks, corporate responsibility risks,
and so on.
To deal with these potential risks and better
anticipate them, we developed a surveillance
and alert mechanism in 2009 for
the entire spectrum of risks. We have
developed an identification model in order
to identify suppliers whose failure could
have significant consequences on our
business. These suppliers are regularly
evaluated by different departments:
Supplier Performance Development for
CSR and performance (quality, delivery,
innovation); a dedicated team for finance;
our China office for supply and production.
CSR evaluations derive from a comparison
of the critical nature of the risks presented
by the company’s activity and its ability to
control them. This CSR evaluation is supplemented
by the results of social audits.
social audits in Asia
The Group has entered into
an agreement with an
internationally renowned firm
to perform audits and controls
on suppliers in the Far East.
Initially, the services focused
on audits related to production
quality. Since 2009, these audits
have also included the social
dimension. An initial audit of
this type was performed in late
2009, based specifically on the
SA 8000 international standard.
In addition, a cooperation
agreement was signed in
December 2009 between
Deutsche Telekom, Telecom
Italia and our Group to share
the CSR audits of Asian
suppliers that will be conducted
according to a shared
methodology. This initiative will
reinforce the consideration of
corporate responsibility
principles in the supply chain,
optimizing its evaluation
process both for the suppliers
and the operators.
a status report on local
contracts
In 2009, we performed a status
report on the existence of the
“Ethical practices – corporate
responsibility” clause in the
local contracts of several
subsidiaries in Europe, Africa
and the Middle East. This status
report noted that over 80%
of local contracts contained this
clause. Factors such as national
context and local regulations
influence the inclusion of this
clause in its entirety.
a supplier seminar on eco-rating
On March 25, 2009, as part of
the product eco-labelling project
launched in June 2008, we
asked our 19 mobile handset
suppliers to share the lessons
learnt from the first two waves
of handset evaluations, and the
changes made to the
methodology. All the suppliers
were represented and were able
to engage in exchanges on the
methodology used, the adopted
hypotheses, and the findings
resulting from the evaluations.
On this occasion, we were also
able to share our environmental
concerns, specifically in terms
of sensitive and non-renewable
resources and the fight against
climate change.
49

2009 report
objectives disclosed
in the previous report
deadline status major achievements in 2009
Quality of service
Improve the performance monitoring in
terms of quality of service.
Publicly disclose the customer contact
rate (calls to technical support centres)
in the four main countries.
Continue the deployment of the action
plans intended to improve quality of
service.
Upstream inclusion of simplicity in
product design by involving
ergonomists.
2009
2009
2009
2009
Security and protection of personal information
Increase security of products and
services.
2009
Greater recognition of country risk. 2009
Making the use of encryption and
authentication solutions mandatory
for sensitive data across all Group
companies.
Child protection
Continue deployment in all Group
companies of measures recommended
by the European framework on Safer
use of Mobile Phones by Children and
by the GSMA alliance for the fight
against child pornography.
Set up a working group to draft
recommendations for new applications
(e.g. social networks, online games,
blogs, etc).
Continue efforts by European
companies to instruct teachers on safe
Internet use.
2009
2009
2009
2009
Implementation of the CET (Customer Experience Tracker) in all main
European countries to measure customer satisfaction.
These customer contact rates are available for consultation on
page 39.
Implementation of Web 2.0 projects: the help forum with responses
certified by an Orange technician and the free e-Chat service that
enables the user to chat online with a representative, which provides
people with speech and/or hearing impairments with access to the
assistance that they need, and also saves making costly calls to the
hotline. Opening of two concept stores in the UK (Milton Keynes and
Monmouth) based on the community and multimedia for better
meeting (and learning about) the needs of our customers.
Inclusion of the “Simplicity +” approach in the product development
process (Time-to-Market process).
Continuation of the implementation of Test Centres and Customer
Expertise Centres (10 centres). Increased customer experience tests
prior to the launch of products and services.
All multiple-country solutions originating from the technical centre and
presenting a security issue have undergone specific monitoring.
Guide to internal usage made available to sales staff, explaining how
to control risks and security in the development of any product or
service.
The policy of linking personal safety to country risk was deployed in
2009. The aim is to improve the safety of travellers and expatriates by
introducing universal guidelines.
Preparation of the Group policy on information security while travelling
(widespread in December 2009), followed by the drafting of guidelines
on good practice (due out in 2010).
Decision to extend this to strategic marketing and launch of
operations. Preparation of a guide enabling sensitive information to be
better identified (currently available in French with an English version to
follow). Due to be rolled out to other Group companies in 2010.
Launch of a working group in March 2009 to direct the deployment
of national action plans.
Implementation of a parental control system in most European
countries.
Implementation of child pornography content filtering in Romania and
Slovakia in 2009.
Launch of a working group in September 2009, which identified and
prioritized the major issues for which recommendations will be defined
in 2010.
New educational film distributed to schools in the United Kingdom.
Participation in the development of the Spanish “Teach Today” portal.
50 / experiencing the world with confidence

objectives disclosed
in the previous report
deadline status major achievements in 2009
Responsible communication
Set up a working group to define Group
guidelines on responsible communication.
Radio waves
Continue to implement the Group’s
policy on electromagnetic radiation
within all Group companies.
Extend SAR labelling of mobile phones
to Orange websites, user guides and
Orange stores for the Group’s principal
entities.
Make information on proper usage of
mobile phones available to customers
via the Group subsidiaries, websites,
or at Orange stores.
Responsible procurement
Include a section on “energy saving
and sustainable development” during
supplier meetings.
Adapt the “Ethical practices – corporate
responsibility” clause to emerging
countries (Asia/India) for a better
understanding of the Group’s
commitments.
Introduce environmental criteria when
choosing mobile handsets distributed
by the Group.
Deploy the QREDIC ® tool to measure
supplier performance for local contracts
in other countries.
2009
2009
2010
2010
2009
2009
2009
2009-2010
Development in 2009 of a code of responsible communication, which
was presented to the Group Management Committee and worked on
with communication managers from the UK, France and Spain.
Updating in 2009 of the Group’s policy on electromagnetic radiation
to distinguish the issues related to mobile phones from those related
to masts.
Extension of SAR labelling onto websites, user guides, or in Orange
shops for the main Group entities.
Conducting measures of network antenna power either during
independent organizations’ campaigns, or by ensuring the
presentation of a certificate of conformity (ICNIRP or according to local
legislation) the moment they are put into service.
Information campaign in place in major European countries except
Poland.
Letter sent out in January 2009 to all strategic suppliers.
Adoption and gradual reinforcement of energy consumption criteria in
Group consultations.
Two Supplier Business Reviews organized in 2009, including an
energy consumption section.
Work in progress to adapt the “Ethical practices – corporate
responsibility” clause to different types of purchases and to the
geographical location. Specific work carried out with Asian suppliers.
Launch of a social audit on asian suppliers according to the SA 8000
standard: one in China in 2009.
Addition of supplementary questions in the product selection process
allowing the environmental impact of a product to be assessed. Due
to lack of information from suppliers, this criterion could not be used.
Discussions under way with our suppliers on this subject. The
environmental performance labelling of a product can only be done
after its selection.
The QREDIC ® tool was deployed in 2009 on local purchases in
Romania, the Dominican Republic, Spain and Switzerland.
item reviewed by Deloitte objective acheived project in progress
51

2010 roadmap
objectives
deadline
Customer relations
Implement plans to improve the customer experience in the eight main European countries. 2010
Responsible communication
Extend the responsible communication charter implemented in France to our European operations. 2010
Data security
Continue employee awareness on data security, especially during travel. 2010
Bolster oversight on “IT and network” security and continue the development of secured services on PCs and PDAs. 2010
Continue to focus on security in the development of new products and services by appointing dedicated security
analysts in the Group’s major Business entities.
Continue to implement the security management system (SMS) improvement loop, with an emphasis on event security
management and business continuity management.
2010
2010
Privacy protection
Define a Group privacy policy and establish a local action plan under the charter for each European country. 2010
Determine a maximum data storage period for each of the Group’s search engines. 2010-2011
Develop and deploy tools enabling each customer to better manage all data posted on Orange services. 2010-2011
Inform our customers of the risks and good practice in terms of the protection of personal data. 2010
Establish a “Privacy Day” to mobilize employees on personal data protection issues. 2010
52 / experiencing the world with confidence

objectives
deadline
Promotion of good usage of services
Governance
Implement “advice on safe and responsible usage”.
Child protection:
– define a Group policy and establish an action plan for each European country with local implementation of the
charter;
– implement a parental control system for the entire content offering;
– launch user communication and awareness campaigns.
2010
2010
2010-2011
2010-2011
Electromagnetic radiation
Define the doctrine in terms of employee intervention. 2010
Extend compliance audits on mobile phone masts. 2010-2012
Responsible procurement
Review the responsible procurement clause to facilitate its inclusion by stakeholders. 2010
Implement a shared evaluation system for supplier social and environmental risks. 2010
Continue conducting social audits on our suppliers and subcontractors in China. 2010
Deploy our QREDIC ® tool on local contracts in Poland and Slovakia. 2010
53

a world
accessible to all
“Our business is all about connecting people. We are there to enrich
people’s day-to-day existence and make life easier by allowing them to
interact more with family, friends, professional contacts, services, public
institutions, associations and interest groups, etc. Our technology opens
up a whole new range of potential applications, and we are convinced
that the benefits that they bring should be shared with as many people as
possible. Because the new digital world only makes sense if it is available
to everyone – regardless of their location, age, health, social status or level
of education.”

access for all
One of the main aims of our corporate social responsibility policy is to provide broader access to
our communication services. The Group is therefore closely involved in actions and investments
aimed at increasing the geographical coverage of its networks: opening up isolated regions,
tackling “dead zones”, and increasing the connectivity of developing countries.
Since access to communication services may be held back by economic difficulties, we make an
effort to offer products suitable for people on low incomes, allowing them access to the services
they need to make daily life easier. Lastly, we have initiatives in place to facilitate access to
communication among the disabled or dependent.
spreading technological progress
The Group is driven by innovation. It nurtures the development of original technologies and
services whose potential applications go beyond the realm of traditional telecommunications. We
believe it is our responsibility to turn these developments into tangible results and apply them in
new areas. In healthcare, for example, we face the challenges of dependency and better care; in
local development, we strengthen the economic fabric and facilitate communication between
companies and administrations; in education, culture and knowledge, we provide dedicated
products.
encouraging sharing and cooperation
In short, we are committed not only to furthering interaction, but enhancing it. By promoting new
applications, we can foster a wide range of initiatives that strengthen solidarity, bring communities
together, and encourage local projects that will yield benefits for the greatest number of people.

58 offering everyone access to our services
64 sharing the results of innovation
70 2009 report
71 2010 roadmap

offering everyone
access to our services
Sharing the results of new communication and innovation services first means trying to ensure that everyone
is able to access them. This is why we are committed to helping those who have difficulty in accessing
our products and services, by actively fighting exclusion, whether geographical, economical, cultural
or medical.
bringing isolated areas closer
together
National and regional development vastly
contributes to a regions’ economic appeal,
and the well-being of its inhabitants. In
order to encourage this digital inclusion,
the Group is continually extending the
coverage of its Internet access networks
and fixed and mobile telephony services,
by deploying alternative solutions for areas
where traditional technologies are not
technically or economically feasible. We
also finance specific projects to enable
developing countries to access communication
infrastructures.
innovative connection solutions
In France, the Group is strongly committed
alongside local governments to deploying
and improving its networks continually.
This partnership approach has made
France a country in which almost the entire
population can be connected to broadband
solutions. However, some “white
areas” remain; these are isolated points
too far from the Main Distribution Frame to
receive ADSL. In order to open up those
areas located in isolated and sparsely
populated territories, France Telecom is
offering local governments and their inhabitants
alternative solutions such as a specific
distribution frame for non ADSL
eligibility zone or satellite solutions.
network of fibre optic submarine cables connecting Africa
At the end of 2009, more than 400 of such
distribution frames were in service, with
over 1,000 in the process of deployment.
This new equipment will make approximately
100,000 additional customers eligible
for ADSL products in metropolitan
France.
Another option, satellite Internet, has also
met with great success: in France,
18,000 customers have subscribed to the
solutions developed by Nordnet at the end
of 2009.
In Botswana, Cameroon, and Mali, WiMax
(Worldwide Interoperability for Microwave
Access) technology makes it possible to
provide Hertzian broadband connections.
In Senegal, the CDMA (solution deployed
by Orange) uses wireless technology to
reach isolated areas not covered by ADSL
Internet access, ensuring that 100% of
villages with more than 500 inhabitants
now have Internet access.
Another solution for isolated areas, Flybox,
means that inhabitants of regions without
fixed ADSL coverage can enjoy Wi-Fi or
wired Internet access via a mobile broadband
network. Initially deployed in Romania,
Slovakia, Egypt and Switzerland, the Flybox
was rolled out in Moldova, Armenia and
Botswana in 2009.
In Africa, solar stations provide better
access to mobile communications in rural
areas without an electricity grid, as well as
being environmentally friendly.
58 / a world accessible to all

connecting African countries
Our Group supports several submarine
cable construction projects designed to
increase Internet connection capacity and
quality in African countries.
Installed on November 16, 2009, the LION
cable links Madagascar, Reunion Island and
Mauritius using 1,000 km of fibre optics. The
LION cable was laid by Chamarel, one of
France Telecom’s cable-laying ships. LION
will enable improved access to the Internet,
a decisive factor for the socioeconomic
development of this region.
Regional cooperation in the Indian Ocean
will be further strengthened by plans to
extend the LION cable to Mombasa (Kenya),
where several opportunities for interconnection
with other undersea cables exist. To find
out more, check the mini-site dedicated to
the LION cable http://lion.orange.com/
default/EN/all/lion.
Another project supported by the Group, the
EASSY (Eastern Africa Submarine System)
cable, will give around 10 East African countries
access to the Internet by late 2010, as
well as offering regional connectivity. Three
Group companies are stakeholders in the
project (France Telecom SA, Telkom Kenya
and Mauritius Telecom).
We also contribute to the deployment of
undersea cables on Africa’s Atlantic coast.
By the end of 2011, the ACE (African Coast
to Europe) cable will link South Africa to
France, allowing as many people as possible
from the west coast of Africa to have access
to the worldwide broadband network.
distributing our services
in a different way
In addition to network coverage, we have
to provide users in isolated areas with the
services they need to support their applications.
This is why we are developing indirect distribution
solutions, such as the Botika
network in Madagascar or the Orange
franchise stores in Mali, which provide
outreach services in isolated areas while
creating local jobs.
We are also implementing original distribution
solutions, such as mobile units which
provide information about Internet technologies
and mobile communications in
regions where there are no points of sale.
After Egypt, Romania and Spain, Orange
Madagascar has in turn embarked on a
tour of the island in 2009.
Joseph-François Kergueris
Senator and President of Morbihan county council
“In Morbihan, 4,600 households do not have access to ADSL and 20,000 have access to it under unsatisfactory conditions.
These households only account for a small portion of the 360,000 lines in the region; there are not many of them, which is all
the more reason to take an interest, as broadband is an increasingly universal service. Everyone needs it at home, work, and
in life. Going forward, it also promotes economic development throughout the region.
So we must continue to respond to needs accordingly, enabling people and companies to look to the future. But such is the
change in Internet usage that only a public-private partnership can deliver a solution under the right economic and technical
conditions and within a short timeframe. By entering into a public-private partnership to guarantee broadband for sparsely
populated areas and a fast return on investment, the council is fulfilling its regional development mandate.”

offers adapted to populations
with low incomes
France Telecom Orange is committed to
furthering access to new technologies for
people on low incomes.
special tariffs for low-income groups in
developed countries
France Telecom fully meets its universal
s e r v i c e o b l i g a t i o n s , r e n e w e d o n
December 11, 2009, for the period from
2010-2012.
In this context, a social subscription is
offered for a 12-month period at €6.49
including tax, instead of €16. Benefiting
from all the characteristics of a primary
subscription, it is intended for people eligible
for the French “RMI” social welfare payment
for low-wage earners, and for
beneficiaries of the adult disability allowance
and the specific solidarity allowance
for the unemployed at the end of their benefits.
This service is available in mainland
France and the French overseas territories.
Additionally, in June 2009, as soon as the
RSA came into force, we took the initiative
of launching an all-inclusive blocked package
for €10 per month with no term commitment.
Similar offers exist in other European countries
such as Belgium, where it is required
by law.
In Slovakia, Orange offers special discounts
– up to 99% off the monthly bill –
for people in underprivileged areas or
suffering from long-term conditions.
innovative concepts in developing
countries
In Africa, besides making low-cost handsets
available and offering prepaid plans
at affordable rates, we are developing
original solutions to facilitate access to our
products and services, such as OFA,
which is aimed at working women.
Launched in May 2009 in Republic of Côte
d’Ivoire, it offers small communities, especially
of women, an attractive fleet rate.
100
15
12
80
60
40
20
9
6
3
0
0
3G coverage in % of population, progress 2007-2009 in the 4 main countries
– – France
– – UK
– – Poland
–x– Spain
2007 2008 2009
growing proportion of broadband (ADSL) customers in the Group (in millions)
(source: France Telecom Orange)
2.0
1.8
Broadband ADSL
1.6 1.4
10.4 10.8 11.7 11.8 12.2 12.4 12.7 13.0 13.2 13.4 13.4 13.5
2007 2008 2009
Internet (excluding ADSL)
1.2 1.1 0.9 0.8 0.7 0.6 0.6 0.5
60 / a world accessible to all

focus
three new public-private
partnerships in France
After Auvergne, France Telecom
Orange signed three new publicprivate
partnerships in 2009 for
covering broadband “dead
zones”.
• In Morbihan, a 12 million euro
investment will provide coverage
for the last dead zones in this
region and will increase the
speed for a large proportion of
its ADSL households. Fourteen
business districts and over 600
companies will have a fibre-optic
connection with ultra-high-speed
broadband.
• The second agreement signed
with the Gironde region and the
Gironde Digital joint association
aims to provide all homes with
broadband within fifteen months.
The 53.4 million euro investment
will eliminate dead zones and
optimize regional infrastructures.
To find out more: http://www.
orange.com/fr_FR/collectivites/
amenagement/ppp/ppp_gironde.
jsp
• The partnership formed in
December 2009 with Languedoc-
Roussillon is the most significant
one signed to date. Nearly
400,000 inhabitants across
555 districts will benefit from
the scheme, which will bring
broadband to 99.6% of the
region within eighteen months.
Spain: an exemplary 3G networksharing
agreement
By sharing infrastructure
between operators, mobile
telecommunications networks
can be deployed faster and with
less impact on the environment.
In addition to sharing passive
infrastructure (pylons and
masts), which we have done for
some time, we are exploring
more complex ways of sharing
active infrastructure
(“RAN-sharing”). Since late 2007
in Spain, Orange and Vodafone
have had a continuous
agreement to share their 3G
networks to boost UMTS
coverage of towns with fewer
than 25,000 inhabitants. At the
end of 2009, 3,300 base stations
were being shared by the two
operators.
Madagascar: the Karavam Be
travels around the country
In 2009, Orange Madagascar
and its “Karavam Be” mobile
unit went on a five-month tour of
the country, giving residents in
remote areas a chance to learn
about Orange products and
services as part of a mobile
roadshow.
Senegal: a new low-cost offer
with Kirène Mobile
In May 2009, Orange and
Senegal’s leading water
distributor, Kirène, joined
together to launch the Kirène
Mobile offer. This attractive new
offer is in response to the
communications needs of
low-income groups in the
country. Kirène Mobile relies
on Sonatel GSM network
infrastructure to provide
coverage throughout Senegal.
The Kirène Mobile top-up cards
have two scratch-off areas on
the back. The first is reserved
for the top-up code; the second
allows customers to collect
points which they can exchange
for Kirène products (e.g. water,
fruit juice, milk, etc).
France: used handsets
at Orange stores
Since June 2009, used mobile
phones have been available to
buy at Orange stores in
metropolitan France. A wide
range of regular and high-end
mobile phones, with three
handset categories, is available
at affordable prices (pay-asyou-go).
All refurbished
handsets come with a charger,
battery, hands-free kit and
6-month warranty.
61

facilitating access
to communication services
for the elderly and disabled
Advances in communication technologies
open up new prospects for everyone, especially
for disabled people. This is why for
many years France Telecom Orange has
been involved in increasing the accessibility
of its products through a tailor-made product
line and a dedicated distribution network.
a design strategy for all
To give everyone, especially the disabled
or the elderly, access to the best technologies
and communications, France Telecom
Orange has implemented a “design-for-all”
strategy, which ensures that accessibility
principles are taken into account upstream
of any product or service launch.
Accessibility is thus included in all procedures,
from design through to after-sales
service, for the benefit of all customers.
a solution for everyone
A dedicated product line, “autonomy offers,
a solution for everyone”, provides a tailored
response for each type of impairment
(hearing, vision, speech, mobility, prehension
or cognitive difficulties). These fixed
and mobile telephony, Internet or convergent
offers are presented twice a year in a
catalogue available in paper, electronic or
audio CD format to accommodate the
needs of the visually impaired.
In 2009, this range was expanded further
with the addition of 42 new products.
The range is available in the main European
countries. Orange Spain already has a
product catalogue on its website, accesibilidad.orange.es.
A brochure for Poland is
currently being designed.
a suitable distribution network
In France, products and services for the
elderly and disabled are distributed via a
tailor-made network:
– more than 5,000 sales representatives
and 360 advisors trained in products and
services for the elderly and disabled and
disabled care;
– 192 dedicated stores with four dedicated
“rainbow” areas;
– a dedicated customer centre for the disabled
(free phone 0 800 11 22 33, email
offres.autonomie@orange-ftgroup.com
or fax 0 800 24 69 96). Since November
2009 it has been accessible to the deaf
and speech and hearing-impaired (see
opposite).
In-store, on the website or in the catalogue,
specific signage using pictograms
makes it easier to identify the solutions
best suited to each disability.
being open to all ideas
In order to continually improve our offers and
respond to the changing needs of people
living with a disability, we have an active policy
of meetings and partnerships with specialized
professionals, institutions and
associations. In 2009, we attended meetings
of the Inter-departmental Delegation for the
Disabled on the subject of “Accessibility,
a vehicle for progress”. We also attend meetings
of the Corporate Accessibility Forum, as
well as international working groups on
accessibility (European Commission, UIT,
AFNOR).
Our presence at all major workshops and
conferences on disability and dependency,
such as Handicalyon, Autonomic or the
European Digital Accessibility Forum, also
enables us to get useful feedback on our
products and services and remain on the
lookout for innovations.
well-informed employees
The accessibility mechanism is also the
subject of regular presentations among
our staff. Thus, in 2009, the round table
discussion organized at the Orange Village
site in Arcueil enabled approximately
6,000 employees to discover the Autonomy
Offers, gain familiarity with the accessibility
of the websites, and discover the new
online training module dedicated to accessibility,
which was taken up by 3,500 people
in the two months since its launch.
accessible websites
The Group is involved in a vast project
aimed at making internal and external websites
accessible by observing the international
Web Accessibility Initiative (WAI)
standard. By the end of 2009, 352 webmasters
had been trained, and the Group’s
main websites on average met 70% of the
requirements of the WAI AA standard.
62 / a world accessible to all

focus
distance selling:
even more accessible
After a one-year experimental
phase, in 2009 Orange France
went live with its Accessible
distance-selling service for the
deaf, hearing-impaired or
speech-impaired. A European
first, the accessible distanceselling
service makes it possible
to contact a customer advisor
trained in products and services
for the disabled in real time,
through live Internet chat either
in French sign language or in
standard text. To access this
innovative and user-friendly
service, available every
Tuesday, customers just need to
log on to www.orange.fr, go to
the relevant section, and click
on the preferred communication
method.
handsets designed for the
elderly
Launched in France in
September 2009, the Doro 345
is an easy to use phone with
largely, widely spaced buttons
and large characters.
Compatible with hearing aids, it
has a dedicated button for
customers who have subscribed
to the mobile phone assistance
option, so they can contact
World Assistance telephone
support, available 24 hours
a day, 7 days a week.
Since 2009, Orange Slovakia
also offers the ZTE S302
“maxiphone”, a phone that is
very easy to use, designed
especially for the elderly, and
equipped with functions making
it accessible to the visually or
hearing-impaired.
b-link: navigation with a simple
blink of the eyes
The TP R&D team in Poland
have developed b-link, a man-tomachine
interface controlled by
blinking. This system was
designed for people with only
limited mobility of their limbs
and who are thus unable to use
a mouse or keyboard. This
open-source application,
available free of charge on the
website http://b-link.
sourceforge.net/, enables
website navigation and the use
of applications such as
Wordpad, MS Word or MS
Outlook with the mouse and
keyboard cursor, both controlled
by blinking. For many people
with limited mobility, b-Link will
represent an unprecedented
opportunity to connect to the
world.
BlueEyes: an innovative audio
and visual tracking system by
mobile phone
BlueEyes is an innovative audio
and visual tracking system that
enables the visually-impaired
to travel about more easily.
In 2009, this system was tested
by the Paris public transport
operator RATP on both the
metro and overland rail
networks. Partnering the project,
the Group Accessibility
Department supplied the mobile
phone equipment.
63

sharing the results
of innovation
The Group’s innovative solutions have led to our products and services being used for the benefit of the
public in entirely new areas. We are perfecting solutions for keeping dependent or chronically ill people at
home, and are also developing innovative solutions to support local economic development. We also
facilitate access to knowledge and culture, and encourage sharing and cooperation within the digital
world.
meeting health and
dependency challenges
The ageing population and increase in life
expectancies raises real issues for society:
caring for dependents, increasing hospitalization,
rising medical expenses, etc. Now,
the use of information and communication
technologies facilitates the everyday intervention
of healthcare professionals more
than ever, reducing costs and improving
disease management, while strengthening
the patient/doctor relationship.
ten years of e-health experience
The Group, with more than ten years’ experience
in the healthcare industry, is positioned
as a leader in the e-health market,
a successful blend of new care and information
and communication technologies.
Orange Healthcare, the Group’s health division,
uses its know-how, innovation and
technology to develop services for the
whole sector.
improved care coordination
One of our main objectives is to make sure
that healthcare professionals have a simple
and secure way of working together
and sharing information, even in rural or
remote centres. Thus, the Connected
Hospital solution provides medical personnel
with a secure data consultation
and exchange system and allows patients
to benefit from directly accessible entertainment
services. A growing number of
hospitals in France are being equipped
with this solution, whilst pilot tests are in
progress in Spain.
The Connected Hospital solution is another
example of how France Telecom Orange
seeks to simultaneously improve patient
comfort and the quality of care. Using the
interactive handsets supplied, patients can
enjoy access to entertainment services,
while medical personnel have a secure
data exchange system and a means of
consulting medical data.
increasing patient autonomy
The solutions developed by Orange
Healthcare in the residential care area meet
two needs: improving the comfort of
patients, the disabled, the elderly or vulnerable
people by enabling them to stay at
home, and thereby decreasing the cost of
hospitalization for the government. Thanks
to better care coordination, patients can
enjoy life outside the hospital environment
with full confidence while benefiting from
quality supervision and constant access to
a carer. These services lend themselves
particularly well to the remote monitoring of
chronic diseases, such as diabetes or heart
diseases, etc. They are currently being
tested out in several European countries,
and will be launched in 2011.
encouraging better lifestyles
Prevention is better than cure. With this in
mind France Telecom Orange is developing
specialized web and mobile services, tools
64 / a world accessible to all

focus
and portals to raise awareness and allow
people to take better care of their health
through an improved lifestyle. France
Telecom Orange and “Santé Magazine”
joined forces in July 2009 to launch a dedicated
health portal. With a Scientific and
Medical Committee composed of leading
industry professionals to ensure the reliability
and independence of the information,
www.tendance-sante.com offers both free
and payable personalized e-services, as
well as enriched community areas which
are moderated by doctors, to support web
users on a daily basis.
To find out more: see our brochure e-santé
on orange.com
boosting local economies
Telecommunications play an essential role
in developing and maintaining sustainable
economic activity. At the same time, they
encourage the promotion of local assets
and growth in widely-available borderless
e-commerce, as well as the emergence of
local or extended business networks. In all
the countries where we are present, and
particularly in emerging countries, we are
developing innovative solutions to support
local development, encourage entrepreneurship
and make local regions more
attractive.
a pioneering experience
in Cantal
In 2009, 26 elderly people in the
Cantal region of France received
an innovative residential care
solution designed by France
Telecom Orange. The system
uses a digital tablet with an
easy-to-use touch screen, which
allowed them to maintain social
contact and coordinate the
services of home carers. As a
result of the scheme, the county
council received the gold award
from the National Observatory of
Public Innovation in the “Service
to People” category.
better welfare management
Through its subsidiary, Almerys,
France Telecom Orange is
ranked first among companies
providing direct settlement
services in France. With its direct
settlement service, we help
County Councils to manage
welfare (individual allowance,
disability benefit and legal aid).
Using an entirely secure
platform, the direct settlement
system simplifies the circulation
of financial flows between the
department, help at home
facilities and dependent people.
Pesinet: improving the medical
monitoring of children in
Bamako
The Orange Mali Foundation
is a founding partner of the
Pesinet project. This innovative
mechanism uses mobile
technology and outreach work
by healthcare professionals to
visit families at home and at
work, and improve preventive
treatment and access to care.
A mobile application has been
developed for Pesinet
representatives to collate and
send data on-site. An online
database application allows
real-time remote monitoring by
the local doctor, task scheduling
and the monitoring of indicators
to measure the impact of the
service. Pesinet is currently
being implemented at a pilot site
in the Bamako Coura district of
the capital, where there are
facilities for up to 200 children to
be monitored. This program has
already reduced infant mortality
by 50% in the pilot area.
remote follow-up of heart
patients
Sorin Group, a leader in the
treatment of cardiovascular
diseases specializing in medical
devices, and Orange Business
Services, a world leader in
business communication
solutions, signed a cooperative
agreement in March 2009 to
develop a remote follow-up
solution for patients wearing
heart prostheses for the
treatment of arrhythmia.
This new solution is based
on the ability of Sorin implants
to send data to external
monitoring systems located
in the patient’s home, and on
the ability of Orange Business
Services to effectively transmit
data to doctors.
65

making local regions more attractive
Broadband coverage is only useful if it
assists the growth of innovative applications
for a wide range of local initiatives
which benefit everyone. In addition to
developing access, France Telecom
Orange offers innovative services which
contribute towards making a region more
attractive and support local development,
while making life easier for citizens.
For example, Point Visio Public is an innovative
videophone solution that brings
public services closer to citizens and allows
administrative procedures to be performed
remotely and in a fully interactive manner.
This service is possible thanks to a good
audiovisual set-up (a large plasma screen
and console) which is equipped with communication
and work functions that enable
documents to be exchanged. This tool is
particularly useful for entrepreneurs, who
can perform administrative procedures
remotely and contact specialists who could
be useful for their project.
To find out more about innovative applications
in local government: see the channel
Paroles d’élus TV on www.orange.com/fr_
FR/collectivites/tv/
growth accelerators in emerging
countries
Since 2009, we have been testing the
“Village Phone” concept in Mali and
Cameroon. In this scheme, a person living
in a remote village is given a mobile connection
kit including a handset, SIM card,
long-range antenna and solar-powered
charger. It helps women in particular to create
a business by renting their mobile
phone to other villagers. We thus give disadvantaged
communities access to telecommunications,
while encouraging
economic activity in rural areas. This is a
good example of the efforts made to combine
geographical and economic accessibility
with local development.
Since late 2008, the Group has also implemented
a mobile payment service called
“Orange Money”. This gives remote, rural
communities in emerging countries access
to financial services from their mobile phone.
The first “Orange Money” service was
launched in December 2008 in Republic of
Côte d’Ivoire. There are plans to extend this
service to Senegal and Mali in 2010.
a boost for “budding entrepreneurs”
In Senegal, a business incubator project in
the new technology sector will be launched
in Dakar. Its goal is to aid the development
of the new information and communication
technology industry by supporting small and
medium-sized enterprises in promoting local
content. This scheme, which has backing
from the World Bank, will initially support
30 companies for three years in association
with the local government. As well as providing
the servers and the Internet connection,
Sonatel will assist with knowledge
transfer.
In 2008 in Egypt, Mobinil signed an agreement
with the Social Development Fund to
help young entrepreneurs set up small service
centres where people can buy top-up
cards or exchange their SIM cards. The aim
is to create 333 centres nationwide. A similar
project is being conducted with the Cairo
Chamber of Commerce.
In Spain, Orange has been supporting the
“Banespyme” project (www.banespymeorange.org)
over the past eight years. The
scheme, which consists of an annual competition,
encourages the creation of innovative
companies based on new technologies.
Since its creation, the scheme has assisted
in the creation of 70 technological companies,
which have received funding of more
than 6 million euros.
Since 1988, through its Innovacom venture
capital unit in Europe and North America,
the Group has also supported the creation
of young innovative companies in the fields
of information and communication technology.
knowledge and culture for all
New technologies are revolutionizing our
access to knowledge. With the Internet,
everyone has access to almost unlimited
resources for education, information and
culture.
simple and motivating tools
for education
Using information and communication technologies
in education is today seen as both
a necessity and an opportunity. New technologies
help make education more accessible
and motivating. They also play a key
role in improving exchanges between
homes and schools. Numerous applications
have already become part of the everyday
life of parents, students and the
teaching community.
There are a number of services that simplify
both the parent-teacher relationship and the
child’s educational monitoring, as well as
66 / a world accessible to all

focus
the sharing and distribution of knowledge.
In France, France Telecom Orange is
involved in the implementation of the Digital
Workspace for National Education. The
Digital Workspace is an online service platform
which facilitates exchanges between
teachers, administrative personnel, headmasters,
parents and students.
In Poland, the “TP Internet Education” program
established in 2004 provides schools
with Internet access at preferential rates.
More than 14,500 schools and 4.5 million
students benefit from this scheme, which
also includes teacher training and Internet
safety initiatives.
In addition to developing access and technical
solutions, we endeavour to provide
schools with information about the new
applications that are available to them. In
many countries, we conduct educational
projects using the Internet or mobile
phones. In Slovakia, Orange has created an
educational portal dedicated to schools
(www.oskole.sk), which is designed to support
the development of digital applications
in teaching.
In Jordan, we have supported the Jordan
Education Initiative for several years. The
aim of this scheme, which was launched
in 2003 under the aegis of the World
Economic Forum, is the widespread introduction
of digital technologies in key areas
of elementary and secondary education.
The Group has been involved in the scheme
since 2004, and is mainly involved in the
financing and development of Arabic language
courses in association with Jordan
Telecom.
150,000 Orange Money
customers in Republic
of Côte d’Ivoire
Only one year after its launch
in Republic of Côte d’Ivoire,
Orange Money has already
attracted more than 150,000
customers. In December 2009,
Orange Republic of Côte
d’Ivoire won the call for tenders
which will enable 12,000 agents
from the Independent Electoral
Company to receive their
salaries and work-related
expenses through their Orange
Money accounts. They will be
able to either use this money
immediately from their mobile
or withdraw it from the nearest
Orange Money agent.
more than 70 call centers
opened in Egypt as part
of the Khadamati project
The Khadamati project,
conducted by Mobinil in
association with the Cairo
Chamber of Commerce, aims
to develop telecommunication
centres in the country. Since
the project’s launch in October
2008, 70 call centres have
already been opened and
another 30 are being developed.
They help strengthen customer
service whilst contributing
towards local economic
development.
Mobil’iti: new tourist guides
Since July 4, 2009, the Vallée
de Clisson Tourist Office has
allowed visitors to hire iPhones
equipped with a new type of
application: a multimedia tourist
guide full of information about
the Vallée de Clisson. Created
by Latitude – Gallimard and
supported by France Telecom
Orange, this innovative service
looks ahead to the e-tourism
of the future.
Orange among the winners
at the Territorial Innovation
Trophies
Awarded during the Rurali’TIC
Forum, the Territorial Innovation
Trophies are intended to
promote innovative ICT
applications in regional
government. Among the seven
applications which were
awarded prizes in 2009, two are
Group solutions. Contact
Everyone, which won the local
and regional e-democracy
category, has been implemented
by the Haut-Minervois (Aude)
community to update its elected
officials, agents and inhabitants.
The special jury prize went to the
multimedia video system at the
neonatal unit at Villefranche-sur-
Saône hospital, which prioritizes
mother-father-child bonding,
while ensuring the infant’s
safety.
67

when new technologies come
to the museum
Digital technology can also contribute a
great deal to social ties and interaction
between people. Several partnerships have
been formed with prestigious institutions,
developing joint projects such as the
“VersaillesLab” (see boxed text), the “Louvre
Communautaire” (collaborative web platform
promoting the treasures held in the
Louvre), or the Louvre “Galerie Tactile”. At
the end of 2009, we also signed a new sixyear
partnership with the Louvre-Lens,
which is expected to open at the end of
2012. The Group will help integrate new
technologies within the Louvre-Lens in order
to enhance museum visits for visitors.
In Poland, the “virtual museum” concept
envisioned by the TP Group Foundation has
united experts, historians and information
technicians around a single goal: creating
a virtual exhibit on the Warsaw Insurrection
for online visitors around the world. Intended
primarily for young people, the “virtual
museum” represents a modern approach
to teaching history and is an excellent
learning tool. Since its launch in April 2008,
the virtual museum has received more
than 172,000 visits, with more than
723,000 pages opened.
sharing more and cooperating
better
The digital world is a world in which networks
and communities are constantly
being established and created. The wealth
of opportunities that this world offers are
immediately apparent. France Telecom
Orange, with its services and content, is
committed to building this digital world:
together, we can go further. Through these
networks and new applications, communities
encourage everyone’s self-fulfilment,
and everyone can play a part in enriching
their communities.
harnessing solidarity
The Country Transfer scheme allows people
living in France to send prepaid minutes
to family and friends at home. After
Madagascar and Senegal, this mechanism
was extended to Mali and Cameroon in
2009.
In many countries, we also offer those customers
who so wish the opportunity to
convert their loyalty points into donations to
non-profit associations, or to get involved in
fundraising campaigns by SMS.
online communities: a strength
to develop
In November 2009, France Telecom
Orange launched People Projects. This
Facebook application and its related website
allows web users to mobilize their
network so that they can support or
actively participate in a collective project.
Consistent with our “Together We Can Do
More” brand vision, people can invite
members of their online community to join
a project and meet people who have a
shared goal or interest. First launched in
France and the UK, People Projects by
Orange is based on an application developed
for social networking sites (initially
Facebook), as well as on a showcase site:
www.peopleprojects.orange.com.
From now on, all web users with a
Facebook profile can install the People
Projects application at this address: http://
apps.facebook.com/people-projects/. To
date, more than 4,000 people have been
involved in over 800 projects, ranging from
the small to the more ambitious, and from
the rather serious to the more lighthearted.
68 / a world accessible to all

focus
encouraging open innovation
France Telecom Orange is a partner of La
Cantine, a collaborative space for digital
technology, open to anyone with an interest
in this field. Located in the 2 nd arrondissement
of Paris, this intellectual “open source”
forum brings together technical experts,
electronics manufacturers and members of
the public, as well as intellectuals and artists.
It is a collective project that champions and
fosters “open innovation”. Our biggest
achievement to date has been organizing
meetings and partnerships on site. La
Cantine holds daily technical workshops for
developers, hosts community events for
web, mobile and open source companies,
runs sessions to discuss new technologies
(such as virtual worlds, digital identity, social
aspects of new technology, etc) and digital
cultural awareness debates, which are open
to everyone. In addition, La Cantine is consulted
by policymakers looking to design and
implement new public initiatives in association
with national digital stakeholders. The
only place in Paris open to all digital proponents,
it creates synergies and facilitates the
sharing of digital practices and skills.
With a similar goal, the Orange Institute, a
joint research laboratory which is open to all,
looks at how the dynamics of these new
networks are transforming our lives, even in
the tiniest of ways. It seeks to build a global
research community in which managers,
entrepreneurs, researchers and politicians
from all around the world will be able to
explore and exchange new ideas on these
subjects in complete freedom.
launch of the Rural Digital
Schools scheme
In 2009, France Telecom
Orange launched a scheme
supporting the Rural Digital
Schools initiative, set up by
the French Ministry of
Education to provide digital
equipment to rural schools
in 6,700 areas with fewer than
2,000 inhabitants.
The solution meets the
specifications drawn up by the
French Ministry of Education,
including mobile classroom
equipment (secure shelving
equipment, laptop computers
for the teacher and students,
class management software,
an interactive whiteboard), a
wireless network solution and
training modules.
We want to take this a step
further by offering solutions
with significant added value:
– training adapted to teacher’s
needs through e-learning
and the presence of a trainer
in the classroom;
– outreach support provided by
the Group’s local intervention
units;
– easy-to-use digital tools;
– high-performance, secure
digital equipment adapted
to the existing network.
visit Versailles on a mobile
phone
France Telecom Orange joined
forces with the Établissement
Public de Versailles in 2009 to
encourage digital access to
culture through the
VersaillesLab project. Under
this partnership, an interactive
application for the iPhone was
jointly developed. The visitor
is guided through the gardens
by accessing audio and video
content throughout the visit
using global positioning and
augmented reality.
The application is bilingual
and makes cultural treasures
accessible not only on site,
but also remotely (virtual tours).
The service will be unveiled in
the spring of 2010 and will allow
10 million visitors each year, as
well as “virtual tourists” all over
the world, to visit the site.
To find out more: http://www.
orange-innovation.tv/webtv/
le-chateau-de-versailles-entredans-l-ere-de-la-realiteaugmentee/video-1046-fr
69

2009 report
objectives disclosed
in the previous report
deadline status major achievements in 2009
Opening up remote areas
Continue the implementation of alternative solutions 2009-2010
– Implement the “NRA-ZO”* scheme and the
satellite service in parts of France not covered by
ADSL*.
Close to 1,000 dead zone subscriber access nodes are
being implemented, with over 400 already in service at the
end of 2009.
– Implement Flybox in three new countries. Implementation in Botswana, Moldova and Armenia.
– Continue the implementation of 100% solar
mobile stations in areas with no mains electricity.
Products and services designed for low-income groups
Extend the credit transfer mechanism to several
African countries.
Implement the “Orange Money” mechanism in
Senegal and Mali.
Study opportunities for developing access to
affordable information and communication
technologies in emerging countries.
Accessibility for elderly or disabled persons
Continue to roll out the accessibility scheme in the
countries (the Autonomy Offers being an element
of this).
Ensure that the major stores in France (250
eventually) are accessibility-certified, subject to
local conditions.
Implement systematic training of all sales
representatives in the French distribution network.
Make the remote-selling network accessible to
hearing-impaired and deaf people (continuation of
the experiment conducted from November 2007
to May 2008).
Continue to make the Group’s European internal
and external websites accessible (obtain at least
75% of AA standard requirements for international
website accessibility standards).
Health and dependency
Develop products for remote monitoring of patients
with a heart implant.
Implementation in Africa of more than 700 solar-powered
mobile phone masts, providing service in areas not
covered by electricity grids and where access to fuel
is difficult.
2009 Mechanism extended in 2009 to Mali and Cameroon.
2009 Launch scheduled for the first quarter of 2010.
2009-2010
2009-2010
2009-2010
2009-2010
2009-2010
2009-2010
2009
Production of the study “factors affecting Internet use
uptake in African countries” by the Orange Lab in Cairo.
Catalogue in place in Spain, in the process of being
prepared in Poland.
192 stores certified at the end of 2009 with a target of 250
by the end of 2010. Progress in line with objectives.
More than 5,000 sales representatives trained at the end
of 2009.
Creation of an e-learning module on accessibility with
a high average uptake rate of 70% amongst sales staff.
The remote-selling service is available online every
Tuesday for deaf, hearing-impaired or speech-impaired
persons in real time (chat, voice, French sign language).
352 webmasters trained.
The main internal and external websites made accessible.
Out of a sample of audited sites, the average rate was
70% of WAI AA standard requirements over the year.
Launch of remote monitoring of heart patients in
association with the Sorin Group.
Launch remote medicine services in Africa. 2009 Launch of Pesinet in Mali.
item reviewed by Deloitte objective acheived project in progress
70 / a world accessible to all

2010 roadmap
objectives
deadline
Tackle the regional digital divide
Continue the implementation in Africa of solar-powered mobile phone masts, providing network coverage in the
most isolated regions without mains power.
Extend the implementation of the Community Phone scheme to connect isolated villages with a shared telephony
solution.
Continue to improve the international connectivity of Africa through the deployment of new submarine cables:
EASSY in 2010, ACE and LION2 in 2011/12.
Tackle the economic digital divide
Low-cost schemes in Europe:
offering low-cost (fixed or mobile) rates for the most underprivileged categories in the main European countries.
Offers for populations with low incomes in developing countries:
– develop new products and services for the most disadvantaged;
– lower the minimum service thresholds and prepaid top-up cards/extend very low-cost top-up card offers:
e-recharge;
– extend the coverage of the “Country Transfer” offer.
Accessibility for elderly or disabled persons
Continue to offer a range of tailored or dedicated services and business communication tools in the 8 main European
countries and at least 2 countries in the developing countries.
2010-2012
2010-2012
2010-2012
2010-2011
2010-2011
2010-2012
Introduce a website accessibility policy in these countries. 2010-2012
Implement suitable distribution channels in these countries, whether physical or long-distance. 2010-2011
The fight against cultural obstacles
Develop products and services with simplified interfaces and launch awareness-raising initiatives to overcome
psychological or cultural barriers to Internet use.
2010-2011
Socioeconomic development of regions in emerging markets
Contribute to the socioeconomic development of the countries in which we operate, especially emerging markets:
– develop products and services for key areas of development (agriculture, health, education, etc);
– support local entrepreneurship and innovation by establishing incubators in African countries and by launching
an investment fund. Finalize the implementation of the first business incubator in Senegal and set up an
incubator in a second country;
– launch an investment fund and provide support for social entrepreneurship;
– continue the implementation of Orange Money.
2010-2012
2010
2010-2012
2010
Continue the implementation of “Voice SMS”, which offers an SMS service for illiterate people. 2010
Expedite the implementation of “Mail by SMS” to extend the use of e-mail to all mobile phone users and thus help to
close the digital divide.
2010
71

towards
a greener world
“Eco-citizenship is a central value of our CSR strategy. For a company,
this means continuing to innovate and create wealth, while respecting
the planet’s resources and environmental equilibrium. We intend to
uphold this value in three ways: through our exemplary conduct as a
corporation, by our involvement in the promotion of eco-friendly practices
towards our customers and stakeholders, and finally, focusing on technological
solutions, which give each person the means to live and act as
an eco-citizen.”

eing exemplary
We have made a commitment in keeping with our goal in terms of controlling our environmental impacts: reducing
our greenhouse gas emissions by 20% by 2020 compared to 2006 and our energy consumption by 15%. In a
world in which usage is growing and data traffic is continually increasing, these goals are a true challenge. To meet
it, we have launched an environmental policy and energy action plans that increase the energy efficiency of our
networks, information systems and buildings, and optimize employee travel. Through a global policy, we seek to
prevent potential ecological risks associated with the raw materials necessary to our business upstream; and
downstream we organize the sorting of our waste and prepare for its processing or recycling.
These initiatives are accompanied by regular awareness-raising initiatives with our teams, in order to widely participate
in the “green gestures” on a daily basis, and to promote eco-friendly work methods.
reducing the impact of our products
Beyond our own practices, we consider it our duty to become involved with our customers in order to give them
the means to act as eco-citizens. For us, in the first place, this means providing our customers with appropriate
information. Carbon footprint measurement, eco-labelling – we make sure that they have effective tools for
comparing existing solutions and choosing the ones that, in environmental terms, give the highest performance.
Secondly, this approach prompts us to offer them an increasing range of eco-designed products and services. We
cultivate skills internally to take environmental criteria into account at each stage of the design and life cycle of our
products; we also put intelligent solutions on the market, which support and encourage our customers’ eco-friendliness
on a daily basis.
aiding the progress of eco-citizenship
In short, we are convinced that the challenge of eco-citizenship goes beyond traditional borders and calls for
planning and expertise to come together from all areas. With our expertise in digital technologies, we can play a
decisive role in the emergence of solutions that will make a difference.
This is why we are actively involved in initiatives using information and communication technologies that would
enable eco-citizenship lifestyles to make headway in all social strata: new forms of mobility (vehicle sharing, global
positioning, etc.), new corporate work methods (telecommuting, machine-to-machine, etc) and new ways of
thinking for cities and housing (home automation, digital communities, etc).
74 / à l’écoute de nos collaborateurs dans le monde

76 implementing our environmental policy
78 reducing the Group’s carbon footprint
82 optimizing waste management
84 reducing the impact of our products
87 helping our customers “go green”
90 2009 report
92 2010 roadmap
75

implementing our
environmental policy
Although the environmental impacts of our business are limited compared to those of other industries, we
must be irreproachable. Our approach to the risks and impacts of our business helps save the environment
and maintain the confidence of our stakeholders.
– guides and check-lists enabling a detailed
audit of the EMS or of its key components.
an ambitious roadmap
The Group has set ambitious environmental
objectives, aimed specifically at reducing
its greenhouse gas emissions by 20%
between now and 2020, and its energy
consumption by 15% by 2020. To meet
these objectives, an environmental roadmap
has been defined. Updated annually, it
formalizes the action plans to be carried out
in each country in order to work towards
the Group’s environmental priorities.
This environmental roadmap ensures compliance
with international standards and
voluntary telecom sector initiatives. It also
includes observance of the commitments
made by the Group in the context of the UN
World Compact and Caring for Climate and
within international groups such as the
Global e-sustainability Initiative (GeSI), the
European Telecommunications Network
Operators association (ETNO), and the
Mobile Phone Partnership Initiative (MPPI).
working as a network
The implementation of this roadmap is
based on a network of environmental correspondents
in the different countries in
which the Group operates. These correspondents
in turn rely on a network of players
within the different functional and
operational departments.
At the headquarters, the Group Environment
Department sees to the coordination and
guidance of the program of actions. It provides
countries with technical and methodological
expertise on major subjects
such as waste, environmental management
systems, energy or employee awareness
on “green gestures”.
an ISO 14001 EMS
To achieve the objective of reducing risks
and impacts as set forth in our environmental
policy, we are implementing an
Environmental Management System (EMS*)
in accordance with the ISO 14001* reference
standards.
a structured process
To facilitate EMS implementation and performance
evaluation, the Group has defined
a framework of reference and is providing
methodological support to the project
managers in charge of its implementation
in the countries. This framework of reference
is made up of:
– a phased methodology dedicated to conducting
such a project;
– Group procedures and tools in key areas,
such as risk and impact analysis or regulatory
compliance management;
ISO 14001 certifications
Our mobile activities are certified in Poland
and Spain. All our activities are certified in
Slovakia, as well as in Egypt, where extension
to the full scope was achieved in April
2009.
Our subsidiary FT Marine is certified for all
its facilities.
A key performance indicator, “Importance
of an ISO 14001 certified EMS”, takes into
account the relative size of our certified
scope compared to the entire Group.
In 2009, the Orange management in France,
Romania and Senegal, as well as Orange
Business Services France confirmed the
decision to obtain ISO 14001 certification
for their sites with the most significant environmental
impacts by mid-2011.
ongoing progress outside certification
Except for Slovakia and Egypt, which are
fully ISO 14001 certified, 12 Group countries
have ISO 14001 mechanisms in
progress. The countries certified and those
with mechanisms in progress account for
90% of Group revenues.
Each year we adopt commitments for
countries to take the key requirements of
the ISO 14001 standard into account. In
2009, we met our objectives.
We also measure the level of EMS deployment
in each of these countries. The figures
have improved steadily for three
years.
76 / towards a greener world

focus
scope non-certified EMS
70
60
57%
59%
50 44%
40
30
20
10
0
2007 2008 2009
ISO 14001 certified scope, in 2009: 14%
number of countries involved in EMS
a methodological kit customized
for African countries
In order to facilitate the
implementation of an EMS
in African countries, a localized
methodology kit was prepared
in 2009. The result of an
experiment conducted in
Madagascar and Senegal,
this guide has been distributed
in all the countries in the region.
FT Marine is committed
to the protection of marine
environments
In the early 2000s, FT Marine
implemented an integrated
management system to ensure
its activities’ compliance with all
applicable regulations, both on
land as well as at sea, following
a logic of continual
improvement. In 2009, the
addition of an additive based on
leaf and algae extract enzymes
enabled a reduction in fuel
consumption by the cable-laying
ship “René Descartes”, thus
reducing CO, CO 2 , NO, NOx,
SO 2 and particle emissions.
This reduction is estimated
at several tens of per cent,
according to measurements
conducted on this additive
by an independent laboratory.
In addition, FT Marine signed a
partnership agreement with the
“Souffleurs d’Écume” association
to experiment on the Raymond
Croze with the REPCET (real time
positioning of cetaceans) system,
aimed at limiting the risks
of collisions between whales
and commercial ships.
16
14
12
10
8
6
4
2
0
14 14 14
9
5
2005 2006 2007 2008 2009
our environmental objectives
• –20% emissions de CO 2 by 2020 (versus 2006)
• –15% energy consumption by 2020 (versus 2006)
• 25% solar energy for new mobile stations in 2015 (primarily
in Africa)
• making all our employees aware of environmental challenges by
conducting “going green” campaigns in the different countries
• 100 % of the Group compliant with the ROHS Directive by 2015
Hossam El-Garhi, auditor
TÜV SÜD Management Service (Bayern) Egypt Branch
“In 2001, Mobinil was ISO 14001 certified for its environmental management system, thus becoming the first mobile operator
in the country to obtain this certification. I had the pleasure of leading the team of auditors at this time and of becoming
aware of the high sense of corporate social responsibility. Clearly, Mobinil was proud to point the way towards improved
respect for the environment. Today, and each time that we do our follow-up audit, we are impressed by the manner in which
the EMS continues to evolve. It now covers all the businesses and includes a series of initiatives on key challenges, such as
electromagnetic waves, electronic waste management, developing renewable energy, and reducing the carbon footprint.
From the outset, Mobinil has fully assumed its environmental responsibility towards communities and acted as a true
pioneer in undertaking specific measurable actions.”

educing the Group’s
carbon footprint
In order to fight against climate change and reduce our greenhouse gas emissions, we are acting in three
complementary directions: reducing the energy consumption of our networks and buildings, promoting
renewable energy sources, and reducing emissions from our vehicles and employee travel.
less energy-hungry networks
The functioning of networks and information
systems, including datacenters,
accounts for more than 60% of the
Group’s total energy consumption. To
keep to our commitment to reduce our
energy consumption in a context of continually
increasing data traffic, we undertook
a broad-based energy action plan in
early 2009. By the end of 2009, this action
plan had been implemented in 10 countries:
France, the United Kingdom, Poland,
Spain, Slovakia, Romania, Switzerland,
Belgium, Senegal and Guinea. This plan
has committed us to a long-term effort.
Considering the time involved in replacing
network equipment and deploying new
technologies, we estimate that the actions
undertaken on the networks will not be fully
effective until seven or eight years from
now.
number one: optimizing air conditioning
The optimization of air conditioning is the
most effective way to reduce network
energy consumption. Among the different
implemented measures, optimized ventilation
can reduce the energy consumption of
an air conditioning system by up to 80%
compared to traditional cooling systems,
while eliminating the use of environmentally-harmful
refrigerant fluids. In 2007, the
Group won the Clean and Resource-
Efficient Technologies Trophy awarded by
ADEME* and the French magazine
“Industries et Technologies”. In late 2009,
this optimization system was implemented
at approximately 4,600 technical sites,
mainly in Europe, as well as in around one
hundred sites in Africa.
In Spain, the deployment of natural ventilation
(free-cooling) has reduced the mobile
network energy consumption by 22% in
2009, preventing 5,800 metric tons of CO 2
from being emitted.
Another measure, the optimization of temperature
settings at technical facilities also
allowed for savings of up to 20% of the
energy consumption of air conditioning
simply by tolerating higher functioning temperatures,
in accordance with equipment
manufacturer recommendations, which
had no impact on the equipment’s proper
functioning or service quality. In 2009, this
optimization allowed a saving of 12 GWh in
Poland, the equivalent of 8,000 metric tons
of CO 2 avoided, and more than 6 GWh in
France.
more efficient datacenters
By themselves, datacenters (centers hosting
computer servers) account for 20% of
the total energy consumption of the Group’s
networks and information systems.
The “Green Datacenters” project allows the
reduction of datacenter energy consumption
through four types of actions:
– improving the technical environment
(choice of more efficient air conditioning
and electrical connections, optimization of
air circulation);
– replacing the oldest servers with servers
offering up to 4 times greater processing
capacity, which in turn reduces their quantity;
– rationalizing information systems, by limiting
the maximum number of applications
in service and measuring the power consumed
per user for each of them;
– consolidating and virtualizing servers, led
by the Ecocenter program, which can
host several applications on the same
physical server.
Since 2007, in France, the virtualization of
servers has thus led to the decrease of the
number of physical servers by 10, saving
close to 25 GWh in electricity consumption,
avoiding 1,000 equivalent metric tons of
CO 2 . In 2009, in Poland, this led to savings
of 1.6 GWh for server consumption
(1,000 metric tons of CO 2 avoided). In late
2009, the Ecocenter program was implemented
in several countries, including France,
the United Kingdom, Poland, Spain, Belgium,
Romania, Switzerland and Slovakia.
Studies are in progress to switch to High
Voltage Direct Current (HVDC), with potential
savings of approximately 10% in energy
consumption. HVDC optimizes the performance
of the energy chain by reducing leaks
at the level of energy conversion and distribution
under continuous low voltage.
growing use of renewable energy
Our objective is to increase the percentage
of renewable energy in our overall
energy consumption to reach 25% in 2015
in new mobile stations (primarily in Africa).
Our efforts specifically involve supplying
solar energy to base stations (relay antennae)
in Africa and in Southern European
countries, where real production potential
exists.
At the end of 2009, more than 740 solar
stations were in the process of being
installed in a dozen countries in the
African, Middle Eastern and Indian Ocean
regions.
Some countries are experimenting with
other solutions, such as the use of wind
energy. In Wales, a hybrid station located
78 / towards a greener world

focus
in a nature preserve combines solar panels,
wind and back-up fuel cell batteries. In
Kenya, 11 hybrid sites are supplied by
wind and solar energy and by a back-up
electric generator.
more precise monitoring of energy
consumption
To effectively guide its energy action plans,
the Group upped the monitoring of its
energy consumption in 2009. Nine key
energy performance indicators were thus
defined and are subject to quarterly
monitoring across the Group.
In order to improve the reliability of energy
consumption measurements, the Group
installed meters at large technical sites in
France, the United Kingdom, Spain and
Poland.
energy – networks action plan:
results already tangible
In the space of twelve months,
the network energy
consumption action plan has
already shown its effectiveness.
In 2009, the initial actions thus
led to 9 GWh in savings in
France, close to 15 GWh in
Spain and more than 16 GWh
in Poland, an equivalent
of 16,000 metric tons of CO 2
avoided.
more than 16,000 metric tons
of CO 2 avoided thanks to solar
stations
At the end of 2009, the stations
which were already installed
enabled the production of little
over 3.5 GWh of solar energy,
avoiding more than 16,000 metric
tons of CO 2 during the year.
Orange Spain participating in
the “Acción CO 2 ” program
In early 2009, Orange Spain
joined “Acción CO 2 ”, a program
launched by the Entorno-BCSD
Foundation. This voluntary
initiative brings together some
15 companies committed
to reducing their greenhouse
gas emissions and evaluating
their reduction according to a
precise methodology. The first
measures undertaken by Orange
have already helped avoid the
emission of more than 2,700 metric
tons of CO 2 in 2009.
Orange UK evaluates the carbon
footprint of its activities
In the United Kingdom, Orange
conducted an evaluation in 2009
of the carbon footprint of its
activities for the third
consecutive year. Similar work
was undertaken in France in
2009 to perform the Bilan
Carbone ® carbon footprint
assessment of key processes.
Group energy consumption in toe
(tons oil equivalent) split by country
(1.32 million toe)
CO 2 emissions split by country
rest of the world
21%
France
51%
rest of the world
35%
France
17%
Spain
5%
Poland
14%
United Kingdom
9%
Spain 6%
United Kingdom
15%
Poland
27%
79

improve the energy efficiency
of buildings
In 2009, buildings accounted for 22% of
the Group’s total energy consumption.
The energy action plan for buildings aims
to improve the energy efficiency of the
Group’s buildings by acting in two directions:
– optimizing consumption of equipment
(buying equipment with high-performance
levels, optimum usage of such
equipment);
– reducing building energy needs by
improving insulation, using optimized
ventilation or heat accumulators.
in-depth thermal studies
If a building proves to be costly and not
very comfortable energy-wise, and if significant
remodelling work is planned there,
it undergoes an in-depth thermal study.
Carried out by a technical research firm
using a thermal simulation tool, it includes,
in as precise a manner as possible, the
site weather data as well as usage limitations
and recommendations related to its
different usages.
This study is a really effective decisionmaking
tool: it allows the comparison of
the overall cost (investment, operation,
repairs and maintenance, depreciation
and amortization) of different complete
and consistent solutions for limiting consumption
and costs, while ensuring user
comfort and site hygiene in all seasons.
high environmental quality (HQE ® )
initiatives
During major refurbishment work or when
engaging in leases, we pay special attention
to compliance with the targets of the
“HQE ® Construction” environmental certification
standard. This approach gives us
the assurance of work performed according
to the occupant’s comfort and the
building’s environmental quality requirements.
Likewise, following the implementation of
“HQE ® Exploitation” in August 2009, we
decided to test this standard on leased
buildings. Three projects are underway.
This new certification simultaneously concerns
the building’s environmental quality,
operational quality (equipment maintenance,
upkeep of spaces, monitoring of
consumption), and practices (of the occupants,
the operator, service providers, etc).
It provides an assurance that environmental
concerns are taken into account
throughout the process of operating the
site.
results-driven maintenance contracts
In order to encourage sizeable energy
savings, we have tightened our maintenance
contracts to include energy performance
goals. For tertiary buildings with
a surface area of over 2,000 m² and more
than 200 people, we interest the provider
in energy savings through a bonus/penalty
system. Savings on energy bills are split
by one third for the provider, one third for
the Group and one third reinvested in the
building’s performance.
reducing the impact
of transport
The Group’s fleet of vehicles and our
employees’ job-related travel accounts for
approximately 6% of our energy consumption.
If we add their plane and train trips to
this, then transport accounts for 13% of
our total greenhouse gas emissions.
a fleet of “cleaner” vehicles
To reduce the CO 2 emissions of our fleet of
work vehicles, we are acting on two fronts:
replacement of the fleet in favour of low
carbon emission vehicles, and progressively
reducing the number of vehicles.
Since 2007, the CO 2 emission rate has
been part of the purchasing criteria, with the
maximum threshold being progressively
lowered. The Group’s inventory of “clean
vehicles” includes electric vehicles, hybrids,
or even vehicles equipped with the “Stop
and Start” system and small-cylinder vehicles
emitting less than 100 g of CO 2 /km
and offering mixed consumption of close to
3 litres per 100 km.
In 2009 we introduced 3883 vehicles with
an average coefficient of 129 g of CO 2 /km
to our vehicle fleet in France. The renewal of
the fleet, and its decrease of 1,063 vehicles
has allowed us to avoid the consumption of
1.37 million litres of fuel (99.5% diesel) and
the emission of 3,600 metric tons of CO 2 . It
is worth mentionning that in France the CO 2
emissions linked to vehicles (86,700 metric
tons) are comparable to those related to
electricity (91,500 metric tons). Moreover,
for the entire fleet, we note that the average
emissions rate for our cars has gone from
143 g of CO 2 /km to 141 g of CO 2 /km.
promoting cleaner means of transport
Since 2008, the Group’s travel policy
encourages employees to use less polluting
means of transport and to use videoconference
or conference call tools as
much as possible to cut down on their
travel.
Many entities have implemented mechanisms
aimed at limiting individual car use.
Thus, since February 2008, employees at
the Orange Village site in Arcueil (France)
can use OTO mobile (“Occupation des
Transports Optimisée” – Use of Optimized
Transport), a tool dedicated to the occasional
or regular practice of car pooling.
Corporate Travel Plans (CTP) have already
been implemented in some 15 cities in
France. In Belgium, Mobistar has implemented
a very comprehensive system
with a car pooling site, bicycle parking,
showers and dressing rooms for cyclist
employees and voluntary offsetting of CO 2
emissions related to irreducible travel.
limiting travel using telecommuting
solutions
The Group also makes use of its telecommuting
expertise to limit employee travel.
Our travel policy encourages employees to
restrict their physical travel by using tools
at their disposal (conference calls, videoconferences,
etc); this has an estimated
impact of 20,000 metric tons of CO 2
avoided. In 2009, nine new remote attendance
rooms were installed, eight in France,
and one in Brazil. In 2010, four additional
rooms will be installed in Madrid, Warsaw,
Saint-Denis and Arcueil in France, as well
as around 20 smaller rooms in different
countries. The development of e-learning is
also helping to limit employee travel.
80 / towards a greener world

Group energy consumption
in million toe
1.2
1.0
0.8
0.6
0.4
0.2
0.0
2006 2007 2008 2009
France Rest of the world
Group energy consumption
(excluding Orange Business Services International)
in toe/1,000 customers
12
10
8
6
4
2
0
1,800,000
1,350,000
900,000
450,000
2006 2007 2008 2009
France Rest of the world Group
Group CO 2 emissions
in millions of tons
0
2006 2007 2008 2009
France Rest of the world
Group CO 2 emissions
(excluding Orange Business Services International)
kg CO 2 /customer
12
10
8
6
4
2
0
2006 2007 2008 2009
France Rest of the world Group
energy consumption by energy type
vehicle fuel
4.4%
renewable
energy
0.2%
focus
a new HQE® headquarters
for Orange Business Services
Built in 2009, the new Orange
Business Services
headquarters based in
Saint-Denis (Paris region)
boasts high environmental
quality certification that allows
the limitation of short- or
long-term environmental
impacts of construction or
refurbishment, whilst ensuring
healthy and comfortable living
conditions for occupants. Since
March 2010, it has housed more
than 1,800 Group employees.
Mobistar moves to a
low-consumption building
Inaugurated in September
2009, the new Mobistar
headquarters in Evere (Brussels
region) offers particularly high
energy performance thanks to
architectural and technical
design efforts. Named “Sirius”,
this new building boasts an
overall energy performance
index of E74 (according to the
Wallone regulation Building
Energy Performance standard),
whereas the standard currently
in force in the Brussels region
is E100 for office buildings.
making employees aware of the
challenges of sustainable
mobility
In many countries, such as
Slovakia and Belgium, Orange
participated in the 2009
European Mobility Week by
organizing events to increase
employee awareness.
In October 2009, the Orange
Village site in Arcueil (France)
organized a special “travel a
different way” day. The site’s
4,500 employees were able to
learn about car pooling and
regional public transport
or be trained on an eco-driving
simulator.
corporate bikes at Orange
Business Services
In September 2009, the Orange
Business Services site in
Cesson-Sévigné (France)
inaugurated its fleet of
corporate bicycles. Ten
bicycles are at employees’
disposal for travel between
sites.
employee training
in eco-driving
In 2009, in its 2010 training
plan, the Group decided
to include a module on
eco-driving and the prevention
of road risks for employees
driving corporate vehicles.
Tested at the end of 2009
among Orange France
employees, this training is due
to be extended to all country
operations entities managing
fleets of vehicles.
less travel thanks to e-learning
Thanks to effective internal
communication campaigns,
Orange Spain has succeeded
in increasing the amount of
e-learning by over 260%
between 2008 and 2009.
electricity
73.7%
gas
15.8%
fuel
5.8%
81

optimizing waste
management
Our approach to waste management has led us to implement waste collection and processing mechanisms
at all of our entities, adapted to each type of waste taking local regulations and specificities into
account. Furthermore, we take concerted action to ensure the traceability of our waste through to its final
processing, and we encourage the collection of used mobile phones from our customers.
controlling the future
of our operational waste
As with any industrial activity, the operation
of a telecommunications network generates
different sorts of waste: cables, telephone
poles, fluorescent tubes, batteries and electronic
components.
It is our responsibility to control this environmental
impact.
three major principles
The Group’s guidelines ensure the harmonization
of waste management practices in
the different countries in which the Group
operates.
Three major waste management principles
are applied in all countries:
– measuring the amount of waste generated
by our activities, by making inventories
in each country according to the
classification defined at Group level;
– organizing the processing of waste
through suitable channels taking the local
context into account;
– ensuring the traceability of waste in the
future, by progressively mapping treatment
channels in all countries.
a second life
for electronic equipment
The growth of information and communication
technologies goes hand in hand with an
increase in the volume of waste electrical
and electronic equipment (WEEE): several
million units of equipment are replaced each
year, especially mobile phones.
To give these phones a second life or to
ensure their environmentally-friendly dismantling,
we have implemented take-back
mechanisms for customers’ mobile phones
and other electronic equipment in European
countries. The collected equipment is then
entrusted to environmental organizations or
specialized partners who recondition equipment
to working order or recycle the components
in approved channels.
encouraging the recycling
of mobile phones
Above and beyond our obligations under
the WEEE Directive, we continually seek to
increase the rate of collected mobile
phones. For this, we conduct regular awareness
campaigns among our customers and
are currently testing financial incentive
mechanisms in several countries.
In Switzerland, the “Eco Orange” program
thus allows customers to assess the residual
value of their phone on the Orange portal
and to bring it into a store in exchange
for a discount coupon.
In France, the “Mobile Second Life” program
was launched in 2009 in partnership
with the WWF. It allows customers to check
the value of their phone at orange.fr or at a
store. By bringing in their used phones, if
their mobiles have a “residual” value, they
receive a cheque for an amount ranging
from 30 euros to 70 euros, depending on
the model. A similar mechanism was
launched in Romania. In the United
Kingdom, the take-back mechanism also
main Group waste treated in 2009:
45,131 tons
other wastes
11%
paper, carboard
9%
batteries
4%
cables
13%
wooden poles
21%
general industrial
waste
31%
internal electrical &
electronic waste
6%
electrical-electronic
waste collected from
customers
3%
metal poles
2%
electrical-electronic waste collected from our
customers (WEEE) (tons)
2,400
2,000
1,600
1,200
800
400
0
France
2,253
1,708
2005 2006 2007 2008 2009
rest of the world
2,071
1,642
1,377
82 / towards a greener world

focus
applies to laptop computers and multimedia
readers. A discussion is underway at Group
level to capitalize on these different experiments
and to study the possibilities of
implementing them in other countries.
Despite all of these efforts, there has been a
strong decrease in the weight of treated
customer waste, explainable partly by the
decrease in weight of the equipments which
we provide to our customers.
increased vigilance over chemical
substances
The Group is carefully following the requirements
of the European REACH Directive
(“Registration, Evaluation, Authorization
and Restriction of Chemicals”) relative to
chemical substances which are hazardous
to the environment and human health, and
is attempting to anticipate its impacts. An
Internet questionnaire was sent in 2009
to handsets and network equipment suppliers
affected by these regulations. The
collected data will enable the Group to
inform its customers as to whether or not
the marketed products contain any of the
15 substances defined by the Directive as
“of very high concern” at a concentration
greater than 0.1%. Some countries such
as Slovakia have already implemented a
customer information mechanism.
a new waste treatment system
in Senegal
In Senegal, a new system was
implemented in 2009 for the
treatment of used telephone
poles, cables and batteries.
The waste collected by Sonatel
is entrusted to a partner
company that handles their
treatment in Europe. Previously,
such waste was stored or
incinerated on site. Through this
new system, 196 metric tons
of waste were treated in 2009.
“I recycle mobile phones and
batteries” in Mauritius
In Mauritius, Orange has
launched a national program
to develop the recycling of
mobile phones and batteries
in partnership with BEM
Enterprises Ltd, the Port Louis
Citadelle Rotary Club and the
Mission Verte association.
Some 15 collection points have
been set up at Orange stores.
The collected equipment is
grouped together and then
transported to the BEM
Enterprises sorting centre.
Plastics and metals are routed
to local recycling centres.
Batteries, chargers and other
electronic circuits for which
there is no local processing
channel are sent to Europe for
recovery at approved recycling
centres.
repeated efforts to collect
work-related WEEE
For two years, Orange Business
Services has implemented a
recycling program for waste
electrical and electronic
equipment (WEEE) used in
corporate product lines. Since
2009, suppliers of work-related
electrical and electronic
equipment now systematically
sign environmental clauses.
Our process for creating and
launching product lines
identifies and provides recycling
methods for each new product
line put on the market.
Customers under contract are
progressively updated to clarify
the conditions and shared
responsibility for collecting
WEEE. Thanks to a Six Sigma
analysis mechanism, we are in
line with our goal to collect and
process 75% of recyclable
WEEE by 2010.
83

educing the impact
of our products
In order to reduce the environmental impact of our products and services throughout their entire life cycle,
we are developing an eco-design approach, and encourage our customers to adopt greener usages.
an appreciably reduced environmental
impact. This partnership involves all the
Livebox, TV decoders and fixed-line phones
supplied by Sagem Communications.
improving the environmental
performance of products
and services
Even though we do not directly manufacture
products, we place great importance on the
environmental performance of the products
and services offered to our customers.
Several procedures are underway to evaluate
the environmental performance of our
products and services throughout their life
cycle and to give preference to the best
performers.
using life cycle analysis to guide our
efforts
In order to identify areas for progress in
terms of the environmental performance of
our products, we are developing Life Cycle
Analysis (LCA) procedures to evaluate the
environmental impact of a product throughout
the chain (manufacture, distribution
usage and end of life). These LCAs, which
are complex and lengthy, are very useful for
gathering general product design rules and
setting priority guidelines.
Thus, the LCAs carried out in 2008 on the
Livebox 1.2 showed that most of the
impacts were in the usage phase. This work
enabled us to focus our efforts on reducing
energy consumption in the usage phase
through low-consumption modes and automatically
disabling unused interfaces
(Ethernet, Wi-Fi, etc). Livebox 2, launched at
the end of 2009, was the direct beneficiary
of contributions made by these analyses.
In 2009, our research and development
teams conducted new life cycle analyses on
DSL, FTTH and 3G networks, as well as on
three Orange Business Services solutions:
Remote Attendance, Business Everywhere
and IT Package. The results of these LCAs
on services were used to develop a tool for
evaluating the environmental progress of
Orange Business Services solutions. These
results are also helping us to make progress
in the design of our solutions by focusing on
the points with the highest stakes.
eco-design partnerships with suppliers
We are working in close collaboration with
our suppliers to develop eco-design procedures
for the products that we distribute.
We have thus continued a strategic partnership
which started in 2007 with Sagem
Communications to design products with
active collaboration on the universal
charger project
We are also participating in the work conducted
within the GSMA and the UIT to
design a common solution for a universal
charger for mobile phones. This project,
bringing together some thirty mobile phone
manufacturers and operators, intends to
design and market a more energy-efficient
universal charger with a USB port by 2012,
with the goal of reducing energy consumption
on standby mode by 50%. This solution
should also mean the elimination of up to
51,000 metric tons of electronic waste
throughout the sector due to the accumulation
of different chargers, whilst improving
customer service.
towards eco-responsible
usages
Beyond the eco-design of our products and
services, we encourage our customers to
contribute to environmental conservation for
both personal and work-related use.
information for action
To facilitate decision-making, the Group has
perfected tools which make clear information
on the environmental performance of
the products and services offered available.
For the general public, the phone handset
eco-labelling launched in France started in
2008 with the support of the WWF and
was implemented more extensively in 2009.
In France, 39 models of fixed-line phones
(i.e. 96% of the product range) and
84 / towards a greener world

focus
140 mobile phone models (91% of the
product line) have eco-labelling, which can
be consulted at Orange stores or on the
website orange.fr. In Spain, labelling has
also been available since 2009 on 38
mobile phones, accounting for 75% of the
product line.
The eco-label displays an overall handset
evaluation and assesses its environmental
performance according to five key indicators:
– CO 2 limitation measures the amount of
greenhouse gas emitted during the principal
stages of the product’s life: manufacture,
transport and utilization;
– energy efficiency assesses energy consumption
during product use and the
measures for reducing it;
– conservation of natural resources reflects
the efforts made to limit the percentage
of non-renewable or sensitive materials
from an environmental, economic or
social point of view;
– recyclability measures the contribution by
the handset, its packaging and its documentation
to limited waste production;
– eco-responsible design evaluates the
qualitative efforts made by the supplier in
designing its product. Specifically, this
covers its action to limit the use of potentially
hazardous substances, ensuring
good traceability of metals, and optimizing
the device’s electricity consumption.
Livebox 2: significant potential
for reducing consumption
Launched at the end of 2009,
Livebox 2 benefits from the
results of the LCA that we
conducted, in which the overall
environmental assessment
showed that electricity
consumption was predominantly
in the usage phase. This new
version thus has a Wi-Fi switch
with which the user can turn the
Wi-Fi signal on and off at his
convenience, while benefiting
from the other Livebox services.
This Wi-Fi button, as well as the
start/stop switch, allows the
Livebox to be turned off easily
at night or during holidays and
thus decreasing its energy
consumption by up to 30%. Its
packaging is made up of 98%
recycled paper.
less plastic waste with the mini
SIM card
In 2009, Orange United Kingdom
was the first European mobile
operator to distribute a “mini
SIM card.” A regular-sized SIM
card is inserted in a plastic
sleeve half the size. After an
initial test conducted among
monthly package customers,
this mini SIM card will soon be
extended to all customers. With
14 million SIM cards purchased
each year, Orange United
Kingdom could thus save
28 metric tons of plastic per year!
a life cycle analysis of the DSL
network
Among the life cycle analyses
conducted in 2009, the one for
the DSL network shows that
the Livebox accounts for more
than 90% of its impacts, hence
the importance of eco-design.
Apart from the Livebox, 80%
of the overall fixed-line network
impacts are due to DSL Access
Multipliers (DSLAM). This
analysis will allow the steering
of ADSL network eco-design
efforts towards reducing the
impacts of the Livebox and
DSLAM.
This labelling was also developed on the
Business market in France, where 80% of
the product line has eco-labelling.
Orange is the first European operator to
implement an environmental handset performance
evaluation. This procedure aims
to make customers aware of the environmental
impact of devices and allows them
to make a responsible choice. It also helps
encourage our suppliers to produce hand-
85

sets with a small environmental footprint.
For businesses, Orange Business Services
has also developed very specific calculation
tools to evaluate the environmental
advantages of remote collaborative work
solutions such as Telepresence and
Business Everywhere. It makes it easier for
companies to include carbon footprints in
their investment decisions. The tool, developed
in partnership with an independent
Swiss consultancy, a life cycle analysis
leader, shows customers the economic
and environmental advantages of implementing
“green IT” solutions at their company.
Thanks to this new tool, Orange
Business Services customers may evaluate
the expected advantages of different solutions
being considered before choosing the
offer most suited to their needs. In all cases,
the assumptions used in the calculations
are conservative and two scenarios are
presented, one calculated on the basis of
severe hypotheses and the other on the
basis of average hypotheses. This way the
minimum advantages are presented so that
the customer is never disappointed.
ongoing awareness among customers
Most operations entities in countries organize
awareness campaigns on a regular basis to
make customers aware of green behaviour.
Choosing electronic billing, bringing in used
mobile phones for recycling, keeping equipment
longer – these are just a few simple
steps that help save the environment.
In France, on the Orange environment site
(http://actu.orange.fr/environnement/), people
can use the web to access environmental
news with practical information that can be
acted on daily.
In Switzerland, France, the United Kingdom
and Romania, Orange has implemented a
financial incentive to encourage customers to
bring in their old phones.
focus
six green reflexes
In France, Orange launched
a new website in 2009 to make
customers aware of
eco-citizenship measures,
via six green reflexes:
– look at the eco-labelling
and choose a greener phone;
– switch to electronic billing
to limit paper consumption;
– support the WWF with loyalty
points: customers who wish
may convert their points into
donations to the WWF (or to
three other NGOs);
– keep a mobile phone longer
and be rewarded: Orange offers
customers a cheque for
40 euros in exchange for loyalty
points if they choose to keep
their phone longer;
– switch from new to secondhand:
at its stores Orange now
offers a range of second-hand
mobile phones at a lower cost
guaranteed for six months;
– recycle equipment to give
it a second life: with “Mobile
Second Life”, customers
bringing in used phones with
“residual” value receive a
cheque for an amount ranging
from 30 euros to 70 euros,
depending on the model.
To find out more: www.
agir-reflexesverts.orange.fr/
launch of eco-labelling in Spain
After France, Orange and the
WWF signed a partnership
agreement to develop
environmental labelling in
Spain. Orange customers now
have access to this information
for 75% of the mobile phones
marketed by the brand,
including all new developments.
Available initially on the site
www.orange.es, the
eco-labelling will soon be
included in the product
documentation. The
partnership with the WWF also
helps to make customers aware
of the paper savings offered by
electronic billing.
40,000 Orange France
customers have chosen to keep
their mobile phone longer
In March 2009, Orange launched
an offer which allows customers
wishing to keep their mobile
phone longer to receive a
40 euro cheque in exchange for
1,500 loyalty points. At the same
time, Orange pays 5 euros to
WWF-France for each customer
choosing this offer. Less than
a year after its launch, this offer
has attracted 40,000 customers,
which has enabled Orange to
send the WWF a 200,000 euro
cheque in January 2010.
86 / towards a greener world

helping our customers
“go green”
Using information and communication technologies could cut annual world CO 2 emissions by 15% by
2020 (according to the “SMART 2020: enabling the low carbon economy in the information age” study),
which is five times the sector’s carbon footprint. Our responsibility, above and beyond reducing our own
impacts, is thus to help exploit the potential of the digital world to assist our customers in meeting the
challenge of sustainable development.
dematerializing exchanges
Dematerialization is a proven approach to
reducing greenhouse gas emissions. The
“Smart 2020: enabling the low carbon
economy in the information age” study
estimates that 70 million metric tons of
CO 2 could be spared in the world by 2020
by rationalizing printing and utilizing dematerialization.
Our dematerialization solutions, such as
Electronic Billing, HubEDI, WebEDI or
Contact Everyone, offer many environmental
advantages: savings on ink and paper,
energy savings, waste reduction, and forest
conservation play an important role as
“carbon sinks”.
That is why we offer to replace paper
invoices with electronic bills for all our customers
(business or residential) free of
charge. At the end of 2009 in France,
4.5 million of our mass market clients (fixed
and mobile) had subscribed to electronic
billing, which represents a saving of
1,038 metric tons of paper.
optimizing IT infrastructures
Our server and workstation virtualization
solutions are a key response to the challenges
of optimizing the energy efficiency of
IT infrastructures.
Server virtualization consists of making all
applications and environments work on a
single server when normally they would each
need an individual server. These solutions
allow datacenter consolidation, significantly
reducing the number of servers and optimizing
the use of existing infrastructure. There
are many advantages – in addition to considerable
environmental benefits, there is an
improvement in the performance of applications.
For some of our customers, the installed
solutions have allowed a reduction in the
number of servers by 80%, energy consumption
by more than 90%, and the total
cost of ownership (TCO) by more than 50%.
These solutions are not reserved for larger
companies: we offer SMEs a packaged virtualization
formula, the IT Package, which
allows user access to applications and data
from any Internet connection and thus optimizes
user travel (specifically by facilitating
teleworking).
Workstation virtualization consists of installing
the users’ data on a server rather than on
each workstation. The key benefits to this are
significant environmental advantages: a virtualized
workstation lasts longer than an ordinary
PC (five years instead of three),
consumes about 10 times less power while
in use, can be much more easily shared by
several users, uses less electronics and is
therefore easier to recycle.
responding to the challenges
of sustainable mobility
Information and communication technologies
play a key role in limiting travel, making
public transport more attractive, optimizing
travel time thanks to global positioning
solutions or contributing to improved user
safety.
M. Frank Mader
Mader Ambulances’ Manager
“Thanks to the Orange Business Services’ global solution, which combines the global positioning of vehicles with an intervention
management application, we have reduced our fuel consumption by 27% in ten months. After several months of
use, we have no doubt that this solution has improved our margin. The operation’s process has been improved, facilitating
the call centre’s work, as well as that of the ambulance drivers.”

limiting personal travel
In order to limit employee travel, implementing
teleworking solutions is an obvious step:
mobile access to the workplace, collaborative
work tools via the Internet, video conferences
and conference calls are just a few of
the tools that effectively reduce greenhouse
gas emissions. Apart from traditional fixedline
telephony, we are leaders in all remote
collaborative work solutions. More than
1.2 million people around the world use our
Business Everywhere solution, giving them
mobile access to their workplace regardless
of the available network.
In addition to our solutions for businesses,
we also offer solutions, such as Point Visio
Public that lets people contact administrative
services without leaving the place where
they live.
better management of the vehicle fleet
Our fleet management solutions, Fleet
Advanced and Fleet Performance, based
on Machine-to-Machine (M2M) technology,
allow optimized travel for thousands of vehicles
in real time, improving their preventive
maintenance. Distances covered are
reduced, and better maintained engines are
also less polluting. The benefit is two-fold:
greater productivity and fewer CO 2 emissions.
developing remote monitoring services
In addition to our fleet management solutions,
we are developing innovative remote monitoring
solutions based on M2M technology:
remote metering (gas, water, etc), remote
inventory management, supply chain automation,
remote control and maintenance of
industrial equipment, remote management of
public infrastructure (lighting), etc – all these
solutions help optimize energy and risk management,
reducing logistics and maintenance
costs, while limiting CO 2 emissions and making
life easier for people.
For example, the remote gas consumption
metering system developed by Orange
Business Services for Primagaz saved around
80,000 km in 2009, a 48-metric ton reduction
in CO 2 .
making public transport more attractive
The Dynamic Travel Advisory solution developed
by Orange Business Services aims
to implement new services for travellers
(information on schedules, traffic, Internet
access, games and videos, etc) in public
transport. For transport operators, this real-
Patrice Millet
assistant director general in charge of sustainability for the Nice-Côte d’Azur urban community.
“The Nice-Côte d’Azur urban community has set itself the goal of becoming a benchmark region in terms of sustainability.
For this, we are implementing R&D research partnerships with major French and international groups to conduct
innovative experiments, such as the ‘sustainable village’ solution developed by Orange. This solution dovetails perfectly
with our urban ecology policy, enabling us to collect and analyze basic environmental parameters, such as noise levels,
wind speeds, water temperature and air quality, etc to guide our environmental policy and help improve the quality of life
of our fellow citizens. Our partnership with Orange continues and will enable us to keep making progress by adding new
parameters, such as water leak detection or intelligent management of street lighting. The aim is to extend this
experimentation to all the municipalities of Nice-Côte d’Azur, at the same time creating an urban ecological laboratory. To
me, this project is a perfect illustration of the value of public/private partnerships in the joint creation of innovative
solutions for sustainable development.”
88 / à l’écoute de nos collaborateurs dans le monde

focus
time solution aims at:
– improving observance of planned schedules
by geolocalizing vehicles at all times
and also responding in real time in the
event of disruptions;
– ensuring the safety of transport networks
with real-time video and audio alert reports
thanks to cameras and recorders installed
on-board, as well as on the ground;
– controlling maintenance costs thanks to
real-time remote malfunction detection
and resolution.
building the “sustainable city”
of tomorrow
Projects for “sustainable cities” and “zero
CO 2 neighbourhoods” are based largely on
information and communication technologies.
The Sustainable City concept developed by
France Telecom in partnership with local
governments is a multi-network solution
(radio, GPRS, Internet) that provides a
municipal government with a wide array of
information contributing to optimal management
of a municipality: environmental surveillance,
management of street lighting, waste
containers, municipal watering systems,
automotive traffic, etc.
This concept has been experimented with
since 2007 in the city of Cagnes-sur-Mer, in
the South of France. Based on “Machine to
Machine” operating techniques, “the sustainable
city” enables the Cagnes-sur-Mer
mayor’s office to automatically control the
parameters of its environment in real time
thanks to a network of sensors: temperature
(seawater, air), sound disturbances, wind
speed, UV index, hydrometers, etc.
recognized leadership
In 2009, a survey conducted
among European telecom
operators by the independent
organization Verdantix ranked
Orange as a leader in Europe
due to its environmental policy,
its products and its
technological innovations
in sustainable development.
In Poland, TP also received the
2009 “Green IT Leader” prize
awarded by “Computer World”
magazine from a short-list of
more than 80 Polish companies.
Wi-Fi access on buses
In 2009, Veolia Transport and
Orange Business Services
tested a pilot Wi-Fi portal on
board the A14 Express line
buses between Mantes-la-Jolie
and la Défense. Now travellers
who have a Wi-Fi-ready mobile
terminal (laptop, phone/
smartphone) can have access to
a news and entertainment portal
throughout their trip.
paying for bus tickets with SMS
In Belfort Territory, since July
2009, bus tickets may be bought
from a simple mobile phone,
regardless of its operator.
Each user texts the word “BUS”
by SMS and instantly receives
a message acting as the ticket
office. He can then travel
for an hour on all the transport
services of Optymo, the
innovative public transport
project created by the Mixed
Public Transport Association
of Belfort Territory. Designed,
developed and deployed by
Orange Business Services
at the request of Optymo, this
universal payment method
simplifies users’ lives and
decreases stop times and thus
travel time. This innovation is
part of a series of actions
carried out by Belfort Territory
to make Optymo an alternative
to the car culture, by promoting
ease and quality of service.
Orange Business Services
creates a blog devoted to
virtualization
After its first themed blog
devoted to security, in
September 2009 Orange
Business Services created
a blog devoted to a hot topic:
virtualization and cloud
computing.
Available at http://blogs.orangebusiness.com/virtualisation,
this
blog aims to enable exchanges
and the sharing of experiences
on all the issues associated with
the virtualization of IT
infrastructure (applications,
workstations, servers, storage).
The team of bloggers currently
consists of 11 experts, pioneers
in workstation and server
virtualization since 1991.
Their diverse backgrounds
enable them to contribute novel
insights and complementary
experiences.
89

2009 report
objectives disclosed
in the previous report
deadline status major achievements in 2009
Environmental management
Continue EMS* deployment throughout
the 14 countries involved in the initiative.
Manage the main environmental risks and impacts
at 65% of the entities involved.
Make employees aware of the environmental
impacts connected with their activities: organize a
“going green” campaign at 75% of the entities
involved.
Evaluate EMS* implementation and performance
during managerial reviews at 50% of the entities
involved.
2009-2011 Level of EMS deployment: 59%.
2009
2009
2009
Climate change
Overall objective: reduce total greenhouse gas emissions by 20% between 2006 and 2020
Continue activities aimed at improving energy
efficiency in buildings, in the network and in
transport.
Continue deployment of the server virtualization
program to save 20 GWh in 2009.
Continue upgrading the vehicle fleet to achieve an
average emission level of 130 g/km in 2020
(replace 4,000 vehicles in 2009).
2006-2020
2009
2006-2020
10 countries, i.e. 71% of the entities involved in the EMS
initiative, have performed an evaluation of the principal
environmental risks and impacts.
11 countries, i.e. 78% of the entities involved in the EMS
initiative have conducted a “going green” campaign.
7 countries, i.e. 50% of the entities concerned have
evaluated EMS implementation and performance during
managerial reviews.
“Energy-network” action plan launched in 10 countries
with significant savings (see pgs. 78/79).
Launch of mechanism for ensuring the reliability of network
and IT energy consumption measurements with progressive
instrumentation of large sites in the 4 major countries.
Installation of optimized ventilation in 4,600 sites in Europe
and Africa.
Installation of 8 telepresence rooms in France and 1 in
Brazil, making up a total number of 14 telepresence
rooms.
Deployment of the “Ecocenters” server virtualization
program in France, the United Kingdom, Poland, Spain,
Belgium, Romania, Switzerland and Slovakia. In France,
this program has enabled the number of physical servers
to be divided by 10 for a saving of more than 25 GWh
since 2007. In Poland, this program has saved 1.6 GWh
of consumption by servers in 2009.
4,500 vehicles replaced in 2009 and reduction of the fleet
by 3.7% (31,000 vehicles in the Group), which saved
3.3 million litres of fuel.
Test of electric vehicles for our sales representatives and
technicians in urban areas: Smart, Peugeot, Renault.
Commitment made to purchase 1,000 electric vehicles by
2012 within the framework of the “Grenelle” environmental
forum in France.
Renewable energy:
– increase their percentage in overall energy
consumption
– deploy solutions using renewable energies
– acquire 50,000 metric tons of CO 2 equivalent in
2009 in renewable energies or green certificates.
2006-2020
More than 700 solar stations committed at the end of
2009 in 11 countries (of which 575 are already installed)
have allowed the prevention of the emission of
16,000 equivalent metric tons of CO 2 .
In 2009, the use of 9.7 GWh of renewable energies
prevented 3,059 metric tons of CO 2 from being emitted.
item reviewed by Deloitte objective acheived project in progress
90 / towards a greener world

objectives disclosed
in the previous report
deadline status major achievements in 2009
Paper consumption
Overall objective: conserve forests and reduce the amount of waste due to the use of office paper
Progressively reach over 40% electronic billing
at all European entities by the end of 2012.
Develop the use of recycled or FSC-certified (or
equivalent label) paper.
Reduce internal paper consumption by making
staff aware of saving paper and configuring
printers for front and back printing.
2012
2009
2009
For mass market customers:
11% of eletronic billing in France, 32% in the United Kingdom,
25% in Poland and 18% in Spain.
In France, 97% of commercial documentation is on recycled
or FSC/PEFC labelled paper.
In Spain, 100% of mass market clients’ bills are printed on
FSC paper.
Reduction in the internal consumption of paper by 4.5%
in France, 25.9% in Spain, 19% in Poland and 4.6% for the
whole Group.
Waste management
Overall objective: implement country waste management action plans in the four major countries by the end of 2009 and progressively
in the others by 2011 according to the following three criteria:
All the European countries have made an inventory of their
waste according to three categories (network waste,
Finalize inventories. 2009-2011 hazardous and non-hazardous tertiary waste). Significant
progress has also been achieved in the AMEA area
(specifically a new processing channel in Senegal).
Continue to structure waste management by
signing contracts with local partners and
formalizing the entire process.
Tracing waste sent to treatment channels by
making a map outlining the entire process.
2009-2011
2009-2011
Continue the collection and recycling of our
business customers’ routers in France and
2009-2011
develop this internationally to reach 70% in
2009, 75% in 2010 and 80% in 2011.
Environmental performance of products and services
Develop eco-design procedures in partnership
with our suppliers for all our products and
services.
Progressively generalize life cycle analysis
procedures for products and services.
Solutions furthering sustainable development
Develop external communications on the
benefits of our solutions in terms of sustainable
development both in France, as well as
internationally.
Customer awareness
Extend eco-labelling on best-selling mobile
handsets to all European entities.
In France, extend eco-labelling to all products
distributed.
Implement communications actions and
devices to encourage our customers to:
– keep their mobile phones longer
– recycle their mobile phones.
2009-2010
2009-2010
2009
2010
2009
2009
Spain: a new contract with Mobilephone for collecting mobile
phones at Orange stores: improvement of the rate of
collection.
Signing of a new contract for the recycling of mobile phones
and printer cartridges in Romania.
Launch of a new waste processing channel in Senegal.
Implementation of a mobile phone and battery recycling
mechanism in Mauritius (see p. 83)
Audit performed in 2009 of WEEE collection and treatment
channels in the four major countries.
Switzerland: together with Eco Orange, Orange Switzerland
has implemented the traceability of reused components.
Senegal: management of electric generators entrusted
to a local ISO 14001-certified partner providing reliable and
traceable treatment of fluids (oil, refrigerant fluids, battery acid)
and the conditioning of aluminium oil filters.
At the end of 2009, 70% of customer equipment collected in
France, 38% of customer equipment collected in other EU
countries and 26% of customer equipment collected in the
rest of the world.
Implementation of Group-wide eco-design procedures.
Launch of the Livebox 2 with on-off switches. Continuation of
the Sagem partnership. Experimentation with a mini SIM card
in the United Kingdom.
Orange Labs to carry out LCA of DSL, FTTH & 3G mobile
networks, as well as of three services sold by Orange
Business Services.
Perfecting of a tool to assess CO 2 savings from different
Orange Business Services solutions.
Eco-labelling extended in France (91% of the range of mobile
phones and 96% of fixed-line phones) and launch of
eco-labelling in Spain (38 mobile phones, i.e. 75% of the
product line) and on business offerings (80% of the product
line in France).
Launch in France of the offer “40 euros for keeping your mobile
longer”, which allows customers wishing to keep their mobile
phone longer to receive a 40 euros cheque in exchange for their
loyalty points.
Launch of mobile phone repurchase programs in several
countries (including France, the United Kingdom, Romania
and Switzerland)
91

2010 roadmap
objectives
deadline
Environmental management
Continue the deployment of EMS* in compliance with ISO 14001* throughout the 14 countries involved in the initiative
(France – Operations France and Orange Business Services, the United Kingdom, Poland, Spain, as well as Belgium,
Romania, Slovakia, Egypt, Jordan, Republic of Côte d’Ivoire, Senegal, Madagascar, Cameroon and Mauritius) accounting
for 90% of the Group’s 2008 revenue:
– manage the main environmental risks and impacts at 85% of the entities involved;
– make employees aware of the environmental impacts connected with their activities: organize a “going green” campaign
at 85% of the entities involved;
– evaluate EMS* implementation and performance during managerial reviews at 65% of the entities involved (improvement
expected in the countries of Eastern Europe and the Africa, Middle East and Asia region).
Develop ISO 14001 certifications at sites with significant environmental impacts. 2010-2012
Climate change
Overall objective: reduce total greenhouse gas emissions by 20% between 2006 and 2020
Continue activities aimed at improving energy consumption in buildings, in network and in transport:
– deploy the Energy-network action plan in other countries (Slovakia, Egypt, Moldova, Senegal, Mali and Niger);
– define in 2010 the consumption reduction trends from 2010 to 2012;
– deploy real-time energy consumption metering tools for buildings;
– perform a carbon footprint assessment of activities in France, as well as a carbon footprint assessment of the mobile
network investment process;
– replace 5,000 vehicles, reduce the Group fleet to 30,000 vehicles and develop the use of electric vehicles.
Deploy solutions using renewable energies and increase their percentage in overall energy consumption. 25% of the
energy of new technical base stations of solar origin in 2015 in the Africa region:
– continue the development of solutions using renewable energies depending on local country circumstances;
– deploy 500 additional solar stations in emerging countries.
Paper consumption
Develop the use of recycled or FSC-certified (or equivalent label) paper
– For France: reach 100% recycled or FSC or PEFC-labelled commercial documentation.
– For other countries, specifically within Europe:
– 70% recycled paper for all paper consumed for companies using this paper;
– 30% recycled and labelled paper for countries recently becoming involved in this initiative.
Reduce paper consumption by 20% in the following areas: commercial documentation and marketing use, internal
and external use.
2010
2010
2010
2010
2010
92 / towards a greener world

objectives
deadline
Waste management
Continue the development of new treatment channels in African countries through reliable and controlled procedures. 2010
WEEE Directive:
– as with the four major countries audited in 2009, perform internal audits on the implementation of and compliance with
this Directive in other European countries (Belgium, Romania, Slovakia and Switzerland);
– extend the mapping of WEEE inventories and treatment channels to other countries outside of Europe;
– deploy the good practices implemented at our European subsidiaries to other Group countries;
– launch general public and business customer communications and awareness campaigns on the possibility of
recycling their electric and electronic equipment.
REACH regulations on chemical substances:
– extend the scope of suppliers audited for compliance with REACH regulations to suppliers of IT and network
equipment, in collaboration with Group purchasing;
– define and deploy adequate information procedures for our customers (especially businesses) at all European
subsidiaries in order to meet our obligations in this area.
Business waste:
– sign new contracts with tertiary waste treatment partners in the countries in which Orange Business Services is
present. This initiative will be started in two countries in 2010 and subsequently extended to other countries.
Collection and recycling of mobile phones
Progressively increase the rate of mobile handset collection and recycling by encouraging reuse or dismantling in
collaboration with reliable specialized partners to ensure the traceability of waste throughout the channel:
– increase the number of handsets collected in 2010 by 50% (compared to 2009);
– launch communications plans to better inform customers on the recycling possibilities offered by Orange throughout
Europe.
Eco-design of products and services
2010-2011
2010-2011
2010-2011
2010-2012
Implement eco-design in the product development process and put in place the associated training program. 2010
Observe reference texts on energy consumption (Code of Conduct and European Voluntary Agreement). 2010
Develop a domestic network architecture and offer handsets that optimize energy efficiency. 2010-2012
Define the policies and methods for deployment of the universal charger once it is available. 2010-2012
Eco-labelling
Implement eco-labelling of handsets in the 8 main European countries. 2010
Promotion of eco-usage
Strengthen mechanisms encouraging customers to keep their mobile phones longer and extend them throughout
Europe.
Continue programs for the deployment of electronic billing in Europe in order to achieve a penetration rate of 80% for
the Internet, 50% for mobile phones, and 30% for fixed line telephones in 2012.
Reducing the environmental impact of our customers
Promote the contribution of ICT to reducing the environmental impact of other sectors of the economy based on life
cycle analyses.
Continue to develop and promote dematerialization offers (remote collaborative work and telecommuting, vehicle fleet
management, etc).
Develop offers to support the largest sectors of the economy in the fight against climate change (energy, transport,
buildings, cities, etc).
2010
2012
2010-2012
2010
2010
93

Orange Foundation
making the world
more accessible
to everyone
Since its creation in 1987, The Orange Foundation has been carrying
out an important program of philanthropy which extends the company’s
mission: to enable everyone to communicate better. By promoting
greater autonomy in work and daily life, and encouraging cultural and
social fulfilment, the Orange Foundation and the Group’s employees
work together to make the world more accessible to all.
94 / à l’écoute de nos collaborateurs dans le monde

international influence
The Orange Foundation coordinates philanthropic
actions in more than 30 countries in
Europe, Asia, the Middle East and Africa. In
2009, the international influence of the
Group’s philanthropy policy was strengthened
by the creation of four new foundations
in Cameroon, Slovakia, the Dominican
Republic and Moldova, bringing the present
number of Group foundations up to 10.
Local initiatives are carried out by subsidiaries
with the assistance of the Orange
Foundation and local partners, in countries
where there is no foundation.
three areas of intervention
The Orange Foundation provides support
in three areas: health and disability –
autism, visual impairment and hearing
impairment –, education – with the fight
against illiteracy and the education of girls
in developing countries –, and lastly culture
– with vocal music.
transparent operation
Each year the Orange Foundation receives
a corporate subsidy, allowing it to implement
its philanthropy policy around the
world. Two to four times a year, a committee
of specialists chosen for their expertise
examines and selects projects submitted by
associations for each area of philanthropy.
Thus, in 2009, 410 projects were able
to receive support. Each case is studied by
a committee, which then evaluates its
suitability for the Foundation’s philanthropy
policy, as well as its quality, seriousness,
durability and feasibility in budgetary terms.
At the end of each committee meeting, the
project sponsors are informed on the chosen
decisions. Each philanthropy project is
subject to an agreement, monitoring and
reporting.
employee involvement
A major component of the Group’s philanthropy
policy concerns employee involvement
through volunteer work, sponsorship
projects, and collective employee support.
With project sponsorship, any employee
may ask the Foundation to support projects
sponsored by an association which they
are involved in, and which also fits in with
the Foundation’s philanthropy focuses.
Employees regularly get together to collect
funds for causes supported by the
Foundation, by organizing community
events, such as sports challenges or participating
in sales challenges and passing
on the funds.
breakdown of the number of projects
by areas of intervention in 2009
international philanthrophy
7%
music
24%
education
of girls 6%
health and disability
autism
21%
visual deficiencies
11%
auditory deficiencies
10%
fight against illiteracy
21%
The Foundation’s commitment aims to
improve the quality of life for people with
autism or visual or hearing impairments. In
2009, 88 projects on autism and 86 projects
on visual and hearing impairment were supported.
training in French sign language
for medical students
Since 2007, the largest association of medical
students in Toulouse has been organizing
training in French sign language. The
goal is to enable future doctors to care for
deaf-mute patients without the need for
interpreters.
the “Accessible Cinema” project
receives the 2009 Cibermax award
The “Accessible Cinema” project, supported
by the Orange Foundation in Spain,
in conjunction with Navarra Cinema,
received the 2009 Cibermax Culture
Award. This award was bestowed by the
Fundación Cibervoluntarios during the
95

“Spotlight on CSR” event, which took place
in Madrid on October 22.
The goal of the “Accessible Cinema” project
is to enable people with a visual or hearing
impairment to have access to culture.
Poland: Different Things Workshop
Since May 2009, the Group’s Orange
Foundation and Poland’s Orange Foundation
have co-financed the Synapsis Foundation’s
“Different Things Workshop” project. This
project is the first social undertaking for people
with autism in Poland. As part of the
program, 24 people with autism, ranging
from 18 to 32 years old, acquire social and
professional skills through specific activities.
They improve their ability to communicate
and participate in social life through sports,
culture and leisure activities. Products made
by the people who partake in these workshops
are sold on the Internet. This program
has become a model for other professionals
in autism in Poland.
Romania: continuing the Light
into Europe project
Since 2004, Orange Romania has supported
the Light into Europe Foundation’s
projects. This mechanism includes several
projects within 11 different schools which
aim to help children with visual or hearing
impairments find education and integration
easier. Tutoring, counselling sessions and
books and leaflets in very large type are
provided, in addition to online workshops to
support the children throughout their education.
Orange Romania also involves its
employees in a voluntary work program,
“You for the community”. They either learn
Romanian sign language, help children with
sensory impairments during outings, or help
make talking books, or books printed in
very large type.
preventing malaria in Guinea
The Orange Foundation and Orange
Guinea support UNICEF, which has
launched a campaign for national distribution
of impregnated mosquito nets in tandem
with a new phase of the vaccination
campaign throughout Guinea in partnership
with international NGOs and the
Ministry of Health. From November 26 to
29, 2009, approximately 1,000,000 households
received 3,000,000 mosquito nets.
education
In 2009, the Orange Foundation continued
its actions in 31 countries in Africa and Asia
in favour of educating and keeping girls in
school in developing countries.
In France in 2009, the Foundation also provided
support in the area of illiteracy.
Mali: building 114 classrooms
In 2009, a major project to construct
114 classrooms was implemented in partnership
with the Ministry of Basic Education
and UNICEF.
Kenya: first project for the education
of girls
Since 2009, Telkom Kenya and the Orange
Foundation have been co-financing a project
for the education of girls in partnership with
the Tegla Loroupe Peace Foundation. It specifically
involves the construction of two
dormitory buildings and one cafeteria for the
Tegla Loroupe Academy. This “Academy”,
located in Kapenguria, is intended to house
approximately 600 elementary and 400 secondary
students.
Madagascar: improving the living
conditions of artisans
T h e O range Foundati o n suppor ts
MadaCraft, a PlaNet Finance program that
combines fair trade and microfinance in
order to sustainably improve the living conditions
of artisans in Madagascar. Since its
launch in 2007, MadaCraft has preferred
the selection of women’s projects. As
women have little access to business initiatives,
MadaCraft supports their projects so
that they can significantly increase their
revenues, and consequently raise their
position within their household.
16 2009 budget of over million euros worldwide
(5.2 million euros in France)
3,500 more than requests
96 / Orange Foundation

Dominican Republic: the new Orange
Foundation supports 290 young girls
The Orange Foundation in the Dominican
Republic has taken on its first project in
the area of the education of girls. Entitled
“Casita Orange”, this project conducted
with the “Aide et Action” (Help and Action)
association aims to ensure that the
290 young girls who live in a municipality
in the North of Santo Domingo and are
forced to assume adult roles at a very
early age have access to the formal educational
system.
vocal music
In 2009, 97 projects were sponsored, giving
support to young artists, choruses,
vocal ensembles, professional training,
occupational integration, and help in the
creation of socio-educational action, and
festivals.
giving prisoners the floor
For two years now, the “Shadows and Lights”
festival has been giving the floor to inmates at
the central prison in Clairvaux (Aube). Songs
written by the prisoners and recorded during
concerts given in September 2008 and 2009
were performed by the professional “Cris de
Paris” choir and directed by Geoffroy
Jourdain. Thanks to the support of the
Orange Foundation and the Sacem
Foundation, a digital box set will appear in
2010, including all the Nocturnes as well as
the documentary “Outside the Walls” by
Julien Sallé, the initiator of the project. The
inmates will receive a percentage of the
profits on sales as co-songwriters, but
beyond that, the greatest satisfaction for
them is to be able to attend the rebroadcast
of the concert at the prison, which was also
filmed. It is thus a first step toward the resocialization
of the men, all of whom harbour
hopes of some day being free again.
focus
France Telecom Orange comes
to the aid of Haiti
Following the earthquake in
Haiti, Orange undertook a series
of charitable measures:
– helping to re-establish local
communications by making
technical and human
resources available;
– free communications with
disaster areas for its
customers;
– measures aimed at facilitating
and promoting the collection
of donations for humanitarian
organizations (“SMS for Haiti”
operation): three special
numbers allowed Orange
customers to make a quick
and easy donation by sending
a “HAITI” SMS to number
80222 for the Red Cross,
80333 for Secours populaire,
and 80444 for Secours
catholique. In return, the
customer received the logo of
the chosen association on his
or her mobile phone, together
with a message confirming
that the donation was properly
recorded. The entire cost of
the SMS was passed on to the
partner associations;
– the Orange Foundation is
committed to participating in
the rehabilitation of schools in
partnership with UNICEF. An
appeal for donations from the
Group’s French employees
enabled close to 170,000 euros
to be collected, and the
Foundation decided to match
every euro received by the
same amount. UNICEF will
thus have 340,000 euros to
continue its work with children,
promoting their education.
To find out more: check the Foundation’s
blog www.orange.com/fondation/blog
410 projects
supported
590 projects submitted to committees
97

eport appendices
99 about this report
100 external assessment
102 economic data
104 social data
108 environmental data
112 an international group
114 glossary
116 to learn more

about this report
This report aims to provide a fair and
balanced view of the overall performance
of the France Telecom Orange Group
for the 2009 calendar year.
It strives to meet the main expectations
that our stakeholders (customers,
shareholders, rating agencies, employees,
suppliers, public authorities and local
communities) have expressed in terms
of reporting.
A summary of our expectations appears
in our 2009 annual financial and
sustainability report, available in printed
form and on the Internet at www.orange.
com.
reporting period and frequency
Every year since 2002, the Group has
published an annual report on
sustainability and corporate social
responsibility. The report covers the period
from January 1 to December 31, 2009.
It also includes some qualitative elements
dated from the beginning of 2010
(noteworthy accomplishments).
reporting scope and
methodology
The content of this report has been
prepared on the basis of indicators
chosen so as to take into account the key
economic, social and environmental
impacts of our activities. The indicators
chosen also take into account the
recommendations of key international
organizations, such as the Global
Reporting Initiative (GRI*), the United
Nations Global Compact* and the OECD
guidelines*.
The indicators have been collected,
calculated, and consolidated using
dedicated computerized reporting tools.
The data presented covers all the main
activities and countries of operation,
except as duly mentioned.
For environmental data, the scope of
reporting covers 98% of the Group’s
revenues.
On the collection and treatment of waste,
the entities in Moldova, Austria,
Luxembourg, Armenia, Botswana,
Cameroon, Mali, Guinea-Bissau, Guinea,
Equatorial Guinea, Niger, Kenya, the
Central African Republic, Uganda,
Vietnam, Vanuatu and the multicountry
entities, such as FCR, Sofrecom and the
international R&D sites did not upload
data due to the newness of some entities,
their small size, the lack of reporting
procedures, or the impossibility of
implementing procedures due to
conditions in the host country.
For energy, we found that these same
entities, except Moldova, Cameroon, Mali,
Equatorial Guinea, Guinea-Bissau, Guinea,
Niger, Kenya and the Central African
Republic, have reported, via their
accounting, evaluations of their energy
consumptions. The level of coverage,
estimated by the percentage of the
entities’ turnover included in the reporting
perimeter, is specified for each
environmental indicator in the data table
on pages 110-111.
For social data, the estimated level
of coverage in percentage of Group
employees is specified in the table
on pages 104-105.
audit of the report
As in previous years, we have asked one
of our external auditors to review a
selection of achievements described in
our 2009 assessment tables (pages 32,
50-51, 70 and 90-91), as well as the
verification (identified by the symbol
of a selection of 17 key performance
indicators, 18 achievements, the
application of the AA1000 APS (2008)
principles and the application level of the
GRI G3 guidelines. The audit conclusions
are on pages 100-101.
application of the AA1000
principles
The procedure for preparation of our 2009
corporate social responsibility report
adheres to the significant aspects of the
three principles (inclusivity, materiality,
and responsiveness) of the AA1000 APS
(2008) standard, the reference for
corporate social responsibility in terms
of taking stakeholder expectations into
account (www.accountability21.net).
compliance with the GRI
guidelines
This report was prepared with reference
to the guidelines of the Global Reporting
Initiative (GRI) version G3. Following the
methodology for evaluation specified in
the guide for levels of application of the
GRI G3, the self-assessment in this report
on the basis of the GRI G3 index leads
to the A+ application level.
For further details, see the table
corresponding to the GRI-Global Compact
available at www.orange.com, under the
“responsibility” column.
correspondence with the
Global Compact
France Telecom joined the United Nations
Global Compact in July 2000. The ways
in which we integrate the principles
of the Global Compact as we engage
in our activities is set out in the GRI-Global
Compact table of correspondence,
available at www.orange.com,
under the “responsibility” column.
99

external assessment
Report of one of the Statutory Auditors on the Corporate Responsibility reporting process
(This is a free translation into English of the original report issued in the French language and is provided solely
for the convenience of English speaking readers)
For the attention of France Telecom
Executive Management
At your request and in our capacity as one
of the Statutory Auditors of France
Telecom, we have conducted procedures
on the following items:
(1) the description given by France Telecom
on page 12 of the 2009 Group
Corporate Responsibility Report (“the
Report”) on the compliance with
AA1000 APS (2008) principles of
inclusivity, materiality and
responsiveness in the Report’s
preparation process (the “Principles”);
(2) achievements of the objectives set forth
in the Corporate Responsibility
roadmaps selected by France Telecom
and identified by the symbol among
the information published on pages 9,
32, 50-51, 70 and 90 of the Report (the
“Selected Achievements”);
(3) a selection of Corporate Responsibility
key performance indicators selected by
France Telecom for France, Spain,
Jordan, Poland, the United Kingdom
and Slovakia that are identified by the
symbol among the information
published on pages 104-105 and 110-
111 of the Report (the “Selected Key
Performance Indicators”);
(4) France Telecom’s self-assessment of
the Report based on GRI G3 guidelines
as shown on page 99 of the Report (the
“GRI Self-Assessment”).
These items were prepared under the
responsibility of Group management in
accordance with the following reporting
criteria:
(1) for the Principles, AA1000 APS 1 (2008);
(2) for the Selected Achievements, the
Corporate Responsibility policies and
guidelines prepared by the France
Telecom Group and described in the
2009 roadmaps;
(3) for the Selected Key Performance
Indicators, all the procedures relating
to the reporting of environmental and
social indicators, available for
consultation at the Corporate Social
Responsibility Departement, that are
summarized on page 107 of the Report;
(4) for the GRI Self-Assessment, the GRI
G3 2 sustainable development reporting
guidelines.
It is our responsibility to express a
conclusion on these items based on the
work we performed. Our work covers only
these items and not the entire Report.
nature and scope of our work
We performed our procedures in
accordance with applicable professional
guidelines and ISAE 3000 and AA1000 AS 1
(2008) standards. Our procedures satisfy
the requirements of a Type 2 verification in
accordance with AA1000 AS (2008)
standard.
The professional code of conduct
governing the Statutory Auditor profession,
to which we are bound, guarantees our
independence with regard to the criteria
required by AA1000 AS (2008).
We implemented the following procedures,
in order to obtain:
• a reasonable assurance that the
description of the Principles (defined
above) is true and fair in all material
respects (1);
• a moderate assurance that the
description of the selected Achievements
(2), the selected Indicators (3) and the
GRI Self-Assessment does not contain
any material misstatements (4). A higher
level of assurance would have required
more extensive work.
(1) Work on the description
of the Principles:
• We met the people responsible for
Corporate Responsibility at France
Telecom headquarters (the Corporate
Social Responsibility Departement) and in
a sample of entities and divisions in the
following countries: France (FTSA,
Orange France), Poland (TP SA and PTK
Centertel), United Kingdom (Orange UK),
Spain (Orange Spain), Jordan (Orange
Jordan) and Slovakia (Orange Slovensko),
representing 70% of France Telecom’s
revenue, in order to assess the
implementation of the Report’s
preparation process as defined by France
Telecom and the identification of
significant events in 2009.
• We conducted tests at Corporate level
and for the above-mentioned entities on
the implementation of the procedure
relating to:
– identification of the stakeholders and
their expectations;
– identification of material Corporate
Responsibility issues;
– implementation of Corporate
Responsibility policies and guidelines.
• We compared the material issues
described by France Telecom in its
Report with those presented by the main
telecommunications sector companies in
their Corporate Responsibility reports and
those arising from our review of the
sector’s press in 2009.
(2) Work on the Selected Achievements:
• We assessed France Telecom’s
description of the Selected Achievements
by conducting interviews and collecting
substantive evidence from the relevant
entities.
100 / report appendices

(3) Work on the Selected Performance
Indicators:
• We assessed each reporting criteria used
to elaborate the Selected Indicators with
regard to their relevance, reliability,
neutrality, understandability, and
completeness.
• We met the people responsible for the
application of the reporting criteria at
France Telecom headquarters (the
Corporate Social Responsibility
Departement) and in a sample of entities
and divisions in the following countries:
France (France Telecom SA, Orange
France), Spain (Orange Spain), Jordan
(Orange Jordan), Poland (TP SA and PTK
Centertel), United Kingdom (Orange UK)
and Slovakia (Orange Slovensko),
representing 81% of France Telecom
headcount and 74% of the energy
consumed, 68% of the CO 2 emissions,
and 88% of the internal waste (tertiary
and network) published by the Group.
• We performed validation tests on the
Selected Indicators at Corporate level
and for the sample of entities and
divisions defined above.
(4) Work on the GRI Self-Assessment:
• Based on the GRI cross-reference table
shown in the Report’s appendix and on
the Corporate Responsibility and
Sustainable Development’s Internet site,
we satisfied ourselves that for each
indicator contributing to the A+
application level, a disclosure was
provided in the Report or in another
document referred to in the table and
published by the Group.
In order to assist us in conducting our
work, we referred to the specific
competencies of our firm’s multidisciplinary
team of environment and sustainable
development experts, managed by Éric
Dugelay.
comments
• In 2009, the Group continued and
reinforced the deployment of its
Corporate Responsibility approach
in all its businesses and entities.
• The Group should continue to provide
assistance to its entities in implementing
stakeholders engagement processes.
• The Group should consider setting up
specific performance indicators for
measuring accidents within its
international scope, the well-being of
employees and the respect of human
rights.
• The strengthening of control procedures
for the reporting scope and the data
reported by the entities for environmental
indicators should be continued.
conclusion
(1) Description of the Principles
In our opinion, France Telecom’s
description on page 12 of the Report on
compliance with AA1000 APS (2008)
principles of inclusivity, materiality and
responsiveness in the Report’s preparation
process is true and fair in all material
respects.
(2) Selected Achievements
Nothing has come to our attention that
causes us to believe that the description of
the achievements on pages 19, 32, 50-51
and 90 of the Report and identified by
are materially misstated.
(3) Selected Key Performance Indicators
Based on the work we performed, we did
not identify any material anomalies likely to
call into question the fact that the
environmental and social indicators
examined for France, Spain, Jordan,
Poland, the United Kingdom and Slovakia
identified with were prepared, in all
material respects, in accordance with the
above-mentioned reporting criteria.
(4) GRI Self-Assessment
Based on the work we performed, we did
not identify any material anomalies likely to
call into question France Telecom’s selfassessment
of the report based on the GRI
G3 guidelines that contributed to the A+
application level.
Neuilly-sur-Seine, May 12, 2010.
One of the Statutory Auditors,
Deloitte & Associés
Frédéric Moulin
1 http://www.accountability21.net/aa1000series.
2 http://www.globalreporting.org/GRIReports/ApplicationLevels/. The report can be given an A GRI application level if the company (i) has reported information for all
the indicators required by this standard, (ii) has explained for each indicator category the managerial approach adopted and (iii) has provided information on all of the
key indicators required by the standard. It can be given an A+ application level if the existence of this information has given rise to an external verification.
101

economic data
geographic breakdown of turnover
2009 breakdown of activity
in millions of customers
international carrier and
shared services 1.9%
enterprises
13.9%
rest of the world
15.6%
Spain
7.5%
Poland
7.4%
France
43.7%
United Kingdom
9.9%
fixed line services
46.1
internet (excluding
broaband)
0.5
broadband
13.5
mobile
132.6
evolution of turnover (in billions of euros)
60
50
40
48.1
51.7 53.0 51.9 50.9
6.4 5.1 5.0
breakdown of number of customers
in millions
80
70
60
50
40
30
20
10
0
70.4
France
17.4
United Kingdom
24.4
Poland
13.8
Spain
The figures included at the end of
the 2009 social accounts do not
integrate the United Kingdom’s
activities – which have been unset
due to the fusion of Orange and
T-Mobile in the United Kingdom.
The adjoining figures thus relate
to the consolidated Group outside
of the United Kingdom, presenting
a turnover of 45,944 million euros
in 2009. The total group turnover
including the United Kingdom rose
to 50,952 million euros in 2009.
4.1
Belgium
11
Romania
creating value for our stakeholders
customers France Telecom M€
€45,944
million in
turnover
1.6
Switzerland
18.1
Egypt
2.9 2.8 4.9
Slovakia
30
20
10
0
Dominican Republic
sum allocated to
stakeholders
sum reinvested
into the Group to
ensure its durability
Senegal
2.6 4.1 2.2
Jordan
Republic of Côte d'Ivoire
Madagascar
46.6
2005 (1) 2006 (1) 2007 (1) 2008 (2) 2009
12.4
rest of the world
employees: €8,525 million (labour costs)
suppliers: €19,170 million (purchase of goods and
services)
shareholders: €3,752 (paid dividends)
banks and bondholders €2,160 million (fi nancial charges)
public authorities: €2,272 million (duties and taxes)
corporate philanthrophy: €16 million
net tangible and intangible investment: €5,887 million
R&D expenditure: €862 million
46.8
45.9
Group Consolidated Group (except United Kingdom) United Kingdom
fixed lines
internet
mobile
(1) By past data. (2) On a comparable basis.
102 / report appendices

% (yearly average) 2G & 3G coverage of population, in 2009
100
80
60
40
20
0
2G
3G
France
United Kingdom
Spain
Poland
Belgium
Switzerland
Romania
Slovakia
Moldova
Egypt
Jordan
Mauritius
Senegal
Madagascar
Mali
mass market customer satisfaction
Source: CET (Customer Experience Traking).
mobile services customer satisfaction rate
(customer’s perceived quality)
broadband internet customer satisfaction rate
(customer’s perceived quality)
Countries 2005 2006 2007 2008 2009
France 67% 70% 74% 73% 71%
United Kingdom 75% 79% 78%
Poland 75% 71% 75% 72%
Spain 61% 61% 63% 65%
Belgium 81% 86% 86% 81% 81%
Switzerland 77% 77% 82% 79% 75%
Romania 91% 92% 91% 88% 90%
Slovakia 79% 75% 77% 77% 75%
Countries 2007 2008 2009
France 73% 72% 70%
United Kingdom 69% 67% 69%
Poland 58% 63% 68%
Spain 67% 58% 61%
business customer satisfaction
Source: CLI (Customer Loyalty Index).
evolution of CLI in France
7.8
7.6
7.4
7.2
7.0
6.8
6.6
6.4
6.2
6.0
5.8
5.6
7.2 7.2 7.0 7.0
S1 08 S2 08 S1 09 S2 09
CLI
overall satisfaction
recommend
purchase intention
choose 1 st time
evolution of international CLI
8.0
7.8
7.6
7.4
7.2
7.0
6.8
6.6
6.4
6.2
6.0
7.2 7.4 7.5 7.6
S1 08 S2 08 S1 09 S2 09
CLI
overall satisfaction
recommend
purchase intention
choose 1 st time
103

social data
indicators
GRI scope (in % of the
overall Group’s
headcount)
in the Group (end of the year)
France (1)
United
Kingdom
Main Countries
EME zone
Central and Eastern Europe
Poland Spain Belgium Romania
number of male employees LA13 100% 64,012 6,612 15,324 1,910 1,002 1,385
number of female employees LA13 100% 36,815 5,763 11,907 1,316 540 1,397
total number of employees LA1 100% 100,827 12,375 27,231 3,226 1,542 2,782
percentage of women among the employees LA13 100% 36.5% 46.6% 43.7% 40.8% 35.0% 50.2%
total number of employees under permanent contracts LA1 100% 99,017 12,305 26,278 3,225 1,528 2,711
total number of employees on temporary contracts LA1 100% 1,810 70 953 1 14 71
total number of employees (full time) LA1 100% 97,897 10,996 27,075 3,154 1,493 2,726
total number of employees 2008 LA1 100% 102,923 12,923 28,821 3,315 1,548 3,063
number of men in management positions LA13 100% 17,338 1,124 2,536 281 420 389
number of women in management positions LA13 100% 7,143 527 889 94 136 265
number of employees in management positions LA13 100% 24,481 1,651 3,425 375 556 654
percentage of women in management positions LA13 100% 29.2% 31.9% 26.0% 25.1% 24.5% 40.5%
average age of the workforce 100% 46.2 32.5 39.3 33.8 36.7 29.9
total number of permanent employees in 2008 LA2 100% 100,768 12,825 27,604 3,301 1,541 2,802
number of redundancies LA2 98% 143 548 2,158 148 85 nc
% of redundancies per country (compared to 2008
permanent employees)
LA2 98% 0.1% 4.3% 7.8% 4.5% 5.5% nc
number of external recruitments LA2 100% 1,341 2,297 1,537 164 146 249
% of external recruitments (compared to 2008 permanent
employees)
LA2 100% 1.3% 17.9% 5.6% 5.0% 9.5% 8.9%
number of voluntary departures LA2 100% 796 1,734 681 54 40 250
% of volontary departures (compared to 2008 permanent
employees)
LA2 100% 0.8% 13.5% 2.5% 1.6% 2.6% 8.9%
total number of employee departures (male) LA2 100% 1,546 1,702 1,476 114 110 109
total number of employee departures (female) LA2 100% 681 1,085 1,478 91 37 141
total number of employee departures 50 years LA2 100% 1,106 164 679 5 11 1
number of employees covered by collective bargaining
agreements
percentage of employees covered by collective bargaining
agreements (compared to 2009 permanent employees)
LA4 85% 100,605 nc 21,741 1,656 nc nc
LA4 85% 99.8% nc 79.8% 51.3% nc nc
total number of trained workers LA10 100% 81,284 13,717 27,070 2,786 1,149 1,878
total number of hours devoted to training LA10 100% 3,305,247 419,620 571,517 161,774 29,149 35,268
average number of hours of training per year
and per employee
LA10 100% 32.8 33.9 21.0 50.1 18.9 12.7
% of employees benefiting from a career review
(for France, FTSA only)
LA12 69% 82.1% 90.0 % 98,9 % 95.5% nc 80.6%
(1) The scope for France covers OPF (FTSA+Orange France), Group headquarters, FT Marine, FTR&D, and the Orange Business Services entities which operate
in France. (2) The scope includes Orange Business Services establishments outside of France.
104 / report appendices

- : not available nc : non collected item reviewed by Deloitte
EME zone
Central and Eastern Europe
Switzerland Egypt Slovakia Dominican
Republic
AMEA zone
Africa, Middle East
Senegal Jordan Republic of
Côte d’Ivoire
Orange
Business
Services
International
(2)
Other
countries
Group
total
Madagascar 2009
807 2,362 916 540 1,253 1,963 1,037 242 9,031 6,428 114,824
449 1,066 429 553 588 620 614 281 2,891 2,729 67,958
1,256 3,428 1,345 1,093 1,841 2,583 1,651 523 11,922 9,157 182,782
35.7% 31.1% 31.9% 50.6% 31.9% 24.0% 37.2% 53.7% 24.2% 29.8% 37.2%
1,201 3,428 1,277 1,093 1,841 2,262 1,560 521 11,860 8,637 178,744
55 - 68 - - 321 91 2 62 520 4,038
1,191 3,428 1,344 1,084 1,841 2,583 1,651 523 11,918 9,149 178,053
1,116 3,233 1,376 1,122 1,875 2,700 1,934 539 12,050 6,196 184,734
389 266 428 27 319 154 122 63 5,543 1 209 30,608
100 86 74 11 130 40 45 27 1,559 485 11,611
489 352 502 38 449 194 167 90 7,102 1 694 42,219
20.4% 24.4% 14.7% 28.9% 29.0% 20.6% 26.9% 30.0% 22.0% 28.6% 27.5%
33.3 30.5 32.3 29.6 40.6 34.2 38.5 31.8 37.2 36.8 41,7
1,063 3,233 1,290 1,122 1,875 2,454 1,641 528 11,990 5,670 179,707
54 29 183 128 3 1 12 11 497 318 4,318
5.1% 0.9% 14.2% 11.4% 0.2% 0.0% 0.7% 2.1% 4.1% 5.6% 2.4%
228 384 286 154 87 218 181 47 1,195 951 9,465
21.4% 11.9% 22.2% 13.7% 4.6% 8.9% 11.0% 8.9% 10.0% 16.8% 5.3%
117 141 62 51 13 403 35 35 826 341 5,579
11.0% 4.4% 4.8% 4.5% 0.7% 16.4% 2.1% 6.6% 6.9% 6.0% 3.1%
100 112 138 85 79 351 204 25 1,152 549 7,852
72 64 108 94 29 83 57 24 361 209 4,614
70 123 108 114 10 59 7 25 544 296 4,418
96 47 134 61 23 299 124 23 819 405 5,573
6 6 4 4 75 76 130 1 150 57 2,475
nc nc nc nc 1,841 nc 1,063 523 1,526 2,417 131,372
nc nc nc nc 100% nc 64.4% 100% 12.8% 26.4% 71.9%
970 4,076 1,372 1,107 957 1,801 779 187 8,523 3,398 151,054
24,314 126,912 51,403 40,343 61,373 61,734 18,715 2,261 233,111 95,187 5,237,928
19.4 37.0 38.2 36.9 33.3 23.9 11.3 4,3 19.6 10.4 28.7
nc nc nc 94.7% nc nc nc nc nc nc 86.2%
105

zoom in on France, FTSA only
(information concerning 100% of FTSA employees)
GRI code
scope (in % of the
overall Group’s
headcount)
number of fatal accidents LA7 42% 1
total number of days lost due to illness LA7 42% 1,618,326
frequency rate of work related accidents (TFRAC) LA7 42% 5.1
severity rate of work related accidents (TGRAC) LA7 42% 0.32
total number of male trained workers LA10 42% 48,463
total number of female trained workers LA10 42% 28,568
total number of hours devoted to training male employees LA10 42% 2,029,512
total number of hours devoted to training female employees LA10 42% 1,163,266
total number of trained workers: technicians (level A B C) LA10 42% 33,548
total number of hours devoted to training technician (level A B C) LA10 42% 1,360,019
total number of trained workers: foremen (level D) LA10 42% 16,326
total number of hours devoted to training foreman (level D) LA10 42% 723,061
total number of trained workers: managers (level DB) LA10 42% 11,951
total number of hours devoted to training managers (level DB) LA10 42% 515,474
total number of trained workers: managers & senior executives (level E F G) LA10 42% 15,177
total number of hours devoted to training managers & senior executives (level E F G) LA10 42% 593,834
total number of trained workers 50 years LA11 42% 1,302,335
value
5.5
5.0
4.5
4.0
frequency rate of work related accidents
(TFRAC) – France Telecom SA
2007 2008 2009
temporary value
definition of TFRAC: the level of frequency for work accidents
(TFRAC) corresponds to the declared number of work accidents,
outside of accidents on the way to work, by millions of theoretical
working hours.
Precision: this level is expressed by the number of work accidents
with sick leave per millions of theoretical working hours by the following
calculation formula:
number of work accidents x 1 million (amount by equivalent full
time activity x number of 210 days worked x 7.6 hours).
0.5
0.4
0.3
0.2
0.1
0.0
severity rate of work related accidents
(TGRAC) – France Telecom SA
2007 2008 2009
temporary value
definition of TGRAC: the rate of seriousness of work accidents
corresponding to the number of days of sick leave following a
work accident, by thousands of theoretical hours worked.
Precision: this rate is expressed by the number of days of sick
leave for a work accident, by thousands of hours worked by the
following calculation formula:
number of days of sick leave for work accidents x 1,000 / (amount
by equivalent full-time activity x 210 number of days worked x 7.6
hours).
number of fatal accidents – France Telecom SA
number of employees (Group)
5
4
3
2
1
0
2007 2008 2009
temporary value
The fatal accident which was declared in 2009 was an accident
on the way to work. The 2009 data is provisional. Three cases
linked to the suicides will possibly add to the definitive value of this
2009 indicator.
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
female
2006 2007 2008 2009
male
106 / report appendices

eporting methods
human resources information
The human resources reporting
in this document is based on a different
information system (HR-Info) than the one
used in the annual report and registration
document (Magnitude), because HR-Info
is the only one which distinguishes by
gender and rank (senior manager,
manager and non-manager).
Contrary to the Magnitude data, the
HR-Info data does not take the Group’s
percentage of interest in subsidiaries into
account.
breakdown of male and female managers
(employees with open-ended contracts at
end of year)
The rule for calculating the “managerial
staff” indicator was revised in 2009.
The number of male and female managers
was calculated based on active staff on
open-ended contracts. The 2008 figures
were based on the indicator for active staff
on fixed-term and open-ended contracts.
The “managerial staff” indicator
corresponds to senior managers.
Entities outside of France use a table
of correspondence to determine which
employees should be counted amongst
“managerial staff”.
environmental information
energy
Energy consumption at premises and
shops where the France Telecom Orange
Group does not pay a direct invoice are not
reported.
The “fuel oil consumption (all buildings,
all uses)” indicator groups together nonvehicle
consumption of domestic heating
oil, diesel and petrol, as well as the
consumption of heavy fuel oil by
the FT Marine subsidiary’s ships.
Electricity consumption in Poland is
calculated using a statistical sampling
of invoices received during the year.
This sampling has a maximum uncertainty
of 4% over the final consolidated data.
transport
The distances covered by train and air
come from the company Carlson Wagon
Lits and include more than 80% of the
kilometers covered by employees.
These distances are estimated using the
orthodromic route (the shortest distance
between two points on the surface
of the Earth).
The CO 2 emissions factor for “short haul”
transportation by air under the GHG
Protocol (180 g of CO 2 /km per passenger)
has been used for all flights (short-,
medium- and long-haul).
The CO 2 emissions factor for train transport
derives from the “Bilan Carbone ® ” (Carbon
assessment) method when available for the
corresponding country. In other countries,
a standard factor of 100 g of CO 2 /km per
passenger is used.
CO 2 emissions
The electricity emissions factor derives from
the GHG Protocol, with the results (2006)
of its latest update (2009), except for the
2009 electricity emission factor for France,
which comes from EDF. The electricity
emissions factor for Orange Business
Services International entities covering
the entire world corresponds to the “world”
factor of the GHG Protocol 2005.
The emissions factors for fuels (gas, fuel oil,
coal, petrol, diesel, and LPG), derived from
the GHG Protocol in 2007, were
maintained in 2008 and 2009. Corrections
will be made in 2010 to take the latest
updates into account.
electronic waste (e-waste) collected from
customers
The “collected customer WEEE waste”
indicator groups together the mobile,
fixed and multimedia handsets which are
brought to points of sale, sent by post
or collected by service providers on behalf
of Orange. This indicator also includes
the Group employees’ collected mobile
phones, accumulators and batteries.
The subsidiaries with no adequate
collection and processing channel do not
report quantities in the “customer WEEE
waste collected” indicator.
In France, the WEEE coming from
“business” customers (OBS France) is not
counted in the “customer WEEE waste
collected” indicator but in the “internal
WEEE” (network) indicator.
waste processed
In France, the reporting only includes waste
taken care of by service providers which
have signed a framework agreement with
the France Telecom Orange Group.
It also includes FT Marine cables and other
hazardous waste (including sludge and
oil-polluted water).
For sites under lease agreements,
household waste (included in the common
industrial waste indicator) is not reported,
since the lessor is responsible for dealing
with it.
Subsidiaries which do not have an
adequate collection and processing
channel do not report quantities in
the “internal waste processed” indicators,
except for Senegal, which sends waste
(cables, batteries and customer WEEE)
to France for treatment.
For Poland, PTK Centertel and TP SA did
not report industrial waste, because such
waste is collected by municipal services,
which do not report the corresponding
tonnages.
environmental management system
The rate of coverage by a certified EMS
corresponds to the ratio of the certified
EMS scope for all activities; this rate
is evaluated on the basis of the consumed
electrical energy.
The rate of coverage by an uncertified EMS
reflects the progress of the EMS
deployment process. It is the product
of multiplying two figures: (i) the rate
of EMS deployment (measured on the
basis of the key ISO 14001 requirements),
and (ii) the geographical EMS coverage,
evaluated by the portion of electric energy
consumed within this scope.
107

environmental data
energy consumption by country, by energy type
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
fuel
gas
renewable
energies
vehicle
fuel
electricity
breakdown of energy consumption
by source (2009) in toe
vehicles fleet
4%
heating for buildings
(fuel-gas-coal)
22%
electricity for
buildings
10%
networks
data centers
64%
rest of the world Spain Poland United Kingdom France
breakdown of CO 2 emissions by source (2009)
vehicles fleet
8.8%
business travels by
plane 2.5% train 0.2%
heating for buildings
(fuel-gas-coal)
16%
electricity for
buildings
11.8%
networks
data centers
60.7%
CO 2 emissions: 1.68 million of tons of CO 2
by type of energy
electricity
72.5%
fuel
13%
gas
2.9%
vehicles
8.9%
business travel
by plane 2.5%
business travel
by train 0.2%
108 / report appendices

tons of CO 2 per toe and per country in 2009
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
France
United Kingdom
Poland
Spain
Belgium
the Group : toe/1,000 customers
Romania
12
10
8
6
2006
2007
2008
2009
4
2
0
France
United Kingdom
Poland
tons of CO 2 per country
Spain
Belgium
Romania
Switzerland
Egypt
Slovakia
Dominican Republic
Senegal
Jordan
Republic of Côte d'Ivoire
Madagascar
rest of the world
700,000
600,000
500,000
400,000
2006
2007
2008
2009
300,000
200,000
100,000
0
France
United Kingdom
kg CO 2 per customer
Poland
Spain
Belgium
Romania
Switzerland
Egypt
Slovakia
Dominican Republic
Senegal
Jordan
Republic of Côte d'Ivoire
Madagascar
rest of the world
30
25
20
15
2006
2007
2008
2009
10
5
0
France
United Kingdom
Poland
Spain
Belgium
Romania
Switzerland
Egypt
Slovakia
Dominican Republic
Senegal
Jordan
Republic of Côte d'Ivoire
Madagascar
rest of the world
Switzerland
Egypt
Slovakia
Dominican Republic
Senegal
Jordan
Republic of Côte d'Ivoire
Madagascar
rest of the world
109

environmental performance
indicators
unités GRI reporting
scope, as a
percentage
of the overall
Group’s
turnover
France (1)
main countries
United
Kingdom
EME
facilities presenting a risk
fuel tanks unités 92.3% 1,933 105 1,590 239 - 241 -
energy consumption
fuel (all buildings, all use) m 3 EN3 99.8% 17,435 21 3,569 1,138 500 94 28
gas m 3 EN3 98.3% 18,943,619 1,589,453 3,732,271 0 437,831 16,390 0
coal tons EN3 100.0% na na 197 na na na na
electricity GWh EN4 99.8% 2,128 469 624 275 77 98 58
of which green energy GWh EN6 99. 7% 5.40 0.00 0.00 0.00 0.00 0.00 0.00
total energy excluding transport GWh EN3 99.5% 2,534 486 706 289 87 99 58
total emitted CO 2 excluding transport tons EN16 99.5% 175,275 239,713 427,985 99,360 22,208 42,108 1,557
petrol + GPL for company's vehicles liters EN3 99.3% 143,198 580,125 3,486,828 107,557 0 885,460 37,007
diesel gazoline for company's vehicles liters EN3 99.3% 31,403,063 1,012,310 4,968,264 504,741 1,735,929 526,194 155,340
flight distances for business trips km EN29 100.0% 138,731,346 17,641,837 5,329,165 6,884,344 3,138,289 1,650,706 0
train distances for business trips km EN29 100.0% 81,244,317 17,084,442 1,946,788 1,448,864 345,639 7,454 0
total emitted CO 2 due to transport tons EN16 99.7% 112,443 9,048 23,115 2,958 5,355 3,852 515
total emitted CO 2 tons EN16 99.8% 287,718 248,761 451,100 102,317 27,563 45,960 2,072
KPI: lone electricity consumption /
customer
KPI: CO 2 due to electricity consumption /
customer
KPI: total energy consumption /
1,000 customers
KPI: CO 2 emitted (all energies) / customer
toe/1000
customers
Poland Spain Belgium Romania Switzerland
kWh/customer
kg/customer
kg/customer
99.8% 30.25 26.92 25.59 19.99 18.68 8.87 36.71
99.8% 1.30 13.59 16.85 6.99 4.86 3.80 0.94
99.8% 9.63 6.82 7.44 4.56 5.57 2.12 8.29
99.8% 4.09 14.29 18.51 7.43 6.69 4.18 1.32
consumed water m 3 EN8 97.7% 1,904,311 203,521 837,895 22,621 10,172 37,965 -
paper and carboard, internal (offices) and external
(marketing, invoicing, directories, packaging…)
treated internal waste
tons EN1 95.7% 16,822 2,752 1,758 2,219 17 990 -
common industrial waste (general waste) tons EN22 88.6% 6,902 2,547 304 0 - 3,830 0
internal (network & tertiary) WEEE tons EN22 91.4% 1,760 364 371 0 - 60 3
metal poles tons EN22 92.5% 711 na 0 na na 11 na
wooden poles tons EN22 91.7% 9,290 na 70 na na na na
cables tons EN22 93.1% 5,522 na 539 na na 0 na
batteries tons EN22 95.1% 1,198 93 35 8 - 40 20
fluorescent tubes tons EN22 91.2% 5 5 1 1 - 0 0.4
paper – carboard tons EN22 89.6% 2,337 1,014 146 39 - 29 0
printer cardridges tons EN22 92.4% 32 2 1 2 - 2 0.36
other hazardous waste (PCB included) tons EN22 87.4% 494 2 5 0 - 0 -
other non-hazardous waste tons EN22 91.0% 17 3,511 770 0 - 0 40
total internal waste treated tons EN22 91.2% 28,267 7,536 2,241 50 - 3,972 63
KPI: tons of waste treated / M€ of turnover
tons/M€ of
turnover
91.2% 0.997 1.487 0.591 0.013 - 3,896 0.077
WEEE collected from customers tons EN22 91.5% 1,180 19.47 0.32 71.8 - 0.06 15.9
KPI : WEEE collected from customers kg/ 1000
customers
91.5% 16.77 1.12 0.01 5.22 - 0.01 10.13
KPI EMS: ISO 14001 certified scope % 90.0% 0.0% 0.0% 25.0% 92.3% 0.0% 0.0% 0.0%
KPI EMS: non-certified EMS scope % 90.0% 66.0% 77.5% 48.0% 48.0% 75.0% 65.0% 0.0%
(1) The scope for France covers OPF (FTSA+Orange France), Group headquarters, FT Marine, FTR&D, and the Orange Business Services entities which operate in France.
(2) The scope includes Orange Business Services establishments outside of France. (3) This scope essentially covers the data from countries not listed in previous columns.
It also covers additional air/train distances travelled for the entire Group, managed by Carlson Wagon Lits in case they were not able to be provided by countries.
110 / report appendices

- : not available na : not applicable item reviewed by Deloitte
EME AMEA Orange
Business
services
International
(2)
Egypt Slovakia Dominican
Republic
Senegal Jordan Republic
of Côte
d’Ivoire
Miscellaneous
(other
countries -
additional
information)
(3)
total
Group
Madagascar 2009 Recall 2008 Recall 2007 Recall 2006
1,200 46 - - 241 0 - 390 117 6,101 6,469 5,625 3,994
17,082 30 6,184 15,122 645 141 1,692 453 16,638 80,771 49,550 44,914 51,155
0 335,985 0 na na na na 394,681 6,388 25,456,618 26,345,131 25,517,211 30,560,242
na na na na na na na na na 197 271 284 213
127 64 21 21 42 53 10 195 124 4,384 4,057 3,465 3,661
0.45 0.00 0.12 1.00 0.00 0.51 0.79 0.00 1.48 9.74 75.72 12.00 392.00
325 67 93 205 50 55 30 204 317 5,603 4,883 4,230 4,515
105,159 14,935 29,650 55,953 27,233 23,266 12,410 99,663 108,006 1,484,481 1,256,055 1,113,874 1,131,815
1,470,000 492,995 823,000 19,566 288,151 463,735 7,830 873,492 419,568 10,098,512 11,005,675 13,787,673 13,629,829
0 214,159 0 560,092 1,084,512 602,006 144,602 1,731,921 727,300 45,370,433 47,798,399 43,259,773 43,376,589
1,239,400 874,585 2,659,300 0 1,888,048 0 1,246,829 51,383,349 588,036 233,255,234 262,437,524 266,516,109 204,842,974
360,000 0 0 0 0 0 0 1,586,861 0 104,024,365 111,419,721 82,306,080 66,402,279
3,758 1,920 2,437 1,587 4,008 2,759 641 16,248 3,104 193,749 210,643 202,385 192,580
108,917 16,854 32,087 57,540 31,241 26,025 13,051 115,911 111,111 1,678,229 1,466,698 1,316,258 1,324,395
7.02 21.71 7.50 4.22 16.46 12.77 4.43 na 10.95 22.75 22.25 20.38 21.97
3.29 4.85 4.65 2.92 9.91 5.52 3.49 na 5.59 6.37 5.88 5.66 5.33
2.54 6.02 4.07 3.99 4.45 3.14 1.77 na 3.94 6.58 6.47 6.36 7.21
6.03 5.75 11.41 11.69 12.13 6.27 5.79 na 9.80 8,71 8.04 7.33 7.69
32,000 20,709 14,179 151,008 46,091 81,009 6,804 69,744 32,842 3,470,871 3,431,222 2,958,358 4,045,056
80 714 12 - 63 - 32 23 886 26,367 36,257 33,859 43,093
0 101 0 0 - 0 - 108 0 13,790 9,985 11,407 6,309
22 29 70 - - 0 2.80 200 0 2,881 2,932 2,885 1,996
na na na 0 - 0 na na na 722 547 1,625 415
na na na 0 - 0 na na na 9,360 11,868 10,861 11,830
na na na 143 - 0 na na na 6,204 5,698 7,106 4,663
120 8 17 25 19.32 0 7.70 48 0 1,639 2,078 2,611 2,188
3 0 1 0 - 0 0.20 2 0 17 7 18 0
0 132 20 0 - 0 288.00 66 0 4,071 3,618 2,993 746
15 1 0 0 - 0 0.12 1 0 57 56 59 262
0 16 76 0 - 0 0 3 0 595 173 235 8
40 35 0 0 - 0 0 2 0 4,414 793 937 2,376
200 321 184 168 19.32 0 298.82 430 0 43,751 37,756 40,736 29,296
0.201 0.402 0.448 0 0.048 0 4.49 0.214 0 0.859 0.706 0.841 0.609
- 0.37 0 28 - 0 0.54 60 0 1,377 1,642 1,961 1,632
- 0.13 0.00 5.70 0 0 0.24 55.63 0 9.20 9.01 14.72 17.88
100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 14.0% 13.9% 12.9% na
100,0% 100.0% 0.0% 60.0% 70.0% 38.0% 30.0% 0.0% 2.3% 58.9% 57.4% 43.4% na
111

an international group
(as of Mai 4, 2010)
Western Europe
Central and Eastern
Europe
Africa, Middle East
Tunisia
Jordan
Egypt
Bahrain
UK
Belgium
Luxembourg
France
Austria
Switzerland
Poland
Slovakia
Romania
Moldova
Mali Niger
Senegal
Guinea-Bissau
Guinea
Camero0n
Republic of
Côte d’Ivoire Equatorial
Guinea
) Dominican Republic
• ) Vanuatu
) Caribbean
Central African
Republic
Uganda
Kenya
Madagascar
Spain
Armenia
Botswana
• Mauritius
•Reunion
Portugal
fi xed/mobile/internet
mobile
minority interest mobile
minority interest fi xed/mobile
fi xed/internet
France (including business services)
100,827 employees* (1)
Turnover: 55.6% of Group TO
(including United Kingdom)
Energy consumption**: 2,534 GWh
(45.2% of Group total)
United Kingdom
12,375 employees*
Turnover: 9.9% of Group TO
(including United Kingdom)
Energy consumption**: 486 GWh
(45.2% of Group total)
Poland
27,231 employees*
Turnover: 7.4% of Group TO
(including United Kingdom)
Energy consumption**: 706 GWh
(12.6% of Group total)
Spain
3,226 employees*
Turnover: 7.5% of Group TO
(including United Kingdom)
Energy consumption**: 289 GWh
(5.1% of Group total)
Europe and Middle East (EME Region)
(Belgium, Switzerland, Romania, Slovakia,
Moldova, Egypt, Dominican Republic)
12,510 employees*
Turnover: 11.2% of Group TO
(including United Kingdom)
Energy consumption**: 747 GWh
(13.3% of Group total)
112 / report appendices

Orange Business Services Customer Support Centres
•
San Francisco
London
•
8 in France
•
Warsaw
Madrid
•
Barcelona
Amman
• •
Cairo •
New Delhi
Beijing
• Tokyo
Petropolis /
Rio de Janeiro
• • Mauritius
Orange Labs
Main business customer support centres
•
Africa, Middle East and Asia
(AMEA Region)
13,059 employees*
Turnover: 4.4% of Group TO
(including United Kingdom)
Energy consumption**: 615 GWh
(11 % of Group total)
Enterprises (Orange Business Services)
Outside of France
11,922 employees worldwide (in various
countries)
Turnover: 3.9% of Group TO
(including United Kingdom)
Energy consumption**: 204 GWh
(3.6% of Group total)
* Active Employees on 12/31/2009
** Excluding Transportation
(1) Including French employees of Orange
Business Services (8,699).
113

glossary
AA1000
Accountability 1000:
series of standards introduced in 1999,
designed to improve the responsibility and
overall performance of organizations and
to facilitate the identification of
sustainability challenges by furthering
stakeholder involvement
(www.accountability21.net/aa1000series).
ADSL
Assymetric Digital Suscriber Line:
technology for broadband data
transmission over the traditional telephone
network.
Caring for Climate
Initiative launched jointly in July 2007 by
the United Nations Global Compact, the
United Nations Environment Programme,
and the World Business Council for
Sustainable Development (WBCSD). It is a
platform for additional voluntary action by
all Global Compact participants wishing to
achieve their intention to combat climate
change. The initiatives signatories agree to
reduce the carbon footprint of their
products, processes and services.
CDMA
Code Division Multiple Access:
multiple access by code division. CDMA
technology, and more precisely its next
generation, W-CDMA, have served as the
basis for the UMTS standard of third
generation mobile telephony.
DSL
Digital Subscriber Line:
technologies enabling the use of copper
cables connecting subscribers for Public
Switched Telephone Networks up to
complete broadband transfers of digital
packets. See ADSL, SDSL.
EMS
Environmental Management System:
systematic and formalized procedure
allowing companies to identify and
minimize the environmental impacts of
their activities, prevent accidents and set
up a plan of action to improve their
environmental performance in a
continuous approach.
ETNO
European Telecommunication Network
Operators:
european association of
telecommunications operators
(www.etno.be).
European reference framework
The European Framework for Safer Mobile
Use by Younger Teenagers and Children
was signed in 2007.
FTTH
Fiber To The Home:
is a telecommunications network where
the terminal part (at the subscriber’s
home) is made up of fibre optics. This
network replaces a network based on the
local loop which relys on ADSL modems,
composed of telephone cables.
GeSI
Global e-Sustainability Initiative:
international organization which brings
together operators and equipment
manufacturors across the globe, with an
aim to promote sustainable development
within the telecommunications sector.
Grenelle de l’Environnement
Environmental forum started in 2007 at
the initiative of the President of France,
bringing together the State and
representatives of civil society (local
officials, employee associations,
employers representatives, and
environmental NGOs) to define a roadmap
for environmental protection, development
and sustainability. It resulted in the
definition of formal commitments
endorsed by the President and restated in
the Grenelle 1 and Grenelle 2 laws
(www.legrenelleenvironnement.fr).
ICNIRP
International Commission on Non-Ionizing
Radiation Protection:
international commission associated with
the World Health Organization. It has
defined exposure limits to protect
individuals against the health effects of
radio waves. These threshold values are
included in European recommendation
1999/519/EC of 12 July 1999.
– For relay antennas, the radio waves
exposure thresholds for the public are
41v/m for GSM 900, 58v/m for GSM
1800 and 61v/m for UMTS.
– For mobile phones, the power absorbed
by a user’s head must not exceed
2W/kg. This is the authorized specific
absorption rate (SAR *).
ICPE
Installations classified for the protection
of the environment.
ILO
International Labor Organization
(www.ilo.org):
UN* agency that brings together
governments, employers and workers of
its Member States in a common action to
promote decent employment throughout
the world.
114 / report appendices

ISO 14001
International standard setting the
requirements for the implementation and
certification of an environmental
management system (EMS*).
MPPI
Mobile Phone Partnership Initiative:
launched under the aegis of the United
National Environment Programme, the
MPPI brings together the principal
equipment manufacturers and operators
that wish to contribute to the development
of codes of good conduct for the collection,
cross-border movement and refurbishing
of used mobile phones
(www.basel.int/industry/mppi).
M2M
Machine to Machine:
solutions allowing communication
among remote equipment via data
centralization on a platform and via fixed
or mobile networks without human
intervention.
NRA-ZO
White area subscriber access nodes:
repeater that links “white area” or “blind
zone” subscribers to the subscriber
connection node, permitting a better
signal and thus a high-speed connection.
OCDE
Organization for Economic Co-operation
and Development (www.oecd.org):
organization created in 1961, bringing
together governments adhering to the
principles of democracy and the market
economy with a view to:
– supporting sustainable
economic growth;
– job creation;
– standard of living;
– maintaining financial stability;
– helping other countries
to develop their economy;
– contributing to the growth
of world trade.
phishing
Phishing is a technique used by fraudsters
to obtain personal information with an aim
to commit an encroachment of identity.
The technique consists of making the
victim believe that they are dealing with
a trustworthy third-party – bank,
administration etc – in order to get
personal information from them:
passwords, creditcard number, date
of birth, etc.
radio waves
Hertzian propagation of electric and
magnetic energy through the air through
frequencies of between 100 kHz
and 300 gHz.
SA 8000
The SA 8000 standards is the first
standard specifying corporate social
responsibility labels on the basis of
conventions signed by the ILO*, the
Universal Declaration of Human Rights,
and the UN* Convention on the Rights
of the Child.
SAR
Specific Absorption Rate:
mobile telephone compliance is
determined by evaluating the specific
absorption rate (SAR), which is the unit
of measurement of the quantity of
radiofrequency energy absorbed by the
human body. The SAR is the maximum
level of radio waves which one can be
exposed to while the mobile phone works
to its maximal power. This SAR must be
inferior to 2 watts per kilogram.
SMS
Short Message Service:
service which allows people to receive
written messages displayed on a mobile
telephone screen.
spam
Spam is unrequested electronic
communication, normally sent via e-mail.
Means of advertizing are generally sent in
large quantities.
UMTS or 3G
Universal Mobile Telecommunications
System:
third generation mobile telecommunication
system capable of providing high-speed
multimedia services.
UN
United Nations (www.un.org):
organization founded on October 24,
1945 by 51 countries determined to
safeguard peace thanks to international
cooperation and collective safety. Today,
it includes 192 members, or almost all of
the nations of the world.
UNI
Union Network International:
worldwide union alliance comprizing the
largest grouping of individual unions in the
world (www.uniglobalunion.org).
WEEE
European directive 2002/96/EC of
January 27, 2003 regarding Waste:
Electrical and Electronic Equipment –
WEEE.
Words in this glossary are printed in orange the first
time they are used in the report.
115

to learn more
Group websites
France Telecom Group
www.orange.com
main entities
Orange Business Services
www.Orange-business.com
Orange France
www.orange.fr
Orange United Kingdom
www.orange.co.uk
Orange Spain
www.orange.es
tp (Poland)
www.tp.pl
Europe
Orange Austria
www.orange.at
Mobistar (Belgium)
http://corporate.mobistar.be/fr/
Orange Moldova
www.orange.md
Orange Romania
www.orange.ro
Orange Slovakia
www.orange.sk
Orange Switzerland
www.orange.ch
Africa, Middle East
Orange Armenia
www.orangearmenia.am
Orange Botswana
www.orange.co.bw
Orange Republic of Côte d’Ivoire
www.orange.ci
Orange Cameroon
www.orange.cm
Mobinil (Egypt)
www.mobinil.com
Orange Guinea
www.orange-guinee.com
Orange Equatorial Guinea
www.orange.gq
Orange Jordan
www.orange.jo
Orange Kenya
www.orange.co.ke
Orange Mali
www.orangemali.com
116 / report appendices

Orange Madagascar
www.orange.mg
Mauritius
www.mauritiustelecom.com
www.orange.mu
Orange Niger
www.orange.ne
Orange Reunion
www.orange.re
Orange Central African Republic
www.orange.cf
Sonatel (Senegal)
www.sonatel.sn
Orange Uganda
www.orange.ug
Caribbean
Orange Caribbean
www.orangecaraibe.com
Orange Dominican Republic
www.orange.com.do
others websites
AA1000
www.accountability21.net
AFOM
www.afom.fr
ANFR
www.anfr.fr
Business for Social Responsibility
www.bsr.org
Caring for Climate
www.unglobalcompact.org/Issues/
Environment/Climate_Change
CSR Europe
www.csreurope.org
ETNO
www.etno.be
European Commission
www.europa.eu.int
GeSI
www.gesi.org
Global Compact
www.unglobalcompact.org
GRI (Global Reporting Initiative)
www.globalreporting.org
GSM Association
www.gsmworld.com
GSM Europe
www.gsmworld.com/gsmeurope
Mobile Phone Partnership Initiative (MPPI)
www.basel.int/industry/mppi
OCDE
www.oecd.org
OMS
www.who.int/fr
PNUE
www.unep.ch
contacts
For questions or comments on this report, please contact:
France Telecom
Corporate Social Responsibility Management
6, place d’Alleray 75505 Paris Cedex 15
117

France Telecom – Corporate Social Responsibility Division – SA
with a capital of 10,594,839,096 euros – RCS Paris 380 129 866
– Design and creation: – Compilation: Moringa
– La Machine à Écrire – Photo credits: Franck Fife (AFP) –
Stéphane Foulon – Corbis – Picture Library France Telecom Group
(Médiathèque – Orange Brand Site – Orange Librairie) – All rights
reserved.
Printed on
Satimat Green
- mixed sources
60% recycled
fibers and
40% virgin
fibers.

France Telecom Group
6, place d’Alleray – 75505 Paris Cedex 15 – France
Tel.: 33 (0)1 44 44 22 22
www.orange.com
www.francetelecom.com