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Good practice

Gender Equality in the Workplace - Orange

France · National · National · Voir le profil de France

Gender equality has been a central pillar of Orange's strategy for nearly two decades, supported by dedicated internal governance and policies that actively promote women’s access to leadership positions. Through a structured approach to talent identification and selection, Orang

35 %
Target female representation in decision-making positions (by 2024)

Détails

Maturité
Established
Promoteur
ORANGE — site web
Domaine de pouvoir
Economic Power
Méthodes / outils
Gender Training, Competence development, Awareness-raising, Monitoring
Mots-clés
proactive approach, commitment, equality, career development, talents

Contexte

Gender equality has been a stated pillar of Orange's corporate strategy for nearly two decades, supported by dedicated internal governance, particularly aimed at improving women's representation in technical and digital roles where they have been historically underrepresented.

Objectifs

Orange's plan (January 2022-December 2024) is organised around five pillars: promoting gender diversity across professions, ensuring women's access to leadership positions, achieving equal pay, supporting work-life balance, and combating sexism, harassment and violence.

Activités

The company runs a joint detection-and-selection process for identifying leadership talent, talent pools and women's collectives for networking and visibility, and mixed and women-only development and mentoring programmes.

Résultats

Orange's 2022-2024 plan targets 35% female representation in decision-making positions by 2024, alongside a commitment to eliminate the pay gap between men and women in comparable roles.

Conclusions

Orange frames its gender-equality work as both an inclusion goal and an economic/social performance lever, citing growth in the share of women in management positions, though no independently verified outcome data is presented in the source material.

Mise en œuvre
Coût indicatif
Medium (€50k–€500k) — Company-wide programme covering talent development, mentoring and pay monitoring; no aggregate budget figure published in the source material.
Délai jusqu’aux résultats
Long (> 3 years) — Current plan covers January 2022-December 2024 (about three years), building on nearly two decades of prior activity.
Personnel et compétences
HR/talent-management team, Women's collectives/employee networks, Mentors (mixed and women-only programmes)

Conditions de réussite

  • Sustained executive commitment across nearly two decades
  • Systematic monitoring of pay gaps and management-position representation
  • Structured detection/selection process to reduce bias in promotion

Modes d’échec courants

  • Targets not enforced with consequences, becoming aspirational only
  • Mentoring/collectives under-resourced relative to company size
  • Equal-pay monitoring not extended consistently across all business units/countries

Où cela s’applique

Type de gouvernance
multinational corporation
Échelle
national plan within a transnational company
Niveau de revenu
high-income (France/global operations)

Sources de données

D'où proviennent les informations de cette pratique, et quand.

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