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Good practice Imported

Gender Equality in the Workplace - Orange

France · National · National · See the France profile

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)

Details

Maturity
Established
Promoter
ORANGE — website
Power domain
Economic Power
Methods / tools
Gender Training, Competence development, Awareness-raising, Monitoring
Keywords
proactive approach, commitment, equality, career development, talents

Context

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.

Objectives

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.

Activities

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.

Results

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.

Implementation
Indicative cost
Medium (€50k–€500k) — Company-wide programme covering talent development, mentoring and pay monitoring; no aggregate budget figure published in the source material.
Time to results
Long (> 3 years) — Current plan covers January 2022-December 2024 (about three years), building on nearly two decades of prior activity.
Staffing & skills
HR/talent-management team, Women's collectives/employee networks, Mentors (mixed and women-only programmes)

Conditions for success

  • 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

Common failure modes

  • 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

Where it fits

Governance type
multinational corporation
Scale
national plan within a transnational company
Income level
high-income (France/global operations)

Commonly funded by

Own resources / municipal budget

Indicative funding routes for practices of this type — always check each programme's current calls and eligibility rules.

Do you run this practice? Claim it — verified implementers get a public contact pathway and can propose corrections.

Data sources

Where this practice's information was retrieved from, and when.

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