Customer case

Implementation of a circular economy program and change management

Mon 12 Jul 2021

The challenge for Orange is for the circular economy to be one of the pillars of its commitment to sustainable development and at the same time improve its operational efficiency

As part of its Engage 2025 strategic plan, Orange Group has set an ambitious objective of sustainable commitment: Looking ahead 10 years, the GSMA's objectives being to achieve net zero carbon by 2040.

The use of renewable energy and second-hand network and IT equipment has been identified as one of the levers to reach this goal.

Challenge

The challenge for Orange is for the circular economy to be one of the pillars of its commitment to sustainable development and at the same time improve its operational efficiency by initiating concrete actions such as:

  • Using second-hand equipment,
  • Reselling obsolete equipment,
  • Supporting technical and financial teams of different entities within the group, as well as of its partners and suppliers.

In this context, the innovation department management has launched a transformation program to structure its approach and to drive behavioral change within the different entities of the group.

To this end, Sofrecom had to:

  • Manage the transformation project,
  • Refer alternative suppliers of second-hand network and IT equipment,
  • Promote and raise awareness of circular economy challenges both internally and with Orange suppliers and partners,
  • Follow up the implementation of this transformation plan in the different subsidiaries of the group,
  • Elaborate the deployment plan and help industrialize the use of refurbished equipment.

Methodology

For this purpose, our experts have carried out an inventory of the actions in place in terms of circular economy and information flow to manage the purchase of network and IT equipment. They carried out a market survey among suppliers of refurbished network and IT equipment.

The collected information allowed to:

- draft a set of specifications for the selection of alternative suppliers and launch the selection process.

- set up a one-stop shop in charge of receiving all purchase/sale material needs and:

  • checking the availability of refurbished equipment with other subsidiaries and then with alternative suppliers selected for equipment purchases,
  • boost the visibility of the proposed equipment on the group's internal marketplace for material resale.

Secondly, our experts led the negotiations to select the alternative suppliers. They built the necessary test plans for the proper qualification of the refurbished equipment.

To accompany the implementation within the different group entities, a change management and training plan was carried out by our deployment engineering teams:

  • Conducting several training sessions for a better understanding of the challenges and to facilitate the handling of the processes,
  • Drafting a guide of the best practices to facilitate the local implementation of circular economy operations,
  • Providing operational support to subsidiaries during the deployment of refurbished hardware on software/firmware configuration, compatibility, interoperability and maintenance aspects.
  • Providing end-to-end assistance for complex multi-stakeholder projects requiring the implementation of a TCO (Total Cost of Ownership) decision matrix to choose the best equipment to buy/sell
  • Boosting the visibility of the equipment roadmap and sharing it to determine medium-term requirement estimates.

Result

At the end of our intervention, 25 subsidiaries were trained to face the challenges of the circular economy and the new processes of purchasing and reselling equipment.

The operational support of our team helped in enrooting the new practices in the various subsidiaries and to make them autonomous.