Orange is a pioneering company in implementing telework, supported by agile methods and a test-and-learn approach, relying on a variety of tools and initiatives. In an ecosystem transformed by digital technology, the company embraced the topic of telework — and more broadly, nomadism — to collaboratively rethink work organization and management. Here's a look back at 10 years of experience.
What were the challenges of implementing telework, which Orange introduced as early as 2009?
Teleworking is an integral part of our corporate culture. France Telecom implemented it in 2009 to improve employees’ quality of life and efficiency, particularly for those spending increasing time commuting. Since 2013, telework has supported Orange’s CSR policy, serving environmental, social, and economic performance goals.
Today, 23,800 Orange employees telework regularly or occasionally, either from home or at an Orange site. This dynamic is driven by the digital transformation at the heart of our Essentiels2020 strategy: 55,000 of our 95,000 employees have a laptop, all are equipped with 4G smartphones, and are digitally literate. These are essential prerequisites for deploying telework within an organization.
What issues has the rollout of telework raised?
Telework disrupts individual and collective norms, established ways of working, and management practices, while also challenging how we define effective work.
It redefines the traditional workplace: the former, well-defined and separate from private life, is now represented by a laptop and smartphone — which may create a sense of emptiness while blurring the boundaries between work and home.
Managers must transition from performance-based supervision to trust-based management. Telework requires managers to clarify employee missions and rethink how they engage their teams, ensuring a secure and efficient remote environment.
Overall, teleworking has sparked company-wide reflection on evolving work organization and management models. This transformation requires support mechanisms that promote both employee well-being and company performance.
What organization supports this transformation?
Since 2012, we have established a network of division and job-specific referents (especially for IT and customer service) throughout Orange France. They help define new work models, select appropriate tools (softphones, Skype, etc.), and develop training plans tailored to each business line.
To streamline telework and support its CSR-related objectives, we developed an app in 2016 allowing employees to request occasional telework, receive managerial approval, and indicate the number of kilometers avoided — which are converted into saved CO2 emissions. In cases of pollution peaks, we use the app, in partnership with Airparif, to recommend that our 20,000 Île-de-France employees either choose eco-friendly transportation or submit an occasional telework request. It’s a highly innovative initiative.
This tool also allows us to track all teleworkers — regular, occasional, or mixed — and better evaluate the place of telework within the company.
What support have you developed for managers?
We created a training program for managers to help them understand remote communication dynamics and gain the tools needed to support their teams.
Every telework request becomes an opportunity for renewed dialogue: managers are expected to spend at least one hour discussing it with the employee, helping them anticipate and structure their home working environment. If the manager feels the employee isn’t ready, they must know how to explain the decision without closing the door permanently.
Managers must also detect signs of over-commitment or burnout — a new concern for HR teams.
To help managers understand and share the details of our agreements, we developed a paper tool: “The Telework Quiz”, summarizing our agreements in 50 Q&A in a playful, easy-to-digest format.
How do you raise employee awareness about telework?
We opted for a game-based learning format to educate employees on good remote working conditions and potential risks.
We organize “telework discussion days” with staff across all regions (mainland and overseas), using open innovation approaches.
Finally, our enterprise social network hosts a public community called “Telework, Nomadism and Remote Management”, where everyone can freely share ideas and experiences. Over 1,700 employees have already participated — it’s a valuable listening and co-creation platform.
After nearly 10 years, what is your feedback on telework at Orange?
To anticipate expectations, we’ve created a monitoring system that captures feedback from teleworkers and their managers to identify areas for improvement.
A 2014 survey showed highly positive results:
Teleworkers estimate a 10%-15% gain in efficiency; managers report a 5%-10% gain.
The increasing adoption of mixed telework (regular and occasional) shows that employees feel empowered to personalize their teleworking model independently.
Teleworking — encouraged by recent Macron laws — has clearly become embedded in our company. At Orange, it’s becoming a standard form of work organization.
It also presents a valuable opportunity to rethink the future of work.
As an HR professional, I feel like Christopher Columbus discovering America.
