Orange Business Summit 2022 : l’évènement du business à impact positif

In this world that calls us to nourish, the word 'invent' takes on its full meaning: transform. Transform our ways of thinking, working, producing, and consuming. In this world, the responsibility of companies matches the challenges they must meet—starting by transforming themselves. First, transform the employee experience to maximize the benefits of hybrid work. Transform the operational experience to make industry the catalyst for smart goods and services. Transform infrastructures to gain agility while guaranteeing quality, reliability, security, and speed. Transform data into resources to revolutionize how we decide and act. Finally, transform the customer experience to build a closer, more lasting relationship. Beyond these transformations and all those our ecosystems will need to drive in the future, we have another mission: generate lasting value by giving meaning back to our actions and sharing a single ambition—to create together a positive impact for all.

Good afternoon everyone, welcome to the Obs Summit 2022, welcome to the Carrousel du Louvre. Wow, I hadn't seen the hall yet but it's magnificent—you are indeed numerous. Let me introduce myself: my name is Achat Sompt, I'm an audiovisual journalist and producer of content related to sustainable development, working on climate, energy, mobility, as well as financial and digital inclusion, among other topics in France and abroad. I'm delighted to accompany you throughout this fourth edition of the summit—and yes, the fourth edition marking the return to in-person events here at the Carrousel du Louvre in the heart of Paris. You are numerous in this hall, but now you are also very numerous online—hundreds, perhaps even thousands—following from France and abroad. Thank you all for being here.

The day promises to be rich in programming, with a varied and rhythmic schedule. You'll have plenary sessions, roundtables here in the auditorium, talks and demonstrations in the Jardin Extraordinaire—that's what we call the garden across from the auditorium—and in the Espace des Mots located just behind you. The 24 partners of Obs are waiting for you. Experts are present throughout the day and at your disposal for exchanges, so don't hesitate. I believe you received a link to download the web app—it will allow you to schedule meetings. It's not too late, you can still do it, or go directly to the Expert Desk in the foyer. Now it's time to start our event: the Positive Impact Business Summit. How to create a positive impact together—a question we'll try to answer today. We'll begin right away with an exchange dedicated to the challenges of digital transformation for businesses: an exceptional roundtable led by Christelle Heidmann, CEO of Orange Group, joined by Giovanni Daniello, CEO of AXA Group, Philippe Bajou, Secretary General and Deputy CEO of La Poste Group, Johan de Vals, CEO of Elior Group, Christophe Arrigan, CEO of Mutuelle Générale, and Frédéric Verger, CEO of Safran. Please welcome them.

Thank you. Delighted to see you here in such numbers, once again in person, and thank you to our client partners who honor us by being here this morning to talk about digital transformation and its impact on our enterprises. Without further ado, I'll turn to Philippe Bajou at La Poste. La Poste recently became a mission-driven company. What transformation, particularly digital, does this testify to?

Hello everyone, hello Christelle Heidmann. I would say that transformation at La Poste is in continuity with our historical trajectory—over six centuries of existence we have experienced all industrial revolutions and many societal revolutions. For several decades we have exercised four public service missions: universal mail service, press distribution, banking accessibility, and territorial accessibility. When the PACTE law allowed companies to become mission-driven enterprises, it was natural for us to join this approach since this societal mission corresponded to what we had been doing. Beyond our four public service missions, we decided to propose four new missions to society: participating in territorial cohesion, participating in ecological transition, accompanying the most vulnerable people through social integration, and offering ethical and responsible digital technology.

Talking about it is good, but we attach importance to providing proof. When we look at what we've done in recent years, we showed our capacity to engage in these mission-driven frameworks even without a law. For example, we equipped each of our mail carriers and customer service agents with smartphones as early as 2013—the same as yours—so they could have an equal, fluid digital and societal relationship with their customers and manage their customer journey. And as early as 2012, we became a carbon-neutral company—that was the 2012 definition of carbon neutrality—but for this we deployed the world's first electric fleet, which today is considered the first electric fleet in Europe. That is what we do at La Poste to transform ourselves and have a positive impact on society.

Christelle mentioned that digital tools are key in this transformation. At Elior, our primary mission is to feed people well—quality food served at competitive prices to four million guests per day. One might think, digital transformation—the subject is right there in front of me on my plate. And yet, what it represents, particularly for IT, is guaranteeing reliability for our employees and the relationship with our clients, with our prescribers, with parents of students who want to know what their children will eat in the cafeteria. The reliability of the digital tools we put at their disposal and simply the day-to-day operations are essential. So we find the fundamentals of digital transformation: a resilient, reliable infrastructure, and obviously a user-centric orientation, whether client or employee—that's essential.

When we talk about digital transformation, we quickly move to the subject of data. For each company, data is absolutely critical: which ones to use, how to sort them, how to make them a growth lever, where to host them, and obviously security issues. With the widespread adoption of remote work, collective catering has faced new challenges. How do you envision data management and artificial intelligence to help you on these challenges?

You said it—although the concrete plate we serve is not virtual, what it represents in terms of menu choices, recipe choices, appeal to the diner, why they will come to us rather than prefer fast food outside or a restaurant or their own sandwich—all these elements are increasingly important to identify and collect. And so we work for better fluidity and competitiveness of our offerings upstream, for better prediction of attendance. Remote work, COVID itself, and changes in practices with the return to the office dealt a very hard blow to collective catering in general, while it remains the means to eat well and with quality at scale. The capacity to understand and anticipate what diners will do, why they will come to us, and to better manage food waste—our societies are terribly wasteful with food, we know this individually, but collective catering can contribute much more in its capacity to better gauge attendance, plate size, and therefore a better footprint for everyone.

Thank you. When we talk about data, we obviously need to collect it, process it, host it—we need skills to master these aspects. These are essential. Frédéric Verger at Safran, you are obviously very sensitive to data management and hosting in data centers. What is your strategy to best secure data hosting and operation, and in particular, what are the sovereignty issues for you?

Hello Christelle, hello everyone. Data and sovereignty is a subject with multiple facets for a group like Safran. We first look at the clients' side—our clients who have sovereignty issues are defense clients. In France, there are extremely clear, even new regulations around restricted diffusion of secret and top-secret information. There's no discussion there—it must be implemented immediately, and we need fully sovereign, secure, ready-to-use hosting solutions. That's what we chose, very clearly, with Orange in your newest hosting solutions in your most recent data centers. There are other aspects of data sovereignty beyond defense, and here we move to more critical company data—areas like civil aeronautics, even space. We have a gradation of needs: flight data from our equipment that is confidential but not critical; engineering development and simulation data that is extremely critical and sovereign; for which we need different solutions. I would say the problem is vast—it's first a question of reflection and data classification, and then in terms of solutions, we need a catalog of solutions with openness to different options, hybrid approaches. And that's once again what I find interesting in Orange's proposition: this broad offering and this proteiform service catalog that we know well.

Thank you. As we see, security issues are obviously at the heart of the challenges for building trust as a trusted partner to our clients. With a growing number of cyberattacks—we are all touched by this threat. I'll turn to Christophe Arrigan at Mutuelle Générale. The regulatory authority asks all insurers to report on all risks they face in terms of insurance—and the number one risk is cyber risk. What actions are you taking to address this risk, to limit it and try to master it?

Hello Christelle, hello everyone. Indeed, the regulatory authority has placed this risk at number one, and justifiably so. Cyber risk is a lethal risk. The advantage when you know you can die is that you give yourself a chance to survive—and that's the logic today. Attacks can be multiple: it can be an individual hacker stumbling into an intrusion, it can be cybercriminals wanting to steal and encrypt our data, we all know this—but we often forget that some of these cybercriminals also want to destroy the structure, and that's a threat to be avoided. As a leader,面对 this proliferation of threats, I would say you need to be accompanied by the best experts. The technical response—monitoring, prevention, reaction, compartmentalization—that's the technical part, but what I mean by 'best experts' is that the partner has the technical and IT competencies today and also tomorrow, that these experts can react massively to an attack affecting us, and lastly that they can react in case of overload from their own clients. We chose Orange Cyberdéfense for their capacity to address these three challenges.

Once you've responded to this logic of being accompanied by the best experts, as a leader I add another level of reading: today Mutuelle Générale faces thousands of attacks per day—we are constantly attacked, it never stops. I can't assume all attacks will be repelled. I must also study the fact that one or more attacks will pass through—which has already happened. And once these attacks pass through, and I define this risk as lethal, all my attention will be on resilience, on managing this crisis in the shortest possible time, and being able to restart quickly. This is a very important point sometimes forgotten in cybersecurity: the entire crisis management and the capacity to restart very quickly. For this, constant intrusion tests to train our teams to detect, and above all very strong training in crisis management. We are accompanied, as I said, by Orange Cyberdéfense—I think it's essential to be ready the day it happens.

Thank you. I turn back to you, Frédéric, at Safran. What are your protection ambitions in terms of cybersecurity?

On the cybersecurity subject, we are extremely sensitive. What's little known is that in the aeronautics domain, we also operate just-in-time—the Airbus or Boeing assembly lines are supplied with our aircraft engines down to the minute, there's a cadence even in multi-military production. So the first cybersecurity challenge is business continuity. We are extremely attentive to all infrastructure protection, detection, and resilience means. The second cybersecurity challenge is protecting our IP, all our technological know-how. We're a high-tech aeronautics and defense company—we have extremely important protection issues around data theft, intrusions, and application security. We are also sensitive to the geopolitical context—we can be among targeted companies, and we're very attentive to all wiper-type threats, as seen in Ukraine, which brings us back to cybercriminal attacks. In this context, what seems very important to us is being surrounded by excellent specialists and sharing information. What we appreciate about OBS is your strong brand approach—we believe Orange Cyberf Défense is a strong brand because it has strong competencies. What we also appreciated is that you were linked to the creation of the Cyber Campus. We at Safran are at the Cyber Campus—we have 50 people there, one of the two most represented companies in headcount. We believe that on cybersecurity, we need to leave behind the medieval era where each person stays in their own fortress, and share.

Thank you. Of course, ensuring our clients' security is absolutely critical. But when we look at the world we live in, the climate urgency also requires us to go further, all together. Beyond personal conviction, these issues are absolutely unavoidable. I'll now turn to Giovanni Daniello at AXA. You have made environmental issues one of the founding principles of your company—to the point of refusing to insure industries with too high a carbon footprint. How has digital proved a useful lever to evaluate and reduce your carbon footprint?

Hello everyone, hello Christelle. First, reducing the carbon footprint is essential. We've all seen for a number of years the climate consequences linked to increasing carbon footprints and the impact on each of us, both privately and professionally. In this context, we took extremely seriously the question of how we would contribute to reducing CO2 emissions. We committed to reducing CO2 emissions from our operations by 20% between 2019 and 2025. And digital, to make the link, is one component of this -20% commitment, and it has the particularity that since 2013, digital's share of our total CO2 emissions has increased by 50%. So we're in a real paradox: we must limit our carbon footprints with an ambitious -20% target, while one element inside keeps growing.

Since the issue is extremely important, we decided to take the bull by the horns and really structure ourselves to ensure digital contributes to this 20% reduction. We launched a program simply called 'enDigiT sobriety'—sometimes you don't need grand ideas to bring people together. We launched a group-wide program structured around three axes: identify what creates the carbon footprint, measure, and then act. These are the three axes we try to develop daily.

I wanted to share some elements to help you understand what's at the heart of this program. First example: reducing our data center usage. We take the view that computing centers for a company like AXA are important—we still have many servers running daily—but optimizing data centers to make them real contributors to CO2 reduction isn't our vocation. That's why one of the reasons we started a major migration toward Cloud in 2017, and today more than two-thirds of our business applications are in the Cloud. We're beginning to see the first effects on electrical consumption reduction globally for AXA, but also on carbon impact—we now measure our carbon footprint very precisely and publish the results regularly. That's the first example, really about data centers.

We don't think we're strong enough to make clean data centers on our own—we rely on others. Partners are extremely important. The issue is so important that we quickly concluded we couldn't do it alone. We drafted a manifesto addressed to most of our IT partners and gathered them in July at our Paris site to explain why it matters and what strategy we're trying to deploy, and how each can contribute. Beyond data centers, this second element is really our partners—because together we can't achieve it alone.

The third element I wanted to share regarding the core of our approach is equipment. This allows me to also connect to daily life—we might think it's symbolic, but every small gesture contributes to this objective. We're working, for example, on increasing the lifespan of our laptops and smartphones. And each time someone here faces replacing their smartphone, I hope you'll say: can I wait another year? Can I use a refurbished phone? That's the second lever we're trying to deploy, and we also try to promote bring-your-own-device as much as possible to simply limit the number of devices. Those are the three elements at the heart of the reactor, reflecting how we're organized to solve this problem.

At AXA, you handle gigantic volumes of data. In the current context of energy sobriety, if we start talking about digital sobriety—how can we master data volumes, and how could this ultimately improve our collective efficiency?

We were talking about data from other angles earlier; now we're talking about data from the angle of sobriety. Part of the core reactor I was describing is the question of how we integrate digital sobriety at the heart of key IT processes in an organization like AXA. We decided to work on two dimensions in particular. The first is strategic investments, and the second is architecture governance.

Strategic investments follow a well-established process within AXA that captures any strategic investment made anywhere in the world and enters into dialogue with the local transformation team to understand the transformation strategy and what they're about to do. We went as far as integrating digital sobriety into the validation criteria for these strategies. Obviously, validating whether a strategic investment makes sense from a digital sobriety angle is important, but then you have to execute it. In execution, it's like building a house—you don't arrive in the morning deciding where to place a brick. We have an architecture dossier that guides the construction work, and we've integrated the digital sobriety criterion, particularly around data, into the building permit process. When a dossier passes architectural analysis, a construction permit is granted, and we verify with specialized architects whether the data to be deployed for a particular transformation is truly necessary, really going to be used, and we check things like whether we're duplicating data that already exists elsewhere. We integrate digital sobriety into the daily management of major project delivery.

I wanted to take the opportunity to say what's beautiful about this program—and I imagine some of you have similar initiatives—is that it's extremely people-based. It's the conviction of each person every day that will allow us to reach this challenge. It's a magnificent project. We have nearly 1,000 ambassadors in the group who raised their hands spontaneously and are active daily to contribute to the objective. We have a digital systems leader per country with an extremely active community. And I couldn't not mention the awareness and training angle—it's important to understand these issues and how they will have a negative impact if we do nothing for the world we leave to our children. I wanted to highlight the work of the AXA Climat colleagues who have an academy that's truly extraordinary, and I invite each of you to take a look—it's really very enriching, extremely accessible, and it truly allows you to understand the stakes.

Thank you. Environmental issues clearly require all of us to work in partnership within our supply chains. In digital, it's the same thing, because we can only get the full potential of digital solutions when we innovate together. Philippe Bajou at La Poste, how does Orange Business Services accompany you in these transformations?

First, let me remind you of what's happening at La Poste, or what's been happening for several years: digital is completely changing our business model because it is destroying, in a way, the core of La Poste's business—namely mail. If we look at the revenue from this activity, in 2022 it will be about 6 billion euros less than what it represented in 2010. You who are business leaders know what it means when a business of 6 billion euros disappears in less than ten years. So we had to react, find new businesses and new developments, carry out external growth operations, and for that we decided to make digital a strength and an asset, even though it was hitting us right in the face.

We had our own telephone network, our own data network, operated by postal workers, with investments financed by La Poste. We decided it was no longer possible in the world we lived in to have this private system. So we launched a beauty contest, and Orange Business Services won. Together with Orange Business Services, we decided to create a joint company called AlterGo to build a network based on the entire Orange group network, meeting our needs for scalability, technical evolution, and usage evolution, covering the entire territory through our 20,000 points of contact.

This was done in the mid-2010s, and it served us well—because at the same time we had decided to deploy a well-known collaborative suite in the IT world. On March 19, 2020, more than 60,000 postal workers were able to work instantly from home. And Orange Business Services enabled us to create, in absolutely record time, a VPN so that these connections for tens of thousands of employees could be made securely. That's what allowed us to get through the crisis. Today within La Poste group, whether in client relationships or internal relations, the network and collaborative tools are used extremely strongly, and we discuss ongoing evolutions of this network's capabilities together.

What this dialogue has allowed us is to focus on our core business and to entrust—even in cybersecurity where we have our own devices that we complement with yours—the use of the strongest know-how we can find with expert operators. Thank you.

Thank you. We're approaching the end of these exchanges, but I'll come back to you, Christophe. At Mutuelle Générale, you handle very sensitive data since they're notably linked to the health of your end clients. In this context, what are the opportunity territories you wish to develop?

It's important to recall what insurance is. Insurance, to make it clear for everyone, is very simple: in exchange for a dematerialized monetary flow, I commit to the future, in the event of an incident, to return a dematerialized monetary flow. That's all. So once we've said that, we can see digital is late in our business—we didn't have digital, we had paper before stone, but digital is a bit behind.

Now that digital arrives, two extraordinary subjects emerge. The first is the contraction of space-time. Previously, when we created a contract, managed it, and paid claims, the paper time was necessary—and I apologize to Mr. Bajou from La Poste, paper had its own pertinent time. With digital, we've digitalized everything and reduced space-time—we can indemnify a claim in seconds with all proper controls. That's the first subject. The second is that we collect an incredible volume of data—we said it earlier, the growth of data we collect is exponential. Some are very sensitive, like health data, others less so. Once this new territory opens to us, innovation is major—it permits almost everything, limited only by imagination.

I'll explain—we had a government presentation yesterday on social security funding, on the health of French citizens, with a strong emphasis on prevention. I don't believe in generalized, massive prevention—it's expensive and inefficient. I believe in targeted prevention. With the health data we collect—while respecting the rules, which is very important—and within the legislative framework, we can reinvent prevention. We can have targeted prevention for those who really need it. Right now, within Mutuelle Générale, we've developed tools that allow us, for example, to predict absenteeism in companies, how it transforms, and therefore to prevent situations, to play on the health of the French. With Orange's latest acquisitions of specialized health structures, I would almost say by combining our experiences to deploy and discover these new territories—I truly believe this is an extraordinary subject opening up to us. Thank you Orange for accompanying us on these issues, and long live insurance of tomorrow, because digital is a bit behind.

Thank you. That closes our exchange. I really want to thank you for your presence and the constructive exchanges we've had. We've covered numerous issues: enterprise transformation, data management, security, sovereignty, paths of evolution and even reinvention in certain professions. I'll now ask you to—thank you, thank you for these exchanges. Thank you very much.

Christelle, you stay—I'll escort our guests out and give you the floor for a closing word, and we'll meet again after. As you wish, you're home. No, thank you, thank you to all.

I won't be very long, because then I'll hand over to the person recently appointed to lead Orange Business. But I wanted to address you all to share some convictions. We often ask: what strategy for Orange? I'm not here to talk about the strategy for Orange Group, but to share some convictions that were somewhat illustrated in the exchanges we had with our clients this morning. A first conviction, and the most important: we live in a very complex world. New ways of work, acceleration, remote work—COVID has disrupted our uses, digital has become more critical than ever to our organizations. Of course, we're in a world where security has unfortunately returned as a major issue in Europe, one we hadn't imagined returning to the forefront.

My conviction is that Orange Business Services wants to be this trusted actor for you, enterprises and the business market—whether SMEs, mid-caps, or large groups. Thank you for trusting us. We want to be your trusted partner on technological challenges—yes, share with us and challenge us—and we need to exchange and continue to strengthen ourselves. On regulatory challenges, in a world where regulation becomes critical and penetrates all digital issues. And on human challenges, and ultimately trust—the trust you give us, that of the women and men of Orange who are there to accompany you, who are transforming but are at the heart of your challenges, both in proximity and with global expertise.

Orange Business Services is a sum of expertise—we'll tell you about it today—a sum of strong brands: Orange Cyberdéfense, Business, and several others you'll have the opportunity to see this morning. But my message today is a message of trust, of transformation alongside you. We will continue to co-innovate with you. The last time I participated in Obs Summit, I came as head of Schneider Electric to talk about the 5G pilot we implemented in some of our factories. I know Obs continues to work with Schneider Electric on digital twins in certain factories, notably in Brittany near Rennes. Co-innovation and trust are important messages at the heart of our strategy to continue serving you.

Perhaps a final word. As you know, personally—it was said today—we are the last generation that can influence the curve of climate change. When I say we are the last generation in a position to decide, it's because the next 5 to 10 years are absolutely critical. The resilience of the planetary system depends on whether we massively, collectively, all together change in the coming years. If not, things will no longer be recoverable. I carry this voice for Orange Group, but we also want to accompany you. We need to work all together—no one will succeed in achieving carbon neutrality alone. Orange has taken strong commitments: carbon neutrality by 2040. We work intensively on energy sobriety issues, ensuring that carbon neutrality doesn't mean compromising the resilience and security of our networks—quite the opposite. More than ever, you need our infrastructures that must obviously weather the climate upheavals we will experience and are already experiencing. But my message is about this responsibility and the issues across the entire value chain—climate issues also involve how you use terminals, how we process data, how we accompany you in your businesses.

We will continue to co-innovate, to work with you, partners in this room—this is very important for us. It's ultimately the future: the future of the planet, of our children, of our businesses, of our employees. I know this touches all of us at Orange, of course, and touches all of you in your enterprises—whether to motivate employees or attract new talent. I won't be much longer. I'll now leave the stage to Aliette Mounier Lompret, who is now Director General of Orange Business Services, and who will come share these challenges with you. I asked her for an ambitious plan, a plan based on trust, and I will now let her express herself before you and share her priorities. Thank you.

Thank you very much. We will now explore how digitalization can serve responsible growth. Please welcome to the stage Aliette Mounier Lompret, Director General of Orange Business Services.

Hello everyone. I'm delighted to be here for this new edition of the Orange Business Summit. As usual, I'll start by talking about us—Orange Business Services—but you'll see it's to better talk about you, because this event is of course for you, it was designed for you. In this room, you all have one thing in common: you are all clients or partners of Orange Business Services, some for a very long time—for decades—for others, more recently. But I asked myself: if you chose us, what are the reasons you chose to work with us? I think fundamentally there are three main reasons that make our positioning unique and bring you added value.

First, our combined know-how as operator and integrator. The fact that we master the network and have strongly scaled up in recent years on Cloud, cyber, and data—and this allows us to accompany you in your cloud moves and end-to-end projects. This know-how rests on expertise: today at Orange Business Services we have more than 10,000 experts in cloud, data, and cyber, making us the third largest IT services company in France. We represent one billion euros in revenue on cloud and data, and we will reach one billion euros in revenue on cyber in 2023.

Finally, this expertise rests on a culture—and that culture is the culture of caring, in plain French. Orange Business and its employees are there for you everywhere in the world—we're present in 220 countries and territories. But beyond being present for you end-to-end everywhere, we're present for you to the very end. I think we unfortunately had a few illustrations in recent years: COVID, where our client satisfaction indicator—our NPS—took 10 points up during that period. The war in Ukraine, ongoing—we accompanied many of you during this crisis, our network was functional at every moment and still is today. And this summer in France, where we demonstrated once again that we are a key actor in crisis management—still today we're accompanying public authorities and security actors in developing an early wildfire detection system thanks to AI technologies.

All of this gives our relationship a particular dimension—and that dimension is trust. Gartner analysts say of Orange Business Services that we do what we say and say what we do, and I love that phrase because I think it resembles us. Of course, I'm not here to give you a grand commercial speech and say everything is perfectly fine in the best of worlds. Those who know me here know that's not quite my style. I spent the last three years as Director of Operations of Orange Business Services, so I had the pleasure of meeting many of you and accompanying you in often complex projects, migrations, incident management, sometimes crisis management. Based on that experience, I've learned to know you, and I think I have a good understanding of your concerns, challenges, and needs.

I know in particular that you need to transform very fast to gain performance and agility. I know that in this digital world moving toward Cloud, toward software, we're in technology chains that are increasingly fragmented, increasingly complex to master end-to-end, that user experience is increasingly complex to master, that budgets and costs associated with this transformation are sometimes difficult to master as well. I also know that some of you have a certain dissatisfaction, even frustration, with our ability to deploy fiber in France. I wanted to tell you on this subject that Orange teams are working intensively—it's one of our priorities for Orange in France. We've put in place a program called 'Fiber Enterprise' aimed at allowing us to deploy fiber much faster and right the first time for our enterprise clients.

We set a very ambitious objective for this second half of 2022: to halve our production failure rates compared to the first half of this year, and we're on track to reach that objective. Today, this event, especially designed for you, will allow you to meet our teams, our experts, see testimonials, see demonstrations. I hope this will help nourish your reflections and especially help us all think together about how we can build a more positive future—because ultimately that's what it's about.

In an increasingly complex world, increasingly uncertain, where a number of crises overlap—the health crisis, a macroeconomic crisis with inflation, a geopolitical crisis—I mentioned Ukraine and there's the situation in Taiwan—we must transform together and prepare to respond to unprecedented challenges. I think of course of cybersecurity, data protection, sovereignty, the scarcity of electronic components, the scarcity of talent in the tech sector, and above all, this climatic and environmental challenge.

All these changes, I see them as an opportunity—an opportunity for all of us to become aware of the situation, an opportunity to take responsibility head-on as an employer, as a responsible leader, an opportunity to push us to think about our business differently, to think about our business to generate this positive impact. For OBS, this means concretely becoming more agile, more open to our ecosystem of partners and clients, more resilient, and also more sober and economical in energy.

So how are we going to do all this? My goal is to transform Orange Business Services into a platform that is more modular, more open, more digital, that will be able to orchestrate...

Connectivity to the cloud with partner solutions that integrate easily into your networks, systems, and applications. This is enabled by modern cloud-native architectures, APIs, and microservices. We will continue scaling integration services, but my goal is to shift Orange Business Services definitively into cloud and software. For example, with Mondelez, a global agri-food giant, we implemented a platform based on Microsoft Teams integrated with local voice networks, a cloud contact center, and AI data services to optimize client and employee experience. The key was the combination of technologies and a single integrator providing end-to-end visibility, drastically reducing incident detection and resolution times. We aim to industrialize this approach to support client relationships, employee collaboration, and process modernization. Our objective is to help you navigate multi-cloud strategies, complex organizations, and regulations with competence and trust, focusing on people and partnerships. In Brazil, we trained 31 disadvantaged women for digital jobs, showing how digital transformation can create societal value. Orange Business Services is transforming internally to help you transform and contribute to a world where digital creates value for all.

Thank you, Aliette. Please stay with us. Digital for all, as you said. Now, we'll address how to put digital at the service of responsible growth through concrete experiences from a large bank and an industrial SME. Please welcome Jean-Paul Mazoyer, Deputy CEO for Technology and Digital at Crédit Agricole, and Bruno Bailly, CEO of Mes Rêves.

Thank you, Achat. Hello everyone. Mes Rêves has undertaken a deep transformation through a 'future electronic factory' project, winning France Relance funding. This project aims to generate growth, repatriate production from Asia, and capture local projects. We invested 1.5 million euros to triple our building space and have a 3 million euro investment plan covering five areas: production with 4.0 lines and 3D controls, information systems with a new ERP and MES/PLM, technologies like 5G and immersive tech, R&D, and HR. We collaborate with OBS, which provided the Flexible Engine program for our IT architecture, including servers, VPN, cybersecurity, and fiber. We will be the first industrial SME equipped with 5G by Orange, enabling low latency and edge computing for applications like computer vision, autonomous robots, sensors for energy management, and a digital twin. This supports training, maintenance assistance, and quality control.

Thank you, Bruno. Since the event is called 'A Pack Positive,' I'll play devil's advocate: how do you respond to those who say multiplying energy-intensive technologies contradicts sustainable growth?

Digital accounts for about 3.5% of global CO2 emissions, which is significant but less than industry or transport. We must consider the net positive externalities from digital, like telework, smart cities, and industrial efficiency. At Orange Business Services, we deploy Smart Eco Energy to reduce client energy consumption with sensors and AI. New technologies like 5G and fiber are less energy-intensive than predecessors, with 4x better performance. We focus on circular economy, recycling 80% of routers from clients, and using renewable energy. While reducing our own emissions, the net impact is positive.

Thank you, Aliette. Jean-Paul Mazoyer, how do you balance CSR commitments and growth objectives, using digitalization as a means?

Bonjour. Crédit Agricole is France's largest private employer, financier, and contributor. We have three levers: inclusion, investment, and support. We serve all French people, reinvest 80% of profits into reserves to strengthen capital, and support regional development. Our role is to accompany transitions—digital, energy, food, supply chains—through innovation and partnerships with startups, Orange, or OBS. Digital must make life more human; we aim for digital augmented by humanity, combining technology with human interaction in B2C activities.

Thank you, Jean-Paul. Bruno, how does Mes Rêves' digitalization support responsible growth amid accelerated change?

It's an accelerated march, not forced. We focus on less energy-consuming technologies like cloud and 5G, and immersive tech to limit travel. In electronics, 90% of components come from Asia; reversing this requires decades and billions. We're part of the EOS project to identify component obsolescence and shortages. We collaborate openly in innovation ecosystems, working with OBS on Flexible Engine and 5G, ensuring mutual value. We also install photovoltaic panels, reuse equipment, and use sensors for energy control, implementing a holistic approach.

Digital acceleration is sometimes seen as harming humans, which seems incompatible with responsible growth. Jean-Paul, your thoughts?

On the contrary, digital should make life more human. We must organize to accompany all French people through human interaction. People want digital convenience but also the ability to interrupt processes and talk to a human. This requires a major organizational transformation in operations, training, and management. At Crédit Agricole, we aim for digital augmented by humanity, adding more humanity to client relations.

There's a shortage of talent, and recruitment is difficult. Bruno, how do you handle this amid high demand for digital skills?

Digital transformation is a tool for human projects. We have staff delaying retirement to train successors, using digital technologies for internal training. We aim to recruit about 100 people near the Swiss border, where salaries are higher. We engage with schools in Franche-Comté, Angers, and Île-de-France to attract talent, take alternants, and create generational bridges. We have 60% women in leadership and support employees to leave for startups after a few years, fostering an open ecosystem.

Aliette, is there a change in OBS's HR strategy?

Yes, we face high staff turnover globally and must rethink our employer value proposition. We launched awareness campaigns, targeted digital ads by region, and highlighted work-life balance. Our 'Winback' campaign featuring returning employees went viral, yielding over 350 quality applications. We now recruit for potential—people who learn continuously, handle uncertainty, and collaborate—developing them internally.

Jean-Paul, what do you expect from a partner like OBS for true innovation in sustainable growth?

We have a deep relationship with Orange Group, sharing a strong territorial footprint and societal utility. At the national level, we collaborate on projects like fiber financing. Locally, we partner in Innovation Villages supporting startups, digital inclusion networks, video deployments with OBS, and senior support with Apple. We work on sovereign cloud and Green IT, essential for carbon footprint reduction. OBS is indispensable for Crédit Agricole's digital transformation.

Thank you, Jean-Paul. Aliette, a quick reaction to conclude?

In 20 seconds, this panel shows shared challenges in digital transformation and our immense responsibility. Initiatives in Green IT, digital inclusion, and skills development are flourishing. Today, no client or partner meeting happens without discussing these topics, which makes me optimistic for the future.

Thank you, Aliette, Bruno Bailly, and Jean-Paul Mazoyer. Now, we'll discuss building trust in a trusted environment with Nassima Ouvrez, Director of Strategy and Marketing for Trusted Cloud Solutions at OBS, and Patrick Basso, Director of Technology and Information Systems at Radio France, joining digitally.

Hello Nassima, how are you? Hello Patrick, are you well? Welcome to both. We're talking about digital sovereignty and trust—what do these concepts represent for you?

Digital sovereignty is complex with multiple definitions and no legal standard. For some, it's the continuity of state sovereignty in cyberspace; for others, full control from physical to application layers. I exchange with CIOs across public/private sectors, and there's growing demand. Key issues include regulation for data protection, geopolitical risks like service continuity and data capture, economic factors, and technological challenges like cybersecurity in a constant threat landscape.

Patrick, your vision on digital sovereignty and trust?

As Nassima said, there's no single definition. Digital sovereignty is omnipresent and multifaceted. For Radio France, with missions like inform, inspire, and innovate, it varies by topic. We focus on security maintenance, resilience, compliance, data protection, and building eligibility matrices for services and infrastructure to ensure sovereignty.

What is OBS's posture on digital sovereignty?

OBS combines telecommunications operator and digital integrator roles. As an operator, we manage critical infrastructure with resilience, security, and regulatory requirements. As an integrator, we develop and integrate solutions with partners. Digital trust means activating expertises, technological, legal, regulatory, and partnership levers to provide guarantees adapted to data usage. We're not protectionist but balance mastery and dependencies. This aligns with European initiatives like Gaia-X and partnerships for projects like SAGEO with Crosscall and Streamwhite.

Patrick, what are Radio France's needs and challenges in digital sovereignty?

With diverse activities, we need guaranteed service continuity and trusted partners. For collaborative services, part of our activities are sovereign. Content production is core, requiring sovereign approaches. Distribution, including podcasts, needs rethinking. All in an H24/7 service context, with national and local networks like France Bleu, each with different objectives.

Nassima, how can you guarantee a trusted environment for your clients?

Taking multi-cloud as an example, it's a growing trend allowing richer offers, usage adaptation, and resilience against provider failures. On these questions, trust involves balancing expertise and dependencies, with a European approach through projects and partnerships.

In a trusted environment, we can see that multi-cloud is complex. Our positioning is to orchestrate these multi-cloud environments, always providing guarantees adapted to the usage, the user's context, and the sensitivity of the data involved. We build on two pillars. The first is our heritage — our infrastructures and data centers. We have a range of private and public cloud solutions: Cloud Avenue, Flexible Engine, and Olaf, which our experts integrate, secure, and supervise. The second pillar relies on managed services on partner platforms, always bringing this notion of trust, which varies depending on the hosting platform. Our goal is to find the best balance between innovation driven by the cloud and the data protection and assurance challenges. Bleu, the trusted cloud project whose joint venture is being formed by Orange and Capgemini, embodies exactly this idea — reconciling these two worlds to meet a real client need.

Patrick, perhaps a reaction? Why did you choose OBS, and how does this partnership translate?

We share the same vision on this multi-cloud, multi-services, agnostic approach. I insist on this: the range of technological building blocks available in the cloud is very rich. We must be able, with a partner like OBS that shares this approach and supports us, to pick services of very different natures in an agnostic way, aligned with business needs. We've also worked with OBS for several months on governance, since developing hybrid, multi-services, multi-cloud solutions requires reorganizing and orchestrating — as Nassima mentioned. This is really the heart of the matter and a very important subject in our development trajectory for these multi-cloud services.

Beyond that, our engagement with OBS on these topics reflects a broader strategic partnership. We're also partners on many other critical subjects, such as the interconnection infrastructure linking our entire local network to the Maison de la Radio. This is essential for us — these are services of major importance when you run radio and music operations. We've also developed with OBS a key project to evolve our audiovisual distribution infrastructure on cloud technologies. These subjects are fundamental and fit into this overall logic of service, whether cloud-based or not. That's why we're now aligned in vision and strategy with OBS on the advisory and support missions we've been sharing for some time.

What might be the next step in this collaboration, Patrick?

The next step is, I'd say, moving from the technological opportunity to real governance and true orchestration of all these services. These are works we've already begun with Nassima. Today we want to build our roadmap over the next four to five years around this, with the essential goal of evolving team practices, training, and supporting the digital transformation — also helping teams who have historically worked on more traditional information systems evolve. This is an important challenge we've shared, and it will be our objective in the coming weeks and months.

I'm very happy to continue this collaboration with Radio France. It's interesting to add that beyond the technological and regulatory challenges we know about, there's also the bond that ties us to our clients, and I think it's important to reiterate our priorities, which number three: the regulatory dimension, the technological dimension, and the human dimension. On the regulatory side, digital sovereignty is a very complex notion with many interpretations. Certifications are a way to attest to the robustness of our solutions against defined criteria. Orange Cyberdefense was the first player to have passivity certification requirements in the connectivity domain. We've obtained international-scale certifications, and our ambition is to continue, notably in cloud, seeking compliance with national or even European certifications. On the technological side, we have extremely sharp expertise in data. We develop solutions that raise ethical issues, particularly around artificial intelligence, which the European Commission has taken up, and blockchain among others. We'd like to co-build with our partners and clients indicators that provide a level of trust in the solutions we offer. On the human side, the question of human resources is fundamental. Our interest is also to capitalize on and sustain this expertise, to maintain mastery of key subjects, and to be able to choose our dependencies — and to enable our clients to do the same. Patrick, perhaps there's one minute left — you have the final word.

I wanted to reiterate that I think we are alike at the DNA level, since we share a history around operations, continuity of service, and public service. What's interesting in the rich subjects we're building together, notably around multi-services cloud, is that OBS applies to itself the service solutions it offers its partners. That's an important point for us. The agnostic dimension is very important. I heard something essential for us and for Radio France in the coming years: the shift toward digital sobriety. The RSE challenges are also fundamental, and we expect our partners like OBS to engage on these subjects, as it will be a major challenge for us in the coming months and years.

This sovereignty can take many forms. Thank you — we wish you the best going forward. Patrick, thank you. Thank you, Patrick Faso, and thank you, Nassima. Please applaud them. Thank you very much.

In two years, the world we knew has changed reality. In this world that calls us to reinvent ourselves, one word takes on its full meaning: transform. Transform our ways of thinking, working, producing, and consuming. In this world, the responsibility of businesses matches the challenges they must meet, starting by transforming themselves. Transform the employee experience to maximize the benefits of hybrid work. Transform the operational experience to make industry the catalyst for smart goods and services. Transform infrastructure to gain agility while ensuring quality, reliability, security, and speed. Transform data into resources to revolutionize how we decide and act. Transform the client experience to build a closer, more lasting relationship. Beyond all these transformations and those our ecosystems will need to drive, we have another mission: generate sustainable value by giving meaning to our actions and sharing a single ambition — to create together a positive impact for all.

Well, it's a little less enthusiastic than this morning, but I hope you'll find your energy after lunch. We're counting on you. Welcome to those joining us, whether here at the Carrousel du Louvre or online, from France or internationally. Welcome to all. We're live for this fourth edition of the Obs Summit, the positive-impact business event. A rich morning for those who were there. This afternoon too, lots of things will be happening. We're here until 6 PM — a plenary in the auditorium, but also talks and demonstrations in the extraordinary garden and the space behind you with our 24 partners, whom we warmly thank. OBS experts are here, available until this evening. Don't hesitate to see them or book appointments via the web app. Without further ado, let's continue our exploration of the theme bringing us together today: positive impact. This afternoon, we'll explore the role of innovation in creating sustainable value. I'm pleased to welcome Wassila Zitoune, Chief Operating Officer of OBS.

When listening to this, with only unprecedented constraints occupying and striking us for several years, notably these past three years, one could be tempted by discouragement and paralysis. But at OBS, we are among the businesses that consider we have our part to play in this collective responsibility, and we see this unprecedented moment of constraint as a moment of urgency and therefore opportunity. This is the first key idea, and I deeply believe it's defined in our roots, our DNA, our values, and our commitments. My second message is about ecosystem: our commitment, the Green Act as seen by OBS, is eminently inclusive and designed for the ecosystem. Everything will move forward because it's everyone's business — we'll advance with our clients, employees, partners, and suppliers. Third, while we provide our clients solutions to optimize their energy equation, we don't forget that we ourselves are a company transforming from within. We committed at Orange to being net-zero carbon by 2040, with a milestone in 2025 to pass the minus 30% threshold. For OBS, we have two main axes: internal efficiency in our operations and promoting the circular economy.

Very true. Michael Trabian, the group's head of technology and innovation, covers this very well. We need to dispel this misconception and the Pareto law — especially given who we are. We are both operators and integrators. What's at the top of the pile is the network subject. With accelerated digitalization and exponential growth in usage, what's at the top of the pile is the consumption of our networks, data centers, and infrastructure overall. I really appreciated the pragmatic approach outlined earlier by Christelle and Man: identify the subject — our networks and data centers; measure — install sensors to measure electricity consumption in data centers; act — subtly regulate temperature to reduce air conditioning use, and data centers are extremely energy-intensive; and recycle — all components, LED bulbs, air conditioner renovation. It's a virtuous loop: identify, measure, act, measure. The results are encouraging across three of our largest data centers, with a reduction that's quite encouraging over a short period, and above all gives us confidence in a much more ambitious commitment: to halve the energy bill of our data centers. We're on the right track, but there's still much to do. Never be self-satisfied on these subjects — that would be a serious mistake.

It's the meeting of technology, a need, and an ecosystem. The key words are the technologies that contribute to optimizing the energy equation: IoT, the Internet of Things in general, and data at the center of it all. I'd like to draw on an example we worked on with the Orange Vélodrome in Marseille and our partner Cisco. This example is very interesting because it's a form of counter-intuitive approach with incredible simplicity: extending the Wi-Fi network when there's no usage. Networks are built to be always on, so this seems paradoxical. The technological subtlety lies in rapidly restoring performance levels as if the network had never been turned off. This apparent simplicity hides great complexity but above all hyper-pragmatism. With Cisco and the Orange Vélodrome, we achieve a 40% reduction in energy consumption — that's enormous. None of this would have been possible without the ecosystem of partners. This induces a mode of operation of co-innovation and incubation. Incubation begins very quickly after ideation, following an extremely iterative and agile process, validating the need in real conditions with a client on board to test. It's a test-and-learn approach that changes the relationship with time: to find the solution, you need to make many mistakes — and make them fast.

I'll first take a detour through what we define at OBS as value creation. We see it through four prisms: for shareholders, for our employees, for society, and for our clients. This fundamental idea was one of the strong messages during our first-half financial results publication in July. These environmental engagement topics are equally important. This message, which commits us to transparency and clarity of our actions, allows us to say that relative to our 2025 and 2040 milestones — somewhat ahead of the Orange Group commitment, I should note — we're advancing on two fronts. First, the reduction of our energy consumption and carbon emissions, which must reach minus 30% by 2025, is currently at minus 14% compared to 2019. Second, the recycling rate of equipment and smartphones, which we're targeting at 30%, stands at around 21.5%. Real dynamics, total transparency, value as important as our performance — because we can't conceive of it otherwise. And again, much remains to be done.

What you're saying — innovation and green, sustainable growth — it's essential. Our role as ecosystem federator is an equation of technology, need, and partnership. There are truths worth restating: technologies move extremely fast, and they are only sustainable and viable if they are open and shared by the greatest number. The approach we've taken and will accelerate seems to us the most pragmatic, the most intelligent, and the most inclusive. Another example is Copernicus, in the spatial and satellite domain — with Airbus, Capgemini, and OBS, we're building a satellite image database, making it available to an open ecosystem. A startup, Digimov, has seized on this to alert populations proactively in case of climate disasters. It shows how, together, in an open, shared, co-innovation approach, we can move things forward. Sitting there, by the way, you were speaking about Michael very well — from Shift Technology, who couldn't be here. He returns to discuss the role of innovation within Orange and shares his vision on the group's climate commitments. Let's listen.

Hello everyone. I'm delighted to be with you for this Obs Summit to share some thoughts on our climate commitment. The extreme events we experienced this summer remind us how crucial the fight against global warming must be for all societal actors, particularly businesses. This is why Orange has committed to being carbon neutral by 2040 — ten years ahead of the Paris Agreement objectives — by drastically reducing both our direct and indirect emissions, with an ambitious program to compensate residual emissions. The situation demands unprecedented collective mobilization. First, to reduce our energy consumption, Orange has launched an ambitious program to develop ever more efficient networks and data centers. Beyond our direct emissions, our indirect emissions account for 80% of the total. I want to dispel a common misconception: we don't need to reduce internet traffic to reduce our CO2 emissions. The carbon footprint of telecoms is primarily determined by access — network coverage and client equipment — not by traffic. That's why we're putting particular effort into developing the circular economy and eco-design of our network and IT equipment, as well as our clients' equipment — boxes, smartphones, routers. Concretely, this means extending lifespan, facilitating reuse, and planning for end-of-life recycling. We aim to increase smartphone lifespan from 3 to 5 years. Digital technologies, whose footprint remains modest — though we must obviously deliver on our commitments — can and must contribute to the environmental transition of the wider economy. Three examples: reducing professional travel through collaborative tools — I see many companies able to concretely halve non-operational travel compared to pre-COVID; optimizing production, logistics, and maintenance activities through IoT, AI, and cloud — for instance with IoT Continuum, a partnership between Orange, Sierra Wireless, STMicroelectronics, and La Croix, helping companies leverage cellular IoT's full potential; and drastically improving our buildings' energy consumption, for example with the Smart Eco Energy offer we just launched for tertiary building operators. Orange is a pioneer in deploying open, transparent, and auditable impact measurement methods. To conclude, we've resolutely oriented our innovation capacity toward positive-impact innovation — innovation that serves our clients to simplify their lives and help them gain efficiency, but also addresses major societal challenges. This is the work of the group's 8,000 experts and researchers. Thank you for your attention, and I wish you an excellent Obs Summit.

That's exactly what we were saying. Aliette highlighted it this morning: what you do for your clients, you also do in-house, and that's what's interesting. Measuring is like an open lab — you test, you experiment. We clearly understand the importance of innovation in the face of these challenges, but also the importance of the co-innovation approach — with your clients, your employees, and your partners. If you would, we're about to receive a guest to talk about a subject that's very sensitive environmentally: agriculture. What is the role of digital innovation in this sector? Wassila, if you agree, let's welcome Sébastien Picardat, CEO of Agdatahub.

An agricultural venture founded by farmers for farmers, with the support of the state and all sectors and partners like Orange Business Services. Agdatahub is the first data intermediary recognized at national and European level for circulating data between 380,000 French agricultural holdings and 85,000 upstream and downstream partners. It's an initiative supported by the state through BPI France and the Caisse des Dépôts et Consignations, and at the European level through the GAIA-X flagship project, and recently by the European Commission, which appointed us coordinator of the future agricultural data space — foreshadowing data exchanges at the European level.

It all started four years ago with an innovation project alongside Orange Labs and all the Orange teams, in partnership with the Imprimerie Nationale, now IN Group, to develop the first wallet combining a farmer's digital identity as a natural person and their legal entity identity — the farm. This lets the farmer securely access business applications, give consent before any data exchange, and present attributes like professional certificates, which are indispensable in the farmer's economic life.

Blockchain — technologies follow and replace each other, like between 3G and 5G. It was true at the beginning when the technology wasn't yet mature. With the agricultural blockchain we're discussing, enormous progress has been made in energy consumption. The user will emit a certificate two or three times a year, and data is stored only as many times as it's requested. To give an order of magnitude, it represents something like a terabyte per year. Today, with this digital identity passport, we're rather around a few kilobytes. That shows the enormous progress that's been made.

We're going through a climatic, environmental, and economic crisis, with the need to ensure France's and Europe's food and energy sovereignty. Agriculture contributes by sequestering carbon and by better informing consumers about local good practices and local production. AgriConsent secures the use of farmers' data. The farmer remains master of how their data is used — to demonstrate organic farming compliance, safe use of phytosanitary products, and to share this information with partners for precision agriculture or better inform consumers. Regarding RSE, the environmental labeling foreseen by the Climate Law next year will require farmers to make their data available so the entire value chain can process, optimize, and trace it, ultimately producing an environmental score on food products. This also enables measuring and calculating one's carbon credit. The environmental scoring we're developing in partnership with Footprint, along with carbon credit calculations to value agricultural practices of carbon sequestration — and why not sell them to Orange.

Digital identity — why is it important for the farmer and their partners?

Sébastien speaks brilliantly about it — the subject is user-oriented, but if I may return to what you just said: there's a trust issue, a trust benefit especially in digital transactions, from the user's perspective. Above all, giving them visibility into what happens with their data. There's undeniably a security issue, especially with identity theft and fraud in general. Efficiency too — the user experience in opening accounts, the various procedures, are all benefits of simplicity. And finally, the innovation angle: we're making available a technology that's relevant, sovereign, and compliant with the European future that's arriving very soon.

First example: connecting to a website in a fully secure way, without username or password, simply by scanning a QR code, to access all decision-support tools through an identity federation that will be operational soon. Second element: the certificate. To securely purchase phytosanitary products — a very sensitive subject — the farmer must prove they've been previously trained. This training certificate will be on the blockchain and, thanks to QR codes, will allow purchasing phytosanitary products in complete security.

In our relationship, our raison d'être is singular: to give everyone the keys to a responsible digital world. This is a wonderful example carrying a number of success recipes. Our contribution: facilitating data sharing. As an operator and integrator, we traverse the entire data value chain. Drastically reducing fraud and disputes enables the greatest number to practice what this data allows as value creation. Securing intellectual property rights, which are multiplying in the context of this exponential, multi-sector use of data.

Thank you. Wassila, Sébastien, I believe you came with a video that summarizes what we've just discussed, and we'll react afterward. Let's watch it.

Digital technology is at the heart of farmers' daily lives and their relationships with partners. In two clicks, AgriConsent gives them more control over their data exchanges in complete security. Today, Christophe, a cereal farmer in Île-de-France, receives Mathilde, an agricultural chamber advisor, presenting a new service requiring access to his farm data. Christophe must give explicit consent. AgriConsent quickly guarantees his identity and respects his consent. Like all farmers, Christophe uses phytosanitary products. To validate his order, he presents his professional certificate. With the agricultural wallet, he proves his certificate's validity. Gone are expired paper documents. Farmers have all their certificates in their pocket, and for distributors, it's more secure. Christophe sends his bank details simply through his agricultural wallet. Sending is extremely secure — bank details are unfalsifiable. On the agricultural portal, Christophe reviews his digital exchange history and administers his consents. He can see which partner is authorized to access which data and for how long. AgriConsent consolidates the trust relationship. With AgriConsent, keep control of your data usage in complete security.

We've established ourselves in France, in Île-de-France. Now we're moving to the European level. The whole challenge is, thanks to GAIA-X and our role as coordinator of the European agricultural data space, to scale up — from our French deployment of 380,000 agricultural holdings to 10 million across Europe — to secure data exchanges within the European Union. We'll work within a scalable, mutualized blockchain architecture for our economic sector, with nodes hosted on OBS's Flexible Engine offering, which allows us to develop and envision interesting developments outside France.

We can think of the banking sector — authorization and identity validation subjects, given the number of transactions and the importance of security in these types of operations. That could also be a future application of this kind of approach.

Tourism, indeed. If agriculture did it, why not the tourism world? Independent restaurateurs and hoteliers who need to showcase their image, menus, and expertise while protecting their intellectual property — that's what blockchain enables. And managing their consent like farmers do. Healthcare, transportation — ensuring traceability from farm to plate, with traceability available at all times for all value chain actors.

A final word on blockchain, the technology in question. One of the sponsors is in the front row. We believe in it because beautiful stories like this will repeat. We're very pleased to have joined the Alliance Blockchain France since last summer, among the 17 founding members alongside companies, government bodies, and universities. This consortium exists not only to accelerate this type of initiative but also to embody a French blockchain infrastructure open to all administrations and enterprises. A technology reaches scale when it encounters use cases, but also when it's eminently open. A concluding word, because it's the red thread of this day: as I said at the start, we choose neither paralysis nor anxiety, even given the complexity of constraints. Co-innovation with positive impact, through the various examples past, present, and to come, is ultimately what defines us deeply. It's a profound alignment with who we are. Our view of technology in the broadest sense is that it has value only if it creates progress. We're in the genetic code of the Orange Group, in the genetic code of OBS. We practice it with inclusion, humility, and conviction. When things are complex and uncertain, there's a way through: collective intelligence. And we underestimate how much these subjects mobilize employees around the question of meaning.

We've reached the end of this plenary. The Obs Summit continues here until 6 PM with networking moments with the experts behind you. Keep exploring, and the talks continue with Jeanne Baron — don't miss them. A certification questionnaire will be sent to you by SMS; your feedback is precious and only takes a few minutes. We warmly thank the 24 partners of this fourth edition of the Obs Summit — please applaud them, because this event is also thanks to all these partners. It was a pleasure accompanying you for these roundtables and this event. Thank you all, have a wonderful afternoon, it continues until 6 PM, enjoy it, and see you next time. Thank you.