Chief Executive Officer, Orange Business (and EVP, Orange Group), Orange Business
Orange Business Summit 2022 : l’évènement du business à impact positif
Découvrez la keynote d'ouverture de l'Orange Business Summit 2022 et les plénières.
Orange Business Summit était de retour le 27 septembre 2022 autour de la thématique « Créons ensemble un impact positif pour vos clients, pour vos équipes et pour la société ».
Une 4ème édition riche en contenus, innovations, expériences et échanges.
Au programme :
"Le B2B au cœur de la stratégie d’Orange" avec Christel Heydemann, Directrice Générale Orange.
"La digitalisation au service d’une croissance responsable" avec
Aliette Mousnier-Lompré, Directrice Générale Orange Business Services,
Bruno Baill...
About Aliette Mousnier-lompre
Aliette Mousnier-Lompré, CEO of Orange Business, stated in June 2025 that the company has built France’s first commercial quantum network, describing it as a "totally inviolable" system. She warned that a state capable of decrypting global data would gain a "huge competitive advantage," arguing that organizations must begin protecting against the coming quantum threat. In earlier interviews, she said Orange Business was on track with a plan to transform from a B2B telco player into a "leading European network and digital integrator," and that the company was targeting acquisitions in cybersecurity in Europe. She described sustainability as a "selection criteria" in customer tenders, noting that discussion of carbon emissions had become common in client meetings. In 2022 and 2023, Mousnier-Lompré said enterprise customers sought more "resilience, predictability, and reversibility" in their digital infrastructure. She argued that trust and sovereignty were central to Orange Business’s strategy, but cautioned against a "protectionist logic," advocating for an open yet controlled European data approach. She also said that generative AI was driving customer demand for data governance and infrastructure upgrades, as enterprises attempted to "embrace the new opportunities" of the technology.
Transcript (29 segments)
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Narrator0:02
In this world that calls us to nourish and innovate, one word takes on its full meaning: transform. Transform our ways of thinking, working, producing, and consuming. In this world, the responsibility of companies must match the challenges they face, starting by transforming themselves. Transform the employee experience first, to maximize the benefits of hybrid work. Transform the operational experience, to make industry a 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. Finally, transform the customer experience to build a closer and more lasting relationship. Beyond these transformations, we have another mission: to generate lasting value by giving meaning to our actions and sharing a common ambition—together, create a positive impact for all.
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Aicha Sompt1:14
Good afternoon everyone, welcome to the OBS Summit 2022, welcome to the Carrousel du Louvre. Wow, I hadn't seen the room yet—it's magnificent, you are indeed numerous. Let me introduce myself: my name is Aicha Sompt, I'm an audiovisual journalist and producer of content related to sustainable development, covering climate, energy, mobility, financial and digital inclusion, among other topics in France and abroad. I'm delighted to accompany you throughout this fourth edition of the summit, which marks the return to in-person events here at the Carrousel du Louvre, in the heart of Paris. You are numerous in this room, but you're also very numerous online—hundreds, perhaps thousands—following from France and abroad, including countries where Orange and Orange Business are present. Thank you all for being here. The day promises to be rich with a varied program: plenaries, roundtables in the auditorium, talks and demonstrations in the Jardin Extraordinaire and the Espace des Mots. The 24 OBS partners are waiting for you. OBS experts are at your disposal throughout the day—you can download the web app to schedule meetings or visit the expert desk in the foyer. Now it's time to start our event: the positive business impact event. How to create positive impact together? That's the question we'll try to answer today.
We'll start right away with an exchange dedicated to digital transformation challenges for businesses. An exceptional roundtable, ladies and gentlemen, led by Christelle Heidman, CEO of Orange Group, joined by her guests: Giovanni Daniello, CIO of AXA Group; Philippe Bajou, Secretary General and Deputy CEO of La Poste; Johan Devals, CIO of Elior Group; Christophe Arrigan, CEO of Mutuelle Générale; and Frédéric Vergère, CIO of Safran. Ladies and gentlemen, please welcome them.
Hello, please take your seats. Christelle, I'll leave you with your guests. We'll meet again right after. Thank you very much.
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Christelle Heidman4:30
Thank you. Delighted to see so many of you here, back in person again. And thank you to our client partners for honoring us with their presence this morning to discuss digital transformation and its impact on our businesses. Without further ado, I'll pose the question to Philippe Bajou at La Poste. La Poste recently became a mission-driven company. What transformation, particularly related to digital, does this reflect?
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Philippe Bajou5:05
Hello everyone, hello Christelle Heidman. The transformation at La Poste is also in the continuity of our history. Over six centuries, we've experienced all industrial revolutions and many societal ones. For decades, we've 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, it was natural for us to join this movement since it corresponded to what we'd always done. Beyond our four public service missions, we proposed four new missions: contributing to territorial cohesion, participating in ecological transition, supporting the most vulnerable through social integration, and offering ethical, responsible digital. We don't just talk—we provide proof. Since 2013, we equipped all our mail carriers with smartphones for equal, fluid digital relationships with their customers. And since 2012, we've been a carbon-neutral company, having established what was then the first electric fleet in the world—now the first in Europe. This is what we do at La Poste to transform and have a positive impact on society.
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Christelle Heidman7:28
Digital tools are truly key in this transformation. Elior's primary mission is to feed people—serve quality food competitively to four million guests per day. One might think digital transformation has little to do with what's on someone's plate.
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Johan Devals7:54
Yet for us, and particularly for the IT department, it's about guaranteeing reliability for our employees and our relationships with clients and prescribers—parents who want to know what their children will eat in the cafeteria. The reliability of the digital tools we provide and simply daily operations are essential. So we're back to the fundamentals of digital transformation: a resilient, reliable infrastructure, and user-centricity—whether the end user is a client or an employee.
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Christelle Heidman8:29
When we talk about digital transformation, we quickly move to the topic of data. For every company, data is absolutely critical—which to use, how to sort it, how to leverage it for growth, how to host it, and the security challenges. With widespread remote work, collective catering has faced new challenges. How do you envision data management and artificial intelligence to support you?
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Johan Devals9:03
You mentioned it—data, even though the plate of food we serve isn't virtual, represents crucial choices: menu options, recipe selection, the appeal for guests, why they choose us over a quick-service restaurant. These elements are increasingly important to identify and collect, to work toward better fluidity and competitiveness of our offerings, and better prediction of attendance. Remote work and COVID hit collective catering very hard, even though it remains the way to eat quality food at scale. Our capacity to understand and anticipate what guests will do, why they'll come to us, and to better reduce food waste is crucial. Collective catering can make a big difference through better understanding of attendance, portion sizing, and thus a better environmental footprint for everyone.
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Christelle Heidman10:24
Thank you. When we talk about data, we need to collect it, process it, host it—we need skills to master these aspects. Frédéric Vergère at Safran, you're very sensitive to data management and hosting in data centers. What's your strategy for securing your data hosting, and what are the sovereignty challenges for you?
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Frédéric Vergère10:50
Hello Christelle, hello everyone. Data and sovereignty is a topic with multiple dimensions for a group like Safran. First, our clients who have sovereignty requirements—defense clients. In France, there are extremely clear, even new regulations around restricted dissemination of very classified information. There's no discussion—these must be implemented immediately, and we need fully sovereign, secure, ready-to-use hosting solutions. That's what we chose with Orange's newest data center solutions. Beyond defense, in civil aviation and space, we have a gradation of needs: flight data is confidential but not critical; engineering and simulation data are extremely critical and sovereign. The problem is vast—it's first a matter of data classification, then in terms of solutions, we need a catalog of offerings and openness to different approaches. We need hybrid solutions, and that's what I find interesting about Orange's offering—the broad openness and diverse catalog.
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Christelle Heidman12:48
Thank you. Security challenges are at the heart of building trust. With a growing number of cyberattacks, we're all touched by this threat. Christophe Arrigan at Mutuelle Générale—the insurance regulator has asked all insurers to report on all risks they face, and the number one risk is cyber. What actions are you taking to address and master this risk?
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Christophe Arrigan13:28
Hello Christelle, hello everyone. The regulator placed this risk as number one, and rightfully so. Cyber risk is a lethal risk. The advantage of knowing you can die is that you give yourself a chance to survive. Attacks can be multiple: individual hackers, cybercriminal groups wanting to steal and encrypt data—but some also want to destroy the structure, and that's a threat we can't ignore. As a leader, I'd say you need to be accompanied by the best experts. You know the technical response: monitor, prevent, react, compartmentalize. But what I mean by best experts is that the partner has technical competencies today and tomorrow, can react massively to an attack, and can handle overload from their own clients' demands. We chose Orange Cyberdefense for their ability to meet these three requirements. Mutuelle Générale faces thousands of attacks per day—we're constantly attacked. I can't assume all will be blocked; some will get through, which has already happened. Since I consider this a lethal risk, all my attention goes to resilience—managing the crisis in the shortest time and restarting quickly. Constant intrusion testing to train our teams, and strong crisis management training. We're supported by Orange Cyberdefense, and it's essential to be ready when it happens.
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Christelle Heidman16:07
Thank you. Frédéric at Safran—what are your cybersecurity protection ambitions?
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Frédéric Vergère16:18
We're extremely sensitive to cybersecurity. What's less known is that in aeronautics, we're on just-in-time schedules—Airbus and Boeing assembly lines receive our engines to the minute. The first cybersecurity challenge is business continuity, so we're extremely attentive to infrastructure protection, detection, and resilience. The second is protecting our intellectual property and technological know-how—we're a high-tech aeronautics and defense company with critical data protection needs. Data theft, intrusions—application security is equally critical. We're also sensitive to the geopolitical context; we can be targeted, and we're attentive to wiper-type threats like those in Ukraine. In this context, being surrounded by very good specialists and sharing knowledge is essential. We appreciate OBS's strong brand approach—Orange Cyberdefense has strong capabilities. We also value your involvement in Campus Cyber. Safran has 50 people there, making us one of the two most present companies. We believe for cybersecurity, we need to leave the medieval era of isolated fortresses and share knowledge.
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Christelle Heidman18:26
Thank you. Ensuring client security is critical. But the climate emergency also requires us to go further together. I'll turn to Giovanni Daniello at AXA. You've made environmental issues a founding principle, even refusing to insure industrials with too high a carbon footprint. How has digital proven a useful lever to assess and reduce your carbon footprint?
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Giovanni Daniello19:03
Hello everyone, hello Christelle. Reducing the carbon footprint is essential—we've all seen the consequences. We committed to reducing CO2 emissions from our operations by 20% between 2019 and 2025. Digital is a component of this commitment, with a particular challenge: since 2013, the digital share of CO2 emissions has increased by 50%. We're in a paradox—limiting our footprint with a 20% target while one element keeps growing. We decided to tackle this with a program called 'Digital Sustainabilities,' structured around three axes: identify, measure, and act. First: reducing data center usage. We migrated to cloud starting in 2017, and today more than two-thirds of our business applications are in the cloud, producing first effects on electricity consumption reduction and carbon impact. Second: our partners, because we can't do it alone. We wrote a manifesto for our IT partners and gathered them in July to explain our strategy and how everyone can contribute. Third: equipment—extending the lifespan of laptops and smartphones. Each time someone replaces a device, I hope they ask whether they can wait another year or use a refurbished phone. We also promote bring-your-own-device to limit device numbers.
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Christelle Heidman24:00
AXA handles enormous volumes of data. In the context of energy sobriety, if we talk about digital sobriety—how can we manage data volumes, and how could this improve our collective efficiency?
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Giovanni Daniello24:20
One element of our core program is integrating digital sobriety into key processes. We work on two dimensions: strategic investments and architecture governance. For strategic investments, we capture any investment worldwide and enter dialogue with local transformation teams. We've integrated digital sobriety into validation criteria for these strategies. But execution requires an architecture dossier—we've integrated the sobriety criterion, particularly on data, into the building permit process. We verify whether data to be deployed is truly necessary, if it will be used, and whether we're duplicating existing data. I wanted to highlight that this program is extremely people-based. We have nearly 1,000 ambassadors across the group who volunteered spontaneously, a digital systems leader by country with an extremely active community. And the educational dimension is important—understanding these issues and their impact on the world we leave to our children. I also want to highlight the work of our AXA Climate colleagues, whose academic work is truly extraordinary—I invite everyone to look into it.
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Christelle Heidman27:56
Thank you. Environmental issues require working in partnership across supply chains. In digital, it's the same—we can only realize the full potential of solutions through co-innovation. Philippe Bajou at La Poste—how does Orange Business Services accompany you in these transformations?
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Philippe Bajou28:22
Let me first remind you what's happening at La Poste. Digital is completely changing our business model—it's destroying, in a way, La Poste's core business: mail. The 2022 revenue for this activity will be approximately six billion euros less than in 2010. When a six-billion-euro business disappears in less than ten years, you understand the scale. We had to react, find new businesses, new developments, and external growth operations. We decided to make digital a strength, even though it was hitting us in the face. We had our own telephony and data networks, operated by postal workers with La Poste-funded investments. We decided it was no longer possible to maintain this privately. We launched a competitive process that Orange Business Services won. Together, we created a joint venture called AlterGo to build a network based on Orange Group's infrastructure, addressing our needs for scalability, technical evolution, and usage evolution, covering our 20,000 contact points. This was decided in the mid-2010s, and we were proven right—when COVID hit on March 19, 2020, more than 60,000 postal workers could instantly work remotely. Orange Business Services enabled us to create a VPN in record time for secure connections. This helped us weather the crisis. Today, within La Poste, the network and collaborative systems are used extensively. This dialogue has allowed us to focus on our core business while entrusting expertise to expert operators.
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Christelle Heidman32:00
We're approaching the end of these exchanges. Christophe at Mutuelle Générale—you handle very sensitive health data. In this context of constraints, what territories of opportunity do you see?
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Christophe Arrigan32:20
It's important to recall what insurance is: in exchange for a dematerialized monetary flow, I commit in the future to send back a dematerialized monetary flow if an event occurs. That's all it is. Once you see that, digital is behind in our profession—we had paper before stone, but digital arrived late. Now two extraordinary subjects emerge. First: the contraction of space-time. Creating a contract, managing it, paying claims—the paper era had its time. With digital, we've reduced space-time—we can indemnify a claim in seconds with all proper controls. The second is the incredible volume of data we collect—exponential growth. Some are very sensitive, like health data. Once this new territory opens, innovation is limitless. 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 rules and the legislative framework, we can reinvent prevention—targeted to those who truly need it. Within Mutuelle Générale, we've developed tools that predict absenteeism in companies. With Orange's recent health-focused acquisitions, combining our experiences to discover these new territories, I truly believe this is an extraordinary opportunity. Thank you, Orange, for accompanying us. Long live the insurance of tomorrow, because digital is a bit late.
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Christelle Heidman35:08
Thank you. Let me close our exchange. I truly want to thank you for your presence and for the constructive exchanges. We discussed numerous challenges: enterprise transformation, data management, security, sovereignty, and paths for evolution or reinvention. Thank you all.
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Aicha Sompt35:42
Thank you very much. Christelle, you stay. I'll escort our guests and leave you the stage for the closing word, and we'll meet again after. Or opening—as you wish, you're at home.
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Christelle Heidman35:56
No, thank you. Thank you all. I won't be very long because I'll then hand over to the person recently appointed to lead Orange Business. I wanted to address you to share some convictions. The question is often asked: what strategy for Orange? I'm not here to talk about Orange Group's strategy, but to share convictions illustrated in this morning's exchanges. The most important: we live in a very complex world. New work modes, accelerated remote work—COVID has transformed our uses. Digital has become more critical than ever. Security has unfortunately returned as a major concern in Europe. My conviction is that Orange Business Services wants to be your trusted partner—whether you're SMEs, mid-caps, or large groups. We want to be your trusted partner on technological, regulatory, and human challenges. The trust you give us comes from the collective of Orange's women and men who are there to accompany you. Orange Business Services is a sum of expertise and strong brands—Orange Cyberdefense, Business & Decision, and others. But my message today is one of trust and transformation by your side. We will continue to co-innovate with you. And a final word: we are the last generation able to influence the climate change curve. The next five to ten years are absolutely critical. If we don't massively, collectively change, things will be irreversible. Orange has taken strong commitments—carbon neutrality by 2040. We're working hard on energy sobriety while ensuring resilience and security in our networks. Climate challenges also encompass how we use terminals, treat data, and accompany you in your businesses. It's the future of the planet, our children, our businesses, and our employees.
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Aicha Sompt41:30
Thank you very much. We'll now look at how digitalization can serve responsible growth. Please welcome to the stage Aliette Mousnier-Lompré, CEO of Orange Business Services.
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Aliette Mousnier-lompre42:05
Hello everyone, I'm delighted to be here for this new edition of the Orange Business Summit. As is customary, I'll start by talking about us—Orange Business Services—but you'll see it's to better talk about you, since this event was conceived for you. In this room, you all have one thing in common: you're all clients or partners of Orange Business Services, some for decades, others more recently. But I asked myself: if you chose us, what were the reasons? I fundamentally think there are three main reasons that create our unique positioning and the added value we bring. First, our combined expertise as operator and integrator. We master the network and have significantly grown in cloud, cyber, and data in recent years, enabling us to accompany your cloud moves and end-to-end projects. This expertise rests on over 10,000 experts in cloud, data, and cyber—making us the third-largest French IT services company, with one billion euros in revenue on cloud and data, and reaching one billion on cyber in 2023. Finally, this expertise rests on a culture—the art of caring. Orange Business and its employees are there for you everywhere—present in 220 countries and territories. Not just present end-to-end, but present to the end. We've had several illustrations: during COVID, our client satisfaction score gained 10 points. During the war in Ukraine, our network remained functional. This summer, we demonstrated we're a key player in crisis management, developing an early forest fire detection system using AI. All this gives our relationship a particular dimension—trust. Gartner analysts say we do what we say and say what we do, and I love that phrase because I think it defines us. I'm not here to give you a grand commercial speech saying everything is perfect. For those who know me, that's not my style. I was for three years the Chief Operations Officer of Orange Business Services, meeting many of you and accompanying you in complex projects—migrations, incident management, crisis management. Based on this experience, I've learned to know you and understand your concerns, issues, and needs. I know you need to transform very quickly to gain performance and agility. I know that in this digital world moving toward cloud and software, technology chains are increasingly fragmented and complex. User experience is increasingly difficult to master, and budgets are sometimes hard to control. I also know some of you have frustration with our ability to deploy fiber in France. Orange teams are working hard on this—we've launched 'Enterprise Fiber' to deploy much faster and right the first time, with an ambitious goal to halve our production failure rate in the second half of 2022, and we're on track. Today, this event will allow you to meet our teams and experts, see testimonials and demonstrations. I hope it helps nourish your thinking and helps us all build a more positive future. Because that's what it's about—in an increasingly complex, uncertain world with overlapping crises: health, macroeconomic with inflation, geopolitical. Together, we must transform and prepare for unprecedented challenges: cybersecurity, data protection, sovereignty, component scarcity, talent scarcity in tech, and above all, the climate and environmental challenge. I see all these changes as an opportunity—to become aware, to take our responsibilities as employers and responsible leaders, and to rethink our business for positive impact. For OBS, this means becoming more agile, more open to our ecosystem, more resilient, and more energy-sobere. My goal is to transform Orange Business Services into a more modular, more open, more digital platform that can orchestrate end-to-end solutions for your most complex transformations.