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1. Finalise our diversity strategy and agree a work plan in 2006.
2. Launch a Disabled Customers Consultation Forum (made up of disabled customers, able and disabled Orange employees, representatives of external organisations with disability agendas, representatives of Sense and our Product Development Team) to develop guidance for retail staff, and better online product information for disabled customers.
3. Continue mystery shopping to monitor improvements

1. A road map of activities, and work with external expert groups, will continue over the coming years
2. The Accessible Communications Team (TACT) has been launched, working towards making our products and services more inclusive. It has already led to greater Integrated Voice Recognition Options and a new service for the visually impaired.
3. There were no new products and services to test with mystery shopping during 2006.

Send the guidelines to all employees and offer voluntary training.

The Ethics Guidelines were distributed to all employees and an e-learning package was rolled out across the business.

Launch a programme to cultivate leadership skills among managers.

Continued leadership development remains a priority for the business. In 2005 we made a decision to follow the Orange Group approach to cultivating leadership skills and started to build the foundation for our Leadership Transformation Programme.

Demonstrate how we are performing and complying with diversity related employment legislation. Put in place a policy outlining our commitment and approach to diversity in respect of our three key stakeholder groups – employees, customers and suppliers/partners.

We carried out a full diversity audit and an audit preparing the business for age legislation. We are developing a strategy to tackle diversity however we have decided to develop our diversity policy over the longer-term. We are taking forward a series of initiatives with expert groups, including Race for Opportunity, Opportunity Now and Aurora, to achieve improved performance. We appointed a diversity champion on the Orange UK Board. We conducted mystery shopping by disabled customers and learned that we need to increase the confidence of our sales staff and our online information in dealing with the needs of disabled customers.

Develop a national programme to maximise levels of employee engagement with the overall business objectives of the company. We will canvass the views and gain the input of the employee representatives within Orange UK.

We have put in place employee representatives, members of the management board and topic experts to guide the design and delivery of the employee engagement programme. Achievements of the programme include the re-design of the employee satisfaction questionnaire and the selection of a new charity partner, Sense, by employees.

Further expand take-up of e-learning courses and continue to invest in our employees' education and training by creating a seamless 'one-stop-desk' for training.

In 2005 we began developing a learning platform called 'Clever Clogs' to provide a "one-stop-desk" for training and development opportunities for employees. Clever Clogs will provide access to an extensive range of training including E-Learning, Instructor Lead Workshops and the Learning Resource Centre. E-Learning been tailored to individual job roles using realistic scenarios and interactive role plays. Work will continue throughout 2006 to further launch and develop Clever Clogs, in particular our E-Learning offering, and to expand the take-up.

Continue to communicate with staff on issues arising from the Flexible Partners Programme

In 2005 we maintained communication with customer services staff on the Flexible Partners Programme through our intranet site. We last updated this site in November 2005 with information about progress on pay-monthly customers calls to India. The Flexible Partners Programme is a standing item on our Customer Services employee consultation forum which is held every other month.

Implement the Orange Ethics Guidelines by:  appointing and training an ethics advisor; communicating the guidelines to all our employees

Our Orange UK ethics advisor is available to all employees. Orange Group has taken over responsibility for training all ethics advisors in Orange companies and our advisor will participate. Our CEO Bernard Ghillebaert briefed senior managers about the ethics guidelines and their importance at the end of 2005.

Launch a recognition programme for the whole business. It will include an employee suggestion scheme, processes for managers to reward members of their teams for exceptional performance, and a "just wanted to say ..." post card scheme, which allows employees to spontaneously recognise and thank colleagues.

We introduced the Brilliant Scheme, for which employees are nominated if they make an outstanding contribution at work. Through the Brilliant Scheme staff receive recognition for their achievement. We continued our employee satisfaction measurement by conducting surveys amongst employees and experienced an increase in employee satisfaction. We created a Leadership Development team which is responsible for developing management and leadership capability and high performing teams

The final three employee consultation forums will be established during the first half of 2004, thus ensuring the whole business is covered by these arrangements.

We have a national employee consultation forum and ten local employee consultation forums. In 2004 we created a dedicated intranet site to keep all Orange UK employees informed of developments and news from the forums. The site allows employees to download minutes from meetings, displays the forum constitution and provides information about the representatives of the forums.

During 2003 we launched e-Learning, an intranet-based training programme designed to provide access to training in a flexible way. The idea is that employees can learn at their own pace, and at a time that is convenient to them. We plan to introduce a range of e-Learning courses during 2004.

We introduced more e-learning courses, like Orange Induction and Health and Safety

In 2003 we committed to communicating with staff in customer services about any issues arising from the Flexible Partners Programme - which governs the outsourcing of customer service calls to overseas call centres.

In 2004 we regularly consulted with employee representatives and briefed Customer Services staff on this programme ensuring they had updates as soon as the information became available

By 2005, implement a new code of ethics, which is being developed by the Orange Group, making sure that all Orange UK employees are aware of this code, and are trained to make it part of their day-to-day work.

Orange Group finalised the code in December 2004. We'll apply them to the UK business in 2005.

Arrange more face-to-face meetings between managers and teams.

We introduced Banter, a new discussion forum in which employees are invited to discuss business issues with their managers. The aim is to break down traditional departmental boundaries and give people a broader view of the company.

Ensure all company announcements are made to employees before, and where this is not possible, at the same time, as external announcements.

Our internal communications team has worked closely with our media team to make sure this happens wherever possible, allowing for commercial sensitivities.

We will make sure every time a company-wide announcement is made employees will be given an opportunity to respond.

We introduced new feedback channels to the Orange intranet in 2003 to allow employees to respond to stories on the internal news channel.

Invite our employees to express their views about their satisfaction at work by conducting surveys across all departments.

We conducted a number of surveys to help us understand what motivates our employees.  These surveys told us that being recognised is one of the things that influences motivation the most.

Ask our employees to nominate representatives to take part in consultative forums to discuss issues facing Orange. The forums' activities, and actions arising from meetings, will be communicated to all employees.

Employee consultation forums were established, on a phased basis, in six different parts of the business during 2003 and notes from their meetings were distributed to employees. In 2002, employees of all France Telecom (FT) UK subsidiaries elected an employee to take part in the FT Special Negotiating Body, to discuss how the FT European Works Council (EWC), a formal consultation body, would be run. These bodies apply to international firms operating in Europe, and are provided for in the European Works Council Directive. The Special Negotiating Body met three times during 2003, and good progress was made in negotiating the constitution and operation of the future FT European Works Council. It is anticipated that final ratification of the European Works Council will take place early in 2004, and that employees will be elected early in the year.