For many telecom groups, Africa remains a largely untapped market, particularly given the significant number of people who are still unconnected. Identifying the right approaches to structure this market and leverage its unique characteristics is emerging as one of the next major challenges for the industry.

Orange is increasing its focus on Africa and the Middle East as its legacy European markets mature. The French telecommunications group plans to invest more than 5 billion euros between 2026 and 2028 in the region, alongside efforts to double its fiber base and roll out more than 15,000 new telecoms sites in rural areas under a new strategic plan titled “Trust the Future.”

Unveiled to the international press on April 8, 2026, in Casablanca, the plan places trust at its core and is structured around three priorities aimed at leveraging Orange’s existing customer base: closer customer relationships, innovation-driven growth and operational excellence at scale.

Chief Executive Christel Heydemann said the strategy seeks to reassure users about the availability, quality, relevance and reliability of Orange’s services, particularly in high-speed connectivity, which she described as the backbone of digital transformation.

“In a world where digital complexity and risks are rising, expectations for quality of service, security and simplicity are rising fast, while AI is reshaping every industry. In this context, trust is becoming a decisive choice criterion. Trust the future makes that advantage concrete — through reliable networks, embedded cybersecurity, responsible data and AI practices, and seamless user experiences. Trust is the foundation upon which the Group will build its future,” the company said.

Connectivity as a foundation

Orange’s growth strategy in Africa is underpinned by the continent’s rapid transformation. Mobile technology has become a key driver of economic and social development. The mobile ecosystem accounted for 7.7% of gross domestic product, or $220 billion, in 2024 and could reach $270 billion by 2030, according to the GSMA.

This momentum is driven by a young and fast-growing population, rising digital adoption, expanding use of data-driven services and 4G and 5G networks, continued growth in mobile financial services, and increasing demand for practical, accessible solutions tailored to local needs.

Within this framework, Orange is targeting more than 40 million additional 4G and 5G users by 2028. In 2025, the group reported 179 million customers across its 17 African markets and Jordan, up by 14 million in one year. It had more than 90 million 4G users, while 5G services were available in seven markets: Egypt, Morocco, Tunisia, Jordan, Senegal, Botswana and Madagascar. Its fixed fiber and high-speed broadband base stood at 4.8 million customers.

Expanding beyond connectivity

Orange’s ambitions in Africa extend beyond network infrastructure. The group aims to position the continent as a growth platform for higher-value services, including mobile finance, super apps, cloud, cybersecurity, artificial intelligence and enterprise solutions.

It is targeting double-digit growth in its business-to-business segment, particularly in IT services, while integrating artificial intelligence and large language models across both network operations and commercial offerings.

The goal is to move beyond connectivity and capture a larger share of the digital value chain emerging across the continent. Africa’s strategic importance is already reflected in Orange’s financial performance. In 2025, the Africa and Middle East division was the group’s main growth driver, generating 8.4 billion euros in revenue, up 12.2%, while EBITDAaL rose 13.9%.

Orange’s expansion strategy nonetheless faces macroeconomic risks. The World Bank’s latest semi-annual economic update on Sub-Saharan Africa, published on April 8, 2026, forecasts growth of 4.1% in 2026, unchanged from 2025, while warning of rising downside risks.

Higher costs for fuel, food and fertilizers, combined with tighter financial conditions, could push inflation higher, disrupt economic activity and weigh most heavily on vulnerable households, which spend a larger share of their income on essential goods.

Muriel EDJO