These instances give its orientation to the implementation of the OPT-NC’s strategy.

The Executive Committee is composed of 6 people: 

  • the Director General, 
  • the Secretary General, 
  • the Chief of Staff, 
  • the three Deputy Director Generals (for Digital Technologies and Planning, Strategic Orientation, Economic Performance).

It is responsible for:

  • the OPT-NC’s governance, 
  • the elaboration of the strategy, 
  • institutional and crisis communication.

The ComEx also guarantees the respect of budget priorities, adjudication between projects, and the building of strategic plans.

Its area of intervention internally covers the Board, the Tender Commission, institutions representing employees, and the holdings(Citius, Lagoon, Fiposte).  Externally, it plays a role in relations with collectivities, institutional, economic and social partners…

It includes the members of the ComEX and the operational and functional directors. It is composed of 15 people:

  • the 6 members of the ComEx, 
  • the 5 operational Directors (telecommunications, mail and packages, banking services, sales network, marketing), 
  • the 4 functional directors (human resources, Finance, information systems, resources and real estate).

It is responsible for:

  • the implementation of the Strategic Plan at the team level by translating it into actions and relaying related communication,
  •  its implementation and steering via each entity’s roadmap,
  • Monitoring through budget and management indicators.

It is responsible for the continuous improvement of Departments and the steering of their actions.

Directors are responsible for the organization of their management and internal processes.

It meets every month and a half as a project CoDir to monitor and steer the project portfolio.  

The Expertise Committees are situated in the tactical sphere, between strategy and operational implementation. They aim to represent project managers, agents, and project beneficiaries associated with information systems. Their main missions are:

  • Monitor the evolution of information systems (IS) projects impacting several units or departments;
  • Ensure the coherence of IS projects with cross-cutting objectives between areas of expertise;
  • Build a global and shared vision for IS: applications, projects and resources (MOA/MOE/AMOA, functional/technical administration, logistics) ;
  • Identify IS project impacts, risks and opportunities for areas of expertise and identify changes to support/steer;
  • Adjudicate expertise issues (organization, processes, resources…) associated with IS projects.

There are 5 of them:

  • Telecoms
  • Postal services
  • Banking
  • Customer Relation
  • Support and Steering
ComEx per year
CoDir per year
CoMet per year