In 2013, the OPT-NC approved its quinquennial Strategic Plan  whose acknowledged ambition was to make the OPT-NC a recognized actor of New Caledonia’s development, to strengthen its actions aimed at benefiting the populationand mobilize its teams around a collective dynamic.  Five years later, the time for a review as come.

The Strategic Plan 2013-2017 rests on 3 main axes: The Planning and Development Strategy, the Economic Strategy and the Internal Strategy. 
The decision to extend it by a year was taken to continue significant projects initiated, to undertake an objective review and learn lessons to optimize future projects and plans.

The final completion rate of the OPT Plan 2017 is 65 %.
Considering initial ambitions and the efforts undertaken over the last 5 years, this rate is satisfactory.  Notable improvements have been implemented: High-speed wired and wireless internet, PO box blocks in tribes ATM network coverage, accessibility….

The implementation of the OPT 2017 Plan, voluntarily focused on planning, and notably enabled the valorization of the public service missions entrusted to the OPT-NC.

At the start, we defined major ambitions, objectives, which were broken-down and reevaluated midway through and monitored each year. This process enabled the completion of the plan’s main commitment.

Nadine AUGROS-ALENDA Directrice générale déléguée au pilotage stratégique
Infographie sur les taux de réalisation des objectifs stratégiques du plan OPT2017



Planning is the OPT-NC’s main success. The OPT-NC is present across the territory thanks to its infrastructures.

The OPT-NC  also distinguished itself thanks to its digital strategy by rolling-out  wired high speed internet network, with 6844 customers connected by the end of 2017, and high-speed wireless internet,  with almost 55 % of the network benefiting from 4G and more than 100 000 wireless internet users at the end of 2017. 

The OPT-NC also initiated a continuous process aimed at improving customers’ pathway thanks to the New Customer Relation Concept, implemented within agencies.



3 new agencies
11 renovated agencies
4 services units renovated and expanded
431 km of fiber optic transport artery rolled-out


Digital Infrastructures

6 500 plugs connected to the Optic Fiber (91 % individuals, 9 % of professionals) and ~21 000 rolled-out
366 mobile sites, including 210 4G equipped
94 new sites created
27 WIFI terminals installed


Accessibility to Services

145 PO box blocks installed in rural areas
36 24h/24h  Automatic Virtual Bank Counters or 48 % of the network
3 multiservice machines
~ 20 000 subscribers to the new mobile M packages
44,5 %of mobile customers  using mobile internet (54 000 subscribers and 60 000  mobile internet on demand users)

These investments were made possible by the OPT-NC’s economic performances even if New Caledonia’s economy has experienced a significant slowdown during this period.

The OPT-NC fully funded itself throughout the plan’s implementation, undertook a price decrease policy more ambitious than initially envisaged while remaining a major fiscal contributor for collectivities and reaffirming its major role in New Caledonia’s digital landscape.

It has reinforced its positions with its customer thanks to a more positive image and significantly improved customer relations.

Applying an appropriate pricing policy

  • More than 8 million XPF in price decrease in telecommunications,
  • More than 50 million XPF in price decrease for financial services,
  • No change to stamping prices (domestic and international),
  • Absorption of the impacts of the General Tax on Consumption (TGC) during its trial period. No change on prices for customers.


  • No subsidies, loan or tax optimization measure,
  • Paid a total of 7 million XPF to the Government of New Caledonia.

It was indispensable to transition from a resource to a steering culture by reinforcing the organization, accelerate transversality between infrastructures and opening the OPT-NC on to its environment.

The support of its employees, the improvements in governance modalities, the implementation of steering tools, the structuring of information systems, or the well-being of its agents contribute to the efforts aimed at making the OPT-NC a more performant company.

The OPT 2017 Plan led to significant cultural changes translated into major reforms in the company’s operating modalities.

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