Frank Dormont
External communication director CMA CGM
Frank DORMONT
44 rue de Lourmel
75015 paris
+ 33 6 16 42 63 50 / frank.dormont@dcnsgroup.com
dormont.frank@wanadoo.fr
Age 42 – Unmarried – Franco-American (dual nationality)
EXTERNAL, INTERNAL AND SOCIAL COMMUNICATION
. External Communication
Development of Corporate, B2B, and Consumer communication policies.
Design and development of worktools : catalogues…
Budgetary tracking and ROE assessments.
Development of Group communication strategies.
External communication audits. Design and presentation of agency briefs.
Organization of trade shows, forums and open days in France and the rest of Europe.
Media relations. Corporate, public and event-based relations. Management of image library.
French and English website development and deployment.
E-business development.
. Internal Communication
Manage the global internal communication plan and the different merger phases.
Production of induction brochures, financial reports and annual balance sheets.
Setting up of editorial committees for internal group and corporate newsletters.
Design and development of pre-sales materials. Internal sales Challenges. In-house satisfaction surveys.
Internal communication audits. Management of voluntary humanitarian organizations. Drafting of employee satisfaction surveys.
Intranet site development and deployment.
. Social Communication
Management of crisis communication for internal and external crises, eg, mergers, strikes, anthrax scares, etc.
Specialist input for communication on restructurings, mergers, negotiations with social partners (agreement on ways and means, Livre IV, Livre III, etc.).
Oversight of relations with social, legal and judicial administrations.
. Product Communication
Creation and follow up of mail-shots, computerization and database management.
Deployment of aids for training and oversight of sales network prospect ion.
Oversight of telephone services and sales services for applied sales.
Monitoring of budgets in synergy with group development strategies.
. Chief of Staff
1989 - 1992 AGORA COMMUNICATION – Public Relations and Marketing consultancy– 25 staff – Sales of FF28 millions
Marketing and Communication Consultant
1992 - 1996 SECMA – Agrochemicals and Cosmetics – 300 staff – Sales of FF900 million –ROULLIER Group.
VP External Communication and Direct Marketing.
1996 - 2000 LOCATEL – Sale, rental and maintenance of audio-visual equipment for institutionals and municipalities – 530 staff– Sales of FF490 million -
ALCATEL Group
VP Internal and External Corporate Communication.
June 2000 to 2004 DHL France – International Transport and Logistics – 12,000 staff – Sales of €1.6 billion –Deutsche Post Group (DPWN).
Senior VP Corporate, Social and Internal Communication. Functional Integration Director (LIO). Managing the entire Internal Communication merger.
January 2004 to May 2007 Deutsche Post World Net - Bonn
510 000 staff - 55 billion euros-
Internal Corporate Communication
Worldwide Senior Expert Internal Communication.
Managing the cascade of the Corporate Values, developing a strong Internal Communication network, Working on the project team.
May 2007 to Juillet 2008 DCNS Group - BU Propulsion - Nantes
1000 Staff -
Nuclear and Diesel Propulsion for Warships.
Chief of Staff - Communication Director
Juillet 2008 to date DCNS Group - International Naval Defense - Paris
International Group in the naval defense (warships, combat systems, equipment and services), development in new markets on energy (civil nuclear power and renewable marine energy solutions) and services (training, design of naval bases, etc).
1989: Master’s degree in Operational Marketing – Business and Communication
1987: BTS Higher Education Diploma in Sales
English: fluent German: basic
211 contacts2008 - 2012Naval Defence Systems & Energy division (Systèmes Naval de Défense & Énergie) (12,300 employees – Revenue: €2.5bn)
➢ Strategy:
• Roll-out of corporate communications policy in France and abroad
• Management of media plans for various countries
• Employer brand recognition development planning, including recruitment shows and relations with engineering schools (www.trophéeposeidon.com)
• Definition of communication priorities and development of the recruitment website ( www.dcns-si.com )
• Roll-out of ethical and corporate social responsibility guidelines as part of group-wide Championship growth strategy.
➢ Budget:
• Coordination of group communications budgets (€14m).
➢ Multimedia:
• Definition and implementation of website and social network strategies ( www.dcnsgroup.com )
• Development of computer programs to manage communications databases, video & photos libraries, contacts, marketing documents, etc.
➢ Publishing:
• Management of publications (annual report, CSR report, code of ethics and guide, product catalogue, marketing documents, etc.).
➢ Management:
• Corporate communications team (six people) and coordination of work performed by heads of communications of DCNS centres and divisions (15 people)
• Relations with French government administrations and ministries (Ministry of Defence, Navy, etc.).
➢ Trade shows & PR:
• Management of 22 trade shows in various countries and corporate events in France (including tours of DCNS facilities by high-level visitors and delegations)
• Development of sponsorship policy, including measurement of return on investment
• Management of VIP events, including tours of inspection by the French president, ministers and high-level international visitors
• Management of corporate events and ceremonies in France and abroad (launches and float-outs, ‘first-cuts’, signing of contracts with Brazil, Morocco and Malaysia)
• Management of first portion of the group’s Filières du Talent corporate citizenship programme ( www.lesfilieresdutalent.com ).
2007 - 2008Propulsion Business Unit (1,100 employees – Revenue: €900m)
➢ Strategy:
• Organisation of communications by product line (civil nuclear engineering, naval nuclear engineering, propulsion, energy, etc.)
• Reorganisation of communications department
• Development of communications concerning civil and naval nuclear engineering
• Coordination of work by steering committee and site managers
• Definition of communication priorities.
➢ Budget:
• Coordination of group communications budgets (€1.5m).
➢ Multimedia:
• Setting up of e-communication tools
• Supervision of overhaul of group website and intranet.
➢ Trade shows & PR:
• Organisation of and team leadership for corporate meetings
• Team leader for EMC2 maritime cluster ( www.pole-emc2.fr ) project
• Management of industrial milestone ceremonies
• Route planning for guided tours of centre by existing and potential customers.
➢ Management:
• Communications team of four people.
➢ Media:
• Management of relations with French and international media.
2004 - 2007Mail - Express - Logistics - Finance (550,000 employees – 228 countries – Revenue: €64bn)
➢ Strategy:
• Coordination of communications strategies at group, division and regional levels
• Roll-out of inter-regional communications tools
• Contribution to setting up of a group-wide international publishing platform comprising 35 people
• Setting up and coordination of a network for heads of communications
• Roll-out of group values and code of conduct
• Setting up of group crisis communications team (mergers, strikes, exceptional events, etc.).
➢ Budget:
• Coordination of group communications budgets (€12m).
➢ Multimedia:
• Management of part of group website ( www.dp-dhl.com ).
➢ Management:
• Communications team of 25 people.
➢ Media:
• Management of media unit.
1999 - 2004Express (12,000 employees – 118 agencies – Revenue: €1.6bn)
➢ Strategy:
• Implementation of communications strategy concerning integration and change management at DHL France, including internal, external and social communications
• Integration of communications team of 18 companies acquired by DHL France, including Danzas, Ducros Euroexpress, Arcatime and Excel Logistique
• Communications support concerning mergers, acquisitions and relations between social partners
• Definition of communication priorities.
➢ Budget:
• Coordination of group communications budgets (€2m).
➢ Multimedia:
• Management of group website ( www.dhl.fr ) and intranet.
➢ Publishing:
• Development of communications tools including internal and external publications, newsletters for employees, etc.
➢ Trade shows & PR:
• Relations with administrations
• Founder and leader of DHL’links association.
1996 - 1999Sale, hire and maintenance of audiovisual and IT solutions for corporations and collective establishments (530 employees – Revenue: €100m)
➢ Strategy:
• Support for change management and transition from B2C to B2B corporate culture
• Communications management during closure of distribution network comprising 360 shops serving the general public
• Coordination of reorganisation reports
• Definition of communication priorities.
➢ Budget:
• Coordination of group communications budgets (€1m).
➢ Publishing:
• Setting up of internal and external communications tools
• Management of communications exchanges with group headquarters.
➢ Media:
• Media relations.
1992 - 1996Agrochemicals and cosmetics (300 employees – Revenue: €160m)
• Setting up of direct marketing team of 28 people promoting agrochemicals to farmers
• Management of relations with environmental organisations
• Management of external communications and direct marketing (personalised mail shots)
• Coordination of communications budgets (€1m).
1989 - 1992AGORA Communication, Rennes June 1989 – April 1992
Consultancy in communication & marketing (25 employees – Revenue: €2m)