Frank Dormont

Naval 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 ).

Propulsion 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.

Mail - 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.

Express (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.

Sale, 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.

Agrochemicals 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).

AGORA Communication, Rennes June 1989 – April 1992
Consultancy in communication & marketing (25 employees – Revenue: €2m)