Epresspack launches #Confinedcomdirectors series
What are the emergencies of communication Managers? what will be their priorities and actions in the coming weeks? what does a day of a confined Com Manager look like? For the health, the human, the economic and the social crisis is affecting the communication profession like never before, Epresspack which daily supports communication and marketing professionals has surveyed its customers and prospects.
# INTERVIEW1- REMI CALVET
Communications Senior Vice President at Framatome, a major international player in the nuclear energy market, REMI CALVET
leads a team of around twenty people spread between the headquarters in La Défense and the main sites in France, Germany, China, and the USA. The EDF subsidiary (75.5%) has 14,000 employees worldwide.
1 / So, what does a day of a #Confinedcomdirector look like first of all?
Well, it's a long time on the phone! With two crisis calls per day, conversations with the internal teams and other players in the nuclear industry, the day can be intense. And then there is also the production and permanent monitoring of the content disseminated and put online. And finally, when there is time, you think a bit and prepare for the end of the crisis by reflecting on internal and external content that can be refreshed and updated. On a personal level, we are concerned about those close to us and those who are more exposed. In short, these are somewhat anxiety-inducing times.
2 / Since the start of the coronavirus crisis more than 15 days ago, what have been your priorities?
Well, like many companies, we are committed to preserving the health and safety of our employees. We have also focused on pursuing strategic activities: helping to provide electricity to hospitals, emergency services, homeless populations and workers around the world who work remotely. We also spoke with our customers and suppliers, to reassure them about business continuity and energy supply.
3 / How do you foresee the communication of your company throughout the confinement period which will be extended?
Obviously, nobody expected a crisis of this magnitude, but at Framatome we have a culture of crisis. Our crises cells have been around for a long time and are prepared all year round. During confinement, we will prioritize internal communication: raising awareness of barrier gestures, telecommuting, confinement, etc. We have also created an extranet so that our 14,000 employees worldwide have access to information on the measures and the consequences for their activities and their operating sites. Regarding external communication, we will focus on what makes sense and show that Framatome teams are mobilized all over the world. For the rest, we will adapt our priorities according to the evolution of the situation.
4 / What are your future PR activities and which themes would they tackle?
We were deliberately reserved and modest during the first phase of the crisis. Today, we are focused on showing that the activity continues. We are leading, for example, with EDF the construction of a nuclear power plant in England (Hinkley Point) which is a strategic priority for the country. We will thus communicate on the fact that the site is advancing in order to supply low-carbon electricity to millions and millions of households. On social networks, we will be content with a stream of more minor news.
5 / Will you take advantage of this period to conduct an in-depth study of your processes, tools, and content?
No, we will stay focused on emergency management.
6 / As a communications professional, what are the first lessons you have learned from this extraordinary crisis?
It is probably too early to draw lessons, but I feel that this crisis will significantly change the perception of nuclear players. People, and skeptics, will find that in times of crisis, we provide energy 24 hours a day, 7 days a week and that nuclear power is a fundamental resource. The image of nuclear power will also change thanks to our employees who stayed on the ground. More generally, I think that this very special period will allow individuals to reconcile with the company. Decaux which requisitions its panels for health awareness messages, Zara which mobilizes its production workshops to make masks, Pernod-Ricard which offers liters of alcohol to produce hydroalcoholic gel…. companies all over the world are engaging, mobilizing and participating in the war against COVID-19