What is your background, and how did you get into public relations?
I graduated from Celsa with a degree in political communication and public institutions. I originally planned to pursue a career in journalism, but my internship experiences quickly made me realize that it was actually “on the other side” where I wanted to work.
I joined EDF in 2009 as part of my end-of-studies internship… and I’ve never left. At the time, I never imagined I’d build a career there spanning more than fifteen years. But the diversity of topics, the richness of the work environments, and the demanding nature of the assignments have constantly challenged and inspired me.
Since then, I’ve alternated between operational and corporate roles—at a nuclear power plant and within the subsidiaries RTE and EDF Renouvelables (now EDF Power Solutions)—before taking on the role of Head of Media, Influence, and Reputation for the group.
What qualities does it take to do this job?
Planning ahead is essential. You need to understand the company’s strategy, propose media initiatives to support it, identify sensitive issues, and anticipate the questions journalists might ask. For example, for the launch of the Flamanville 3 nuclear power plant, we had prepared our media relations plan before the event took place. We had drafted talking points for our spokespersons, compiled a list of journalists to contact, and arranged on-site visits in advance to ensure positive press coverage on D-Day.
Constant availability and meticulous attention to detail are also essential. With nearly 2,000 press inquiries per year, we never really stop. I’ve even found myself responding to journalists from a train platform on the weekend or between workouts. At EDF, we’re organized on an on-call basis. A press officer is always available, 24/7. In this line of work—and especially when working for a company involved in sensitive operations—you can’t just say, “I’ll call you back in a week.”
How is EDF's communications department organized?
EDF’s Communications Department is organized into four main corporate divisions: Internal and Managerial Communications; Brand and Image (which includes, in particular, advertising and sponsorship); Research and Public Opinion; and finally, Media, Influence, and Reputation, which I lead.
Within this last division, we have organized our activities around three complementary units: a strategic planning unit, responsible for defining major communication campaigns and messaging; a social media and e-influence unit; and the press office. This structure aims to enhance the consistency and impact of our communications. In practice, each communication campaign is the result of a collaborative effort: the teams coordinate in advance to align messages, talking points, and distribution channels—whether through the media, on social media, or internally—to ensure clear, consistent, and effective communication.
How do you develop your PR strategies at EDF?
The PR strategy is built around a simple principle: to serve both the company’s strategy and the journalists. In other words, it involves aligning our key communication moments with those of the media.
For example, during the nuclear summit held in Paris on March 10, 2026, attention naturally focused on the revival of nuclear power. We seized this opportunity to announce, at the event, the establishment of our financing committee for nuclear programs, bringing together banks, financiers, and industry professionals.
But we can also capitalize on company news. For EDF’s 80th anniversary on April 8, 2026, we could have settled for a media plan focused on the group’s history and its role in building France’s electricity system. We went a step further and took advantage of the visibility provided by this anniversary to make announcements aimed at helping the French public switch to electric vehicles.
In your opinion, what are the major challenges currently facing your profession?
The most striking development is the acceleration of information. In the past, we waited for the evening news to stay informed. Today, everything circulates instantly, including unverified information. As professionals, our added value lies precisely in being responsive, reliable, and transparent. This requirement is reinforced by the growing importance of energy issues in public debate. As elections approach, these issues may be subject to misinformation or oversimplification. This leads us to work proactively, with a clear head, and to make a constant effort to educate all media outlets.
The second trend is artificial intelligence, which is becoming the preferred search engine for the French public. We won’t entrust press relations to AI, but we must take it into account. Press releases are regaining value because AI systems use them in their responses—just as they do with news articles, which serve as sources for AI. At EDF, we’re already adapting to this reality. When our new CEO took office, his name rarely appeared in AI-generated results. A few interviews and profiles in the press helped correct that.
How do you measure the impact of your PR campaigns?
Measuring media coverage in public relations remains a complex task, particularly within a group like EDF, which is exposed to many sensitive issues. Paradoxically, the best article is sometimes the one that never gets published.
Nevertheless, we rely on several measurement tools. In particular, we have a research and opinion department that uses the media noise unit. This indicator allows us to assess the general public’s exposure to a news story. It also provides points of comparison with other companies. A lower media noise unit does not necessarily mean less activity. It may simply mean that we are better at managing sensitive issues.
We also use indicators such as advertising equivalent, for example by comparing the cost of a press initiative to that of a media campaign of comparable reach.
But beyond quantitative indicators, qualitative analysis remains crucial. What matters is how topics are covered: Are the messages understood? Is the coverage balanced, positive, or critical? Ultimately, it is not so much the volume that determines the value of media coverage as its quality.
How do you maintain your relationships with journalists?
Relationships aren’t built during times of crisis; they’re built over the long term. We make sure to maintain a regular dialogue, with several meetings throughout the year to understand journalists’ expectations and share our news. We also organize opportunities for discussion with our CEO and members of the Executive Committee, which help foster a more direct and substantive relationship. This relationship is also based on candor. When we disagree with how a topic is covered, we say so. Journalists, of course, retain full editorial independence, but this dialogue often helps foster mutual understanding. For example, I have reached out to a journalist after a story was published to challenge certain points and secure a correction—not out of principle, but because the arguments presented were well-supported and convincing.
Above all, it is a demanding yet respectful exchange. The independence of journalists and the media is essential: it is a pillar of a well-functioning democracy.
Do you have an example of a PR campaign you're proud of?
Two campaigns come to mind. One took place during a crisis, the other in a more corporate context.
The first dates back to 2017, during Hurricane Irma, which hit Saint Martin hard. EDF mobilized very quickly to send teams to the site. The company even chartered an Antonov. On the PR side, our priority was twofold: to highlight the teams’ commitment and to let residents—who were facing extremely difficult conditions—know that reinforcements were on the way. We communicated immediately and brought journalists as close as possible to the operation. In particular, I took them to the tarmac at Châteauroux one Saturday morning to witness the departure of the equipment. We then organized ongoing coverage, allowing them to document the repairs until electricity was gradually restored. This continuity provided a concrete view of EDF’s actions on the ground.
The second was a recruitment campaign. We launched a strategy combining print media and social media, notably featuring YouTuber Tibo InShape, who created a “live my life” video set in a nuclear power plant. At the same time, we conducted PR efforts and generated significant coverage in both print and broadcast media. The results were very tangible: traffic to the EDF Recrute page increased by 200%, to the point that we had to halt the campaign because all positions had been filled. This is typically the kind of campaign where the impact is immediately measurable.
Finally, what advice would you give to someone who wants to be a good PR professional?
First, you need to take a broad view of the entire media ecosystem and not limit yourself to the habits of your own generation. Television, radio, print media, digital-only platforms: each channel has its own conventions, constraints, and audiences. Understanding them is essential.
Second, it’s essential to delve deeply into topics. Without this commitment, you can’t truly be a source of innovative ideas for executives. It’s this analytical ability that establishes your credibility in this profession.
Finally, this is a profession where you’re constantly learning. Formats evolve, as do expectations, and it’s precisely this dynamic that makes it as demanding as it is interesting.
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