“Everyone has an opinion on the COM. The solution? Have convictions.”

Eric Lemaire was Director of Communications for AXA France for 18 years (2003-2021). Did you know that AXA is the world's leading insurance brand according to the ranking? Interbrand and In the Top 50 most innovative companies in the world? Avid Twitter user, Eric tells us about the journey of a flagship company made in Rouen, and shares his communication insights with the team. Honestly, he's amazing!

Dear Eric, hello. We keep asking ourselves the same question: what is corporate communication? 

Today, it seems strange to me to distinguish the corporate communication customer communication, or even the internal communicationCorporate communication reminds me of campaigns from the 80s, of top-down messaging at major communications events… For me, there's only one type of communication that speaks to specific communities. And no one type is more important than another. This communication must be effective, useful, targeted, and therefore close to the communities.

At an AXA seminar in 2005, we hosted a prominent CEO from a CAC 40 company. One of his statements struck me: "When I speak to the press, I'm speaking first and foremost to my colleagues." Even before the advent of social media, this blurring of lines between different communication channels was already underway. We were experiencing a "transparency shock," with a growing demand for information from all audiences, both internal and external. This brings us back to the true essence of communication: convincing, explaining, motivating, providing meaning, and managing crises—all for the benefit of every stakeholder in the organization.

How do you develop a sense of belonging among your employees if there is no longer a boundary between internal and external communication?

Our employees' sense of belonging is genuine, stemming first and foremost from AXA's history as a small mutual insurance company in the Rouen region that has grown into one of the world's leading insurers. It also draws on the company's values, which guide the actions of our executives, managers, and employees. In terms of communication, we discontinued our printed newsletters in 2008, convinced that they no longer allowed us to keep pace with the company's evolution. We continuously engage our internal communities through local events and interactive web tools. And in a few months, we will launch an app that will allow employees to access personalized information on their smartphones.

But the internal/external permeability is real: our "Digital Common Sense Guide" is aimed at our customers and prospects as well as our employees. And we strongly encourage our employees to speak out on social media. More than 1,000 of them are already active, and we continue to develop its use.

Speaking of social media, the Team has noticed your very active Twitter account As a communications director, why do you tweet?

Today, Twitter is practically my primary source of information. I check it dozens of times a day; it's almost addictive. I follow news sites, journalists, and influencers… Twitter allows me to get the opinions of various people, some more well-known than others, on specific topics, particularly those related to my company and its market.

As a social media platform, it's the one that suits me best: it's relational and real-time. It's a bit like my "little newspaper," with its own editorial line, mainly focusing on market topics, rugby, and humor!

Culturally, the insurance profession is not well-regarded. How do you explain the 1.9 million fans of the page " Axa People Protector »?

We quickly embraced Facebook with one conviction: to not talk about ourselves directly, but to showcase the entire insurance industry and the people who make it up. So, even when we highlight our achievements, it's through employee profiles. This makes the impact of our work tangible in the daily lives of our clients and prospects. It's these "people protector" profiles that resonate with people.

You seem to manage the AXA brand globally with few exceptions. How do Switch and Soon fit into your communication strategy?

Switch and Soon are AXA's youth programs. They target 18-30 year olds with specific codes to connect with this target audience but are fully integrated into the AXA ecosystem and brand positioning.

In 1985, when AXA was launched, the strategy from the outset was to capitalize as much as possible on this unique brand. This gamble has proven even more relevant with the advent of the web and our international expansion. It allows us to easily adapt communications from one country to another and develop global programs.

Tell us about your Communications Department: how is it organized? What is its reporting structure?

Communication has a strategic explanatory function, which, to be sincere, responsive, and positive, must be directly linked to senior management. That is why I report to the President of AXA France, Jacques de Peretti.

For the past year, our organization has been structured around two teams. One, "Communication and Engagement," focuses on content creation and managing internal and external communities. The other, called "Media, Online Reputation, and Influence," handles media and influencer relations, as well as crisis management. This unique structure, within today's organizations, allows us to respond quickly and effectively to our audiences' requests.

Let's go back 14 years: what advice would you give to Eric Lemaire, newly appointed Head of Communications? 

The key is to always remain curious and passionate about current events, because they allow you to stay informed, react, and monitor subtle but sensitive signals for the company. I would also tell him to be courageous. Everyone has an opinion on communication! The key to success? Having strong convictions to develop—or even impose—your strategy, especially in a crisis. You also need to be highly committed and willing to take risks. As a communications professional, my motto is that of Marshal de Lattre de Tassigny: "Do not be passive!"

Since you took up your position, have you ever fallen into a routine? 

The constant news and transformation that has always existed at AXA (with numerous mergers and acquisitions in particular) have ensured that I'm never bored. This relentless change is extremely motivating and engaging for a communicator like myself: we always have to comment, analyze, and gain buy-in both internally and externally.

But, at the same time, the communication professions Things have changed. First, there has been a strengthening of personalization and transparency of information, which has challenged traditional communication patterns and the way we address our various communities. And for the past decade or so, social media has considerably accelerated our organizations by allowing us to act and react much more quickly.

This environment is full of challenges: there is no routine.

What advice can you give to We Are COM readers to become a communications director?

To become a Communications Director, you need expertise in communication: knowing how to write and how to speak. It seems simplistic, but it's extremely important.

And you also have to want it. It's a demanding job, full of details, lots of preparation, organization… Especially since, like many support functions, the role of communication is taken for granted, rarely acknowledged.

So, you have to be proud of your expertise, know how to promote it, share it, and show the complexity of this absolutely essential profession.

3 things to know about Eric Lemaire

• He's a rugby enthusiast, as his timeline will prove. Twitter (Go Blues!)
• He was born in Seine-Maritime and lived in Rouen, the birthplace of the AXA group
• A committed citizen, he has been a Colonel in the National Gendarmerie's Citizen Reserve since 2014… A life in blue 🙂