At Bouygues, we build infrastructure, but above all we build connections. 🏗 How can we spread the values of such a large group? How can we nurture a sense of belonging and strengthen employee cohesion? By deploying strategic, unifying and resolutely human internal communication !
To find out more, we met with maylis Çarçabal, Director of Communications of the Bouygues group 🚀 What's on ? Sharing a vision of vibrant and inclusive communication, serving those who make up the group on a daily basis. One thing is certain: at Bouygues, the COM is building solid things. 😉
Hello Maylis, first of all, how would you define internal communication in a group as large and diverse as Bouygues?
Internal communication is a strategic subject, especially when it concerns a group made up of 6 subsidiaries and counting more than 200.000 employees distributed in more than 80 countriesWhether we are addressing our managers or all of our employees, communicating internally is a priority.
What is special about internal communication at Bouygues? Our actions are all carried out in close collaboration with the Human Resources Department and with the communications departments of our subsidiaries..
The Group's internal newspaper
Your in-house magazine has survived the decades. In 2025, in the era of "snack content," what is its role within an international group like yours?
Indeed, “Le Minorange” is the oldest internal communications magazine for CAC 40 companies, still in operation. It's great to see that some tools have the power to transcend decades like this. In a group as large and decentralized as ours, this medium's primary purpose is to convey our company's culture and values.
The print format is certainly very important, however I do not see Minorange as a simple internal magazine, but as a true ecosystem of information which is tailored as closely as possible to the expectations of each employee. It is a platform in its own right.
The paper magazine counts 2 issues per year. However, between each of these publications, our content lives on digital: social networks and the group's corporate websiteAnd it is by adapting to these different distribution channels that our news and our corporate culture are also disseminated externally.
I don't see Minorange as a simple internal magazine, but as a true ecosystem of information that is tailored as closely as possible to the expectations of each employee.
What is the recipe for this longevity: why does this medium remain a pillar of internal communication, despite changes in uses and tools?
It is first and foremost a magazine that is important for Martin Bouygues, our Chairman, and Olivier Roussat, our Managing Director, as well as for the bosses of our businesses. Everyone is involved in its manufacturing process. Minorange is a vector of the Group's values and culture as well as a showcase of our projects, our know-how and our teams.
There is also its magazine format which gives pride of place to field reports, with large photos, and which makes it pleasant to read. A format that adapts to each era through editorial developments.
The recipe for longevity is circulation. On the one hand, the print version circulates within our employees' homes, living within their families. On the other hand, digital content circulates by being shared and re-shared.
In terms of tool development, We hope to soon be able to rely on artificial intelligence solutions to translate our internal communications into more languages.Today, Minorange exists in French, English, German and Spanish, and potentially many more tomorrow!
Which formats or sections generate the most engagement and feedback from employees?
The employees have a real appetite for everything related to the group's spectacular projects. Our services are diverse but their purpose remains the same: to meet essential needs. It is a source of immense pride internally to observe that our major achievements help people to find housing, travel, communicate all over the world...
Moreover, the communications departments of the various subsidiaries and business lines regularly ask us to appear in our sections. This clearly demonstrates the impact our magazine has internally.
The employees have a real appetite for everything related to the group's spectacular projects.
Exactly, how do you measure the real impact of this internal magazine on cohesion and the feeling of belonging?
The measurement of communications, whether internal or external, is a real in-depth subject. Of course, engagement with print is difficult to measure. However, digital exposure is easily quantifiable: impressions, shares, comments, links tracked... Everyone knows Le Minorange!
In such a diverse group, what particular challenges do you face in creating a unifying and inclusive internal media?
Our strength is our corporate culture, common to all entities within the group.We are aware of what constitutes the very essence of our organization, of why we work at Bouygues and not elsewhere. Ultimately, internal media represents a tool for disseminating these shared values.
In addition to the content variations for digital channels, our magazine is complemented by a bi-monthly newsletter, the “Challenger Express”, in reference to the name of the group's historic headquarters – now occupied by the construction activity.
Finally, for the least connected employees, middle management plays a decisive role and ensures the proper flow of information.
The Group's employer brand
On October 1st, you're unveiling a new employer promise. What guided its design, and how does it reflect the uniqueness of the Bouygues group?
These books are the first employer branding campaign of this scale, at the group level. Many operations quite specific to business needs had already been carried out. But, This new global employer promise has the particularity of representing all of the group's entities.
The objective? To promote the range of business sectors, in France and internationally, by presenting all the potential opportunities offered by Bouygues: more than 50.000 positions open each year. Few companies can boast such a diversity of offerings, from construction to media! It is important for us to remind you that it is possible to pursue your entire career with us, changing subsidiaries and professions several times.
In service professions, like ours, it is the men and women who make a group rich. Also, Our priority is to recruit well, support well and help all our employees grow within the company, by encouraging development and mobility.
In service professions, like ours, it is the men and women who make a group rich.
Have you involved your employees in defining this employer promise? If so, how?
Yes, and it's essential. All professions, represented by more than 6.000 employees, were involved in in-depth preparatory work to bring this new employer promise to life.
It was essential that everyone recognized themselves in this approach, in order to fully take ownership of it. The initial feedback has exceeded our expectations. In addition to broadcasting the spot, we have initiated a Linkedin campaign on “childhood dreams”This has created a real trend on LinkedIn. Our leaders and employees are playing the game, with very high audiences and engagements. It's even triggered comments and reactions beyond the Bouygues Group. This clearly demonstrates that this message is universal and resonates with everyone.
Which internal and external communication channels do you favor to embody and disseminate this campaign?
The video ! Our films will be broadcast on digital channels, but also on television., on the occasion of the first Star Academy prime timeThis highlight, which is mainly aimed at a young target (under 35), is an extraordinary setting!
More generally, this major employer branding operation will be rolled out in several successive waves. The first phase is a single phase, which concerns France and the United Kingdom. In a second phase, it will be extended to more territories in North America and Europe.
Indiscretions: 3 things to know about Maylis Carçabal
His source of inspiration? Maylis particularly enjoys poetry, quotes and quotations from poets. : ) She believes that communication should always create a little surprise and fantasy, because as Oscar Wilde said, " We should always be slightly improbable ».
His favorite ad? The recent series of campaigns for Intermarché, mixing emotion and sensitivity. Maylis loved this spot, anachronistic yet so socially relevant, featuring a young man in love with a checkout hostess, and carried by the song "Love, love, love." Remember!
His passions and his commitments? Maylis is passionate about dance! Whether in practice or in a performance, it's a way for her to escape. She also takes the opportunity to quote Nietzsche: " I consider every day I don't dance wasted. ».
On the commitment side, Maylis is part of the Army Citizen Reserve, in the ranks of the Military Governor of Paris. She volunteers her time in communications for various initiatives such as Heritage Days and charity events.
