The situation
At Altran France, the project was a printed HR magazine distributed to employees across the country. At Capgemini Engineering, recurring publications multiplied: a general newsletter published every two months after its relaunch in 2023, HR and CSR newsletters, and a volume of content that called for a more collective way of organising editorial work.
What I did
For Repères RH, I handled everything: the editorial line, the visual identity, the layout and the production. I produced 13 issues.
At Capgemini Engineering, I organised the production rather than writing everything myself. I built and ran a network of internal contributors, set editorial guidelines and formats, drew up a flatplan for each issue and sent out regular calls for contributions. With the team's copywriter, I developed the briefs and article templates. When the volume exceeded our capacity, I brought in external writers. I also supported publications I was not responsible for, particularly with their distribution.
Alongside this, I co-wrote video scripts with a colleague and managed motion design productions with external suppliers, from brief to storyboard to successive versions.
What it produced
Thirteen issues of Repères RH, an initiative praised by Group communications leadership, and a magazine that carried on after I left the project. Between 2023 and 2025, recurring publications coordinated with a network of contributors and external support.
What I took from itEditorial quality takes organisation, issue after issue.