Second edition of Angie+1 Top 100 Digital Leadership.

1. #LeadershipDigital#LeadershipDigital
2E
ÉDITION : 2019

2. Introduction − 3
2019 rankings − 7
Trends and highlights − 19
Méthodology − 38
Eight leadership profiles − 25
Focus − 28
Our agency − 42
SOMMAIRE
O 2
2

3. 3
Introduction

4. * “Les #CEOs sur Twitter”, a survey carried out in July 2018
by Harris Interactive for Twitter France
* “Les #CEOs sur Twitter”, a survey carried out in July 2018
by Harris Interactive for Twitter France
Leaders with a cause
This is the second edition of our annual
survey of the digital leadership of chief
executives. It primarily shows that what
the bosses topping the table have in
common is that they all have a cause,
a fight, a purpose. Patrick Pouyanné,
the new leader of our rankings, believes
that it is the responsibility (and in the
interest) of Total to battle against climate
change. Emmanuel Faber, who takes
second place, has become the epitome
of a “crusading” boss ever since he gave a
rousing speech at the HEC business school.
Isabelle Kocher, who keeps her place in the
top three, has set herself the goal of making
ENGIE the leader of the energy transition.
The idea of bringing a purpose to life and
of sharing and explaining it makes complete
sense when CEOs are able to express
themselves in digital space, unfiltered,
directly to their internal and external
stakeholders. Exercising digital leadership
often supports a purpose. Communications
by CEOs has become an immense and
fascinating area. More and more of them
are joining in, with greater maturity and
greater impact: the trend is clear and is
borne out by the survey whose results are
presented in the following pages. This is all
the more so because there is now an effect
of genuine expectation attached to the
declarations of CEOs. What’s more, a recent
Harris Interactive survey* shows that half of
Internet users consider they have been
positively influenced by the tweet of a CEO.
Chance or coincidence? I don’t think so.
INTRODUCTION
Éric Camel
CEO of the Angie Group
4

5. The second edition of our Top 100 in digital leadership rigorously employs the identical methodology to the one
we defined a year ago.
Our aim is to measure the “digital leadership” of CEOs who are active on social media, i.e. their capacity to influence.
We have done this by defining a set of criteria (seven in total) covering four categories of indicators:
The indicators derive from the painstaking data crunching we have performed using Twitter, LinkedIn and Wikipedia,
partly using algorithms and partly working “manually”.
The criteria are described in detail in the “focus” pages, and the detailed methodology is presented at the end of the
present document.
AUDIENCE
Do the CEOs have
an audience?
How big is it?
Is it qualified?
ACTIVITY
Do they express themselves
a lot, a little or not at all?
ENGAGEMENT
Do their statements generate
actions and reactions?
Do they carry weight?
e
APPEAL
Do the CEOs create interest?
Do people want to find out
more about them?
So what’s digital leadership?INTRODUCTION
55

6. About the survey
An originality of the survey is our desire to
cover the widest possible corpus: we have
tried to identify all the CEOs of major
French companies (and French CEOs of
international companies, business schools
and public-sector enterprises), without
seeking to restrict ourselves to the
customary CAC 40 companies (although
it is no surprise that they dominate the
rankings). Rigorous criteria covering level
of responsibility, size of company and social
media activity were considered to qualify
for the survey (see page 66).
To give one example, Xavier Niel has not
been included: although he has 187,000
followers on Twitter, he very rarely tweets
and, in our opinion, does not express his
digital leadership. If the CEO of your
company doesn’t appear in the rankings,
it is probably because he or she does not
meet all the criteria required.
INTRODUCTION
6

7. 2019
rankings
7

8. The boss of Total combined authenticity,
enthusiasm and a focus on the company’s
purpose and could be found across all
platforms throughout the year. He takes
the top slot after finishing second in the
2018 rankings.
Patrick Pouyanné
Chairman - CEO, Total
60#1
He has used social media selectively but
effectively and his contributions have been
well received, resulting in spectacular
growth both numerically (over 100,000
followers on LinkedIn) and qualitatively.
Emmanuel Faber
Vice-Chairman - CEO, Danone
59*
#2 *
After leading the rankings last year,
she continues to set the standard by
speaking out on a wide variety of issues.
She has also increased her social media
presence, creating an Instagram account,
for instance.
Isabelle Kocher
CEO, ENGIE
59*
#3
And the leaders are…2019RANKINGS
*Tie-breaker: the LinkedIn engagement criterion.8

9. CEO
Patrick Pouyanné
Emmanuel Faber
Isabelle Kocher
Thierry Breton
Alexandre Bompard
Frédéric Oudéa
Jean-Pascal Tricoire
Alain Dehaze
Thomas Buberl
Gérald Karsenti
COMPANY
Total
Danone
Engie
Atos
Carrefour
Société Générale
Schneider Electric
Adecco
AXA
SAP France
CHANGE
SINCE2018
+ 1
+ 2
- 2
+ 1
+ 14
+ 2
- 1
+ 14
+ 1
+ 6
APPEAL
SCORE/25
12
10
13
12
16
10
8
5
6
5
ENGAGEMENT
SCORE/30
21
21
19
18
15
14
14
18
20
16
ACTIVITY
SCORE/15
9
8
10
9
4
10
9
10
8
9
AUDIENCE
SCORE/30
18
20
17
16
18
16
18
14
13
16
POSITION
1
2
3
4
5
6
7
8
9
10
LEADERSHIP
SCORE/100
60
59
59
55
53
50
49
47
47
46
1-10
All the scores in the Top 10 have improved. Patrick Pouyanné heads the rankings primarily because all his indicators have improved.
Although Isabelle Kocher has fallen two places, her overall score has also improved if lesser significantly. Emmanuel Faber has leapt up
to second place chiefly through a dramatic increase in his LinkedIn audience.
There were sharp rises into the Top 10 for two CEOs. Alain Dehaze achieved an outstanding score on LinkedIn. Alexandre Bompard did
not use LinkedIn at all in 2017 although he had strong scores on other indicators; he climbed into the Top 10 when he added LinkedIn to
his battery of social media this year.
2019RANKINGS
9

10. Michel-Édouard Leclerc
Isabelle Barth
Pascal Demurger
Stéphane Richard
Patrice Caine
Gilles Pélisson
Denis Olivennes
Philippe Brassac
Alexandre Ricard
Nicolas Dufourcq
E.Leclerc
Inseec
Maif
Orange
Thales
TF1
Lagardère Active
Crédit Agricole
Pernod Ricard
BPI France
+ 1
E
+ 10
- 7
- 4
+ 14
- 4
- 4
+ 15
=
12
0
4
11
8
8
12
7
8
6
7
15
10
10
11
13
5
13
14
7
10
13
12
3
10
2
5
8
7
5
16
13
15
17
11
16
17
10
8
18
11
12
13
14
15
16
17
18
19
20
45
41
41
41
40
39
39
38
37
36
11-202019RANKINGS
10
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

11. Augustin de Romanet
Delphine Ernotte
Guillaume Pepy
Sophie Bellon
Jean-Pierre Clamadieu
Loïck Roche
Pierre-André de Chalendar
Daniel Baal
Sibyle Veil
Méka Brunel
ADP
France Télévisions
SNCF
Sodexo
Solvay / Engie
Grenoble École de management
Saint-Gobain
Crédit Mutuel Alliance Fédérale
Radio France
Gecina
+ 3
- 7
+ 5
+ 3
+ 4
- 7
- 5
E
E
E
7
14
16
6
8
0
8
5
10
3
10
8
6
10
9
4
8
7
8
9
9
2
6
7
6
12
7
13
2
11
9
11
5
8
7
14
6
4
9
5
21
22
23
24
25
26
27
28
29
30
35
35
33
31
30
30
29
29
29
28
21-302019RANKINGS
11
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

12. Nicolas de Tavernost
Jean-Laurent Bonnafé
Fabienne Dulac
Carlo Purassanta
Jean-Philippe Imparato
Maxime Saada
Sylvie Jéhanno
Ronan Le Moal
Jean-Bernard Lévy
Alain Krakovitch
M6
BNP Paribas
Orange France
Microsoft France
Peugeot
Canal+
Dalkia
Crédit Mutuel Arkéa
EDF
SNCF Transilien
=
+ 6
+ 14
- 8
+ 16
+ 10
+ 24
+ 21
+ 3
+ 24
9
9
0
0
4
10
5
5
10
5
10
5
12
5
8
6
8
7
7
10
2
6
5
10
6
2
8
5
3
3
7
7
10
12
9
9
5
9
6
7
31
32
33
34
35
36
37
38
39
40
28
27
27
27
27
27
26
26
26
25
31-402019RANKINGS
12
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

13. Olivier Roussat
Sophie Boissard
Yannick Bolloré
Laurent Vimont
Patrick Koller
Alain Roumilhac
Dominique Delport
Bernard Gainnier
Arnaud Leroy
Rémy Rioux
Bouygues Télécom
Korian
Havas Group
Century 21 France
Faurecia
Manpower France
Vice Media
PwC France et Afrique francophone
Ademe
AFD
+ 24
+ 14
- 6
=
E
- 13
- 7
- 9
E
+ 4
5
5
10
4
0
0
0
0
6
5
8
4
4
4
15
8
5
6
5
4
5
10
1
5
4
5
5
7
3
4
6
5
9
11
4
10
13
9
8
9
41
42
43
44
45
46
47
48
49
50
24
24
24
24
23
23
23
22
22
22
41-502019RANKINGS
13
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

14. Philippe Wahl
Marie-Claire Capobianco
Jacques de Peretti
Dominique Schelcher
Jacques Richier
Linda Jackson
Jean Bassères
Benoît Potier
Gilles Schnepp
Helmut Reisinger
La Poste
BNP Paribas
AXA France
Système U
Allianz France
Citroën
Pôle emploi
Air Liquide
Legrand
Orange Business Services
- 16
- 9
- 12
E
+ 3
- 4
E
- 26
+ 24
E
7
0
2
1
5
8
5
6
5
0
4
7
7
4
5
6
7
6
8
9
3
5
6
6
5
2
2
2
2
5
7
9
6
10
6
5
6
6
5
6
51
52
53
54
55
56
57
58
59
60
21
21
21
21
21
21
20
20
20
20
51-602019RANKINGS
14
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

15. Rachel Picard
Sébastien Missoffe
Nathalie Stubler
Frank Bournois
Nathalie Balla
Françoise Delasalles
Nicolas Moreau
Jean-Yves le Gall
Pascal Cagni
Jean-Pierre Letartre
Voyages SNCF
Google France
Transavia France
ESCP Europe
La Redoute
Crédit du Nord
Deutsche Bank
Cnes
Business France
EY France
+ 18
+ 9
+ 7
E
+ 25
+ 14
- 10
- 2
+ 6
- 22
0
4
0
5
0
0
3
5
5
0
6
6
9
6
6
5
4
5
5
7
7
2
4
4
4
5
2
5
2
6
7
7
5
3
8
8
9
3
6
4
61
62
63
64
65
66
67
68
69
70
20
19
18
18
18
18
18
18
18
17
61-702019RANKINGS
15
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

16. Michel Mathieu
Laurent Dechaux
Thierry Jadot
Éric Lombard
Stéphane Pallez
Jean-Louis Chaussade
Arnaud Deschamps
Olivier Wigniolle
Jacques Aschenbroich
Dominique Mahé
LCL
Sage France
Dentsu Aegis
Caisse des Dépôts
FDJ
Suez
Nestlé Nespresso France
Icade
Valeo
Maif
E
- 23
- 6
- 3
- 14
- 8
- 5
E
+ 9
E
71
72
73
74
75
76
77
78
79
80
2
4
6
7
5
0
0
7
0
0
8
2
3
3
6
6
5
2
6
3
4
2
1
2
3
5
4
4
5
4
3
9
7
5
3
5
7
3
5
10
17
17
17
17
17
16
16
16
16
17
71-802019RANKINGS
16
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

17. Christophe Lecourtier
Bernard Charlès
Gilles Thiebaut
Philippe Petitcolin
Renaud Dumora
Nicolas Sekkaki
Pierre Coppey
Virginie Morgon
Laurent Goutard
André Renaudin
Business France
Dassault Systèmes
Hewlett Packard Entreprise France
Safran
BNP Paribas Cardif
IBM France
Vinci Autoroutes
Eurazeo
Société Générale
AG2R La Mondiale
E
+ 17
E
+ 12
- 26
- 10
- 4
- 13
E
- 781
82
83
84
85
86
87
88
89
90
7
0
8
0
0
5
6
0
0
4
5
8
2
5
3
3
2
5
5
6
1
2
4
6
3
2
3
4
5
2
3
5
1
4
9
5
4
5
4
4
16
15
15
15
15
15
15
14
14
16
81-902019RANKINGS
17
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

18. Agathe Bousquet
Maxime Picat
Jean-Noël Tronc
Didier Michaud-Daniel
Jean-Pierre Farandou
Franck Gervais
Bruno Rousset
Bernard Belletante
Patrick Jeantet
Fabrice Fries
Publicis France
PSA Europe
Sacem
Bureau Veritas
Keolis
AccorHotels Europe
April
EMLyon
SNCF Réseau
AFP
- 25
E
E
E
- 15
- 6
- 16
- 13
E
+ 791
92
93
94
95
96
97
98
99
100
2
4
1
1
0
0
0
0
4
2
4
3
6
4
3
3
3
6
4
3
3
3
3
4
3
5
3
2
1
3
5
4
3
4
7
4
6
4
3
6
14
14
13
13
13
12
12
12
12
14
91-1002019RANKINGS
18
CEO COMPANY
CHANGE
SINCE2018
APPEAL
SCORE/25
ENGAGEMENT
SCORE/30
ACTIVITY
SCORE/15
AUDIENCE
SCORE/30
POSITION
LEADERSHIP
SCORE/100

19. Trends and
highlights
19

20. The second edition of our digital leadership
Top 100 celebrates the CEOs who use
social media to promote their companies’
commitments. The notion of “purpose” is
particularly strong for players operating
in the industrial sector, but it is increasingly
taking hold of the consulting and service
sectors, which are more used to highlighting
their expertise.
Purpose is a trending topic! It’s just over
a year since Larry Fink – the founder
of BlackRock, the world’s largest asset
management company – appealed to
business leaders to work for the common
good, ushering in the era of #Purpose.
In France, the Notat-Senard Report,
published in March 2018, first talked about
the company’s purpose (or “raison d’être”).
This was followed by discussions around the
PACTE legislation (Action Plan for Business
Growth and Transformation), which set up
reflection on the status of companies:
mission-led companies, B Corp certification,
etc. In recent weeks, Boston Consulting
Group and Entreprises et Médias have
revealed that 64% of communications
directors and members of management
committees interviewed consider the
topic of purpose to be “very important”
or “strategic” for their companies. 50% of
them have made it a major priority in their
strategies. With senior executives regarding
the purpose of their companies as a priority
and a strategic topic, we wonder about
how the way they communicate it on
social media.
The power of purposeTRENDS
20

21. Summary
When the CEOs in our digital leadership rankings talk about the purpose of their companies…
The power of purpose
In business French,
the English word “purpose” is
mainly used by communications
professionals. The terms preferred
by the French CEOs translate as:
CONTRIBUTION,
HARMONY,
NEW BALANCE,
RESPONSIBILITY,
POSITIVE IMPACT
Language
They share their manifestoes
and their ambitions via LinkedIn
(posts and articles).
Sharing
They maintain a “corporate” tone,
but it is more personal, more
humble. They talk about their
role as parents, about their
personal failures and the
challenges they have faced
as CEOs, as well as what has
made them proud.
CorporateThey tweet about concrete
achievements: signatures
of agreements, awards and
labels, partnerships, corporate
initiatives, involvement in events.
Tweeting
They appeal to their employees,
competitors, politicians, other
French business leaders,
journalists, opinion leaders,
NGOs, to ensure that they
have allies to help them fight
their cause.
Rallying
TRENDS
21

22. Pick your fight
All the CEOs in the first ten places of our rankings have a cause, a purpose. They are fighting a battle specific
to their sector, making a societal contribution to their business or taking part in a broader battle.
In our Top 10 we have identified three recurring battles that CEOs are fighting.
These three combats constitute their reflections on the purpose of the companies they run.
THE FIGHT AGAINST
CLIMATE CHANGE
MORE RESPONSIBLE
FORMS OF CONSUMPTION
AND PRODUCTION
THE FUTURE OF WORK
AND MORE ETHICAL
BUSINESSES
TRENDS
22

23. Four questions for François Guillot, coordinator
of the survey and associate director of Angie+1
TRENDS
“ I used the expression last year to convey the idea that although there were more and
more CEOs, many of them were still going through an experimental phase. The top digital
leadership score was 53, so there was clearly room for improvement. This year, it’s risen to
60. It could be still higher, but there is greater maturity. The average score has gone up by
9 points So yes, there has been progress in terms of practice. Last year, I reckoned that
about 40 of them had a genuine “social media” strategy, but this year there are between
55 and 60.
You said the glass was half-full last year.
How about this year?
“ Last year, 90% of bosses in the Top 100 were on Twitter and 55% on LinkedIn, and we
gave a warning about this gap; in our minds LinkedIn is THE ideal network for CEOs. It’s not
that we don’t believe in Twitter, quite the opposite, but Twitter is often used not so much for
what it can do best (contributing to the public debate and to hot topics, connecting with civil
society), but more through a bandwagon effect, in spite of the hurdles it presents for the less
social media savvy. LinkedIn is more consensual but also more powerful, and should therefore
be a medium monopolised by CEOs. This year, there are still 90% of bosses who are tweeting
(with no sign of a drop in activity) but 70% of them are now active on LinkedIn. So there is an
awareness of the interest of LinkedIn, not to say the interest of a dual presence on Twitter
and LinkedIn.
Twitter or LinkedIn?
“ Yes, and this is quantified by our survey. We have ranked the first hundred CEOs, but we
extract data for all those who comply with the criteria we have defined. There were 120 in
2018 and there are 150 this year. So that means the upward trend is around 25%. It may not
be doubling every year, but there has been rapid growth in previous years. And with bosses,
things take time, there are generational effects. Although we’re not yet measuring it in our
survey, I would say that another trend is an extension of the use of social media to members
of Executive Committees, and not CEOs alone. A big part of what we are asked to do at the
agency concerns supporting ExCom members who are backing up the CEO.
Are more CEOs using social media?
“ It remains fairly varied on Twitter, a platform that allows a lot of freedom (see our
typology of bosses, p. 45), but it is fairly standardised on LinkedIn, where everyone
writes op-ed pieces in the 1st person singular on all the great topics of corporate life:
transformation, innovation, purpose, responsibility, management, and a bit of strategy.
The articles are sometimes brilliant, but the approach takes the form of a somewhat
automated response with very little reaction to third-party news. Things are still at a
very early stage!
What would you say about their approach to content?
23

24. Six questions for Ronan Le Moal
CEO, Arkéa Group
TRENDS
“ Basically, spontaneity is what counts. But what you can never forget is that when you
speak, you’re representing the company as its CEO. So you have to define an “editorial
line” and then try to stick to it. What matters most is that your positions and opinions
have to reflect what you think deep down, and not a smoothed over corporate image.
You have been highly active on Twitter.
Was that planned as part of a strategy or was it totally spontaneous?
“ I’m making a start but I’ve been focusing all my action on Twitter for a long time. But I’m working on it!
What about LinkedIn? Didn’t you want to make more use of
the “article” function?
“ It can be done. It happened because our company arouses genuine affection out of
respect for its history and its desire to continue doing business “our way” on the basis of
the choices made by our governing bodies. Of course, the search for purpose that we’re
all affected by when we are committing ourselves obviously plays a role. From that angle,
social media are a wonderful catalyser.
Inthehistoryofsocialmedia,wehaveneverseenacompany,what’smore,abank,
receivesomuchsupportfromitsemployeesorbenefitfromsomuchemployeeadvocacy.
“ It’s a simple medium, it captures the moment and allows you to make statements at crucial
times to assert an opinion or a reaction with respect to an event internal or external to the company.
Why do you use Twitter?
“ I avoid tweeting anything controversial. I’m particularly keen on the idea of defending our
development model through my statements. At times like this, it’s important to be engaged
and listening to those who take the trouble to support you. You can’t decree engagement;
I believe it is the fruit of our own engagement… and of our sincerity.
Concretely, in this specific situation,
how did you go about using the network?
“ I think this shows that the Group is different, which doesn’t mean better: different
through its strategy, different through the engagement of its teams, different through
its capacity to bring together a range of ecosystems (entrepreneurs, the digital world,
local authorities, etc.).
What has it brought you?
Ronan Le Moal has been CEO of the Arkéa Group since 2008. He was born in 1972 and
is a graduate of the HEC business school. He ranks 38th in our list, a rise of 21 places.
2018 was marked by a battle fought by the Arkéa Group to obtain its independence from the Confédération Nationale du Crédit Mutuel.
The battle was largely fought out on social media, where Ronan Le Moal, a user since 2010, was highly active, playing the role of captain
in the midst of his militant and over-motivated troops.
24

25. Eight
leadership
profiles
25

26. PROFILES
What kind of leader are you?
Their mission is to lead
through enthusiasm, and they
talk about events whether in
their companies or in their
personal diaries. They praise,
thank and express their pride.
Ambassadors
They position themselves
as players in a changing world
and portray their companies’
actions as a response to the
major challenges facing society.
They relate how their companies
are transforming to achieve this.
Visionaries
Mentors share their experience,
give advice, speak to young
people, address key management
issues affecting their company and
talk about how they apply them
in their companies.
MentorsThey have developed the specific
skill of being able to anticipate
and explain trends. We follow
them because they will enlighten
us about something rather than
try to sell us their business.
Experts
26

27. Agitators like making waves and
provoking debates. They make
full use of the possibilities of
interaction enabled by social
media, replying to, interacting
with and appealing to users
and opinion leaders, especially
on Twitter.
Agitators
Citizens go beyond their role of
CEO to address societal issues
that mean a lot to them, whether
political or not. In particular,
a number of CEOs have
commented on the “Yellow Vest”
movement since it began.
Citizens
Or even “trend curators”. Addicted
to information, they are on the
lookout for and share everything
that interests them, whether or
not it is part of their sector.
Trend
hunters
They accept the multiplicity of
individuals and make use of social
media to demystify their function
and show that they are “normal”.
They talk about sport, hobbies,
reading, weekend activities, etc.
Enthusiasts
PROFILES
What kind of leader are you?
27

28. Focus
Audience
analysis
28

29. Those with the most qualified
audience on Twitter
AUDIENCEANALYSIS
Rather than counting followers, we measure a qualified audience, using an algorithm to eliminate accounts that
are inactive or have very few followers and to overweight the followers who matter most: we have chosen verified
accounts and journalists’ accounts. Doing this shows the “solidity” of an audience: some CEOs lose 10% of their
community, others as much as 75%.
As it did last year, this criterion gives a bonus to the bosses (or former bosses) of media companies.
AlexandreBompard
Carrefour
23,316 qualified
followers
1,190 verified
accounts
2,680 journalists’
accounts
Denis Olivennes
Lagardère Active
20,009 qualified
followers
1,212 verified
accounts
3,314 journalists’
accounts
Delphine Ernotte
France Télévisions
16,911 qualified
followers
83 verified
accounts
2,442 journalists’
accounts
Stéphane Richard
Orange
17,101 qualified
followers
634 verified
accounts
813 journalists’
accounts
DominiqueDelport
Vice Media
12,586 qualified
followers
897 verified
accounts
886 journalists’
accounts
29

30. Engagement
analysis
30
Focus

31. Stéphane Richard
Orange
473
engagements
per tweet
The most engaging on TwitterENGAGEMENTANALYSIS
Engagement, i.e. generating actions from Internet users through one’s publications, is one of the criteria that
best reveals leaders’ capacity to bring people with them. Here, we are talking about likes and RTs. But more than
the engagement rate, which is hard to interpret, we are measuring gross engagement, i.e. the engagement volume
per tweet. The survey shows that the most engaging CEOs are also those who were the first to set up employee
advocacy programmes or those stemming from the world of media, which is very exposed.
NicolasdeTavernost
M6
309
engagements
per tweet
Fabienne Dulac
Orange France
205
engagements
per tweet
Thomas Buberl
AXA
174
engagements
per tweet
Gilles Pélisson
TF1
158
engagements
per tweet
31

32. LEADER
Stéphane Richard
Nicolas de Tavernost
Fabienne Dulac
Thomas Buberl
Gilles Pélisson
Patrick Pouyanné
Sibyle Veil
Frédéric Oudéa
Delphine Ernotte
Emmanuel Faber
AVERAGE TWITTER ENGAGEMENT PER POST
473
309
205
174
158
138
138
109
101
95
Orange
M6
Orange France
AXA
TF1
Total
Radio France
Société Générale
France Télévisions
Danone
COMPANYRANKING
1
2
3
4
5
6
7
8
9
10
The most engaging on TwitterENGAGEMENTANALYSIS
32

33. Patrick Koller
Faurecia
2,160
engagements
per article
The most engaging on LinkedInENGAGEMENTANALYSIS
As on Twitter, we measure the success of publications by the engagement that they generate (in this case, likes,
comments and shares). The average number of interactions per publication is measured rather than the total number
in order to maintain the possibility of a CEO choosing a strategy of infrequency. Whether they express themselves
a great deal, like Gérald Karsenti and Isabelle Barth, or much less often, like Patrick Koller, these are the CEOs
whose publications created the most interest in 2018.
Alexandre Ricard
Pernod Ricard
1,691
engagements
per article
Emmanuel Faber
Danone
1,575
engagements
per article
Gérald Karsenti
SAP France
1,371
engagements
per article
Isabelle Barth
Inseec
1,364
engagements
per article
33

34. LEADER
Patrick Koller
Alexandre Ricard
Emmanuel Faber
Gérald Karsenti
Isabelle Barth
Isabelle Kocher
Patrick Pouyanné
Alain Dehaze
Thomas Buberl
Thierry Breton
AVERAGE LINKEDIN PULSE ENGAGEMENT IN 2018
2 160
1 691
1 575
1 371
1 364
1 297
1 221
1 212
1 196
1 094
Faurecia
Pernod Ricard
Danone
SAP France
Inseec
Engie
Total
Adecco
AXA
Atos
COMPANYRANKING
1
2
3
4
5
6
7
8
9
10
Top 10 LinkedIn engagementENGAGEMENTANALYSIS
34

35. Attractiveness
analysis
35
Zooms

36. Guillaume Pepy
SNCF
146 894
Wikipedia
page views
Most attractive on WikipediaATTRACTIVENESSANALYSIS
The leader is the one who arouses interest, curiosity, the one who we want to know better. To translate this notion, we
have chosen the audience of the Wikipedia pages (in French and in English) of the leaders. Even if it can be linked to
sensitive situations, this traffic says if they are talked about, if they are in the public debate, in the media, in short, if
they matter. And in our sample, the five most "famous" leaders are therefore...
Alexandre Bompard
Carrefour
123 077
Wikipedia
page views
Delphine Ernotte
France Télévisions
86 941
Wikipedia
page views
Isabelle Kocher
Engie
74 432
Wikipedia
page views
Michel-Édouard
Leclerc, E.Leclerc
66 376
Wikipedia
page views
36

37. Guillaume Pepy
SNCF
+ 75 924
Wikipedia
page views
Wikipedia traffic evolutionATTRACTIVENESSANALYSIS
Comparing Wikipedia 2018 traffic to that of 2017 shows a dynamic presence in the public debate: these leaders have
experienced unusual overexposure in relation to current events: Guillaume Pepy because of the SNCF reform, Sibyle Veil
because of his appointment at Radio France, Alexandre Bompard following the announcement of his strategic plan,
Maxime Saada after the loss of L1 rights. As for Michel-Édouard Leclerc, it is more a question of a renewed interest in his
person.
Sibyle Veil
Radio France
+ 47 753
Wikipedia
page views
Alexandre Bompard
Carrefour
+ 38 244
Wikipedia
page views
Maxime Saada
Canal+
+ 36 112
Wikipedia
page views
Michel-Édouard
Leclerc, E.Leclerc
+ 28 474
Wikipedia
page views
37

38. Methodology
38

39. How do CEOs express their leadership online?
We have chosen four categories of indicators.
AUDIENCE
Obviously, the audience is a
reflection of leadership capacity.
The more subscribers you have,
the more influence you can exert.
But there are different kinds of
audiences. One of the originalities
of our methodology is that we
have qualified Twitter audiences
by eliminating inactive accounts,
robots, etc. and overweighting
verified accounts and influencers’
accounts. We have also tallied
audiences on LinkedIn, which
are often massive.
Weighting: 30 points
ACTIVITY
Of course, you have to be active
to be a leader. There’s no point
having an audience if you don’t
say anything. On the other hand,
infrequency can also be a strategy.
We have made this a compulsory
criterion (10 tweets or two LinkedIn
Pulse posts during the year to qualify
for the rankings), but have weighted
this criterion less than the others.
Weighting: 15 points
ENGAGEMENT
A leader has the capacity to start
conversations and create reactions.
That’s what social media is all about
– a way to gauge the interest of your
statements, the capacity to generate
enthusiasm, likes, shares, comments.
We have measured the average
engagement volume per publication
on Twitter and LinkedIn and we
given it a high weighting.
Weighting: 30 points
Weighting: 30 points
Digital leadership score: 100 points
tegories of indicatorsFour cateMETHODOLOGY
39
APPEAL
A leader is someone who generates
interest and curiosity, that you want
to know better, that you want to find
out about. We have rendered this
notion by measuring the audience
for CEOs’ Wikipedia pages (with
the elimination of possible spikes
relating to particularly high-profile
incidents). This shows whether they
are being talked about, if they are
part of the public debate and are
present in the media, whether they
are famous or not – and therefore
have the capacity to influence.
Weighting: 25 points

40. SCORECRITERION PERIOD SURVEYED / DATE OF DATA LISTINGTOOL / METHODOLOGYPLATFORM
Appeal January to December 2018WMFLabs PageviewsWikipedia (FR - EN) 0 (no page) to 25
(> 1 million views)
Audience January 2019Elimination of inactive accounts and robots
Weighting of verified accounts: x3
Weighting of journalists: x3
Twitter 0 (< 500) to 15
(> 50,000 qualified followers)
Audience January 2019Listing of LinkedIn subscribersLinkedIn 0 (< 500) to 15
(> 500,000 subscribers)
Activity January 2019Total of tweets and replies in 2018Twitter 0 (not on Twitter) to 5
(several tweets a day)
Activity January 2019Total of LinkedIn Pulse articles in 2018LinkedIn 0 (no publications)
to 10 (> 50 publications)
Engagement Adapted by Twitonomy
to volume of tweets
Twitonomy
Average number of RTs per tweet +
average number of favourites per tweet
Twitter 0 (not on Twitter)
to 10 (> 300 interactions)
Engagement Up to most recent LinkedIn Pulse
publications in 2018
Average of interactions
(likes + comments + shares)
LinkedIn 0 (no publications) to 20
(> 5,000 interactions on average)
METHODOLOGY
Detailed methodology
Survey coordinated by François Guillot, Angie+1
Data crunching by Angie+1 and Angie Consulting
40

41. INOUT
Level of responsibility • Heads of support functions (marketing, sales, HR,
communications, IS, etc.)
• CEOs who left their jobs prior to 01/01/19
• SME < 500 employees, start-ups,
small consulting businesses, etc.
• Employers’ federations
• Chairmen and Chief Executive Officers
• Heads of large BUs or equivalent subsidiaries
of large companies
• In position on 01/01/19
• French bosses exercising their functions in French
or international companies
• Foreign bosses of French companies or
French subsidiaries of international companies
• Major private-sector companies
• Major public-sector companies
• Major brands
• French subsidiaries of major companies or brands
• Épic
• Leading business schools
Company profiles
Constitution of the corpusMETHODOLOGY
41

42. Our agency
42

43. Présentation
Angie is home to highly talented people who are passionate about corporate and B2B communications.
It currently has 160 employees and operates several businesses:
Satisfied customers:
Accenture, AG2R La Mondiale, Airbus, Air Liquide, Akka, Allianz, Alptis, Alstom, Altran, Arianespace, Aviva, Avril, AXA, Axens, Banque de France, Bel, BNP BDDF, BNP Cardif,
Bouygues Construction, Bouygues SA, Bouygues Telecom, Bureau Veritas, Capgemini, Cedus, Cegid, Chanel, Coca-Cola France, Colas, Constellium, Covéa Finances, Crédit Agricole,
Dalkia, Danone, DPDGroup, Elis, Engie, Eurogroup, Fenwick, Framatome, France Boissons, FSE, Generali, Groupama, Groupe PVCP, Groupe Renault, Groupe SOS, Guerlain,
Harmonie Mutuelle, Heineken, Henkel, Icade, Imerys, Infravia, Ipsen, Ipsos, Keolis, Krys, Lacoste, La Mutuelle Générale, Legrand, L’Oréal, Louis Vuitton, LVMH, Markem Imaje,
MGP, Moët Hennessy, Nexans, Orange, Pernod Ricard, Petit Forestier, PSA, PwC, Radiall, Rexel, Sage, Saint-Gobain Distribution Bâtiment France, Sanofi, Sanofi Pasteur, Servier,
SMCP, Société Générale, Somfy, Sonepar, Spie, Système U, Technip FMC, Tereos, Tikehau, Valeo, Vinci, Vinci Airports, Vision Hub, Volvo Cars.
CONSULTING
Angie Consulting
15 high-level
consultants
specialising in
sensitive areas of
communication.
SOCIAL MEDIA
Angie+1
The market reference
for designing and
implementing social
strategies, advocacy
mechanisms and ally
strategies.
DATA
Opinion Data
Intelligence
A lab of de consultants
specialised in
data-driven analysis
of opinion.
S
A
T
f
i
s
m
s
CONTENT
Angie Content
Number 1 on the
market for corporate
and B2B content.
O
A
s
d
o
UX &
TECHNOLOGIES
Octave Octave
The market reference
for the creation of
innovative digital
services.
OURAGENCY
43

44. There are multiple ways of supporting business leaders in their expression on social media.
We adapt our methodology to their habits, their needs and those of their teams, contributing in four major areas.
How we support our customers
in digital leadership
OURAGENCY
DIGITAL
COMMUNICATIONS
STRATEGY
Benchmarking
Analysis of subscriber databases
Consulting
Editorial policy
Implementation
…
CUSTOMISED
SUPPORT
Social media coaching
Creation of content
Wikipedia pages
ONGOING
MANAGEMENT
Content curation
Subcontracted site management
KPIs and consultancy
…
THOUGHT
LEADERSHIP
Ghost writing of op-ed articles
for LinkedIn
Influence tactics
Strategy watch and brainstorming
44

45. ThanksEmployees, customers and partners of the agency who helped
to devise this survey and its methodology, content and production.
Carla Beauvallet, Marc Besson, Marguerite Collignan de Durand,
Renaud Czarnes, Mélissa Dib, Fabienne Fong Yan, Adrien Martin,
Gabriel Moussin, Clara Paul Zamour, Matthieu Pélisson, Carole Peyret,
Justin Poncet, Marion Quédreux, Édouard Schuppert,
Nathan Veyret, Mathilde Vigneau.

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