Corporate communications in the hydrocarbons sector can no longer be limited to relaying data. It must provide context, explain risks and translate technical complexity into clear, accessible messages without compromising on rigour.
In this edition of Top Voices, Almudena García Molinero, Head of Communications & Marketing at Haxx, reflects on the strategic role of communications within a multi-energy company. From strategic positioning on LinkedIn and the responsible use of artificial intelligence, to the development of a cohesive corporate narrative that integrates all areas of the organization.
A conversation about how to build trust with clients, suppliers and partners in the energy sector. Because communicating well can become a powerful tool for risk management and long-term value creation.
- In a context of energy transition and market volatility, how do you see corporate communications evolving?
I believe it’s essential to invest time in understanding both the market and our audience so that we can communicate with context and deliver our messages clearly. In any sector (but particularly in energy) we need to embrace the role of “translators”. We deal with a wide range of technical concepts, and it’s our responsibility to make them understandable without losing accuracy. If we fail to explain the context, the message quickly becomes distorted.
It’s also crucial to communicate clearly what our objective is as a company and what sets us apart. It’s not about jumping on every new trend, but about having a solid, consistent position. In our case, for instance, we are one of the few independent operators with our own storage facilities. That isn’t simply an operational detail; it forms part of our value proposition and is a strategic asset that enables us to manage supply and risk more effectively in highly volatile environments. Communicating well also means knowing how to highlight those distinctive strengths.
- What role do social media play in the communications strategy of a company like Haxx? And what about AI?
For us, social media, and particularly LinkedIn, are strategic positioning tools. They offer a window to the outside world and allow us to present ourselves as a company in a way that goes beyond purely corporate messaging. We’re not there to generate noise, but to add value, spark meaningful conversations, show who we really are and attract talent.
We use AI as a support tool to improve efficiency, optimising content and even as a learning resource to better understand certain concepts. However, strategy and messaging are always developed by us. Handing over our credibility to an algorithm would be a mistake.
- How do you align the different branches of a multi-energy company (trading, supply and international expansion) under a single narrative?
Actually, it’s all part of the same story. As in any sector, it starts with a deep understanding of the company, not only what it does, but also its values, its objectives and the people behind it. From there, we build a narrative that evolves over time and in which everything is clearly connected.
Each area has its own language, but the underlying principles are the same: risk management, client proximity and ambition for growth. Our role in communications is to sit down with the teams, connect the dots, identify the common thread and translate technical expertise into a shared narrative without losing accuracy.
- In a sector subject to public scrutiny, how do you avoid “green noise” and build a discourse that is honest, credible and sustainable over time?
The key is to be truthful and consistent in what we say and what we do. In our sector, it’s very easy to fall into grand statements that lack substance. Sustainability cannot simply be rhetoric; it must be embedded in operations and business decisions.
We prefer to speak about concrete progress, robust processes and long-term strategy, rather than making promises we may not be able to keep.
- What role do employees play as brand ambassadors in a company like Haxx?
They play a fundamental role. The impact of people speaking about the brand is far greater than that of the brand speaking about itself. The strength of the message and the trust generated by employees is undeniable. In a technical sector like ours, the expertise of our professionals is one of our most valuable reputational assets.
That’s why we place great emphasis on internal culture. When the team understands the company’s purpose and direction, the narrative flows naturally. We don’t force anyone to communicate, but we do encourage those who wish to do so by giving them the context and confidence to do it well.
- In hydrocarbons we talk a great deal about price and supply, but little about emotion. Where does the B2B customer experience really begin — and where is it won?
It’s true that we work with commodities and that price sensitivity is high. However, trust is fundamental, and clients are looking for partners who are responsive and stand by them in times of uncertainty.
Customer experience in B2B sectors isn’t something abstract. It’s about responding quickly, delivering on what’s been agreed, being resilient and telling the truth, even when the market is challenging. That’s where lasting relationships are built.
