1. ReaAlignment Workshop: Internal Communication
A. Weeks
30 August 2016

2. Communicating Decisions
Main ‘decision’ bodies internally are:
EMT – has taken note of recommendations, but not yet implemented a formal feedback approach; decisions are considered decision of the DG, communicated as needed
ETB – Formal structure and feedback system is in place; minutes are accessible to staff
CCB – Formal structure and feedback system is in place and decisions are accessible to staff
Both ETB & CCB are clearly described on the external website
Next Steps:
Direct information from EMT (and Governance) TBD
More ‘push’ of decision and contextualization (channels TBD)

3. Meetings
Guidelines for conducting meetings have been published and are available on AccESS. These are recommendations how to conduct a meeting, not mandatory, but useful.
Aim to streamline the number of meetings
Work through existing meetings/channels and your line
Contact stakeholders directly to address issues where possible and engage directly
With that said – don’t avoid meetings to avoid issues!
Don’t rely on invitations in Outlook as a formal tool, engage with colleagues first
Ad hoc meetings don’t necessarily require formal documentation, but a summary and informing relevant superiors (e.g. line manager is recommended).

4. Internal Communication
ESS Project Implementation Strategy
5 technical sub-projects drive the development
What is external and internal?
According to our line, internal communication is between individuals or ‘groups’ as identified in the ESS organization chart;
External communication is between our organization and or individuals representing our organization and the rest of the world;
With project communication, consultants, in-kind and collaboration partners, this line is often blurry;
Each person in ESS is responsible to actively identify and communicate with his/her key stakeholders and interfaces from a project perspective.

5. Internal Communication Since the last meeting
Tools and channels are established
Project Information Management (PIM) has been established (P. Radhal)
Confluence has been identified and accepted as a practical, daily, collaboration tool (IT) for working documentation – it is a dynamic platform (think work in progress);
CHESS is the main ‘official’ repository, and documentation is coming in line with the ESS Management System (Quality) – it is more static than dynamic, but will/can change it is part of PIM’s mandate to improve it;
AccESS is a bottom-up tool for publishing information to the organization, but has no formal status - plan is to merge functionality with Confluence - both static and dynamic;
The ESS corporate website is a formal platform for communicating externally (that includes partners!) – it contains static and dynamic information and publishing is done together with ESS Communications

6. Internal Communication Going Forward
Communications, External Relations & In-Kind Division
Here to support you with stakeholders & partners
Can assist with internal communication as well, on a need basis
Responsible for coordinating top-down, broad messaging internally
Clear definition of priorities
Schedule first
Work with in-kind partners wherever possible
Management recognized (as did advisory groups) that the project requires top-level coordination
Appointment of high-level ESS Project Manager
Mission and Values agreed and disseminated