These are some of the major internal communications programmes that Stuart Notholt has been responsible for delivering...
Engagement with NHS staff over swine flu vaccination programme
Staff facing research at NHS Hillingdon, in West London, revealed a high level of resistence to accepting the swine flu vaccination being offered to all NHS front-line personnel. As interim Communication Manager for Pandemic Flu, engaged with staff through meetings, the creation of a dedicated intranet site, and extensive promotional work emphasizing the benefits to staff, their families, and colleagues. Result was a far higher uptake of the vaccination than initially anticipated.
New product launch and internal merger
Interim Head of Internal Communications for the new Wealth Management business within Lloyds TSB. Corporate communications and business transformation programme arising out of merger of three advisory/sales teams to create new business. Wrote and then implemented Strategic Communications plan. Worked with stakeholders to determine, and deliver, their internal communications requirements. Specific projects included management and organization of high-profile launch conference, complete restructuring of internal communications function, re-design of intranet, and making strategic recommendations for future communications processes.
Development of international PR strategy
Consultancy services to CB Richard Ellis (international property developers). Brief was to develop a cohesive public relations and media strategy for the Europe, Middle East and Africa (EMEA) division. The division’s regional offices had been acquired through acquisition and/or local expansion, so there was little commonality in approach to PR matters and inadequate synergy on cross-border issues and projects. The differing legal and logistical positions of the PR discipline in a very wide range of countries and cultures needed to be considered. Strategic report was delivered, followed by a detailed media process guide and implementation plan, which was adopted by the newly recruited EMEA PR manager.
Re-branding and development of new corporate identity, vision, and values
Lead Director for The National Autistic Society on the re-branding, development of the strategic plan, and delivery of new visual identity, both internally and externally. The NAS is the lead provider of services in its sector, and employs around 2,800 people. However, the overall brand of the organization needed extensive modernization and re-focusing on local service delivery. Managed all aspects of the re-launch, including internal marketing, focus groups, re-design of intranet and promotion to staff at all levels of the new vision and values of the organization.
Communications aspects of disaster recovery planning
Member of the high-level group established in the aftermath of the 9/11 attacks to review the Financial Services Authority’s response to large-scale disaster. Individual brief focused on internal communications in a crisis, including confidence building and establishment of evacuation and business interruption systems. Measured and evaluated staff response to proposals and exercises, and provided internal communications expertise to disaster recovery programme.
Internal communications at a time of expansion
Launched first worldwide internal communications system at Tate & Lyle Group. The Group had undergone a period of very rapid expansion through acquisition, particularly in the USA. The new direction, size, and role of the Group needed to be developed a set of ‘core values’ that could be recognized and understood by all employees, regardless of location and national corporate culture. Worked with local internal communications providers worldwide to ensure key business messages integrated. Developed first firm-wide corporate identity, brand, and visual guidelines. Used technological innovations to reduce overall production costs by one third. Programme involved widespread publications design, commissioning and editing.
Internal communications following merger
Responsible for all aspects of the internal communications of the merger between Thomas Howell Group and Crawford Inc to create Crawford-THG, world’s largest risk management firm. The new organization had legacy issues in that it had grown by multiple merger, but little focus had been given to integrating new member companies into an overall group ethos. Provided brand, vision and values for new organization and reinforced this with extensive internal communications marketing, collatoral, and support. Used external media coverage and above-the-line advertising in trade press to reinforce internal messages.