cp-162 internal communication cop

Internal Communication Code of Practice Version 1.0

Petroleum Development Oman L.L.C.

UNRESTRICTED Document ID : CP-XXX

Internal Communication Code of Practice

Keywords: Communications, Internal, Staff, Employee

This document is the property of Petroleum Development Oman, LLC. Neither the whole nor any part of this document may be disclosed to others or reproduced, stored in a retrieval system, or transmitted in any form by any means (electronic, mechanical, reprographic recording or otherwise) without prior written consent of the owner.

Signed :........................................................Mohammed al Kharusi, HDHuman Resources Director

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Version 1.0 Internal Communication Code of Practice

Contents

1. INTRODUCTION..........................................................................................................31.1 Background................................................................................................................. 31.2 Business Case............................................................................................................. 31.3 Purpose....................................................................................................................... 31.4 Target Audience.......................................................................................................... 31.5 Structure of This Document........................................................................................3

2. SCOPE & OBJECTIVES...............................................................................................42.1 Scope.......................................................................................................................... 42.2 Aims & Objectives......................................................................................................42.3 Fundamentals for this Code of Practice.......................................................................42.4 Related Standards........................................................................................................42.5 Review and Improvement...........................................................................................5

3. ROLES & RESPONSIBILITIES...................................................................................63.1 External Affair and Communications Manager (HXM)...............................................63.2 Internal Communications Adviser...............................................................................63.3 Heads of Departments, Functions and Task Forces......................................................73.4 Department, Function and Project Team Focal Point..................................................73.5 Department, Function and Task Force Web Editors....................................................7

4. PRACTICES TO BE FOLLOWED...............................................................................84.1 Preparing Internal Communication Proposals..............................................................84.2 Appraising and Deciding on Internal Communication Proposals .................................84.3 Evaluation and Reporting of Activities Implemented..................................................84.4 Best Practice Principles..............................................................................................8

5. APPLICATION & STEP-OUT APROVAL..................................................................95.1 Application................................................................................................................. 95.2 Step-out Approval.......................................................................................................9

APPENDICES...................................................................................................................... 8A1 Glossary of Terms, Definitions and Abbreviations...............................................8

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1. INTRODUCTION

1.1 Background

PDO is committed to ensuring its staff, contractors and their employees are kept fully informed about the company, its policies and activities and about any moves and issues which affect or may affect the efficiency of its operations including and especially health, safety and environment measures and staff satisfaction and motivation.

Departments, functions and project teams, such as the Transition Team and teams assigned to long term initiatives such as the Shukran campaign, have therefore developed their own internal communications activities. However, these activities have been implemented independently of each other, often with minimal planning, targeting, quality control and budgeting. Initiatives and campaigns are launched without regard for those of other departments, functions and project teams, each competing with others for the attention of PDO staff, and, in most cases, without follow-up to assess effectiveness. The amount of cross-department communication has grown to such a level that staff throughout the company and at all levels have complained of “information overload”.

The lack of policing of internal communications methods has downgraded the usefulness of almost all of them, especially electronic methods – email and the PDO Intranet in particular.

1.2 Business Case

Effective internal communication:

Motivates staff Enhances productivity Demonstrates that a company cares for – and listens to - its employees Builds confidence in management Helps create understanding and buy-in to company policies and actions Sends positive messages about the company through the workforce to the communities in

which they live Actively assists recruitment

1.3 Purpose

A Code of Practice is necessary to ensure a disciplined approach to internal communications so that important messages are communicated fully effectively

1.4 Target Audience

This Code of Practice is intended for use by HXM (External Affairs and Communications Manager), the Internal Communications Adviser (HXM/26), heads of departments, functions and project teams and those within each department, function and project team who are responsible for managing and implementing internal communications functions and activities.

1.5 Structure of This Document

This document follows the standard template within the EDMS system.

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2. SCOPE & OBJECTIVES

2.1 Scope

This document provides appropriate business processes that will ensure that the flow of information across departments, functions and is properly managed. This Code of Practice does not apply to:

HSE alerts and accident reports Corporate announcements, endorsed by the MDC Communications between staff and management within the same department, function or

project team Day-to-day business communications and personal communications between staff members

of different departments, functions and project teams. HR “housekeeping” announcements e.g. communications concerning employee terms and

conditions and staff-appraisal communications External communications – information targeted at and for audiences outside PDO

including, for example, government, local authorities, media, suppliers, business partners, academics, diplomatic community and the general public.

2.2 Aims & Objectives

The purpose of this Code of Practice is to lay down a systematic approach to the creation and implementation of internal communication campaigns and initiatives by all departments, functions and project teams. Without proper practices:

internal communications will mushroom out of control, resulting in information overload messages will often be unclear and open to misunderstanding or misinterpretation important messages will be ignored the quality and content of print, posters and other means of communication will suffer access to electronically stored information for research and other business purposes will

become increasingly difficult..

2.3 Fundamentals for this Code of Practice

This Code of Practice is based on the requirement that communication across departments, functions and project teams :

is properly planned, prioritized and scheduled; carries messages that consistently support the business objectives of PDO; is executed to a consistently high standard; and is effective, producing the required results

2.4 Related Business Control Documents

The following documents relate to this Code of Practice

Policy Employee Communication HD-97-002Code of Practice Internal CommunicationsProcedure Internal Communications Guideline Internal Communications

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2.5 Review and Improvement

This Code of Practice will be reviewed and updated one year after initial implementation and thereafter every two years, if necessary, by HXM. However, interim reviews can be undertaken at any time.

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3. ROLES & RESPONSIBILITIES

3.1 External Affairs and Communications Manager (HXM)

Authorise all Codes of Practice, Policies, Procedures and Guidelines related to internal communications.

Require departments, functions and project teams to submit half-yearly internal communications plans.

Assess and consider proposals submitted by departments, functions and project teams for internal communications campaigns and initiatives.

Require originators to amend proposals to conform to the criteria. Approve, prioritise and schedule internal communications campaigns and initiatives. Specifies the content and design of the PDO intranet and computer-network messages

(including Al Barza, screen savers, home page news postings and pop-ups). Delegate responsibility for tasks related to internal communications to HXM staff. Require each department, function and project team that has developed or is planning to

develop its own Intranet pages to appoint a web editor.

3.2 Internal Communications Adviser (HXM/26)

Counsel department/function/task force internal communications focal points as needed including advising on:

- Formulation of internal communications plans- Implementation of initiatives- Selection of designers for posters, print etc and on managing production.

Vet drafts of internal communications plans produced by each department/function/ project team.

Produce a monthly overall internal communications report for HXM Prepare for HXM an annual report and assessment and a proposal for the following 12

months covering corporate internal communications activities that fall outside the responsibility of departments, functions and task groups.

Counsel department/function/ project team heads on the appointment of internal communications ‘ambassadors’ and thereafter:

- Arrange and manage their training- Co-ordinate their reports on internal communications initiatives and report the

results to department /function/ project team heads- Monitor and report on their performance to department/function/ project team heads

Implement and manage the annual qualitative survey of staff including the production of the survey report and its distribution to department/function/project team heads.

Draft, and revise as necessary, E-mail usage guidelines. Vet and approve applications for posting screen savers. Manage the audit of content and style of the PDO Intranet and thereafter:

- Arrange and manage the development and implementation of a corporate style and design for the PDO Intranet

- Arrange and manage the training of departmental/function/project team web editors

- Monitor content and style of PDO Intranet pages to ensure that they conform to the corporate style and design.

- Draft and produce the MD’s letter to staff. Manage the MD’s webpage Monitor content and quality of PDO Home Page messages. Deal with complaints about Pop-Ups.

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3.3 Heads of Departments, Functions and Task Forces

Responsible overall for the creation, implementation and effectiveness of internal communications originated by the department/function/project team.

Appoint internal communications focal point for the department/function/project team. Appoint web editor for the department/function/project team.

3.4 Department, Function and Project Team Focal Points

Draft the department/function/project team’s internal communications plans. Implement the department/function/project team internal communications plans and

initiatives as approved by the head of the department/function/project team and by HXM. Prepare monthly progress reports to the Internal Communications Adviser (HXM/26). Manage and police relevant posters and notice boards. Edit the department/function/project team’s site on the PDO Intranet and ensure the site

conforms to the corporate style and design.

3.5 Department, Function and Task Force Web Editors

Ensure that the information on the relevant Intranet homepage is accurate and updated. Archive out of date information.

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4. PRACTICES TO BE FOLLOWED

4.1 Preparing Internal Communications Proposals

Each department, function or project team which wishes to communicate with staff outside its own employees shall present HXM a detailed programme and plan for its internal communications initiatives covering a six month period.

The programme for each department, function and project team shall cover the same period.

Costs for the creation, development and implementation of each programme will be the responsibility of each submitting department, function or project team.These costs will include, for example, fees for external designers and copywriters and costs of their materials, printing costs, photography, construction of triads, purchase and installation of plasma screens etc.

NOTE: Appendices 1 and 2 of the Internal Communications Procedures document detail the process for developing internal communications programmes and plans and provide a template for evaluation of initiatives.

4.2 Appraising and Deciding on Internal Communications Proposals

HXM will appraise all proposals and may consult with heads of the departments, functions and project teams concerned.

HXM will decide on which proposals – or parts of proposals – will be implemented and will draw up an overall timetable for implementation of approved activities.

4.3 Evaluation and Reporting of Activities Implemented

Departments, functions and project teams will measure and evaluate the effectiveness of each activity they implement against targets contained in their proposals and report results to HXM.

HXM will circulate all evaluation reports to heads of all departments, functions and project teams involved in internal communications.

Effectiveness of activities will be taken into account by departments, functions and project teams in their next six-monthly proposals.

HXM shall prepare a report annually on PDO’s internal communications activities.

4.4 Best Practice Principles

All communications covered by this Code of Practice shall be quality controlled by HXM/26 to ensure PDO’s reputation for quality is maintained

A clearly visible production date shall be printed on all newsletters and brochures A clearly visible expiry date shall be printed on all posters, flyers and triads and shall be

shown on all screen savers and plasma screen notices Staff are empowered to remove all material which has passed its expiry date or, in cases

such as triads, plasma screen announcements and screen savers, to notify HXM/26 who will take the necessary action

Information shall be distributed ONLY to those specific internal audiences to whom the information is relevant

Methods for distributing information to segmented audiences shall be selected according to the Internal Communications Guidelines (Paragraph 2.2.2)

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5. APPLICATION & STEP-OUT APROVAL

5.1 Application

This Code of Practice is applicable to all PDO departments that issue leaflets, pamphlets, newsletters, posters, screensavers, webpages and presentations to staff in other departments.

5.2 Step-out and Approval

Any proposals to deviate from this Code of Practice for whatever reason shall be submitted to HXM for formal appraisal and approval.

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APPENDICES

A1 Glossary of Terms, Definitions and Abbreviations

Internal Communication Refers to the leaflets, pamphlets, newsletters, posters, screensavers, webpages and presentations within the company that reinforce key coporate “themes”, transmit “housekeeping” announcements and convey announcements from one department, function or special project team or the MD to staff in other departments and functions. It DOES NOT involve the usual e-mails, notes, reports, meetings, workshops and presentations that staff within the company use to transact day-to-day business matters.

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