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Most employees know what they don’t want, fewer know what they really do want.”

The development of an effective internal communication plan is a critical part of any transformation strategy. It is essential that clear and effective internal communications are a key element in creating active employee engagement.

It is these internal communications, that maintain and grow employee engagement:

  • maintain morale and motivation
  • encourage staff to be “change” ambassadors
  • create organisational learning – staff are a vital source of information and ideas
  • provide a better customer service – informed frontline and other staff will be up to speed on what’s happening and why.

DEM Asia helps clients create internal communications strategies to increase employee engagement and leadership.

Your internal communication strategy should be an extension of your transformation plan, effective internal communications as part of that programme are essential to your organisation achieving its aims.

Our advisers work with management to map a complete internal communications plan, incorporating staff briefings and engagement workshops, information sharing and connectivity, creativity and detailed planning.




Understanding the audiences that a business needs to reach during an emergency, is one of the first steps in crisis communication.  Different audiences will have different information needs.  The challenge is to identify potential audiences, determine their need for information and then identify who within the business is best able to communicate with that audience.

  1. The media is a conduit to communicate key messages fast and efficiently.  The media is not your enemy.
  2. The first rule of crisis communication is to communicate. The early hours of any crisis are critical to set the tone for management. Remaining silent or appearing removed, can be disengaging to key supporters when you need them most.  A balanced communications strategy protects corporate liability while satisfying the stakeholder demands for audience information. The public will judge management not by the incident itself – which they recognise is often beyond the control of those individuals – but by their response.
  3. One of the more controversial roles of crisis management is that someone involved in a crisis must be prepared to empathise, even publicly apologise with stakeholders for the events that have transpired.  In nearly every situation this will be the CEO or Chair.
  1. In crisis control over information is the key to resolving the situation not to lock it down but to respond. Update management with information from a wide variety of sources (media coverage, analyst comments, competitive intelligence, managers’ first-hand reports, etc.) with a response brief.
  2. Create and train the crisis team before the crisis and establish management reporting lines to effectively communicate changes in the crisis.
  3. Develop contingencies for the worst case scenarios, forecast possible consequences and determine plans of action.
  4. Employees are your front-line in a crisis. They are your most important stakeholder after customers.
  5. Create a network of advocates and supporters these can be customers and suppliers reaffirming their position.
  6.  Research and focus groups provide essential information into public attitudes about where hidden issues may lie. Social media monitoring allows for immediate testing of customer responses and allows information to be provided quickly and effectively.
  7. If circumstances warrant, create a “response” site to give quick, up-to-the-minute information and get the company’s story out.




It is no longer just the public that is influenced by the media, the courts are more concerned than ever about what is in the public interest.

Clients in litigation have the dual battle of defending their position in a court of law, while also defending their position in the court of public opinion, where the stakes are considerably higher both internally and externally.

DEM Asia advisers have the experience to assist litigants in managing the public messaging around litigation:

  • Evaluation and analysis of public relations liability and damages exposure that could result from the litigation
  • Evaluation and analysis of public relations defenses
  • Analyzing the ability of parties on either side of litigation to effectively respond to the media
  • Understanding the media impacts of evidentiary disclosures on a client’s market.
  • Intentionally generate more public attention for a legal matter.

We operate in a 24/7 world of communication where a single incident can destroy a business before the first staff member reaches the office.  Being prepared mitigates the risk and increase the chances of success no matter what the court outcome.

Traditional news media no longer have the power they once did, but the media still plays a significant role in curating the message to the pubic.– the issue of who to communicate with and how, is more important than ever