CommuniCations Playbook - Samira Design · • Communications Writing tips, which help...

CommuniCations Playbook

SCE CommuniCationS Playbook2

the Right message, in the Right PlaCe, at the Right time

3 SCE CommuniCationS Playbook

ContentsGovern 06Communications Guidelines 08Advisory Council Guidelines 16Governance Rules of the Road 18

Plan 20Master Calendar 22Decision Tree 24Annual Communications Plan Template 26

execute 28Calendared Distribution Form (planned) 30ACDC Request Form (ad hoc) 34

execute Well 38Channel Guide 40Production Role Definitions 42Communications Writing Tips 44


the goveRnanCe eCosystemEach of the elements within this Playbook has been designed to stand alone, so that you can refer to it when you need it—but the elements also work together, each serving an important role:

Govern

execute

Plan

execute Well

overarching, foundational documents that drive the process, including:• Communications guidelines, which define overall governance objectives,

ownership, rules, responsibilities, and work processes.• advisory Council guidelines, which outline the roles and responsibilities of a

group created to own and advocate for the process.• governance Rules of the Road, which give communicators a quick snapshot

of the key elements of the process—helping them stay aligned and charge toward the same strategic vision.

Documents where the rubber meets the road that support the governance process on a daily basis:• Calendared Distribution Form, which helps actualize planned email

communications. • aCDC Request Form, which helps communicators be more intentional when

sending last-minute communications.

Documents that make messages we know we have to deliver more deliberate and intentional:• master Calendar, which gives Corp Comm a line of sight into what’s being

communicated and helps foster better alignment and more consistency in communication volume across OUs.

• annual Communications Plan template, which helps guide communicators through a deliberate, intentional planning process to ensure key messages get to the right people, at the right time.

• Decision tree, which helps ensure the right message is delivered to the right people, in the right place.

Documents that help communicators get their message out andacrossmoreeffectively:• Channel guide, which is an education tool to help employees understand

what to expect from each channel.• ProductionRoleDefinitions,which clearly delineate each person’s role and

responsibility when working on a communication. • Communications Writing tips, which help communicators develop

messages that are smart, efficient, and effective.


the goveRnanCe eCosystem, in aCtion:

Governoverarching, foundational documents that drive the process,

including:Communications guidelinesadvisory Council guidelines

governance Rules of the Road

PlanneDaim for 70%

Planmaster Calendar

Planannual Communications Planning template

executeCalendared Distribution Form

aD hoCaim for 30%

executeaCDC Request Form

PlanDocuments that make messages we know we have to deliver more

deliberate and intentional:

Decision tree

execute WellDocuments that help communicators get their message out and across

moreeffectively,including:Channel guide

ProductionRoleDefinitionsCommunications Writing tips

Reference docs

Create annually, update

quarterly

Create annually

use as needed

Refer to as needed

use often

use as needed

What type of communication?


goveRnOverarching, foundational documents that drive the process, including:

• Communications Guidelines• Advisory Council Guidelines• Governance Rules of the Road


hoW the documents Work toGether

these make up the edison governance “credo.” They’re the backbone; they inform everything.

these sit beneath the guidelines. They specifically outline the roles and responsibilities of the people who will be enforcing the Guidelines.

these pull out the most critical rules in the entire process.They help equip the Council with what they need to socialize and enforce the process.

communications Guidelines

advisory council Guidelines

Governance rules of the road


CommuniCations guiDelinesTheGuidelinesdefinetherulesofengagement,outliningoverall governance objectives, ownership, roles and responsibilities, and work processes. Critically, they also help ensure that communicators and leadership are on the same page and are able to hold one another accountable.


seCtion 1: baCkgRounDWhen we coordinate efforts, we can all achieve more. At the root of our communication governance process is enabling the Corp Comm team to have better visibility into what is being communicated. This doesn’t mean dictating what is sent and when. Instead, it means better equipping Corp Comm to ensure the larger corporate and strategic vision is being communicated clearly and consistently. At the same time, this process will help make communications more efficient and effective. By putting checks in place about what is being communicated, in what channel, and to whom, our communications will become more deliberate, meaningful, and more likely to be acted upon. When employees have a better understanding of what messages mean for them and their job, they’ll be more likely to engage. Simply stated, Edison Communications Governance is about enabling more effective delivery of:

the riGht messaGe, in the riGht Place, at the riGht time

For this process to be successful, we need to hold ourselves—and each other—accountable to using these tools, and weave them into the fabric of how we communicate at Edison. That means every Corp Comm team member and senior executive will be bought into the enforcement of the rules. three communication truths we have identified underpin our new process:

• We cannot communicate everything well. Multiple messages from multiple departments means many messages will get lost in the clutter.

• We cannot assume a message has been received. Even when a message is sent, our audience may not see it or engage with it the way we want them to.

• Wecannothaveaone-size-fits-allplan.Our employees have unique needs and priorities, so we should not communicate with them all in the same way.

Our aim is to pinpoint root causes, not just address the symptoms. We distilled a variety of issues into three key challenge areas to overcome. Understanding the source of the issues helps us more readily map solutions to them:

• Process is time- and resource-intensive. Too many are involved in the drafting process and roles aren’t clearly defined. Too few have approval power, leading to communication bottlenecks. Lack of centralized calendar halts planning and inhibits a “full organization” view.

• Channels aren’t appropriately utilized. Email is a default, and doesn’t prioritize topic or urgency, leaving other channels underutilized and complicating outreach to field employees.

• messages don’t connect the dots. Without simple, straightforward, and actionable communications, strategic priorities get buried and employees are prone to disengage.

CommuniCations guiDelines


seCtion 2: sCoPeTo build on these core principles and meet these challenges, Corp Comm commissioned the development of a governance process. These materials contain concrete rules, resources, processes, and templates to improve the way we communicate, starting with mass communications but evolving over time. Mass Communications include items:

• Delivered from Corp Comm

• Delivered to all employees OR to a diverse cross-OU group (e.g. directed to a handful of employees at different OUs)

• Organizational Unit communications (e.g. Human Resources, IT)

• Relating to Edison strategic priorities and culture

The Scope also includes all communication channels through which Edison communicators may send messages. Email is the most common channel, by default, but channel usage needs to be more deliberate and intentional. Using channels more appropriately based on topic and audience will ultimately ensure employees receive more information that matters to them—and better clarify what to expect in what channel. The Guidelines cover the following channels:

• Mass email (Team Edison/In The Loop)

• Corporate intranet (Portal)

• Message boards

• Digital Screens

• Everbridge (text system controlled by BR)

• Intercom (in applicable buildings)

• Supervisors

• Video (including streaming)

Note: This is not an exhaustive list of channels; instead, it lists those which will most effectively support a strong governance process.


seCtion 3: aChieving ouR objeCtivesThe objective is to maximize the effectiveness of communication through reasonable planning, prioritization, process. To accomplish this, Edison commits to a rules-based approach to communication.

This approach is defined as developing and building a cross-team communication master Calendar that plans 70% of Edison mass communications (as defined above) on an annual, quarterly, and monthly basis. Calendars with allocated slots per month will be created annually. The calendar will be evaluated and updated monthly and quarterly. Organizational Units will work with Edison communicators to plan yearly priorities using the annual Communications Plan. 30% of communication space is reserved for ad hoc, or short-term and unplanned, communications. When considering whether to send ad hoc communications, communicators must complete the aCDC Request Form. All enterprise-wide ad hoc communications must originate within or be approved by Edison Corp Comm. This will help ensure a coherent, singular narrative is spread to all employees while also reserving high-priority messages for enterprise-wide communications.

The culture surrounding email as a default mass communication channel at Edison will change. Going forward, for both planned and ad hoc communications, Corp Comm will have sole control of access to the enterprise-wide email system , require a line of sight into upcoming OU communications that classify as “Mass Communication” because of their subject matter, and provide editorial guidelines. Leaders company-wide bear responsibility to follow these guidelines and use the tools provided by Corp Comm, as not every communication requires approval. To most effectively reach audiences, all communicators will consult the Channel guide, which outlines the most effective way to reach different employees, and Decision tree, which helps diversify and maximize channel utilization.


seCtion 4: Content CReation Planning anD PRoCess oveRvieW PlanningThe Advisory Council will determine how many “slots” are available for mass communication annually, and break that number down into quarterly and monthly units. The Advisory Council will make sure all communications conform to this and reconcile any OU disagreements and conflicting priorities. While Corp Comm will be the final decision maker, input from other communicators/OU leaders on this Council will allow them to feel a sense of ownership in this process, and avoid later debates when it comes to airtime. Communicators/leaders on the Council will:

• Determine their own upcoming communication needs, and shift from inserting those as they see fit to mapping those communications into “slots” on the master Calendar.

• Reconcile the master Calendar as a group to paint a clear picture of the number of mass communications at Edison today.

Corp Comm, as leaders on the Council, will:

• Determine how many communications in priority areas are necessary within that month or quarter.

• Allocate any additional Planned Communication space to secondary priority areas.

• If allotted slots are full for a term, communicators must fill out the aCDC Request Form for additional communication.

PRoCessEdison will more rigorously plan channel and audience priorities. In advance of developing a message, communicators will complete the Calendared Distribution Form, identify the strategic priority the communication connects to, and use the Channel guide and Decision tree to identify the intended audience and primary/secondary communication channels.

Streamlining the bureaucratic message drafting and approval process requires defined Production Role Definitions. This will minimize and eliminate unnecessary stylistic edits, allowing for time and resources to be appropriately spent on meaningful and imperative changes. To that end, guidelines will spell out the difference between critical and stylistic changes, so more communicators can prioritize what’s important and adhere to the process. The roles will be as follows: First Drafter (subject expert), Refiner (fact checker/polisher), Legal Expert (only as needed), and Final Approver. To ensure the Final Approver is faithfully keyed into the communication, he or she must be party to the initial request. The Final Approver will assign a designee if he/she is unable to approve given scheduling conflicts. A deadline must be established at the outset of the process, so resources can be properly allocated.


seCtion 5: suCCess CRiteRiaThecriteriathatwilldefinethesuccessofthisgovernanceprocessinclude:

• Consistently positive feedback from employees.

• Perceived effectiveness from increased awareness of strategic priorities and initiatives and actions taken upon receiving communications.

• Survey results on “communication effectiveness” (question battery to be included in Employee Surveys).

• Improved metrics.

seCtion 6: aDvisoRy CounCilWhat it is: The group of Edison communications leaders that owns, and advocates for, this governance process. how it works: The Council meets quarterly to discuss progress and issues with internal communications governance that may require changes to our Guidelines, as well as very high-level planning and alignment on expected communications cadence over coming months. What it will look like at edison: Janet Clayton, Senior Vice President of Corporate Communication, will lead this Council and act as final decision-maker on mass communications governance and planning. The Advisory Council will control, adapt, and enforce the Guidelines and new governance process:

• Corp Comm will lead the Council, and make decisions on most critical members for success.

• Council members will be kept to the most necessary stakeholders (no more than 10 total).

• The Council will meet in person quarterly to discuss communication priorities for the year and will resolve any conflicts or concerns for the Master Calendar.

• Meetings will be scheduled by Corp Comm.

• Content for meetings will be limited to the Master Calendar, with no further preparation than review necessary.

• Any action items or changes to the Guidelines shall be discussed at the meeting, with implementation assigned there.

sample meeting agenda:

• What went well over past 3 months.

• What was problematic and adjustments we can make moving forward.

• Group review of Master Calendar.

• Individual OU representatives input on planned cadence for coming months and impact on Master Calendar.

• Corp Comm to review meeting and assign action items.


the advisory Council will include members from:

• Business Resiliency and Safety

• Corp Comm

• Customer Service

• Ethics and Compliance

• Regulatory: External Engagement PMO’s office

• Human Resources

• IT

• SIPP

• T&D

seCtion 7: high level Risks, ConstRaints anD assumPtions• To achieve success, all communicators—Corp Comm and others responsible for sending mass messages—

will abide by these Guidelines. It will only work when we hold ourselves—and each other—accountable to using these tools.

• All Edison leaders must be willing to postpone sending messages when those messages conflict with the agreed-upon communication plan and calendar.

• Additionally, communicators must commit to using some channels, such as email, less frequently to reduce the perceived volume of messages.

• It is assumed that the plan and processes in place in this document will evolve over time.


aDvisoRy CounCil guiDelinesThe governance process is sustained insofar as it is supported and championed by communicators. To that end, the Advisory Council has been created, bringing together a group of Edison communications leaders who own and advocate for this governance process.


• The Council meets quarterly to discuss progress and issues with internal communications governance that may require changes to our Guidelines, as well as very high-level planning and alignment on expected communications cadence over coming months.

• Janet Clayton, Senior Vice President of Corporate Communication, will lead this Council and act as the final decision-maker on mass communications governance and planning.

• Corp Comm will lead the Council and make decisions on most critical members for success.

• Council members will be kept to the most necessary stakeholders (no more than 10 total).

• The Council will meet in person quarterly to discuss communication priorities for the year and will resolve any conflicts or concerns for the Master Calendar.

• Meetings to be scheduled by Corp Comm.• Content for meetings will be limited to the Master Calendar and

discussion of challenges/successes with implementation, with no further preparation than review necessary.

• Any action items or changes to the Guidelines shall be discussed at the meeting, with implementation assigned there.

• What went well over the past 3 months.• What was problematic and adjustments we can make moving forward.• Group review of Master Calendar.• Individual OU representatives input on planned cadence for coming

months and impact on Master Calendar.• Corporate Communications to review meeting and assign action items.

• Business Resiliency and Safety• Corp Comm• Customer Service• Ethics and Compliance• Regulatory: External Engagement

PMO’s office

• Human Resources• IT• SIPP • T&D

hoW it WoRks

PaRts anDRoles

samPle meeting agenDa

aDvisoRy CounCil membeRs

aDvisoRy CounCil guiDelines


goveRnanCe Rules oF the RoaD: the “10 CommanDments”Governance at Edison helps communicators stay aligned to the process of delivering the right message, to the right people, at the right time—while also charging toward the same strategic vision. These rules give communicators a quick snapshot of the key elements of the process.


togetheR We Can stRive FoR eiX/sCe emPloyees to eXPeRienCe:

the riGht messaGe, in the riGht Place, at the riGht time

1. The advisory Council is the enforcer and final arbiter of this governance process. It will divide Master Calendar slots into quarterly units and allocate them to OU representatives.

2. The master Calendar reflects all planned communication regardless of channel. It makes up 70% of all outreach experienced by employees.

• The remaining 30% is accounted for by the ad hoc Process.

• If the unplanned communication is an email, fill out the aCDC Request Form.

3. If your allotted slots are full for a term, you must fill out the aCDC Request Form for any additional email in the current term, regardless of target audience.

4. Only Corp Comm has access to enterprise-wide email lists. All enterprise-wide emails—planned or unplanned—must pass through Corp Comm. To send one, you must either:

• Include in your annual Communications Plan populating the master Calendar. Then, complete the Calendared Distribution Form to execute on it.

• Complete the aCDC Request Form for Corp Comm approval and execution.

5. Planned communications and unplanned emails must defineroles in the drafting and editing phase. The Final Approver must be involved in the initial request.

6. Executive Final Approvers must elect a designee to approve in their absence.

7. Email is not the default. At the outset, consult the Channel guide and Decision tree to most effectively reach audiences, maximize channel utilization and maintain consistency.

8. Treat supervisors like a channel. Formalize their role as the primary means of communication for many employees.

9. Be simple and actionable in your communications. Use the Communications Writing tips to deliver meaningful, impactful messages to your audiences.

10. Creative Services requires longer lead time. Include production in annual Communications Plan and fill out the Creative Services-owned video Form.

goveRnanCe Rules oF the RoaD: the “10 CommanDments”


PlanDocuments that make messages we know we have to deliver more deliberate and intentional:

• Master Calendar• Decision Tree• Annual Communications Plan Template



this provides a 10,000 foot view. Its primary purpose is to give Corp Comm a line of sight into what’s going on across the company.

a “better decision-making” tool.As you plan your communications for the year, go through this process to ensure you’re putting your messages in the right channels.

there are things you can plan for. This template is designed to help with annual planning of communication priorities. The better you are at documenting them and planning around them, the more successful you’ll be.

mastercalendar

decisiontree

annual communications

Plan template


masteR CalenDaRThe Master Calendar is our stake in the ground. While it’saflexible,livingdocument,itsprimarypurposeistohelp Corp Comm have a better line of sight into what’s being communicated—as well as when and through what channel. It’s also a way for communicators to get a quick glimpse of what time periods are busy and light, so ad hoc communications can be slotted in accordingly. It also fosters better alignment across OUs, so topics and themes can be coordinated, not distributed in competition.


masteR CalenDaRWhat it inCluDes:• Yearly Snapshot: planned communications, at a glance

• OU-Specific Calendars

• Miscellaneous Calendar

hoW it WoRks:• Once a year, each OU completes an annual calendar, which accounts for their planned communications. This

process includes listing out, at a high level, the topics and messages they plan to communicate for the year. The next step is to approximate when and where these communications will be delivered. If the channel is email, the number of planned emails that will be sent needs to be included as well. Each OU has a number of email allocations per year, which are also tracked in the calendar.

• All of the OU calendars, as well as the “Miscellaneous” calendar (which accounts for things like building notifications, fire safety, etc. that don’t fall under the purview of a specific OU), roll up into the Master Calendar.

• The Master Calendar provides a quick snapshot of communication volume, by OU, for the year. This helps Corp Comm have a line of sight into what’s being communicated and identify heavy or light areas, so that new and ad hoc communications can be more efficiently and effectively delivered.

• When thinking about, and using, the calendar, it’s very important to keep in mind that it’s designed to be a living document. Things change. That means it won’t be 100% accurate, 100% of the time. And that’s okay. Communicators can update it as their plans for the year change. The ultimate goal is to account for the communications we know we have to deliver. By pooling together our collective knowledge of what is being communicated across Edison, we can be smarter about how, when, and where we deliver them.


Channel DeCision tRee: hoW to get my message heaRDWe have a world of ways to get in touch with our employees—eachsuitedtoadifferentpurpose.Whenweplanemployeecommunications, we must always be mindful of the best and most appropriate vehicles for our messages. This Channel Decision Tree is your tool to help ensure your message is delivered to the right people, in the right place…and gets heard because of it.


Company culture

neeD toaCt

neeD to uPDate

Want to shaRe

Compliance / Safety

Personal performance

Value adds to employee

Executive announcements / Position changes

Regulation /Legal

Brand imagery

HR / IT

HR / IT / Ethics / Compliance

Emergency

Company strategy

Company performance /

Strategy progress

• Text (Everbridge)• Building Intercom

• Supervisor• Email• CEO Video Stream/Recording

• Supervisor• HR Representative

• Portal Intranet• Digital Screens: location-specific• Supervisors to relay where to find info

• Standing Portal Intranet Window• Digital Screens: brief announcement

with photo

• Email• Portal Intranet

• Digital Screens

• Supervisor to share/reinforce email

• Supervisor to share/reinforce email

• Supervisor

• Inside Edison and Message Board

• Supervisors to relay where to find info

• Email

• Email

• Portal Intranet

• Inside Edison and Message Board

• Portal Intranet

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

FIELD

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

OFFICE

Channel DeCision tRee: hoW to get my message heaRDNOTE: The following is an example and can be customized and adapted based on your OU.


annual CommuniCations Plan temPlate: thinking aheaDEach year, there are communications we know we will need tomake.Totheextentpossible,weshouldplanforandaround them. When we are clear about our communication priorities—and also have a sense of what other OUs need to communicate about and when—we’ll be able to ensure key messages get out to the right people, at the right time.


What this temPlate is:• A means for you to spell out, at a high level, your communications objectives for the year: What key

messages do you need to get out and reinforce?

• It’s a snapshot, a summary, not a comprehensive digest. Anyone in the organization could look at the first page of the template and get a sense of what your focus is for the year, and what types of messages they should expect to hear from you.

• A way for you to prioritize key messages.

• An opportunity to consider which channels will most effectively communicate your message.

• A way for you to put a stake in the ground: once you complete this template, your planned communications will be added to the master Calendar; this gives Corp Comm a line of sight into what you’ll be communicating about and when. And it’s a reminder for you, helping you to stay on target and in line with your communication objectives.

What this temPlate is not:• A summary of everything you’ll be communicating. Of course, ad hoc communications will come up along

the way. Think of this as your starting point, rather than a comprehensive list of the only things you’ll be able to communicate about.

• A guarantee that all your communications will be communicated, at the time you specify. Things will change throughout the year, as the Master Calendar will be revisited quarterly. Flexibility and a willingness to adapt are critical.

annual CommuniCations Plan temPlate: thinking aheaD


eXeCuteDocuments where the rubber meets the road that support the governance process on a daily basis:

• Calendared Distribution Form (planned)• ACDC Request Form (ad hoc)



calendared distribution

Form(planned):

acdc request Form

(ad hoc):

Complete only when Corp Comm is sending one of your planned emails.

steP 1: Determine whether an “unplanned” message is “priority” enough to be an email.

steP 2: Complete ACDC Request Form.

Inbothcases,thefinalstepisto complete the

“email information” form.


CalenDaReD DistRibution FoRm: eXeCute on PlanneD CommuniCationsPlanningaheadcanoffersomebenefits.Thisformhelpsactualize planned email communications and is meant tobeconciseandeasy-to-use—itreflectsmostofthethinking you’ve already done for your annual plan.


CalenDaReD DistRibution FoRmAs you execute on planned communications reflected on the Master Calendar, there may be email distribution lists only Corp Comm has access to.

If your Annual Communications Plan included an email to a list that Corp Comm owns, please complete this request form. If utilizing another channel from a Master Calendar entry, execute away; no Corp Comm approval required.

[DROPDOWN MENU]

aDrafter aRefiner aAre there legal issues at hand?

aApprover(s) and Designee(s), if applicable

• Yes• No (Skip Legal review)

[DROPDOWN MENU]

NOTE: Director will automatically receive an email advising him/her this OU email request has been made.

Your name

Pax

Preferred date of distribution

distribution name(According to name convention, must correlate to entry on Master Calendar)

operating unit

ou director’s name

Project cost center

objective

target audience(Must be list only Corp Comm can access)

key initiative impacted

role(s)(Each will be contacted and must

confirm role before request moves from pending to verified)

deadline for each


email ComPletion FoRmWhen Corp Comm is sending out mass emails on a communicator’s behalf, equip them with the necessary information the first time around. The shorter the back and forth between you two, the more painless this process becomes. Treat this form as if you were about to hit send yourself.

Consult the Communications Writing tips: ensuring your messages matter as you draft:

[SPECIFY AUDIENCE(S)]

[SPECIFY THE SENDER]

[INCLUDE SUBJECT LINE]

To: [INSERT HOW AUDIENCE SHOULD BE ADDRESSED (e.g. “T&D Managers and Supervisors”)] Body of email: Arial, 10 pt. Line spacing: Single Before and After spacing: Set to 0 *DO NOT USE DOUBLE SPACES BETWEEN SENTENCES* [INSERT SIGNATURE WITH TITLE AND ORGANIZATION]

[NAME OR INBOX]

[ADD ADDITIONAL GROUPS AND NAMES THAT SHOULD BE COPIED ON THE EMAIL; ACTUAL EMAIL ADDRESSES ARE PREFERRED TO EXPEDITE PROCESS]

to

reply to

cc

From

subject

email Body


aCDC Request FoRm: When CommuniCations aRe aD hoCNot everything you will communicate can be planned for in advance. Often, more short-term, immediate communications come up that cannot be anticipated. We call these “ad hoc” communications. For these types of communications, use this template.


aCDC Request FoRmCorp Comm will prioritize sending “must know” emails over “want to tell” messages or general announcements. For an ad hoc request to be considered priority, it must meet at least one of the following qualifications. To make a last-minute email request, first fill out Step 1 to ensure your email is in fact ad hoc. If it qualifies, proceed to Step 2.

[DROPDOWN MENU]

aDrafter aRefiner aAre there legal issues at hand?

aApprover(s) and Designee(s), if applicable

• Yes• No (Skip Legal review)

[DROPDOWN MENU]

NOTE: Director will automatically receive an email advising him/her this OU email request has been made.

Your name

Pax

Preferred date of distribution

distribution name(According to name convention, must correlate to entry on Master Calendar)

operating unit

ou director’s name

Project cost center

objective

target audience(Must be list only Corp Comm can access)

key initiative impacted

role(s)(Each will be contacted and must

confirm role before request moves from pending to verified)

deadline for each

Ad hoc requests must meet one of the following qualifications. If it doesn’t,

please consult the Decision tree to redirect the message to a more

appropriate channel.

steP 1: DeteRmine imPoRtanCe

steP 2: ComPlete the aCDC Request FoRm

aAn executive mandated message.aA message that requires employee action within the next 3 days.aA message with businesswide ramifications if it’s not sent out within the next 3 days

(i.e., notification of policy change, etc.).aA message that a majority of employees would have no means of receiving if it was

not sent via email.


email ComPletion FoRmWhen Corp Comm is sending out mass emails on a communicator’s behalf, equip them with the necessary information the first time around. The shorter the back and forth between you two, the more painless this process becomes. Treat this form as if you were about to hit send yourself.

Consult the Communications Writing tips: ensuring your messages matter as you draft your email:

[SPECIFY AUDIENCE(S)]

[SPECIFY THE SENDER]

[INCLUDE SUBJECT LINE]

To: [INSERT HOW AUDIENCE SHOULD BE ADDRESSED (e.g. “T&D Managers and Supervisors”)] Body of email: Arial, 10 pt. Line spacing: Single Before and After spacing: Set to 0 *DO NOT USE DOUBLE SPACES BETWEEN SENTENCES* [INSERT SIGNATURE WITH TITLE AND ORGANIZATION]

[NAME OR INBOX]

[ADD ADDITIONAL GROUPS AND NAMES THAT SHOULD BE COPIED ON THE EMAIL; ACTUAL EMAIL ADDRESSES ARE PREFERRED TO EXPEDITE PROCESS]

to

reply to

cc

From

subject

email Body


eXeCute WellDocuments that help communicators get their messageoutandacrossmoreeffectively:

• Channel Guide• ProductionRoleDefinitions• Communications Writing Tips



a quick reference to “internalize.”Show employees what communications to expect in each channel and keep communicators accountable to the channel strategy.

bring clarity to your editing.Assigning types of edits for each role keeps reviewers’ edits discrete and less likely to be stylized.

Create better and more meaningful messages.These quick desk references serve as a good “double-check” to write more engaging and human-sounding communications.

channel Guide

Production role Definitions

communications Writing tips


Channel guiDe: WheRe to eXPeCt youR eDison CommuniCationsWe know you hear a lot from us—and there are many ways for us to get in touch with you. We are committed tomakingsureyouknowexactlywhattypesofEdisoncommunicationsyoucanexpectfromeachchannel.


Channel guiDe

• Critical HR, payroll, and IT updates• Urgent emerging issues and Company Culture• CEO strategy & progress reports• Required Ethics & Compliance notifications

• HR/IT transactions• All-company relevant news

• Cultural engagement• Human interest

• Actionable news for Supervisors to share• All-company relevant news

• CEO announcements and strategic planning• Executive Q&A

**Edison will send Emergency Notifications ONLY**

WAys WE MAy GET IN TOUCh

DIGITAl

• Personal performance/development• Company strategy/planning with a micro lens

• Personal performance/development

• Location-specific updates • Supervisor/executive position changes• Social program information• Group activity information

**Building-specific Emergency Notification (emerging issues)**

AROUND OUR BUIlDINGs

IN PERsON

WhAT CONTENT yOU CAN ExPECT

text

email

Portal intranet

inside edison

in the loop / team edison

video recordings or streams

digital screens

message Boards

intercom

Your supervisor

hr representative


PRoDuCtion Role DeFinitions: knoW youR RoleIt’s easy for many hands to drastically increase our communications production time by overlapping their typesoffeedback.Byclearlydefiningeachperson’srole,we can make sure our input matters.


PRoDuCtion Role DeFinitions

drafter Refiner approver

drafter to control:

• Subject expertise• Communication strategy• Polished first draft• Substantive content• Sourcing• Refiner and Approver

coordination

Refiner to control:

• First fact check• Key additions and

subtractions• Stylistic edits• Brand comfort lens/SCE

Voice

approver to control:

• Review for factual accuracy• Final send authorization• [OU director and legal]

executive and ou Designees:

Key executives assigned designees, with full approval power in their absence and time constraints:

Designees are required for every executive and OU head or leader who is sending out an email.

edit hierarchy: What matters most and what has most priority

lEGAlITy /FACT

BRAND TOPIC sTylE


CommuniCations WRiting tiPs: ensuRing ouR messages matteRAs you create and develop communications, it’s often helpful to have templates and checklists to work from. These resources aren’t comprehensive of everything you’ll ever need, but are instead designed to help communicators hold themselves accountable in order to create better and more meaningful messages.


What do you want the audience to know or learn from your communication?

What emotion or response do you want to evoke from your communication?

What specific action do you want the audience to take?

Does my communication connect to a key priority on how we deliver for our customers to strengthen and grow our business?

Does my communication reinforce core values?

CommuniCations WRiting tiPsCommunicating is about more than pushing out a message. It’s about creating a conversation: one that’s relatable, memorable, clear, and concise. To do that, we should put ourselves in their shoes. What will they think, feel, and do when they receive it? Have we made it easy for them? Or will reading this message leave them more confused?

Understanding how employees feel about communications today, and the key barriers, helps us to communicate more effectively:

BECAUsE EMPlOyEEs COUlD sAy…

WE NEED TO...

It’s not clear. This seems unimportant. This isn’t for me or my team.

This sounds complicated. I don’t have time for this. I’m overwhelmed.

I’m not sure what this means or what to do.

Does this matter? What does this have to do with my job?

aMake it relevantaUse attention-grabbing headlinesaInclude “what’s in it for me”

aKeep it simple and briefaMeet people where they are

aBe clear, specific, and include contextaProvide a call to action

aExplain the “why”aMake prioritizing easy

MAKING ThE Why ClEAR


CommuniCations CheCklists

Chances are, you’re already doing many, or most, of the things we’ve outlined in these checklists. That said, it can be helpful to take a step back. There are a few common truisms about HOW we receive information—and these can guide how we communicate with others:

WRITE ThE WAy yOU’D sAy IT. hAvE yOU…

BEFORE sENDING AN EMAIl, hAvE yOU...

WRITE WITh ThE EssENTIAls IN MIND. hAvE yOU…

a

a

a

Used contractions (“I’m,” not “I am”)?

Used the active voice?

Used short words and sentences?

Avoided using jargon?

Avoided unnecessary acronyms, and explained those not broadly known?

Used a clear subject line, highlighting whether action needs to be taken?

Summarized the key points of the message in bullet points at the top?

Stated up front if any action needs to be taken, and by what date?

Noted any instructions for supervisors on whether and how to share?

Included the key points and news at the beginning?

Only included what needs to be communicated at that moment?

Linked or referenced information where possible?

Made use of bullet points?

Considered using icons to simplify text?

Considered subheadings to break up blocks of information?


Photo CReDits

FRont CoveR utility of the year award - utility Dive SCE’s Hybrid Enhanced Gas Turbine systems in Norwalk and Rancho Cucamonga help reduce

greenhouse gas emissions.

Page 6 Creekfire SCE crews at the helicopter landing zone and laydown yard for the Creek fire. Credit: Troy Whitman

Page 15 el Dorado Park Power lines at El Dorado Park in Long Beach. Credit: Michael Clark

Page 20 habitat for humanity Edison International volunteers put up the first wall at a new home in Montebello with Habitat for

Humanity of Greater Los Angeles. Credit: Melissa Amador

Page 28 Rainbow over antelope substation After a rainstorm, a beatiful rainbow lit up over the Antelope Substation. Credit: Michael St. Pierre

Page 33 sunset in Chino The sun sets near SCE’s Chino Substation. Credit: Melissa Amador

Page 37 Rose Parade Edison volunteers joined Los Angeles 2024 to decorate the City of Los Angeles’ “Follow the Sun” float,

which showcases Los Angeles’ bid for the Summer 2024 Olympic and Paralympic Games. Credit: Marissa Blunschi

Page 38 substation mornings Sunrise at Mira Loma Substation in Ontario. Credit: Roy Whitney

baCk CoveR Powerful blooms Yellow blooms underneath the power lines from the Redondo Beach Generating Station.

Credit: Gigio Sakota

CommuniCations Playbook - Samira Design · • Communications Writing tips, which help...

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