01
Internal communications
Employee announcements, leadership notes, town-hall scripts and intranet or email cadence. Written so people can act on them, not so they read as legally reviewed prose.
Public Relations & Communications
The announcement your staff read before they read about it elsewhere
Every external announcement is also an internal one, and staff who learn about a restructure from LinkedIn stop trusting the next message from leadership. Sequencing is most of the work.
In short
What is corporate communications?
Corporate communications is the disciplined management of an organisation's messages to its own people and its stakeholders — employees, boards, investors, partners, regulators, alumni and parents. It covers internal communication, leadership and change messaging, announcement sequencing, investor and board updates, and the editorial standards that keep the voice consistent. BridgePoint builds a written communications framework in three to four weeks, then runs communications on a retained basis with an agreed cadence — typically a monthly leadership note and quarterly stakeholder update.
What's included
What you actually get
Every item below is part of the standard engagement, not an upsell.
02
Leadership messaging
A consistent voice for the CEO, managing partner or vice-chancellor across internal notes, external statements and public remarks, built from their actual positions.
03
Announcement and change communication
Sequenced plans for restructures, acquisitions, leadership transitions, policy changes and fee revisions: who hears what, in which order, on which day.
04
Investor and board updates
Structured monthly or quarterly updates covering performance, risks and asks, in a consistent format so readers can compare across periods.
05
Spokesperson briefing
Written briefs before interviews, panels and press interactions: key messages, likely questions, the difficult ones, and what genuinely cannot be discussed.
06
Editorial standards
A house style guide covering terminology, tone, formatting, approval routes and who signs off what. This is what stops five departments describing the same organisation five different ways.
Scope
How engagements are shaped
3–4 weeks
Framework build
Communications audit, stakeholder map, message architecture and house style guide as a one-off project.
Monthly
Retained comms support
Ongoing drafting and advisory at an agreed cadence, usually a monthly leadership note plus ad-hoc announcements.
Project
Change communication
A single significant change — restructure, merger, leadership transition — planned and run over four to twelve weeks.
Ongoing
Institutional stakeholder programme
Universities managing students, parents, faculty, alumni, recruiters and regulators as distinct audiences.
Deliverables
- Communications audit and stakeholder map with message needs per audience
- Message architecture linking one core position to audience-specific messages
- House style guide with terminology, tone and approval routes
- Announcement sequencing plans with day-by-day internal and external order
- Drafted leadership notes, town-hall scripts and stakeholder updates
- Written spokesperson briefs ahead of interviews and public appearances
Scope and deliverables are confirmed in writing before work begins. If something here does not apply to your situation, we take it out rather than bill for it.
Process
How the work runs
01
Understand
A working session on what you actually need — the role, the mandate or the outcome. We put the brief in writing and you sign it off before work starts.
02
Plan
A scoped plan with owners, timelines and the numbers we will report against. If the brief is unrealistic on budget, market or timeline, we say so here.
03
Execute
Delivery against the plan, with a weekly written update whether or not there is good news. Silence is not a status report.
04
Review
Results measured against what we agreed at the start, with an honest read on what worked, what did not, and what we would change next cycle.
FAQ
Corporate Communications — questions
Why does internal communication matter if we already do PR?
Because your employees are the most credible source anyone has about your organisation, and they talk. If staff learn about a restructure or a policy change from the press or from LinkedIn, the message loses control immediately and leadership loses credibility for the next announcement. Internal always goes first, or at minimum simultaneously.
How do you handle communicating bad news?
Early, specifically, and from a named person. Vague reassurance in a difficult announcement reads as evasion and generates worse speculation than the facts would. We help you state what is happening, what is decided, what is not yet decided, and when the next update comes — and then we hold you to that date.
Do you write for the CEO in their own voice?
Yes, built from recorded conversations and their existing writing, and everything is approved before it goes out. Leadership communication that does not sound like the leader is worse than none, because staff detect the ghostwriting and read the message as insincere.
What does a house style guide actually change?
It settles the small decisions that otherwise get re-argued weekly: how the organisation's name is written, which terms are used for programmes or products, tone in customer versus internal writing, and who approves what. For a university with multiple schools, or a company with several regional offices, it is the difference between one organisation and several.
Can you support us only when something big happens?
We can, but the results are noticeably worse. Change communication depends on a stakeholder map, an agreed message architecture and established credibility — all of which take weeks to build and cannot be assembled during a crisis. A light retainer keeps that groundwork current for when you need it.
Related services
Often needed alongside this
Talk to us about corporate communications
Tell us the situation and we will give you a straight read on scope, timeline and whether we are the right firm for it.