Couravel wins lead supplier role on COI framework

In the last month Couravel has won a major role in the COI’s Internal Communication, Engagement and Change Framework. Couravel is recommended for a wide range of internal communications, engagement and change consultancy services.

The Central Office of Information (COI) is the Government’s centre of excellence for marketing and communications. Every four years it assesses suppliers to ensure high quality services are available to Government departments and agencies. Following a rigorous assessment process a shortlist of suppliers is published.

Following the latest assessment Couravel has been appointed to the Internal Communication, Engagement and Change Framework. We feature under twice as many categories as any other company. Couravel features on the framework for: Strategy and planning

  • Workforce and employee engagement
  • Leadership communication
  • Manager skills development and coaching
  • Vision and values development
  • Employee and workforce engagement
  • Measurement
  • Action planning

 

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Couravel wins prestigious IABC Gold Quill Award

IABC’s annual Gold Quill Awards program honours excellence in business communication, offering professional communicators an opportunity to have their work evaluated by expert judges and showcased among peers. The winners represent the best in organizational communication and their work plans serve as best practices for professional communicators.

Couravel’s work for Natural England competed with nearly 1,000 entries from 26 countries. Click here to see the in depth case study that helped win the Award of Merit.

 

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Engagement Process wins top BAE Systems Award

The engagement process developed by Couravel and BAE Systems has won the Gold Prize in the Chairmans Award for Innovation, the international award that is granted to only a handful of projects globally.

The project involved developing a picture of the companys strategy which was used as the basis for hundreds of workplace discussions about the business, where it was going, what it meant for individuals and teams.

As the process unrolled, understanding of the companys business strategy increased by more than 30%, and buy in to the idea that the company had an exciting future grew by a similar amount. Similar increases in understanding customer expectations and recognising how people need to change to meet those expectations were tracked.

But the impact was not limited to these soft measures of engagement. The business has grown by 40 per cent in the past two to three years. In the view of the board, a lot of this success is down to the engagement process, says Andrea Adams, the HR Director.

The project has been widely reported in the UK media featuring on the BBCs Working Lunch and in The Times.

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