1. INTERNAL CULTURE AND COMMUNICATIONS

2. EVERY COMPANY WANTS THIS KIND OF EMPLOYEES Engaged Organized Proactive Well- informed Aware Interested Attached Motivated Satisfied

3. Uninterested Unsatisfied Reactive Misinformed Distant Unengaged Unaware Unmotivated Unorganised BUT WHY THE REALITY IS MORE LIKE THIS?

4. IT IS BECAUSE...

5. HOW TO TURN YOUR GOOD INTENSIONS INTO REALITY?

6. Welcome to DNA internal culture and communications methodology for engaging all the three brains of your company

7. New, THINKING BRAIN (cognitive) Mid, EMOTIONAL BRAIN (relational) Old, ACTION BRAIN (sensory/motor)

8. WHY ARE WE DIFFERENT? Because we use all three brains of your company …play important and different roles within companies. The big advantage of using all three brains is that we provide the right message through the right tool for each brain… so we do not waste time or resources. Thinking, feeling and doing

9. WE OFFER A HOLISTIC SOLUTION Many companies consider Internal Culture and Communications as a collection of tools such as announcements, internal portals, newsletters, parties and team-buildings. Although all these are useful, Internal Culture and Communications can provide huge benefits to your company ONLY if it is done strategically and holistically. Our approach

10. We set up goals and detailed plan of activities that lead us to their accomplishment. Final evaluation of plan performance is one of the key steps of every strategy. We implement the strategy through set of specific actives, such as Internal branding, events, publications etc. We offer solutions for successfully organizing departments, procedures and processes, through well communicated share of responsibilities. OUR METHODOLOGY

11. OUR RESEARCH WILL EXAMINE ALL THE 3 BRAINS OF YOUR COMPANY

12. What your employees THINK? (information on key matters, knowing and understanding of roles and procedures and possibilities for advancement)

13. What your employees FEEL? (current emotional state in the company and employee satisfaction)

14. What your employees DO? (participation and models of behavior)

15. How do the employees see the Internal Culture and Communications?

16. WELCOME TO OUR RESEARCH OBJECTIVES

17. A. THINK RESEARCH OBJECTIVES B. FEEL RESEARCH OBJECTIVES C. DO RESEARCH OBJECTIVES D. IC and Specific questions RESEARCH OBJECTIVES How informed are they about the company, including wider and imediate surounding How informed are they about possibilities for professional growth within the company Understanding of roles and procedures Assesment of the emotional state in the company Research of the employee satisfaction Identification of the key emotions Assesment of current status and specifics of IC, including needs, sources and tools. Review of specific questions Identification of the present behaviors Testing of the application of the regular systems of development, advancement and rewarding of the employees Assesment of participation (current and future) in employee programs

18. Final goal BRAND AMBASSADORS

19. What will the results tell us?

20. THINK FEELDO

21. WHAT IF...

22. THINK FEELDO What if... THINK scores low?

23. IT MEANS THAT THE EMPLOYEES ARE... Confused Uninformed Not interested Misinformed MisguidedUnconscious Unfamiliar Not aware

24. EXAMPLE OF THINK RESULTS SCALE

25. THINK FEELDO What if... FEEL scores low?

26. IT MEANS THE EMPLOYEES ARE......etc. Distant Not motivated Remote Indifferent Unconcerned Reluctant Unmoved Shy Far Stale

27. EXAMPLE OF FEEL RESULTS SCALE

28. THINK FEELDO What if... DO scores low?

29. IT MEANS THE EMPLOYEES ARE NOT... Ambassadors of the Company Engaged Participating in the Company activities Proactive...etc.

30. EXAMPLE OF DO RESULTS SCALE

31. Based on the results, we propose SPECIFIC ACTIVITIES implementation of SPECIFIC ACTIVITIES...

32. OUR TOOLS Publications Events Internal branding Internal portal Suggestion boxes Team buildings Newsletters Meetings Quizzes Etc…

33. RESULTS Increased efficiency and productivity Higher employee satisfaction and retention Faster and more accurate decision-making Proactive and engaging employee behavior Better coordination and understanding between units and departments Conflict avoidance and quick resolution Open, positive and empowering corporate culture Through the three brain approach we achieve:

34. We are especially proud of GOLDEN UEPS AWARD we won for Internal Communications strategy implementation in Nelt.

35. CASE STUDY 1 Industry: Distribution and Retail Description: A leading company with operations in the whole region, employing more than 1000 people, asked us to become their strategic partner in Internal Communications. Process: First, we implemented the research with a well-executed campaign that managed to engage employees in high numbers (900 people replied). Second, the detailed analysis indicated specific challenges that need to be addressed such as the ‘Silo Effect’. Third, the strategy and activity plan was devised with active participation from various departments (corp. comms, HR and quality assurance). Progress: Implementation is developing according to an annual plan in which DNA has continuous involvement. Results: Early feedback indicates a strong move towards a more desired internal culture and a positive change on people’s beliefs, attitudes and behavior. How is the model implemented?

36. CASE STUDY 2 Industry: Banking Description: A major player in the Serbian financial sector, with more than 3000 employee, has approached us with the request to help them structure better their Internal Communications. Process: Research was done in two ways, an online survey for all employees and personal interviews with the top management. Insights indicated interesting gaps between the two groups as well as various key issues that needed to be resolved. For every issue separate objectives, activity plan and feedback mechanisms were suggested to the client. Progress: We delivered a one-day workshop to the top management for presenting and discussing both the research insights and the activity plan, in order to build consensus. Results: The research, the plan and the workshop were instrumental in creating an in-depth understanding within top management of the current situation and how it can be improved in practice. How is the model implemented?

37. CONTACT US For a personal presentation of the DNA Internal Communications methodology feel free to email or call us by using the contact details below. We will be happy to meet you and discuss how to take your Internal Communications to the next level! DNA Communications Baba Višnjina 20/I, 11000 Beograd +381 11 41 40 790, 41 40 791 dna@dna.rs, www.dna.rs

38. was founded at the end of 2012, as a result of merging of two agencies: Gistro Advertising, a full service agency operating on the domestic market since 2001, and the agency Touchpoint, providing strategic marketing consulting, on the Serbian market since 2011. The goal of this fusion was creating a new agency model, which will unite the creative and strategic approach to offer services with a new, fresh, strategic principle. We created a full service agency that provides tailor made solutions in the areas of branding, advertising, digital communications, event marketing, PR, … internal communications

39. SOME OF OUR CLIENTS