IVAO - International Virtual Aviation Organisation

An Organisation�s reputation is one of its most valuable assets. The way IVAO is perceived significantly influences the motivation of its staff and members and also affects perception by potential members outside the organisation. A good image has a positive impact on community, helps us to attract skilled people, new members and builds satisfaction of existing members. Conversely, an organisation may suffer significant harm if its communication activities are not handled properly.

The way we communicate is of utmost importance, for it is the key to the image we enjoy worldwide. As we continue to strengthen the IVAO�s brand, we need to take special care in the way we provide information to our staff, members, general assembly members and the public at large and all others. These target groups may differ in terms of background and prior knowledge, etc.. Nonetheless, the way we communicate to all audiences must be based on a single set of guiding principles.

This document reflects the major importance of communication to IVAO. It defines the policy and procedures that constitute the framework for all communication activities and guidelines throughout IVAO.

Alain Debrouwer

President

1. Goals

Professional communication contributes to the success of IVAO, it adds value to our organisation, and strengthens the relationship between IVAO and its members. Through our communication activities we aim to:

� Promote an accurate, consistent and positive image of the IVAO; and

� Inform all our members, inside and outside IVAO, openly about relevant news and� developments

2. Guiding Principles

Open and proactive

We want to be a transparent organisation and to be perceived as such. Concealing information can create mistrust and breed rumours, particularly when the information concerns a large organisation like ours. This means that we need to provide relevant information openly and proactively.

Factual

It is of utmost importance that our information be based on facts. We want to build and maintain an atmosphere of trust and strong ethical behaviour by never intentionally conveying misleading or incorrect messages. This means that we must also avoid making unrealistic promises and raising false expectations. There must be no gap between what we say and what we do, plan to do, or expect to deliver.

One voice

Every day, large organisations like IVAO are in contact with many individuals inside and outside the organisation. Any statement issued by an IVAO staff, whatever his or her job in the organisation, may be construed as an official statement of the IVAO�s position. While style and tone may be adapted to the target groups, the message content must be the same. It is therefore crucial to bring all messages into line with the agreed IVAO position and to direct contacts from particular target groups to the relevant IVAO communication unit (refer section 3 below)

Media requests must be handled only by professionally trained staff members designated by Public Relations Department.

Equal treatment

We want to inform all our members at the same time of relevant facts concerning IVAO. The relevant information we provide needs to be consistent, and whenever possible it should be released simultaneously to all our members. There may be exceptions because of time zone differences. Wherever possible, staff should learn about news directly from us rather than through third parties. If information must first be disclosed to a selected target group, a general information release to all our other stakeholder groups should be issued at the earliest possible time thereafter. Those people who receive advance information must be informed that they are obliged to keep the information confidential and must not make use of it until it has been released into the public domain.

Balanced

We want the efforts by which we shape IVAO�s image to be an enduring success. We therefore do not take advantage of unsustainable short-term opportunities that might have negative repercussions at a later

stage. Successful information management also requires a willingness to be open to issues and address problems or setbacks openly and at the appropriate time.

Timely and High Quality Communication

We want to provide a high level of service in all our communication activities in terms of both quality and response time. We therefore should ensure that appropriate communication units (refer Section 3 below) and communication vehicle (refer section 5) are involved depending on the nature of communication.

No speculation

We do not comment on rumours, nor do we speculate on the outcome of pending issues before the authorities or any third parties involved have taken their decision. Similarly, we do not promote gossip on personal matters, nor do we comment on issues relating to other online flight simulation networks.

Privacy

IVAO has a right to withhold information about its intentions, development activities and plans until such time as disclosure is deemed appropriate. We comply with all relevant data protection laws.

Defending our position

External and Internal perceptions of IVAO are not always consistent with that of the organisation�s vision and it is to be expected that a large organisation like ours will sometimes draw hostile criticism. We see it as our duty to respond and articulate our position. We take a stand on issues that have an impact on our activities or reputation and use all� appropriate means available to put our view across. We strive to engage adversaries on a factual basis and not yield to views or criticisms.

3. The IVAO Communication Units

To ensure proactive and appropriate communication at all levels of the organisation and to all key members, IVAO has five types of communication units:

� Public Relations Department(PRD)

� NPO Communications(NPOC)

� Executive Communications(EC)

� HQ Department Communications (HDC)

� Local Division Communications (LDC)

The goal of all these units is to support IVAO�s mission as a leading, online flight simulation organisation through proactive and transparent communication and by establishing trust-based relationships with their target groups. Within their respective areas of responsibility, each of them develops and implements communication strategies.

3.1 Public Relations Department(PRD)

Mission

� To support IVAO�s strategic goals and reputation by creating a strong, unique and consistent IVAO brand in the minds of all members

� To ensure consistent and timely communication policies, strategies and activities within IVAO worldwide

� To develop communication concepts for all topics relevant to IVAO based on the input provided by the Board of Governors, Executive, Head Quarter Staff or Division Head Quarters

� To provide timely and consistent information about decisions and activities taken by IVAO that are relevant to IVAO and its members

� To provide major international news organisations and mass media with information relevant to IVAO

� To monitor correct implementation of IVAO�s corporate brand identity and corporate design

� To support the BOG, Executive and Department/ Division Directors in their communication tasks

� To represent IVAO in local events and conferences

Key Target Groups

� IVAO Management (General Assembly, Board of Governors, Executive and Department Heads)

� IVAO Staff

� IVAO Members

� News Organisations and Mass Media

� Major Flight Simulation Communities

Responsible Staff

� Public Relation Director

� Other Staff of Public Relation Department as authorised by Public Relation Director

� In the absence of Public Relation Director such staff as authorised by President of IVAO or absent Vice President of IVAO

3.2 NPO Communications (NPOC)

Mission

� To ensure the NPO Staff members implements established corporate communication policies and guidelines

� To provide our general assembly members with timely and consistent information about matters relevant

� To promote transparency

� To communicate matters relevant to regulatory authorities to ensure regulatory compliance

� To inform Public Relations Department about all activities that are or may become relevant to IVAO

Key Target Groups

� General Assembly Members

� Regulatory Authorities

Responsible Staff

� IVAO ~~NPO~~ President or Vice President, Secretary, Assistant Secretary or Treasurer or in special circumstances a Board of Governor as authorised by President of IVAO or if absent Vice President of IVAO

3.3 Executive Communications (EC)

Mission

� To ensure the executive staff members implements established corporate communication policies and guidelines

� To provide our IVAO members and staff with timely and consistent information about matters relevant

� To promote transparency

� To translate the numerous activities into consistent, clear, timely and credible messages to internal and external target groups

� To ensure that executive projects a clear and consistent positive image externally and internally

� To inform Public Relations Department about all activities that are or may become relevant to IVAO

� To use the services of Public Relations Department for any communications to members at large and also communicate any potentially sensitive information to members/ staff at large or a section of members/ staff

� To use �the services of Public Relations Department for any external communications

Key Target Groups

� IVAO Members

� IVAO Staff

Responsible Staff

� IVAO DIR or ADIR

� Other members of the executive as authorised by IVAO DIR/ADIR

3.4 HQ Department Communications (HDC)

Mission

� To ensure the Department implements established corporate communication policies and guidelines

� To support the department�s strategy by creating strong, unique and consistent internal department communications

� To translate the numerous activities into consistent, clear, timely and credible messages to internal and external target groups

� To ensure that departments projects a clear and consistent positive image externally and internally

� To inform Public Relations Department in a timely manner about all divisional activities that are or may become relevant to IVAO

� To support Public Relations Department in its activities and reinforce IVAO�s strategic goals and reputation by creating a strong, unique and consistent IVAO brand in the minds of all key members.

� To use the services of Public Relations Department for any communications to members at large

� To use the services of Public Relations Department for any external communications

Key Target Groups

� IVAO HQ Department (including division departments)

� IVAO Members

Responsible Staff

� IVAO HQ Department DIR or ADIR

� Other Department Advisors as authorised by IVAO HQ Department DIR or ADIR

3.5 Local Division Communications (LDC)

Communication structures and processes vary from one geographic area to another. For practical reasons, the term �local division communications� encompasses all communication functions at a division level.

Mission

� To ensure the division implements established corporate communication policies and guidelines in its area of responsibility

� To ensure consistent communication inside the division

� To inform Public Relations Department in a timely manner about all activities that are or may become relevant to IVAO

� To foster good relations with the local community

� To support Public Relations Department in their activities and reinforce IVAO�s strategic goals and reputation by creating a strong, unique and consistent IVAO brand in the minds of all key members

� To inform Public Relation� Departments for any communication with external organisations or media

Key Target Groups

� IVAO Division Staff

� IVAO Division Members

� Local Community

Responsible Staff

� IVAO Division DIR or ADIR

� Other Division Staff as authorised by IVAO Division DIR or ADIR

4. Communication Challenges

4.1 Issues and Crisis

As a globally active flight simulation network and a big network of staff and members, we are aware that we are continuously exposed to risks. Despite all precautionary measures, from time to time we face events that may be perceived as negative news by one or more of our members or potential members. These include unexpected network failure, restructuring, misconduct and others.

As with any other information, we inform proactively and openly about such critical events if they are relevant to IVAO and its members. As a general principle, the communication of potential issues or crises must be prepared by the department closest to the case. Such preparations include positioning statements and Question &Answer documents based on realistic scenarios.

Although most issues arise in one division or department, there is no such thing as a local issue. Any of the above events may be publicised by the members very fast and worldwide. An adequate response requires not only rapid preparation of all necessary communication activities and documents by the affected department but also immediate notification of and regular updates to executive and public relations department

Such internal alerts must be provided as quickly as possible and by the most direct means available. The sender must also ensure that the alert has actually been received. Depending on the seriousness of the issue and the resources available, the affected department, executive and Public Relations Department decide on role assignments and action to be taken with respect to communications.

The Board of Governors may be involved in the management of crisis which would be determined on the nature of crisis although not mandatory. Their involvement would be decided by the Executive or President/ Vice President of IVAO

5. Key Communication Vehicles

The selection of the right communication vehicle has a major influence on the way information is received and understood. The selection is influenced by communication goals, size and structure of the target group, complexity of the content, time restrictions, global holiday schedules, legal considerations, etc.

The communication vehicles described below should be used for both internal and external communications. The list is not exhaustive. It supplements but does not replace the important day-to-day exchange of information and two-way communication at all levels of our organisation.

5.1 Website

The website is the most important vehicle used to communicate. The design of the website must follow IVAO�s Corporate Design Guidelines (to be announced shortly). The content on HQ website must be reviewed by the appropriate department and general information including those of rules and regulations, etc must be reviewed by executive with the assistance of Public Relations Department. The division website must be managed and reviewed by the Division Staff.

5.2 News Releases and NOTAM

The communication vehicle most often used to communicate news is a written news release or NOTAMs. Information relevant to the IVAO is communicated via a News Release to the media, via a NOTAM announcement to staff and members.

At HQ level, Public Relations Department develops IVAO releases based on input provided by executive, department or other. Before distribution, Public Relation Department sends all releases to the executive for approval.

Corporate Communications distributes the News Release and NOTAM inside and outside the organisation and publishes them on IVAO�s website and forum. Information that is not considered relevant to IVAO as a whole may be distributed by divisional to their appropriate internal target groups. However external consultation should be done with consultation with Public Relations Department.

5.3 Events and Seminars

Any participation in Events by IVAO should be done by Public Relations Department with assistance of staff or volunteers as appointed by Public Relations Department. During the selection of such team preference should be given to divisional staff where the event is held for ease of co-ordination. In all these events, the presentation of IVAO through videos, presentations, briefings, print and others should be carefully prepared in consultation with Public Relations Department. It is essential in all these events IVAO Brand, vision and mission are appropriately communicated. All the media used must follow IVAO�s Corporate Design Guidelines (to be announced shortly)

5.4 Briefings, media interviews and one-on-ones

Media interviews or briefings are the medium selected when indepth information on one or more subjects is to be exchanged with a limited number of journalists.

The Board of Governors (BOG), in consultation with Public Relations Department, decides on all media interviews and media briefings by members of the BOG. Public Relations Department prepares and accompanies all media interviews with BOG members and those interviews of non-BOG members on topics that are relevant to IVAO

Divisions should consult Public Relations Department prior to any interviews with the media.

In general, all interviews with media representatives require careful preparation. Interviewees are required to undergo training and individual topic-specific consultation and to prepare detailed Question &Answer documents before the interview.

5.5 Question & Answer documents

All the communication activities described above require careful preparation. In addition to clearly defined messages, a comprehensive internal Question &Answer document must be developed in each case.

A Question &Answer document is a compilation of anticipated questions. It answers these questions truthfully, reflecting IVAO�s interests and viewpoint, and often covers issues that may be sensitive in nature. The issue owner draws it up in close cooperation with Public Relations Department. Final responsibility for content lies with department. In general, Q &As are internal documents and serve as a basis for oral communication or communication in forums and should therefore be accessible only to people who need to know all the details of the topic at hand.

5.6 Publications

Publications such as brochures, newsletters, magazines, journals, CD-ROMs, videos and websites are usually produced for complex content that is relevant to large target groups over a longer period.

All parts of publications that describe IVAO� in general in a way other than in existing corporate tools or that give new information relevant to IVAO must be cleared by Public Relations Department. The design of all IVAO publications must follow IVAO�s Corporate Design Guidelines (to be announced shortly)

6. Validity

This Communication Policy prepared by Vybhava Srinivasan, Public Relations Director, was approved by the Board of Governors on September 12, 2010 and will come into effect on December 1, 2010.