Communication Plan - Template - 20170306

SAP Australia
Communications
Plan
CONTENTS
CONTENTS
1 Introduction.......................................................................................................
2 Internal Communications Objectives.................................................................
3 External Objectives............................................................................................
4 Key Messages....................................................................................................
4.1 Internal Key Messages.................................................................................
4.2 Error! Hyperlink reference not valid.4.2..............................................
Proof Points for Key Messages..................................................................
Error! Hyperlink reference not valid.4.3.....................................................
4.3 Benefits for the Organisation..............................................................
4.4 Benefits for the Individual............................................................................
4.5 External Key Messages................................................................................
5 Project Communications Team...........................................................................
Error! Hyperlink reference not valid.5.1.....................................................
Roles and Responsibilities..................................................................................
6 High LevelIGH lEVEL Communications CaAlendar 2015....................................
7 Internal Communications...................................................................................
7.1 Internal CSL stakeholders and primary communicators..............................
7.2 Approach.....................................................................................................
8 External Communications...................................................................................
8.1 External Stakeholders..................................................................................
SAP Project Communications Plan 21 April 2017 Page 1 of 23
Enter doc id in properties SAP Project Communications Plan
"subject" field
8.2 Approach...................................................................................................
9 Communications channels and timeframes.....................................................
10......................................................................................... Communications Ramp-Up
16
10.1 Risk analysis............................................................................................
10.2 Key project milestones.............................................................................
10.3 Preparation for Go-Live............................................................................
10.4 Cutover....................................................................................................
10.5 Training Sessions.....................................................................................
10.6 Post Go-Live and Hypercare.....................................................................
11....................................................... Use of mMarketing collateral and pProject logo
17
12..................................................................................................................... Evaluation
18
Revision History
Amended
Author Full
Version Date Section Description
Name
Number/s
New
0.1 30/05/14 Rosangela Nicolo Initial Version
document
0.2 06/06/14 Rosangela Nicolo Various Inclusion of key stakeholders,

project marketing costs,
comms plan and schedule,
project logo information
0.3 20/06/14 Rosangela Nicolo Various Updated template, revised

external comms table and
correspondence required.
Updated Delivery of Comms
diagram and Ramp Up
Strategy.
Edition: Enter, no., in, properties, "keywords", field Page 2 of 2324

SAP AUSTRALIA PROJECT
0.4 25/06/14 Rosangela Nicolo Various Set in a more logical sequence,

minor amendments to wording.
0.5 25/06/14 Jennifer Various Changes to content, structure

Zimmermann and general edits and
suggestions
0.6 08/07/14 Rosangela Nicolo Various Addition of key messages,

format changes and minor
amendments to wording
0.7 30/07/14 Kylie Huang Various Revision of document with

significant changes.
0.8 20/8/14 Zenobia Allie Updated as Aligned with BR and CM

final Framework
Rosangela Nicolo
0.9 12/9/14 Rosangela Nicolo Final For approval
Zenobia Allie
1.0 28/3/2015 Ros Williamson Updated For Approval
1 INTRODUCTION
The purpose of the SAP Australia Communications Plan is to document the
framework that will ensure stakeholders are provided with regular, consistent
and timely information throughout the project.
Information provision is the key mechanism for stakeholder engagement and
minimising uncertainty, which in turn are crucial elements of a successful
project delivery.
The Communications Plan also provides a framework for the following:

Communications objectives
Stakeholders: internal and external
Key messages
Communications channels and schedule
Resources and responsibilities
Marketing collateral
SAP Project Communications Plan 21 April 2017 Page 3

Project logo
2 INTERNAL COMMUNICATIONS OBJECTIVES

The key internal communications objectives across Broadmeadows, R&D and
Corporate for the SAP Australia project are:
Inform employees of key project timelines and milestones;

Educate employees on project benefits;
Create awareness and understanding for the project;
Involve and gain support from employees;
Enable informed leadership teams to guide the organisation through this
significant change;
Provide transparency wherever appropriate to minimise change impact
due to uncertainty;
Provide accurate and timely information tailored to the different
stakeholder groups; and
Communicate impact of the project and manage expectations.
3 EXTERNAL OBJECTIVES
The key objectives for external communications are:
Inform stakeholders of the project and its progress;

Inform stakeholders of key project timelines and milestones;
Inform stakeholders of the revised Product Structure and Item/Batch
Number;
Inform stakeholders of the project impact on their interactions with CSL.
4 KEY MESSAGES
4.1 Internal Key Messages
1. SAP Australia is fundamental to the integration of CSL Behring
Broadmeadows, R&D and Corporate in Australia into CSL globally. The
project is a key deliverable for 2014-15.
2. SAP is used by our colleagues in King of Prussia, Kankakee, Bern,
Marburg, Boca Raton as well as many other global CSL sites.

3. The SAP Australia project will use the SAP system and processes used
at CSL Bern as a foundation for our new system and processes.
4. SAP Australia will be launched on 1 July 2015, and will replace the BPCS
system.
4.2 Edits from Town Hall slides

Proof Points for Key Messages
1. The Global Leadership Group (GLG) and Senior Australian
Leadership Team (SaLT) leadership team isare fully supportive of
the roll-out of SAP it is one of only three site priorities in
Broadmeadows.
2. Using the same system as other CSL Behring sites is a vital
component of our ability to manufacture and commercialise
products from the CSL Behring product suite in Australia,
and opens up opportunities to more easily sell products from the
global CSL Behring product portfolio to our existing customers.
3. SAP enables an integrated global supply chain by
supporting intermediate and finished product movements
across sites.
4.3 To be updated with info in Town Hall see Chris

Benefits for the Organisation
1. Being on a common global ERP system provides more opportunities
to leverage the knowledge, experience and expertise of our global
colleagues, which will help enhance our performance.
2. Comparable data enables us to benchmark our performance fairly
with other sites.
3. SAP increases our ability to better collaborate across CSL sites and
continue to find ways of improving the lives of our patients and
benefit the communities we serve.
i. We are a world-class company and world-class companies

use SAP.

ii. SAP gives us the opportunity to review and streamline

existing manufacturing and business processes to support
increased productivity and compliance.
iii. Having a single ERP system will provide us with the potential
to increase the breadth of our commercial product portfolio
improving our financial performance.
iv. SAP provides a more controlled and rigorous environment,
supporting our compliance goals and patient outcomes. It is a
suitable system for a pharmaceutical manufacturing
company.
v. SAP is enabling a more robust production planning process.
vi. SAP standardises financial management globally.
vii. Moving to SAP will increase our efficiency and effectiveness
on future projects as any new or upgraded system will only
need to interface with one Enterprise Resource Planning
(ERP) system at CSL.
4.4 Benefits for the Individual

1. Increased opportunity to participate in global projects as Australia
aligns with global standard systems.
2. SAP promotes greater access to information, allowing us to improve
our decision-making.
3. SAP expertise is a highly regarded and marketable skill set.
4. All employees are encouraged to get involved in the project and
have the opportunity to contribute to its success.
4.5 External Key Messages

Bern:
1. Berns production environment is the basis for Australias production
environment.
2. Bern is no longer the only site using this SAP production environment.
This has a reciprocal impact for both sites.
3. We are very grateful for the large number of Berns resources
assigned to this project and their contribution.
Other CSL Sites:

1. Australia and Bern will be using the same SAP production

environment.
2. The system will go live on 1 July 2015.
Outside of CSL:
1. We are changing our ERP system to better align with our colleagues
overseas and improve our ability to optimize manufacturing and
quality
2. We are working to ensure that there is minimal impact on your
operations.
3. We will communicate the impact in a timely manner to ensure we can
adequately work through the transition together.

5 PROJECT COMMUNICATIONS TEAM
SAP
Business
Project
Ros
Kylie
Williamso
Huang
n
Jennifer
Rosangel
Zimmerm
a Nicolo
an
5.1
Roles and Responsibilities

If cross -site
Draft to Jennifer
Communicati Zimmerman
ons prepared Reviewed by Edited by
by Rosangela Chris Rodgers Kylie Huang If just BMW ,
Nicolo/Ros return to
Williamson Chris. for
publication.


6 HIGH LEVEL COMMUNICATIONS CALENDAR

2015INSERT SCHEDULE
User Go Live-
Key SIT UAT SU tg training Hyper Care Hyperca
Activities January February March April May June July Augus
AP
Update Update Update Update
roject Review: Review: Review: Start with
every two every two every two every tw
Net 30/01 28/02 30/03 UAT
weeks weeks weeks weeks
age
BioNews 10-Feb 10-Mar 10-Apr 10-May 10-Jun 1-Jul 10-M
Dept &
Commence f2f f2f f2f f2f f2f
Mgr
d 23/01/15 meetings meetings meetings meetings meetings
Mtgs-
Lunch
Start with Every two Every two Every two Every tw
n Learn
UAT weeks weeks weeks weeks
essions
Digital
creens Due 12/06, Due
Due 20/01 Due 12/03 Due 12/04 Due 12/05 Due 12/0
cross 26/06 1/06/13/06
ite
IAs Weekly at Weekly at Weekly at Weekly at Weekly a
Review as Review as Review as
ummar stand up stand up stand up stand up stand up
required required required
and CMT and CMT and CMT and CMT and CMT
3. Quality
No. 2 - Data
act Mgt Update as Update as Update as Update as Update a
Manageme
heets 4.Procurem required required required required required
nt in SAP
ent
A3 Review as Review as Review as Update as Update as Update as Update as Update a
osters required required required required required required required required
ailored
Test with Test with
nd Co design Hand out at Review&
users & users &
User/ with SUs & Lunch and update as
update as update a
Operator Ters Learns required
required required
ool kits
Design and Survey #1,
Survey #2
User launch via results
by end of Survey #
urveys super users published,
June
by 30 April by end May

7 INTERNAL COMMUNICATIONS
7.1 Internal CSL stakeholders and primary
communicators
Board John Levy

Global Leadership Group John Levy
Sponsors - Chris Rodgers
Steering Committee
SaLT Chris Rodgers
R&D Executive- Chris Rodgers
Functional leaders (6 and 7) -= Chris Rodgers
Functional employees including contractors Phil Troughton
Super Users/Users Phil Troughton
7.2 Approach
In order to maximise key messaging impact and engagement face-to-face
channels will be the default communications mechanism where
practicable. The project team will:
Introduce Project Team members to the business;
Ensure Super Users are present in different areas;
Ensure Key Stakeholders and decision makers are present to help
build confidence around the project;
Announce major goals and milestones achieved;
Communicate across a variety of channels to ensure that key
messages are accessible to all.
8 EXTERNAL COMMUNICATIONS
8.1 External Sstakeholders
Australian Red Cross Blood Service (ARCBS)

Commercial customers (NZBS, HKBS, SingBS, MalayBS and
Taiwan)
National Blood Authority
USA regulators

Therapeutic Goods Administration

European, Asian, South American regulatory authorities
Asian regulatory authorities
South American regulatory authorities
Unions
Vendors and Third-party logistics (3PL)
Bank(s)
Customs Australia
8.2 Approach
The main purpose of external communications for this project is to keep
CSLs stakeholders informed of the changes that affect them directly. To
achieve this, the project team will:
Provide specific information about planned activities relevant to

the particular audience.
1 COMMUNICATIONS CHANNELS AND TIMEFRAMES

The following tables outline the channels that will be used to deliver key
messages and information to internal and external stakeholders during
the project.
Table 1: For internal stakeholders
Project
Communicatio Target Audience Communicatio Respon
n Type Objective (Internal) n Channel Frequency Person
General pVarious project information:
SAP Project All who have iNet Intranet Bi-Weekly Rosange
Direct links to important information,
iNet Page access Updates Nicolo/R
training materials, documentation lists
Williams
Updates on project milestones
Rosange
Cutover preparation
Nicolo
Key people on the project, . Include
their roles and responsibilities. Include
For example: Who are the SAP Super
Users and Subject Matter Experts (SMEs),
what is their role, what are they
responsible for etc

Project
FAQs address common questions
being asked
Contact information: who to contact
and where to obtain further information,
who to contact for queries/concerns
Updates on project milestones
Key people on the project. Include their
roles and responsibilities. For example:
Who are the SAP Super Users and
Subject Matter Experts (SMEs), what is
their role, what are they responsible for
etc
BioNews ( link Email link, iNet
being asked Rosange
to SAP All employees with and link to SAP
Contact information: where to obtain Bi- Weekly Nicolo/R
Project i-net access to emails Project iNet
further information, who to contact for Williams
page) page
queries/concerns Key people on the
project, roles and responsibilities. Include
SAP Super Users and Subject Matter
Experts (SMEs)
Contact information: who to contact
and where to obtain further information,
for queries/concerns
Information Education session for
departments directly impacted as part of
their regular meetingsby SAP
Interpretation of SAP provide Cclear

and concise information to departments
about SAP and change impacts for their
area 2-3
Department Departments directly Project
Face to face, meetings as
and Key contacts on the project. This allows affected by SAP Business
presentations or required, in
Management people to start recognising the project and/or P
Managers conversation response to
Meetings team. This also helps create a sense of Change
inquiries
belonging & encourages collaboration.
Key information to enable easier go live
and support for their team
FAQs address dept level common
questions being asked
Contact information: where to obtain
further information, who to contact for
queries/concerns

Project
Executive
Keep the Executive Sponsors abreast of SALT , Bio CSL
Leadership
challenges and risks to enable effective Executive, R&D Face to face Weekly Chris Ro
Meetings/Brie
decisions for the SAP Project. executive
fings
20-30 min Short sessions to run during

User Acceptance Testing and during the
Super training phase
User/End User An overview of individual SAP modules, Super Users and Users
only for people who are directly impacted Project C
Lunch n All employees directly Face to face Fortnightly
Team
Learn will attend affected by SAP
sessions Encourages people to seek more
information that will better assist them
when SAP goes live
Chris
High level Updates from Executive
Powerpoint slide Rodgers
Town Halls Sponsors about the project, key Employees across site As required
pack. se/Chris
achievements.
Rodgers
Send PowerPoint
Key messages about the project slide with
Digital Updates on project milestones information to
Every Rosange
screens Contact information: where to obtain Employees across site BMW Site
month Nicolo
across site further information, who to contact for Comms Team.
queries/concerns in 12 sec grab. Slide designed
and uploaded
Determine the Determine the impact of

changes for each affected area in the 1 x initial
business and follow up/close via discuss meeting
Change Departmental
with key internal stakeholders to ensure 1 or 2 x Roni Dat
Impact managers/operatorss Face to face
changes are managed accordingly. follow John Bry
Assessments directly affected by SAP
up/close out
Input into Cut Over Plan and Risk meetings
Assessment
Key information about SAP closer to go-
live to support education
Fact FAQs address common questions A4 attachment
Project C
Sheets/Desk being asked Target SAP Users only to email; via Monthly
Team
Drops Contact information: where to obtain Managers
further information, who to contact for
queries/concerns
Publicity about SAP implementation for
A3 posters All employees across Noticeboards, in As required Rosange
awareness of SAP and its functionalityFor
site particular in

Project
the first formal point of communication:
Brief overview of SAP: What does it
mean for CSL? Why SAP? What does it
mean for people? Etc;
Introduction to the SAP modules
starts creating awareness of SAP and areas where
its functionality. staff dont have Nicolo
access to emails
Subsequent communication:
Key messages
Project updates milestones achieved
Access to Commencement of training:
how to book in, who is it for, etc;

Project
Fact Key information about SAP to support Target SAP Users only A4 attachment Monthly Project C
Sheets/Desk education to email; via Team
Drops FAQs address common questions Managers
Contact information
Key information for Operators who need

to use SAP to enable easier go live and
support
FAQs address common questions Operators who use SAP
being asked Rosange
Key information about
Contact information: where to obtain Face to face and Nicolo
End User Tool SAP, such as
further information, who to contact for Transaction code for electrionicallyOp Ros
Kit/Hyper As required
queries/concerns key processes, storage erators who use Williams
Care Kit
location numbers, plant SAP ct Chang
Deliver information such as transaction
codes sfor key processes, storage numbers, cost centre Team
location numbers, plant numbers, and numbers
cost centre numbers
For use in cut over.,
Encourages information sharing,

proactive risk management Encourages
and collaboration. & teamwork Regular internal SAP
Provide team
Highlight milestone achievements project status
with overall
Project Team Who we are wWhere we are at in the updatesSAP Australia
understanding Project
Stand Up project project team and key Daily
of project Manager
Meetings Identifies Are we facing any challenges contacts such as SaLT
statusFace to
/ risks? and other senior
face
Meet new team members who recently leaders
joined the project (where appropriate)
Allows time for Q&As
Ascertain comfort and SAP proficiency Electronically via

of users Corporate Project C
User surveys Superusers or users As required
Identify groups of users that require Survey Monkey Team
further engagement or training account

Table 2: For external stakeholders
External stakeholder Key contact responsible to Special correspondence required or

prepare / deliver comms forums
Australian Red Cross Blood Service Suzanne Johnston Existing forum and special corresponden
- Batch numbering
- ePortal changes
- COLORScolours (if any changes)
Possibly high-level cut-over plan
National Blood Authority Courtney Sinclair Existing forum and special corresponden
- ePortal changes
- any impacts to IDMS extracts (co
- batch numbering (heads up)
- new material numbering (heads
- any changes to inventory model
potentially high-level cut-over plan
TGA Neama Baho Special correspondence (written):
if AHP # changes
New Zealand Blood Service Liz Campbell No correspondence required as per regu
12 June
MedSafe Neama Baho Existing forum and special corresponden
- if invoices / documentation chan
- batch number specification
- if customer number changes
Asian customers (Hong Kong, Teresa Martinelli No correspondence required as per regu
Singapore, Malaysia, Taiwan) 12 June
Asian regulators (Hong Kong, Neama Baho, Farah Wong Existing forum and special corresponden
Singapore, Malaysia, Taiwan)
- if invoices/documentation chang
- batch number specification
- if customer number changes
South American customers TBD No correspondence required as per regu
12 June for all except Singapore
For Singapore regulatory submission / n
batch number specification
South American regulators Christophe Python (BRN) No correspondence required as sales are
under intercompany arrangement

External stakeholder Key contact responsible to Special correspondence required or

prepare / deliver comms forums
FDA KD White (KOP) No correspondence required as per regu
12 June
Commercial customers Deran Bagdadi No correspondence required as per regu
12 June
European regulators Dieter Brazel (MBR) Special correspondence (written):
- If invoice or other documentation
- If customer number changes
Batch number changes
Unions Warren Fridell, Adam Williams Special correspondence
Regulatory submission/notification requ
specification
Third-party logistics (3PL) Serge Marques, John Dinatale TBC
Bank(s) Wolfgang Schneider, Suran TBC
Daniel
Customs Australia Serge Marques TBC
Vendors John Dinatale April 2015
Labour hire companies John Dinatale April 2015

8 COMMUNICATIONS RAMP-UP
During major project milestones, communications will need to
increase in frequency.
10.1 Risk analysis
There are a number of risks that need to be considered during the roll-out
of the SAP Communications Plan:
Risk Impact Mitigation

The project will be competing for attention High Additional training scheduled for staff wh
with: initial sessions (this may be due to leave,
meetings etc.). This may be communicate
Upcoming TGA & FDA inspections
and video screens.
EA negotiations (high competition) Liaise with department managers regular
end users have been trained prior to go-li
IPM supervisors and team leaders are trained
Utilise face-to-face channels whenever po
All of those projects are at peak
activity time from March to July 2015
Electronic channels might not reach the Medium Use of face-to-face channels, meetings an
entire workforce reach entire workforce.
Loss of engagement: Managers dont fully High Thorough briefing sessions and direct com
understand their role and dont champion the leaders to ensure their support and mana
change resilience training.
Change resistance High Communications will link into Change Man
Messages need to remain clear and conci
Use evaluation methods to ensure messa
understood and utilise the project suppor
10.2 Key project milestones

While general project updates will be provided on an ongoing basis, there are a
number of key milestones that need to be considered.

10.3 Preparation for Go-Live

In preparation for go-live, general information will be distributed at town halls,
department meetings or in the form of desk drops. These information packs will
include:
Postcard with key messages;

Most current SAP newsletter;
SAP-branded pen and notepad;
Flyer listing key contacts and communications methods for receiving
further information about SAP.
10.4 Cutover
Cutover team will provide guidance to the business during the
cutover period;
A cutover schedule is being created & managed by the Cutover
Manager.
10.5 Training Sessions

During training sessions, staff will be given a separate information pack
containing:
SAP-branded USB stick with take-home training material;

Flyer listing super users, post-training contacts;
Feedback/evaluation forms;
How to access further training or refresher training if required.
10.6 Post Go-Live and Hypercare

It is imperative that communications is are ongoing post go-live and
during the hypercare phase. Information should be available to staff via
the following:
List of super users and SAP key contacts;

Information on how to access refresher training if required;
Contacts for SAP troubleshooting (technical queries directed through
IT, etc.).
This information will be made available on the SAP iNet page.

9 USE OF MARKETING COLLATERAL AND PROJECT LOGO

The following can will assist with the successful implementation of the
communications plan:
Mouse Pads for users

Project logo and bulletin for communications;
Posters/flyers on notice boards;
Assemble a communications pack that can be given out at presentations,
training sessions, sent out to external audiences (as required);
Items such as pens, notepads, postcards , USB sticks, caps, mugs and T-
shirts for super users;
Set up a project Q&A focus group to answer questions relating to the
project (group email to P. Troughton, R. Dattani, J. Bryce, O. Eksi & R.
Nicolo);
Assemble a communications pack that can be given out at presentations,
training sessions, sent out to external audiences (if required).
Super users will receive a SAP-branded T-shirt and mug
inscribed with SAP certified.
Certificates to be issued post UAT training for super users and for
users on completion of SAP training relevant to their areas.;
T-Shirts or Caps for SAP Project Team members/Super Users to be decided
via

10 THESE MEASURES ENSURE THAT SUFFICIENT

INFORMATION IS AVAILABLE DURING EACH KEY
ACTIVITY PHASE AND WILL ASSIST TO
SUCCESSFULLY IMPLEMENT SAP WITHIN THE
BUSINESS.
11 PROJECT LOGO
12
13 THE PROJECT TEAM HAVE A LOGO TO HELP:
14
15 CREATE A RECOGNISABLE BRAND;
16 CAMPAIGN THE PROJECT;
17 RAISE AWARENESS; AND
18 ENCOURAGE BUY-IN FROM THE BUSINESS.
19 EVALUATION
Evaluation of the Communications Plan execution will be internally and

externally focused and will take place during and after implementation
of the project.
During evaluation, the following points should be considered:
Is the plan being followed?

Are responsible project members meeting timelines?
How many people in target audiences have been reached, in what ways
(delivery method) and over what period of time?
Did the marketing strategy work? How many newsletters were sent out,
consistency and timeliness of different delivery methods, etc.

A variety of methods of evaluation can be used to help assess the

effectiveness of the Communications Plan. These methods may
includinge surveys and feedback forms.

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SAP Australia

0.2 06/06/14 Rosangela Nicolo Various Inclusion of key stakeholders,

0.3 20/06/14 Rosangela Nicolo Various Updated template, revised

Edition: Enter, no., in, properties, "keywords", field Page 2 of 2324

0.4 25/06/14 Rosangela Nicolo Various Set in a more logical sequence,

0.5 25/06/14 Jennifer Various Changes to content, structure

0.6 08/07/14 Rosangela Nicolo Various Addition of key messages,

0.7 30/07/14 Kylie Huang Various Revision of document with

0.8 20/8/14 Zenobia Allie Updated as Aligned with BR and CM

0.9 12/9/14 Rosangela Nicolo Final For approval

1.0 28/3/2015 Ros Williamson Updated For Approval

The Communications Plan also provides a framework for the following:

SAP Project Communications Plan 21 April 2017 Page 3

2 INTERNAL COMMUNICATIONS OBJECTIVES

Inform employees of key project timelines and milestones;

Inform stakeholders of the project and its progress;

SAP Project Communications Plan 21 April 2017 Page 4

4.2 Edits from Town Hall slides

4.3 To be updated with info in Town Hall see Chris

i. We are a world-class company and world-class companies

SAP Project Communications Plan 21 April 2017 Page 5

ii. SAP gives us the opportunity to review and streamline

4.4 Benefits for the Individual

4.5 External Key Messages

Other CSL Sites:

SAP Project Communications Plan 21 April 2017 Page 6

1. Australia and Bern will be using the same SAP production

SAP Project Communications Plan 21 April 2017 Page 7

5 PROJECT COMMUNICATIONS TEAM

Roles and Responsibilities

SAP Project Communications Plan 21 April 2017 Page 8

SAP Project Communications Plan 21 April 2017 Page 9

6 HIGH LEVEL COMMUNICATIONS CALENDAR

SAP Project Communications Plan 21 April 2017 Page 10

Board John Levy

Australian Red Cross Blood Service (ARCBS)

SAP Project Communications Plan 21 April 2017 Page 11

Therapeutic Goods Administration

Provide specific information about planned activities relevant to

1 COMMUNICATIONS CHANNELS AND TIMEFRAMES

Table 1: For internal stakeholders

SAP Project Communications Plan 21 April 2017 Page 12

Interpretation of SAP provide Cclear

SAP Project Communications Plan 21 April 2017 Page 13

20-30 min Short sessions to run during

Determine the Determine the impact of

SAP Project Communications Plan 21 April 2017 Page 14

SAP Project Communications Plan 21 April 2017 Page 15

Key information for Operators who need

Encourages information sharing,

Ascertain comfort and SAP proficiency Electronically via

SAP Project Communications Plan 21 April 2017 Page 16

Table 2: For external stakeholders

External stakeholder Key contact responsible to Special correspondence required or

SAP Project Communications Plan 21 April 2017 Page 17

External stakeholder Key contact responsible to Special correspondence required or

SAP Project Communications Plan 21 April 2017 Page 18

10.1 Risk analysis

Risk Impact Mitigation

10.2 Key project milestones

SAP Project Communications Plan 21 April 2017 Page 19

10.3 Preparation for Go-Live