Background 

Goodbody, one of Ireland’s longest-established financial services firms, embarked on a strategic internal communications transformation to re-energise its culture following a period of restructuring. With around 400 employees the challenge was to restore connection, engagement and pride across the organisation while strengthening alignment with parent company AIB and amplifying inclusion and wellbeing.

The internal communications team, just one person and part-time support, set out to reconnect employees with Goodbody’s 150-year legacy while ensuring every person felt valued, informed and inspired about the future. The goal was to create a modern, transparent communications culture that celebrated the firm’s heritage while embracing progress.

“A renewed voice, a reconnected culture – Goodbody’s internal comms strategy turned engagement into belonging”

Approach 

The 12-month strategy centred around five pillars: leadership visibility, engagement, inclusion and wellbeing, alignment with AIB and cultural revitalisation.

• Leadership communication: The team increased the frequency and impact of leadership touchpoints, including the CEO’s Top of Mind monthly newsletter, achieving a 100% read rate, and the employee magazine Inside Goodbody, with 85% engagement. Town Halls increased from three to four per year, with attendance up 13%.
• Engagement and celebration: To mark the firm’s 150th anniversary, the Our Shared Heritage campaign connected employees with Goodbody’s history through events, videos, articles and an artefact exhibition. Each employee also had a tree planted in their name to create a personal legacy.
• Inclusion and wellbeing: The Universal Inclusion Programme and charity partnerships delivered 13 inclusion events, covering neurodiversity, gender balance and Pride, alongside physical and financial wellbeing initiatives such as 5K runs, pension workshops and the launch of the Wellhub app.
• Alignment with AIB: Co-hosted events, including joint ‘Celebrate Success’ evenings, a combined summer BBQ and shared mentoring programmes helped foster a unified culture and strengthen collaboration.
• Culture and connection: The internal communications team reinvigorated the intranet (Goodbody Engage) into a hub of recognition and connection. Engagement soared, with 25% of users posting, eight times the industry average, and 46% of all posts now tagged to company values.

Outcome

The employee culture survey participation rate rose from 64% to 82%, with 76% of employees reporting positive satisfaction. Leadership scores improved across all areas, and the Gender Balance Network grew from 40 to 105 members in a year. More than 40 events were hosted, with 60% of employees attending the 150th anniversary celebrations and 95% visiting the heritage exhibition.

Goodbody’s internal communications strategy has reignited pride, inclusion and connection across the firm, showing that even a small team can drive transformative cultural impact when communication sits at the heart of business strategy.

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