Communication Policy Tcaa - Final

TANZANIA CIVIL AVIATION AUTHORITY
ISO 9001:2015 Certified
COMMUNICATION POLICY
(2020/21 – 2025/26)
TANZANIA CIVIL AVIATION AUTHORITY Revision: 0
PUBLIC INFORMATION
Document Title: Communication Policy Page 1 of 31

TCAA/QSP/DG’s/PI-04
ISO 9001:2015 Certified
Name of the TCAA Communication Policy

Document
Version 1st Release
Responsibility Management
Developed by Management
Approval TCAA Board of Directors, ___ April 2020
Applicable to TCAA Board of Directors, Management and Staf
Purpose To provide guidance on Communication and Public Relations

related matters
Related Documents TCAA Policies
Distribution TCAA Board of Directors, Management and Staf
1
PUBLIC INFORMATION

TABLE OF CONTENTS
1.0 INTRODUCTION ....................................................................................3
2.0 POLICY OBJECTIVES AND PRINCIPLES ...........................................4
2.1. Objectives ............................................. Error! Bookmark not defined.
2.2. Policy Statement .................................................................................. 4
2.3. Scope and Applicability .......................................................................5
2.4. Policy Strategic Goals ......................................................................... 5
2.5. Guiding Principles ............................................................................... 6
3.0 POLICY GOVERNANCE AND RESPONSIBILITIES ............................ 7
3.1 Internal Communication ...................................................................... 8
3.2 External Communication .....................................................................8
3.3 Visitors .................................................................................................. 9
3.4 Corporate Identity ................................................................................ 9
3.5 Internet & Electronic Communication ................................................ 9
3.6 Social Media ....................................................................................... 10
3.7 Public Register ................................................................................... 10
3.8 Corporate Social Responsibility ....................................................... 10
4.0 COMMUNICATION POLICY IMPLEMENTATION & REVIEW ........... 10
5.0 MONITORING & EVALUATION .......................................................... 10
6.0 EFFECTIVE DATE ...............................................................................11
7.0 CONCLUSION ..................................................................................... 11
8.0 APPENDICES ......................................................................................11
2
PUBLIC INFORMATION

INTRODUCTION
1.1. Background information
TCAA was established pursuant to Civil Aviation Act, Cap. 80. The Act mandates the
Authority to provide safety, security, and economic oversight of the civil aviation industry
in Tanzania. The regulated services fall in three categories: air transport services,
aeronautical airport services (airside airport operations, ground handling, in-flight catering,
and aviation fuelling) and air navigation services. TCAA is also responsible for promoting
effective competition and economic efficiency, protecting the interests of consumers, and
promoting the availability of regulated services to all consumers in this regulated sector.
No doubt from a range of stakeholders and the nature of business which it undertakes, a
lot of interaction from within and outside the organization takes place.
1.2. Mission
To ensure safety, security and regularity of civil aviation in Tanzania through
effective oversight, provision of efficient air navigation services and training while
maintaining quality, protecting the environment and safeguarding the interest of
stakeholders
1.3. Vision
Propelling Tanzania’s Civil Aviation System to excellence in Africa and beyond
1.4. Motto
Aviation safety and efficiency, our commitment. In partnership
1.5. Core Values
The Authority shall always embrace and institutionalise values that always care about
stakeholder’s satisfaction and expectations. All employees are expected to be committed,
competent and able to uphold the following values as character of the identity to their
organisation: Integrity; Morals; Professionalism & Customer Focused; Accountability &
Efficiency; Commitment; Transparency & Teamwork.
1.6. Governance and Organisational Structure

The Authority is governed by a Board of Directors. The President appoints the Chairman
and the Vice-Chairman and the other directors are appointed by the Minister responsible
for aviation. The Board provides overall leadership and strategic direction of the Authority.
3
PUBLIC INFORMATION

The Board is accountable for the overall performance of the TCAA in carrying out its
statutory functions and achieving its objectives.
All Directors of the Board have access to the Corporation Secretary and independent
professional advice is available to them as and when required. The Board maintains
relationships with stakeholders through attendance of relevant industry consultation
meetings, seminars and conferences. This is a large organization that requires an
institutionalised system of internal and external communications to support smooth
execution of the Authority’s functions and duties.
Figure 1: TCAA’s Organization Structure
2.0 POLICY OBJECTIVES AND PRINCIPLES
2.1. Policy Statement

TCAA is committed “to disseminate quality, factual, accurate, credible and timely
information to all internal and external stakeholders in pursuit to maximise the
contribution of the aviation sector to Tanzania’s economic growth and development.”
4
PUBLIC INFORMATION

2.2. Policy Objectives

In accordance with the Authority’s values and in compliance with the Civil Aviation Act,
Cap. 80. all internal and external communications objectives shall be aimed towards the
achievement of the Authority’s mandate (image building) and vision, and in line with
2020/21 – 2025/26 Strategic Plan. Hence the Authority’s Communications Policy shall: -
(i) Be consistent with and reinforce the overall mission and vision of the Aviation
Industry,
(ii) Encourage Directorates and Units to operate in participatory manner, and to
create and maintain a good image of the Authority,
(iii) Enquire timely and truthful responses to media and public inquiries,
(iv) Require that the appropriate parties are promptly informed of and involved in
handling an emerging situation, and that these responses be shared with TCAA
employees, stakeholders; and others, as appropriate; and
(v) Balance the rights of individuals (within TCAA) to privacy, and the right of the
public to know what is going on with a publicly funded institution.
2.3. Scope and Applicability

The policy applies to Authority Board of Directors, Staff, stakeholders, and obliges all
covered persons not to disclose internal matters or developments which relate in any
way to non-public information to any person not affiliated with the Authority (including
family members, relatives and friends) except as required in the performance of such
covered person’s duties and in accordance with this Policy and It shall be read and
applied in line with laws, policies and operational guidelines issued by the Unite
Republic of Tanzania from time.
2.4. Policy Strategic Goals

The Communication Policy is intended to:-
(i) Provide guidelines through which TCAA will interact within and outside by
ensuring that communication is open, factual, accurate, credible and in accordance with
Authority’s values and in compliance with the laws of the country;
(ii) Set out procedures governing the release of information material about TCAA to
the general public, media, end-users and potential stakeholders, including information
disclosure with respect to the privacy, confidentiality and safeguarding the national
security.
(iii) Provide generic functionality through which the Communications and Public
Relations Unit (CPRU) will develop criteria, protocols, guidelines and communications
procedures.
5
PUBLIC INFORMATION

2.5. Guiding Principles

The Authority recognises that active communication with various stakeholders (internal
and external) and the general public is an integral part of both its communication and
corporate strategies. In order to reach its overall objectives for communication, the
following guiding principles should always be adhered to:-
(i) Delivering clear and consistent communications

TCAA directorates, units and stations shall communicate as one, to the Authority’s
stakeholders and the general public with consistent messages on the Authority mandate
and functions.
(ii) Authorized Spokespersons
a) Spokesperson during Normal Situation
In a normal situation, where there is no crisis within the Authority, a common
arrangement for officials to speak in public on behalf of the organization is as
shown in Table 2.
Table 2: Spokesperson during Normal Situation

Sn Spokesperson Mandate
1. Board Chairman On issues of policy and all matters which the
Board holds the Authority Management to
account.
2. Director General On all issues of policy, management and the
Authority’s operations in general.
3. Directors, Unit & Station Delegated Spokesperson on issues of operations
Managers in their areas of expertise, BUT with
consultations with CPRU.
4. Communication & Public Delegated Spokesperson
Relations Manager
The person authorized to discuss the Authority’s matters with the news media,
community members or any other person, shall be the Chairman of the Board or the
Director General (on all issues pertaining to management and operations of TCAA). The
Director General, may however, delegate such powers to the Authority’s Manager for
Communications and Public Relations (CPRM) who is professionally competent to
handle media or public communications. The CPRM shall respond to media inquiries or
speak to the media after consultation with the Director General. In other words, the
CPRM cannot discuss matters of the Authority without prior information to the Director
General or the Chairman who must sanction such discussion. The Director General may
6
PUBLIC INFORMATION

also delegate such powers to Directors, Units and or Station Managers who, prior to
performing such activities must consult CPRU.
The Authority staff and other covered persons are hereby forbidden to respond, under
any circumstances, to inquiries from the news media, community members or industry
analysts unless specifically authorized to do so by an authorized Spokesperson.
b) Spokespersons during Crisis Situation

Where there is a crisis situation within an organization, a common arrangement for
officials to speak in public on behalf of the organization will be as shown in Table 3.
Table 3: Spokespersons during Crisis Situation

Sn Spokesperson Mandate
1. Communication & Public Contact Person/ Delegated Spokesperson
Relations Manager
2. Director General First Spokesperson
3. Board Chairman Final Spokesperson
During crisis, the Manager for Communications and Public Relations shall stand as the
FIRST Contact person of the Authority. Then the CPRM shall forward the received
inquiries the Director General who will then take over the task of being a spokesman and
finally if the crisis has erupted in such a way that the Director General has not been able
to contain, then the Board Chairman will become the Authority’s spokesman. During
crisis, at all times dissemination of information must be strictly centralized.
3.0 POLICY GOVERNANCE AND RESPONSIBILITIES

The governance of this policy shall involve Board of Directors, Director General,
Directors, Unit and Station Managers. The Director General shall be charged with the
day-to-day implementation of this Policy. Specific, responsibilities shall be as follows:
(i) Board of Directors

The Board of Directors shall provide oversight on the Authority’s legal and ethical
obligations and ensuring implementation of this policy.
(ii) Director General
Director General shall be responsible for effective implementation of the policy and
provision of periodic feedback to the board various matters regarding the
implementation of the Policy.
7
PUBLIC INFORMATION

(iii) Directors, Unit and Station Managers

Directors, Unit and Station Managers shall ensure that regular awareness sessions
are provided to all employees under their jurisdiction and taking necessary actions
as per the procedures in case of breach to this Policy.
(iv) Communication & Public Relations Unit

Communications and Public Relations Unit (CPRU) is responsible for the
management of both internal and external communications. It is responsible for
marketing and promotion of the Authority’s activities and services related to the
Vision and Mission of the Authority.
3.1 Communication Channels

(i) Internal Communication
There are different media of communication within the Authority such as notice
boards, TV display, intranet, letters and office documents these are used to
enhance the performance and image of the Authority. Heads of
departments/sections and team leaders shall ensure that there is information flow in
both directions.
(ii) External Communication

External communications embeds management of;
a) The Authority Spokesperson, or anyone directed to speak on behalf of the
Authority.
b) The Media Relations which broadcast the Authority activities and other events
that are of special interest to the general public, handling of various enquiries by
individual journalists and media organizations.
c) Media Access to the Authority’s offices in times of Crisis/Emergency all
information shall originate from the Authority’s Director General whilst during
Normal Times Directors, Heads of Units and Civil Aviation Managers (CAMs)
may be delegated by the Director General to speak or give information to media
if something happens in their areas.
d) The CPRU shall prepare all News, Press Releases and Conferences,
Authority Events, Advertising, Selection of Media for Adverts, Publicity,
Features/documentaries, Authority’s Bulletin/Magazine and Other Publicity
Material for standardisation purposes and protection of the Authority’s image.
8
PUBLIC INFORMATION

3.2 Visitors
The CPRU shall be informed of all official guests who are coming to the Authority for
official activities that needs to be captured and released for public relations and the
Authority’s interest.
3.3 Corporate Identity

Clear and consistent corporate identity shall be communicated through.
(i) Authority Logo and Colour Code
TCAA official colours are Orange, White and Blue Gray. Orange meaning peace or
serenity but also it is an official colour used in civil aviation, White meaning purity or
innocence or simplicity it can also reflected as confidence and Blue Gray
symbolizes the sky. The logo colour codes have been defined together with mixing
measurements as shown on the image below.
(ii) Facilities, Dress Code, Business Cards, Headed Letters, Internal

Memo & Presentation Slides, Email and Telephone Etiquettes shall maintain a
standardised, recognizable and unified corporate identity, the Authority’s buildings,
facilities, signboards, programs, services and activities shall clearly branded with
the corporate logo, colours and where applicable, corporate slogans.
3.4 Internet & Electronic Communication

Internet and other means of electronic communications are powerful tools for building
and sustaining an effective communication within and outside the Authority.
As an important tool for providing information and services to the public, the Internet
facilitates interactive, two-way communication. For that matter, www.tcaa.go.tz will be the
official website of the Authority and all Authority officials shall register their email
addresses with tcaa.go.tz domain.
9
PUBLIC INFORMATION

All senior staff and head of departments shall use email to inform other members of the
staff if they will be absent from their stations stating how long they will be out of office
and who will act in their positions.
Authority website shall be used for promotional and advertising purposes. All adverts for
Authority appearing in different media shall also be on the Authority website and must
appear in full length.
All news items from Authority that is being distributed to be shown to other media will
also be placed on the Authority’s website and so will all press releases. Other
publications of the Authority like the Authority Bulletin shall also be put on the website.
CPRU will be responsible for the editorial and visual content of website pages, including
design and presentation, updates and other electronic information communication
services and requirements shall be effectively planned and managed and per Website
Management Guidelines.
The Authority shall use social media such as Twitter, Instagram, YouTube, Facebook,
and LinkedIn accounts as well as a blog as one of the communication channels.
3.5 Public Register

Public Register shall be available in hard copy or on the internet for easy access. CPRU
will make sure that it is updated as necessary.
3.6 Corporate Social Responsibility

The Authority has the responsibility to support Government initiatives as envisaged in
Vision 2025 and therefore, it shall contribute to growth in other sectors as may be
approved by Director General.
4.0 COMMUNICATION POLICY IMPLEMENTATION & REVIEW

This Policy will be implemented according to the Communication Policy and as stipulated
in the Communication Strategy. The Policy shall be reviewed and updated at least every
three (3) years or as the need may arise and in the event of any changes in the laws and
regulations that are relevant to the Authority.
5.0 MONITORING & EVALUATION

TCAA shall monitor and review communication activities on a regular basis to ensure the
intended goals are reached.
10
PUBLIC INFORMATION

6.0 EFFECTIVE DATE

This Policy is published and adopted with effect from the date of approval by the Board of
Directors.
7.0 CONCLUSION
This Policy is built on Government macro economic and social objectives, as well as
sector objectives, which can change over time. In view of this, it will be reviewed from
time to time as need arise.
Hamza S. Johari
Director General
8.0 APPENDICES
Appendix 1: Media Interviews - Do’s and Don’ts
In order to respond effectively to media inquiries about a given issue, TCAA’s
spokespersons may be guided by the following tips:
A. Media Interviews (Do’s)
(i) Tell the truth. Stick to the facts and do not misrepresent the facts. When in
doubt, offer to find the answer or someone else who does.
(ii) Keep answers brief and try to avoid expanding explanations beyond the
question.
(iii) Do not offer more information than has been requested.
(iv) Whenever possible, TCAA’s spokespersons should state the Authority’s position
in positive terms.
11
PUBLIC INFORMATION

(v) Release all facts as quickly as possible. Getting the whole story out early will
enhance credibility.
(vi) Use simple language rather than technical terms and speak in short
sentences, formulate responses for the public, which is your audience.
(vii) Be aware of the type of medium the questioner is representing. Newspaper
reporters can take more time in their interviews and present more information
than can reporters from radio or TV.
(viii) Encourage a reporter’s follow-up phone call for further information or
clarification if a point has not been fully understood.
(ix) Expect that information given to a reporter can be quoted and remains on the
record. Avoid saying anything that TCAA would not want to see in print, or on
TV, or hear on radio.
(x) A crisis may be an opportunity to enlighten people about CPR unit’s role as an
essential educational arm of TCAA. This does not mean, however, that CPR
has the right to evade a reporter’s appropriate, direct questions. Don’t be off
ended by his or her presence or interest in an issue.
(xi) Be patient if questioning becomes repetitive. Just answer it again.
B. Media Interviews (Don’ts)

(i) Never lie, mislead, or cover up. The spokesperson should avoid speculation
and always stick to the facts. Guessing can get the Authority into trouble.
(ii) Avoid long-winded answers and explanations. Stay with the message point
facts.
(iii) Never go off the record, regardless of the relationship that TCAA may have with
a reporter.
(iv) Do not repeat inflammatory or negative words suggested by a reporter. Hostile
questions do not require hostile answers.
(v) Avoid jargon and acronyms that are not widely understood.
(vi) Avoid “No comment” answer. It suggests that the Authority may be trying to
hide something.
12
PUBLIC INFORMATION

(vii) Do not let reporters put words in the spokesperson’s mouth. Some reporters
tend to say, “So, in other words…”
(viii) Do not let false statements or misperceptions stand. Refute them by
communicating a positive message. Do not call anyone a liar.
(ix) Do not expect to review a story before publication or broadcast. This conflicts
with news gatherers’ ethics and professionalism.
(x) Do not give a personal opinion unless the reporter understands that the
spokesperson is himself, not for your colleagues or TCAA.
Appendix 4: Guideline for Implementation of Government Communication in

Ministries, Independent Departments, Executive Agencies and Local Government.
With an intention of improving transparency, accountability and good governance, the

United Republic of Tanzania elevated the government communication functions.
Therefore, Ministries, Independent departments, and Executive agencies (MDAs)
established government communication units (GCU) while Regional Secretariats (RSs)
and Local Government Authorities (LGAs) recruited information officers. Some of the
functions performed by these communication units include:- creating of awareness on the
policies, advice management on the issues related to government communication
programmes and projects, enhancing two-way flow of information between government
and its stakeholders etc. However, there are number of challenges faced by such units.
These include: undefined structures, misplacement of units in some of MDAs, RSs and
LGAs structure, misunderstanding of the role and functions of government
communication, misconception on roles of the government communication units’ staff,
unqualified personnel in the units, inadequate budget allocation etc. Because of such
challenges, the government established communication guideline to be adopted by all
MDAs, RSs and LGAs so as to harmonize government communication activities and
enhance effective communication between the government and its stakeholders.
The guideline provides various activities to be performed by the government

communication units in the MDAs among which include: promoting institution activities,
13
PUBLIC INFORMATION

programmes and policies; update sectoral and institution information in websites and
advice divisions, units, extra-ministerial departments and executive agencies on
production of various documents programmes; produce and distribute various documents
on sectoral and institutional reforms, produce and distribute sectoral and institutional
papers and articles; coordinate briefings for the institution etc.
Among many others, it also provides the roles and mandates of the government
communication unit/office in MDAs and LGAs. These include: to plan and manage media
campaigns; develop and coordinate implementation of government communication
strategy; website content management; organize press conferences, handle press
questions and set up interviews for government official with press; develop and
coordinate printing of educational materials (newsletters, brochures, posters etc.); use
print, electronic and new media to disseminate information and collect feedback from the
public; facilitate communication of top management decision to all staff members; do
media monitoring, handle crisis, risk and emergency communications, handle customer
complaints; create and maintain god image of the institution; conduct impact assessment
on the implementation of the government communication strategy, do advertising and
marketing etc.
The guideline provides position of the government communication units/offices in MDAs,

RSs and LGAs stating that; such communication units/offices should be established and
must feature in the structures of all MDAs, RSs and LGA; heads of the units/offices
should be accountable to the CEO of the respective org and he/she will be part of
management of the institution participating in all managerial decision and become the
spokesperson of the institution and the unit will coordinate and oversee all
communication function of the organization.
Regarding budget and funding, the guideline provides that the communication unit/office
should have its own independent and adequate budget allocated in the institution’s
financial budget. It may solicit funds from other sources after getting consent of the
14
PUBLIC INFORMATION

accounting officer. Moreover, on staffing matter, it is provided that the communication

unit/office must have adequate staff based on the job list, must have qualified staff in the
communication profession and must have staff with appropriate and specialized skills in
the fi eld of communication.
To ensure capacity building for the government communication units/offices, the

guideline states that the units should be provided with human resource requirements and
training needs, should be allocated with adequate resources to facilitate the units/offices’
capacity building initiatives (e.g. training, study visits and exchange programmes) and
participate in relevant national and international forums and should be ensured with
availability of communication working tools e.g. video and still camera, video and audio
editing suites, printers, computers and internet connectivity and phones, projectors,
scanners etc.).
The guideline provides the general conduct of work on the role of engagement. Here, the
relevant government communication unit standards are stipulated in a summary as
follows: apply communication process and assess communication effects for public
relations programmes, formulate and produce strategies for public relations programmes
and activities, review and communication programmes and services, research print and
electronic sources for journalism, demonstrate knowledge of media ethics, establish,
develop and manage public relations media relationships, direct and coordinate research
of government communication issues etc.
It is also stated that the government communication unit must understand needs of
different stakeholders by first knowing the stakeholders of the institution, know the
communication needs and concerns and tailor communications needs of stakeholders
into the institution’s communication strategy. However, the guideline provides that the
unit should avoid adversarial relationships with stakeholders by being prompt in
information dissemination and respond to stakeholders’ enquiries, have cordial and
professional relationship with them and have a proper system of handling their
15
PUBLIC INFORMATION

complaints. The guideline further requires the units to be accessible to stakeholders and
facilitate availability of the CEOs and other officials to share information with
stakeholders.
On the role of engagement, the guideline also provides that to enhance media monitoring
and rapid response, each institution’s communication strategy should have a media
monitoring and rapid response mechanism. It is also provided that must make use of
diverse media tool and promotional materials.
Lastly, it is provided that the communication units/offices in the government should

monitor implementation of its plans and evaluate its impact toward achieving overall
organizational objective. The units should as well conduct evaluation studies on the
implementation of the government communication guideline and disseminate findings to
various levels of the government for action.
Source: Ministry of information, Youth, Culture and Sports, 2013.
16

Communication Policy Tcaa - Final

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Communication Policy Tcaa - Final

Uploaded by

Copyright:

Available Formats

TANZANIA CIVIL AVIATION AUTHORITY

ISO 9001:2015 Certified

Document Title: Communication Policy Page 1 of 31

ISO 9001:2015 Certified

Name of the TCAA Communication Policy

Version 1st Release

Approval TCAA Board of Directors, ___ April 2020

Applicable to TCAA Board of Directors, Management and Staf

Purpose To provide guidance on Communication and Public Relations

Related Documents TCAA Policies

Distribution TCAA Board of Directors, Management and Staf

Document Title: Communication Policy Page 2 of 31

1.0 INTRODUCTION ....................................................................................3

2.0 POLICY OBJECTIVES AND PRINCIPLES ...........................................4

2.1. Objectives ............................................. Error! Bookmark not defined.

2.2. Policy Statement .................................................................................. 4

2.3. Scope and Applicability .......................................................................5

2.4. Policy Strategic Goals ......................................................................... 5

2.5. Guiding Principles ............................................................................... 6

3.0 POLICY GOVERNANCE AND RESPONSIBILITIES ............................ 7

3.1 Internal Communication ...................................................................... 8

3.2 External Communication .....................................................................8

3.3 Visitors .................................................................................................. 9

3.4 Corporate Identity ................................................................................ 9

3.5 Internet & Electronic Communication ................................................ 9

3.6 Social Media ....................................................................................... 10

3.7 Public Register ................................................................................... 10

3.8 Corporate Social Responsibility ....................................................... 10

4.0 COMMUNICATION POLICY IMPLEMENTATION & REVIEW ........... 10

5.0 MONITORING & EVALUATION .......................................................... 10

6.0 EFFECTIVE DATE ...............................................................................11

7.0 CONCLUSION ..................................................................................... 11

8.0 APPENDICES ......................................................................................11

Document Title: Communication Policy Page 3 of 31

1.6. Governance and Organisational Structure

Document Title: Communication Policy Page 4 of 31

Figure 1: TCAA’s Organization Structure

2.0 POLICY OBJECTIVES AND PRINCIPLES

2.1. Policy Statement

Document Title: Communication Policy Page 5 of 31

2.2. Policy Objectives

2.3. Scope and Applicability

2.4. Policy Strategic Goals

Document Title: Communication Policy Page 6 of 31

2.5. Guiding Principles

(i) Delivering clear and consistent communications

Table 2: Spokesperson during Normal Situation

Document Title: Communication Policy Page 7 of 31

b) Spokespersons during Crisis Situation

Table 3: Spokespersons during Crisis Situation

3. Board Chairman Final Spokesperson

3.0 POLICY GOVERNANCE AND RESPONSIBILITIES

(i) Board of Directors

Document Title: Communication Policy Page 8 of 31

(iii) Directors, Unit and Station Managers

(iv) Communication & Public Relations Unit

3.1 Communication Channels

(ii) External Communication

Document Title: Communication Policy Page 9 of 31

3.3 Corporate Identity

(ii) Facilities, Dress Code, Business Cards, Headed Letters, Internal

3.4 Internet & Electronic Communication