Internal Communications Program

After an industry-wide revenue decline, Layne eliminated the majority of its internal communications staffing. Employee morale dropped, and a critical disconnect formed between the corporate office and a field-based workforce spread across the country. The structural problem was real: 75% of employees work in the field with limited email access. Layne engaged CKP to bridge that gap, rebuild trust, and create a communications infrastructure that could actually reach people where they were.

CKP built a multi-layered strategy that combined digital speed with the credibility of print. Fast Layne — a biweekly digital newsletter formatted as PDFs and JPEGs for local printing — kept employees current. Layne Chronicles, a premium biannual print magazine modeled on the company’s 1930s-era publications, brought depth, heritage, and storytelling to the program. Each vehicle served a distinct purpose in the same ecosystem.

To reach field employees, CKP established a nationwide network of “point persons” and corporate administrators trained to identify and surface frontline stories. The content categories were specific: community service, customer feedback, safety moments. This network ensured that what happened in the field actually made it into the publication — which is what gave it credibility.

Leadership access was built in deliberately. “Letters from the CEO” invited direct email feedback, putting a human face on the executive suite. The Layne Business Center digital bulletin board was optimized to repurpose newsletter content, capturing employees who used the portal only for administrative tasks like checking paystubs.

26.6% decrease in Total Recordable Incident Rate. 46% reduction in recordable injuries. Three perfect safety weeks in 2017. Two new records for consecutive days without a workplace injury.

Those are not communications metrics. They’re operational outcomes. When internal communications is done right — reaching the right people, in the right channels, with content they actually trust — it changes behavior. This program proves that.