Promoting the image of ENAIRE externally and internally

The new paradigm involves a new position, so highlighting the ENAIRE brand was essential while giving a more service and business-generation approach to the public online channel, boosting the customer’s vision (airline companies, airport managers, non-commercial aviation, etc.).

Our challenge was therefore to convey a modern, innovative image, with a highly qualified team, and with the technological capacity to perform it safely, with a commitment to the environment. Creating a pride of belonging among employees was also sought.

Building on a consistent UX methodology helped us obtain two quality products: A public website and an employee collaboration portal.

With regard to the online channel, constant coordinated work was carried out with the ENAIRE teams, particularly in the communications area, as a key element to conveying this modern, innovative image. 

Particular emphasis was placed on the research phase with a view to defining objectives, clearly identifying our target, analysis of the analytics, benchmark, workshops with the communications and business areas...

Once we had collected all this information, we worked on and devised what our product should be: information architecture, value proposition, wireframing… all to adapt to the needs of our target and business goals.

The result was a modern, consistent and coherent product with intuitive navigation, encouraging the “findability” of contents and with a well-worked UI design and minimalist visual code in terms of both design and content. Communications focused on strong messages while promoting a customer-based approach, giving special prominence to services.

The need to promote the brand image to the general public meant that generating content and ensuring they go viral became especially relevant, focusing on the generating of audiovisual content, all without losing sight of content accessibility (WCAG), as this is a public entity and must comply with Law 56/2007 on Measures to Promote the Information Society.

In terms of the collaboration intranet, we worked closely with internal stakeholders (communications, different business areas within ENAIRE, HR, Technology, etc.) and employees on both quantitative techniques (surveys, analysis, etc.) and qualitative techniques (interviews, focus group, etc.) in order to detect the pain points we should solve in our end product. 

In the end, the same ingredients were used in terms of methodology, but adapted to the needs of ENAIRE.

Our aim was to create a collaboration tool that would generate a pride of belonging, attracting all ENAIRE groups and, in turn, providing a gateway to the needs within the organisation, providing reliable information, enabling internal communications, and giving the employee a voice, strengthening ties, reducing organisational silos, and promoting corporate culture while promoting knowledge management and streamlining productivity from any location or device.

The new collaboration intranet produced a substantial change in processes and a new model in the way of work that has encouraged efficiency and productivity and where the internalisation of the tool, supported by a collaborative digital workplace, required extra effort to manage the change. Collaboration therefore involved a careful change management plan based on two cornerstones: communications and training (face-to-face and online), encouraged by the use of the collaboration tools offered by the new intranet.