The bulk of the research within the field of media and communication is concentrated at the forefront of development, studies focus on modern companies and modern communication. However, many people work in the industry, where the conditions for communication are partly different. The aim of this study is to explore the possibilities for internal communication that the employees have at the base industrial company of Billerud Gruvön, Sweden. How important do they feel that communication is? Can the internal communication within Gruvön be described as modern, where dialogue between the staff is possible, or as orders from the top down to the bottom of the hierarchal structure? These are our research questions: Which channels are used for communication within Gruvön, and how are they used? How important do the employees deem the internal communication to be? Can the communication within a hierarchal industrial company such as Gruvön be described as modern, where dialogue is at the center, or does the communication consist basically on orders from the top down to the bottom of the chain? Our research is based on the following theories: Communication, Organizational communication, Internal communication and Organizational culture. We have looked to earlier research such as the doctorates of Simonsson (2002) and Johansson (2003) to further our understanding. The methods used are interviews with operators, middle management and the information officer at Gruvön. In addition to that we have performed an analysis of the communication policies document. Among the channels used, the personal and direct communication that takes place within meetings is the most preferred. The intranet is also a frequently used channel, even though it lacks possibility for dialogue. The respondents feel that communication is important, an opinion that becomes obvious in the organizational culture at Gruvön. These results underline the modern aspects of the internal communication at the mill. Our conclusion include that the communication between operators and the middle management is dialogue based. It is further up in the chain that the informants feel that their opinions go unnoticed. This top-down management may lead to uninformed decisions as the knowledge of operators and their managers seems not to reach the top of the hierarchy. Key words: Dialogue, Hierarchy, Internal communication, Organizational culture, Transmission

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