'Kenko'

Healthcare sector company

What?

Launched and developed a well-being program in the company.

How?

Our key to success was a visually alluring communication campaign in the offices.
We used a graphic identity inspired by Japan to link the company’s origin and the zen concept, as well as an ingenious claim we repeated over a few days that employees made their own, becoming the real ambassadors of the project.

The activity kicked off with Well-being Week, when we turned the employees into the leaders at workshops, competitions, sports teams and other activities to let participants’ healthy side shine. The office became a relaxing place, decorated with posters, photocalls and vinyl signs placed in the rooms and hallways, and the campaign lasted until the end of the year, garnering success in all the activities.

Why?

To raise awareness in all the people at the company about the benefits of a healthy lifestyle, at work and at home.

Results

Title

90%

of attendees during Well-being Week workshops and other activities

'Haz que pase'

Roche Farma España

What?

A campaign to spread the news about GEOS, the Group’s work environment survey.

How?

The day before the survey deadline, all employees were surprised by a ’round breakfast’ on their desks with a ‘blue Roche’ glazed donut to eat while they answered the survey. The kit also included a card to anyone who had not filled out the survey yet, inviting them to do so, and to those who had already filled it out, to encourage their colleagues.

Why?

Roche employees had to feel that the company’s continuous improvement was in their hands. We relied on their help to identify room for improvement and to build the company that everyone wanted together.

Results

Title

80%

of attendees (+8 points up from the last year)

'Conversaciones del talento'

Auchan Retail España

What?

Launch of the new staff assessment model.

How?

The naming, the storytelling and the project graphics aimed to change the perception of the evaluation: no longer an exam, but a moment of trust and dialogue between the employees and their manager. The manager was equipped with all the necessary tools (webinars, videos, infographics) to better face the transformation process.

Why?

To spread the word of the new staff assessment model, presenting it as a system that takes into account the needs of the organization and, at the same time, gives the managers a more active role in the professional development of their teams.

Results

Ongoing