kairos tools best practice: unilever europe’s internal engagement tool for sustainable growth -...
DESCRIPTION
Unilever Europe is using the Treemagotchi learning and change method to engage colleagues for its business model of sustainable growth, the Unilever Sustainable Living Plan (USLP). USLP in Action! As a result of the pilot’s success in The Netherlands in 2013, we scaled up in Spring 2014 to 15 locations throughout Europe. Here are the results.TRANSCRIPT
making change fun, engaging and sustainable
Kairos Tools best practice:
Unilever Europe’s internal engagement toolfor sustainable growth
Results 2014
Increase internal engagement in Unilever Sustainable Living Plan (USLP) of employees across 15 sites in Europe
objectives
• Change knowledge, attitudes, behaviours• Offer action perspectives and to make it tangible• Start the dialogue -> cultural change. From broadcasting to
interaction. • Get input from colleagues, get to know more about needs
and wants and daily issues at the work floor
• Online platform with 6 challenges over 6 USLP themes, (each country site chose from basket of 12 templates and tailored to local needs)
• Co-create content with internal experts and management and plan follow-through
• Colleagues earn points, battle with other teams• Interaction within and between teams, countries, and
different function groups
how?
6 weekly challenges
Personal tree grows after completing challenge
Sharing ideas and comments
Progress on collective target
Ranking teams
… weekly team and individual winners
the platform
…and team members
one week challenge in three steps: quiz – action - share
…were linked to existing facilities & schemes for greener mobility & indicated their needs
and barriers
…made their personal behaviour change plan to save energy at home
… started a collective brainstorm on a relevant packaging dilemma which is fed into R&D
community in their platform
Colleagues analyzed with help of Unilever’s behaviour change method how they can help
consumers choosing sustainable products
example actions
exceptional participation level and appreciation• 5,850 colleagues invited > 4,400 joined (75%) • in 450 teams• completed on average 5 of 6 challenges• 21,000 actions• 10,000 shared ideas• 50,000 website visits, 750,000 page views
Why did you participate?
1. Relevant, content appealed to me 93%2. Fun to do 93%3. Easy to do 90%4. I wanted a high score for my team 88%
tangible impact and value
My department held a weekly meeting to discuss the challenges and how we could contribute/change our behaviour.
I now talk about our sustainable growth strategy with customers.
We redesigned the approach of our new sales material project.
I‘ve never seen an initiative within Unilever, that triggered such a high level of active
participation. Super initiative!
We started an energy saving project with a two-years payback period.
Gave me lots of new product ideas.
This really linked us as a team.
Sustainability has become a permanent item on our team meeting agenda.
Gave us a window of opportunity in our team to finally take more sustainable steps.
after: ..%
before: ..%
‘I believe that we are a different kind of business – one that is a force for good.’
+8%
after: ..%
before: ..%
‘I am able to explain our strategy to friends and relatives.’
+18%
after: ..%
before: ..%
‘I know what to do in my daily job in order to contribute to our strategy.’
+17%
Netherlands2013 (before first trial) – 2014 (after second trial):
‘structurally’
Europe (before - after in 2014):
‘structurally’
to what extent does sustainability play a role in the products and services that you provide?
+5% +18%
after: ..%
before: ..%
‘Our strategy has made me adopt more sustainable habits at home.’
+21%
perceived effects on knowledge, attitude & behaviour
• It has given me extra knowledge about sustainabilitywithin Unilever. 89%
• Our strategy has become more tangible and I can see betterhow I can integrate it in my daily job/ category. 76%
• Our strategy has become more tangible and I can see howto contribute to sustainability at our work place. 75%
• I have changed one or more behaviours at home/at work. 56/55%
• These challenges made me think differentlyabout our strategy. 47%
‘To achieve a mindset change towards sustainability among my colleagues is one of my personal challenges.
We have a very ambitious Unilever Sustainable Living Plan (USLP), a visionary CEO, but that doesn’t mean all employees understand
overnight what that means for the business and for them personally, in their daily jobs as well as in their private lives.
‘USLP in Action’, has helped me above expectation in getting sustainability to touch down, to engage people, to share their ideas, to
give them action perspectives to get in gear themselves. From broadcasting to interaction.
The most important result for me, however, is the feedback I got from individual colleagues that USLP in Action helped them to make
sustainability business relevant.'
Anniek Mauser, Director Sustainability
more info?
www.kairostools.nl/en
or call egon de bruin: +31 206100072
making change fun, engaging and sustainable