BP.
BP is one of the world's largest energy companies, providing its customers with fuel for transportation, energy for heat and light, retail services and petrochemicals products for everyday items. We have been helping them manage communications between their 96,000 employees since 2006.
We’re cultivating cultural change.
“Good to see so many people invigorated and excited about what they are doing.”
Audience.
It’s that first day at school feeling – you’re in unfamiliar surroundings, you don’t know what’s expected of you… and you’re hoping someone will show you.
Challenge.
That’s how we suspected the 2,000 employees of BP North Sea might feel after a radical change to their working culture and a move to a new, purpose-built, modern office.
Insight.
To help employees explore how the new ways of working would apply to them, we created Expo: a participative, all-company event organised by staff from the eight business areas.
Result.
We brought their ideas for interactive displays, plasma presentations and working models to life and stage-managed the whole event. Expo energised, entertained and informed staff about the common challenge for their future.
It feels good to be recognised for what you're achieving.
Rewarding excellence in global marketing.
Audience.
Brand, sales and marketing are key to BP's offer. The Beacon Awards recognise the achievements of global teams in these areas. The awards ceremony, held at BP's London headquarters was attended by the finalists, leaders and employees from across BP.
Challenge.
BP were looking for a single supplier to design and deliver an identity for the awards which would evolve over time and have lasting impact.
Insight.
The Beacons needed a distinctive design to reflect both the BP brand and the company's association with the 2012 Olympics. We designed an identity using interlocking rings in BP colours. The rings featured on all materials, including the appeal for entrants, deadline reminders, event invitations, branding and decoration, animations, intranet banners and a memorial brochure.
Result.
The awards this year attracted an unprecedented 384 entries - a 30% increase on the previous year. The event itself ran without a hitch and was enjoyed by all who attended, including some who joined from around the world via a video-conference link.
I can see the organisation is serious about safety.
A powerful new identity carried across multiple channels.
Audience.
In this company, safety must come first - and it must be seen to come first as well. Whenever anyone in our refineries sees this identity, they must instantly recognise that it's about safety, that it needs their attention and that it reflects how much we care about looking after our people.
Challenge.
Could we create a visual identity that would convey the significance of the OMS and differentiate it from previous programmes?
Insight.
Working with BP's Safety Operations group and key stakeholders, we got to grips with BP's internal communications structure and built a working partnership that created a strong visual identity for the Operating Management System (OMS).
Result.
A reduced likelihood of accidents, a greater awareness of best practices. To date, we have carried this powerful identity across an intranet site, digital information packs featuring video, animations and pod casts plus reminder campaigns on how to implement OMS procedures.