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Branding | Employee engagement | Internal communications | Business communications © BergHind Joseph Ltd. All rights reserved. www.berghindjoseph.com +44 (0) 20 7407 7788

BergHind Joseph client portfolio

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We believe that:- every communication challenge is a success story waiting to happen if you approach it in the right way - better design builds deeper connections between people, businesses and brands.

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© BergHind Joseph Ltd. All rights reserved. www.berghindjoseph.com +44 (0) 20 7407 7788 21

BergHind Joseph client portfolio

A bit about usBergHind Joseph is a creative communication agency which has been developing strategic brand, employee engagement and business communication solutions for our clients for over 10 years. Our clients work with us because whatever the challenge, we develop solutions that surpass expectations and deliver optimum results. We are delighted to present this showcase of some of our work and hope that you will find it to be of interest.

Summary of offerUsing research, strategic thinking and design across all digital, print and experiential media, we work hard to find out about your challenge and develop effective and integrated communication solutions. We are not a communications agency that has fixed answers. Whatever the challenge, our team of specialists work together with you to deliver joined-up solutions that take advantage of BergHind Joseph’s extensive range of skills and experience. And by developing a strong partnership with you the impact of our solution is significantly increased, which makes what we do so effective.


Meet the senior members of our team


Senior members of our team

© BergHind Joseph Ltd. All rights reserved. www.berghindjoseph.com +44 (0) 20 7407 7788 3

Ian Brownhill Co-founder and CEO

Ian’s work career has really focused on three key areas: research, strategy and business management. He has held senior management positions in London Transport Buses, Which? and The Prince’s Charities Group, before joining BergHind Joseph (which he set up with Michael Hirschl and Smith Joseph in 2003) in September 2008.

As CEO Ian sets the strategic direction for the business and develops strong and constructive working relationships with a range of important stakeholders.

Siobhan Hammond Managing Director and Senior Consultant

Siobhan has worked for over 16 years in employee engagement roles both agency and client side and is passionate about helping companies improve their overall performance and productivity through their people.

As Managing Director Siobhan runs the company on a day to day basis. She is also a senior consultant, offering strategic advice and working in collaboration with clients to deliver creative, quality solutions that help clients achieve their business goals and targets.

Clients Siobhan has worked with include BP, Heathrow and Gatwick Airport, Metropolitan Police Force, Syngenta, GSK, eBay and AMEX.

Michael Hirschl Director of Creative Delivery

Michael has over 20 years’ design and communication experience. He is a Co-founder of BergHind Joseph and has a wealth of experience in creative design across internal and external communication programmes, branding, packaging and advertising. Michael manages the creative team and ensures that the best creative solution is put in place and delivered to the highest standard and quality.

Over the years Michael has worked with many clients including BP, Zurich Insurance Group, GSK, Vendome Luxury Group, Syngenta, Tate & Lyle, NatCen Social Research, World Trade Organisation, the European Crop Protection Association and Unilever to name a few.

Smith JosephDirector of Creative Exploration

Smith has 30 years’ experience in the world of creative communication. He started his career designing record sleeves but has since worked in all areas of design. This has resulted in him delivering a diverse range of creative solutions for some of the world’s best known brands including Avis, Ernst & Young, Honda, McKinsey, Debenhams, HSBC, Tate & Lyle, BP, QinetiQ and Telewest…to name but a few!

Smith’s role at BergHind Joseph is to build an appetite for new, innovative and fresh approaches to solving communication problems within the creative team. He achieves this in a variety of ways, but it’s primarily fuelled by pushing visionary ideas to give clients a competitive edge.

Elspeth McCreadie Client Director

Elspeth has over 10 years’ experience working with clients to help them deliver the best possible solutions. She works with clients to ensure their projects are delivered within time and budget to the very highest standards and loves the challenge of working to multiple deadlines whilst juggling projects of all shapes and sizes.

Elspeth has worked on numerous communication campaigns including BAA, Orange, BP, GSK, Syngenta, GDF SUEZ, Tate & Lyle and Marks and Spencer.



Research is at the heart of everything we do. It helps us to understand your world better and to put your corporate story into context. For us, it is essential to truly creative communication.

The advice we offer clients extends far beyond design, because we set no limits on our creative thinking. Our aim is always the same - to suggest the right interventions and channels to use, to effectively engage with your audiences in order to deliver tangible results.

Great design changes minds. It makes people feel and behave differently towards your business. Our definition of great design is simple: clarity of purpose, understanding of audience and brilliance in execution.

1. Explore 2. Discover 3. Design

4. Deliver 5. Embed

1. ExploreDuring this stage, through research and analysis, we get to grips with the business challenge, to ensure we put the best solution for the business in place.

We define the scope of the project and outline how it will be delivered, and when. We create a project schedule and a clear cost breakdown. We’ll also define roles and responsibilities and agree the regularity of communication on the project.

2. DiscoverDuring this stage, we define the strategy and plan, look at the segmentation of different audiences and scope the messaging. We will look at the best means of communication for the audience, develop a look and feel and put in place measurement criteria to ensure we can assess the success of the delivered project and benchmark improvements over time.

3. DesignIn this stage, the look and feel will be finalised and the design applied to the agreed deliverables. This is where all materials are completed and ready for distribution to the different audiences.

4. DeliverThis is the point in the project where the communications we’ve scoped will be rolled out to the different audiences with the aim of creating impact, increasing awareness and understanding and influencing behaviour.

5. EmbedThis stage is where we work with our clients to review business process and practice to support improved ways of working and achieve irreversible change.

We also measure the success through the criteria put in place during the ‘Discover’ stage and hold post-project review meetings to capture learnings.

How we work

© BergHind Joseph Ltd. All rights reserved. www.berghindjoseph.com +44 (0) 20 7407 7788 4© BergHind Joseph Ltd. All rights reserved. www.berghindjoseph.com +44 (0) 20 7407 7788 4


Our services

Audiences we’ve worked with


Our services

Branding

- Communication audits- Internal and external workshops and research- Brand strategy and architecture- Name development- Brand positioning and values- Corporate tone of voice development- Brand identity and guidelines- Photographic style and image library- Writing corporate stories and business stories- Brand templates- Employer brand- Brand engagement, including launch planning and collateral- On-going Brand support- Development of integrated sub-brands

Employee engagement / internal communication- Employee engagement workshops and research- Employee engagement strategies and communication plans- Engagement campaigns, covering issues such as: - Strategy, vision and values - Change and transformation - Culture and leadership - Risk, compliance and information security - Health, safety and quality - Recruitment and on-boarding - Reward and recognition - Awards programmes- Train the trainer activities- Arranging translations (our biggest translation job to date involved 22 languages!)

Business communication

- Marketing communication strategy- Marketing collateral- Shareholder communications- Corporate websites and microsites- Corporate videos- Experiential design- Infographics- Magazines and e-newsletters

Our communication consultants and creative team can offer everything including:



Audiences we’ve worked with

How we work


And we’ve worked with the following audience groups:

- Board members and senior executives- Managers- Employees- Potential recruits- New recruits- Engineers- Scientists- Technicians- Operational staff- Corporate functions (HR, IT, Investor Relations, Finance, Procurement etc.)

- Sales and Marketing- Seafarers- Energy field workers- Regulators and Ombudsmen- Politicians and Policy makers- Funding bodies- Intergovernmental organisations- Shareholders- Exhibition and conference attendees- Professional Services (Legal, Consultancy, Financial Services)

- Students- Post graduates- Customers (both B2C and B2B)- Suppliers of goods and services- General Public

In the public, private and voluntary sectors



Our services

How we work


We are passionate about helping companies improve their overall performance and productivity through their brand and their people. We work with our clients to devise solutions that are 100% right for their needs and ambitions and build the right environment to help people perform and be the best they can be.

The following case studies showcase the ways in which we’ve helped a range of businesses address employee engagement and branding challenges.

Case studies

The case studies included here are:

Company Project Page

Syngenta Global Awards 8

Syngenta Security engagement programme 10

Tate & Lyle Engaging workforce in renewed company values 12

GDF SUEZ Embedding a strong QHSE culture 14

BP Enhancing pride in HSSE 16

Zurich Insurance Group Using video to engage a global workforce 18

Diamond Trading Company Generating brand engagement 20

SBM Offshore Complete brand refresh 22

Thenamaris Rejuvenating an established brand 24

Syngenta Ensuring a brand is applied consistently 26

NatCen Moving a long-established publication online 28

ECPA Repositioning a lobby group 30

Parliamentary and Health Service Ombudsman Creating a new identity post-merger 32

World Trade Organisation Enhancing public understanding 34

Blueprint Securing enhanced market share 36

Zurich Insurance Group Updating a global website 38

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Syngenta awards

Making every employee an innovator

The number of Brazilian farm workers using Personal Protective Equipment (PPE) was too low. Our team decided to take a lead in addressing this important issue and worked with over 100 distributors to make PPE more affordable. Profits of more than US$ 375,000 from increased PPE sales were donated to over 140 local charities. We are proud to have helped farm workers stay safe and to have made a valuable contribution to the community.

*Our work matters

“We need more companies like Syngenta who help local communities.”

Cristina Nobuko Kimura, community assistant, Brazil

Share your story nowhttp://syngenta.intra/awardsClosing date: July 20, 2010

Syngenta Awards 2010Innovation. Intensity. Health. Performance.

Our Crop Protection team from Sao Paulo, Brazil,

who worked with partners to benefit the community.*

BHJ130_SYN_Awards_Poster_A1_AW_V18.indd 3 27/04/2010 17:15


Reaching growers in the hilly Yunnan province was challenging. But we were determined to find a way. We completely re-designed our go-to-market strategy, established new partnerships to increase access to our products, and trained 100,000 growers in better agricultural practices. By focusing our passion and energy, Yunnan’s growers are now enjoying the benefits of better yields.

*Our work matters

Yang Xue Quan, vegetable grower, China


“Getting more out of our land has made a real difference to my family.”

Our Sales team in Yunnan, China, who focused

on reaching remote growers with our products.*




Glyphosate-resistant weeds are a major threat for farmers and can reduce yields significantly. Despite technical challenges, we were determined to find a solution. After five years of hard work, our creativity and tenacity paid off with a chemical breakthrough that combined three active ingredients into a one-of-a-kind product. By using Halex® GT, corn growers can now protect their crop from resistant weeds in a single application.

*Our work matters

“Now I can be confident that I won’t lose my crop to resistant weeds.”

Paul Talley, corn farmer, USA

Representatives of our Technology and Projects team from

Greensboro, USA, which delivered a breakthrough idea.*




Read case study


The briefSyngenta’s awards programme is a cornerstone of its global employee engagement strategy and aims to make innovators of every employee by recognising and rewarding their great work.

Our task was to create a campaign that would encourage even more of Syngenta’s 27,000 employees worldwide to enter their projects. Our challenge was to make the Awards programme stand out among other internal initiatives and to tap into the enthusiasm of the people who work for the world’s leading agribusiness.

Our solutionTo mobilise employees, the awards needed to appeal on an emotional level. So, the approach we recommended was to connect employees with the beneficiaries of their work; reminding them that wherever they worked in the world, or whatever they did for Syngenta their work has such a positive impact in and outside of the business. This concept was then executed through a global photographic shoot (four location shoots with genuine Syngenta customers and employees in Kenya, Brazil, the USA and China were all shot simultaneously) and clever design, ensuring that we created a set of eye catching communication materials that really captured the spirit of Syngenta and resonated with the internal audience.

Once the entries were in, we then worked with Syngenta to deliver a memorable awards ceremony and ensured the dissemination of learning to 27,000 employees in 90 different countries by creating a library of digital and printed materials.

The resultOur solution helped to attract over 1,100 entries from 10,000 employees, which was 15% higher than the previous awards. This set a new record for the company awards programme, which has resulted in us promoting and supporting the awards ever since.

Syngenta awards

Making every employee an innovator

What we delivered

• Communicationplan

• Integratedsub-branddesign development and execution

• Globalinternalawardscampaign (launch through to celebration and dissemination of learning)

• Photographicstyleandimagelibrary

• On-goingbrandsupport

• Microsite

• Experientialdesignandcollateral

• Magazine

• Translations

The Syngenta Awards have been a great success. We never believed we would get so many entries. This proves the campaign was not just a beautiful design but also highly effective! Thanks for all your work and support in launching a successful program!”

Sven FritzscheGlobal Internal Communications Manager, Syngenta International AG



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Syngenta security

Creating awareness and driving action around security

Syngenta Security | Facilitators’ Guide | Classification: INTERNAL USE ONLY

5

14

Classification: INTERNAL USE ONLY

By keeping potential risks front of mind, we can make sure we’re secure before they even arise. 11


How do we cope in places where shortage of resources or social unrest create instability?


On-site protest or site invasion

Responses1. Proactively engaging with local community/

authority and regularly scanning local media to understand any protestors’ agenda will help you anticipate any risk of invasion.

2. Knowing who to contact before the issue arises (e.g. public affairs, security) will increase your ability to deal with the situation more effectively.

ConsequencesSite disruption may result in use of force to clear site and cause problems both for business continuity and the company’s reputation.


ScenarioYou reach your site/office at 8 a.m. to find that protestors representing a group of local people with a grudge against the business are blocking your way on to the site. They’ve brought the media with them, and they won’t let you pass until you have spoken to the journalists.

RiskActivists or other members of the local community invade site to hold protest.

ASSETSPRODUCTS PEOPLEINFORMATION


Contents of the toolkit

Syngenta Security story (video)

Security scenario game

Security scenario landscape

Security workshop PowerPoint

Security scenario card pack

The toolkit contains the following items:

!

This landscape illustrates what the future of Syngenta’s security business will look like if we all play our part in putting security issues front of mind. The security examples highlighted show the positive outcome of tackling specific security risks in the right way.

THE SECURITY FUTURE

Information leakageBe aware of the risks and protect our Intellectual Property when working with classified information.

Increased performance and better opportunitiesManaging security risks and anticipating threats will free us to concentrate with confidence on our business ambitions.

Counterfeiting and illicit tradeBy taking collective action against those responsible, we can increase and sustain our market share, and build customer confidence.

UNDERSTANDING THE IMPACT

Information theftTo protect our Intellectual Property, we take care to appropriately classify and handle our information.

SAFEGUARDING OUR WORK

KNOWLEDGE OF THE RISKS

Site securityIn order to take the right measures to protect our assets, we need to understand the risks.

CONFIDENCE IN OUR RESPONSE

Staying safe while travellingWe need a culture in which people consider the risks before they travel rather than waiting to react to circumstances.

PREPARED IN ADVANCE

Protecting key assets on siteUnderstanding how and why our key assets may be at risk will help us develop better ways of securing them.

AWARENESS OF OUR ACTIONS

Finished product warehouse and truck theftOnce we realize what makes our products attractive to criminals, we can think of ways to stay one step ahead of them.

ANTICIPATE THE THREATS

Street crime and workplace violenceBy teaching people how to recognize danger, we can help them to avoid it.

PRIORITIZING OUR SAFETY

Site protest (activism)To respond professionally to any protest, we need to understand the motivation and tactical thinking that lies behind it.

ENSURING OUR INTEGRITY

CERTAINTY IN OUR FUTURE




1. Proactively engaging with local community/authority and regularly scanning local media to understand any protestors’ agenda will help you anticipate any risk of invasion.



You reach your site/office at 8 a.m. to find that protestors representing a group of local people with a grudge against the business are blocking your way on to the site. They’ve brought the media with them, and they won’t let you pass until you have spoken to the journalists.



On-site protest or

site invasion

Scenario

You reach your site/office at 8 a.m. to find that

protestors representing a group of local people

with a grudge against the business are blocking

your way on to the site. They’ve brought the

media with them, and they won’t let you pass

until you have spoken to the journalists.

Risk

Activists or other members of the local

community invade site to hold protest.

ASSETS

PRODUCTS

PEOPLE

INFORMATION

ASSETS

PRODUCTS

PEOPLE

INFORMATION


You reach your site/office at 8 a.m.

to find that protestors representing a

group of local people with a grudge

against the business are blocking

your way on to the site. They’ve

brought the media with them, and

they won’t let you pass until you

have spoken to the journalists.

ASSETSPRODUCTS

PEOPLEINFORMATION

ASSETSPRODUCTS

PEOPLEINFORMATION

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The Security Story


Page 6

Page 7

Page 11

Page 9

10


We need to anticipate the threats. What do we do when faced by a growing illegal economy?


5

14







Responses1. Proactively engaging with local community/

authority and regularly scanning local media to understand any protestors’ agenda will help you anticipate any risk of invasion.


ConsequencesSite disruption may result in use of force to clear site and cause problems both for business continuity and the company’s reputation.


ScenarioYou reach your site/office at 8 a.m. to find that protestors representing a group of local people with a grudge against the business are blocking your way on to the site. They’ve brought the media with them, and they won’t let you pass until you have spoken to the journalists.

RiskActivists or other members of the local community invade site to hold protest.



Contents of the toolkit

Syngenta Security story (video)

Security scenario game

Security scenario landscape

Security workshop PowerPoint

Security scenario card pack

The toolkit contains the following items:

!


THE SECURITY FUTURE











PREPARED IN ADVANCE













1. Proactively engaging with local community/authority and regularly scanning local media to understand any protestors’ agenda will help you anticipate any risk of invasion.



You reach your site/office at 8 a.m. to find that protestors representing a group of local people with a grudge against the business are blocking your way on to the site. They’ve brought the media with them, and they won’t let you pass until you have spoken to the journalists.



On-site protest or

site invasion

Scenario







Risk



ASSETS

PRODUCTS

PEOPLE

INFORMATION

ASSETS

PRODUCTS

PEOPLE

INFORMATION










ASSETSPRODUCTS

PEOPLEINFORMATION

ASSETSPRODUCTS

PEOPLEINFORMATION

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The Security Story


Page 6

Page 10

Page 7

Page 11

Page 9

!


THE SECURITY FUTURE











PREPARED IN ADVANCE











6


When our human, physical and digital resources are properly protected, they perform at their best.

3


Ever evolving challenges demand fresh response. And that involves all of us, individually and as team members.


11Security scenario game

Object To be the team to gain the most amount of points

Set up: You can play with four or more people. Split the group into two teams and divide the scenario cards between the teams. Divide the pack in half and check that the participants and facilitators cards are in the same order, so you have the right scenario card to hand.

Each team selects a score card so they can calculate the number of points they earn as the game progresses.

Playing the game: The team with the player whose birthday is next goes first. Pick a card from the pack and read out the scenario. They have five minutes to explain how they would respond to the scenario. If they don’t gain the maximum points the other team has the opportunity to respond and gain extra points.

If Team 1 answers correctly, they are awarded points and capture them on the scorecard.

Team 2 then goes ahead and takes a scenario card to discuss and answer. The game continues until all the cards are used.

Points Points should be awarded at your discretion. We recommend awarding five points for each response the team considers. On the facilitators’ cards there are three responses. If the team get all three then they will be awarded 15 points. If they consider another response that you believe is viable, award points accordingly. Points can also be given to the opposing team if they add a response that the other team didn’t consider.

Winning the game The team with the highest points wins.

How to play

Running time

Can vary to fit time available (30 minutes to 60 minutes)

On-site protest or

site invasion

Scenario







Risk



ASSETS

PRODUCTS

PEOPLE

INFORMATION

ASSETS

PRODUCTS

PEOPLE

INFORMATION










ASSETSPRODUCTS

PEOPLEINFORMATION

ASSETSPRODUCTS

PEOPLEINFORMATION

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Supporting materials

Scenario scorecard (visual above)(Appendix 2)

1

Syngenta Security Managers’ Toolkit

!


THE SECURITY FUTURE











PREPARED IN ADVANCE











On-site protest or

site invasion

Scenario







Risk



ASSETS

PRODUCTS

PEOPLE

INFORMATION

ASSETS

PRODUCTS

PEOPLE

INFORMATION










ASSETSPRODUCTS

PEOPLEINFORMATION

ASSETSPRODUCTS

PEOPLEINFORMATION

14





The Security Story





Read case study


The briefIn an increasingly volatile world, all businesses need to transform the way in which they think about security as ever evolving challenges demand fresh responses. And that involves all of the company’s employees, individually and as team members.

This was the challenge that Syngenta, a world-leading agri-business with more than 27,000 employees in 90 countries, was facing as security of their people, products, information and assets is critical to sustaining and growing their business.

The Security team had to raise their profile within the business and drive a radical shift in attitude towards security. Their ambition was to build understanding around key security risks in the business, and encourage a proactive conversation around it. In doing so, employees would be able to recognise their personal responsibility and accountability towards Security. They turned to us to help them to realise these ambitions.

Our solutionWe delivered a strategic planning workshop with the Security leadership team to ensure the leaders had a cohesive story that they could share as well as clarity on the role they had to play in helping change people’s behaviour towards security.

The first step in creating the communication strategy was to conduct interviews with key stakeholders across the different regions and countries so we could fully understand the current landscape and levels of awareness and understanding.

We worked collaboratively with Security representatives that acted as ambassadors on the ground for the wider engagement and advocacy we wanted to instil across Syngenta. Together we worked on building a compelling narrative that provided a consistent, joined up story and call to action, using an engaging and positive tone of voice. We developed a toolkit that helped bring the narrative to life through a short animated film, a visual roadmap that highlighted the key security risks and a game that helped stimulate debate around real life security scenarios and how they should be tackled.

The resultThe leadership team have repositioned themselves as change leaders across the business and are actively rolling out the toolkit to help employees understand the key security risks the business faces – no matter what their function or role within the business. As a result the business is starting to see a more proactive approach to security and the level of risk across specific countries has reduced.

Syngenta security

Creating awareness and driving action around security

What we delivered

• Employeeengagementworkshops and research

• Strategyandcommunicationplan

• Coachingandadvisingthe leadership team

• Globalrisk,complianceandinformation security campaign


• Writtencorporate‘security’story

• Trainthetraineractivities


• Microsite

• Videos

BergHind Joseph has played a pivotal role in raising the profile of the Corporate Security function and its role within Syngenta. They demonstrated an active understanding of the Security challenges we were facing and related it back to the overarching Security strategy. The results have helped to educate people about the importance of security and resulted in a change of mind-set and behaviour across the business. They not only pushed the creative boundaries but really helped us come up with solutions that are delivering strong results.”

Laurent GiezendannerHead of Corporate Security, Syngenta AG



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Join the conversation! We want to know what our values mean for you and your work.

Just fill in a value card, or visit the new ‘Our Values’ area on TaLnet – where you’ll also find lots of inspiring stories from colleagues around the world.

Ryan Busch, Decatur



Elizabeth James, London



Salma Siraj, Decatur

© 2011 BergHind Joseph Ltd www.berghindjoseph.com

Tate & Lyle Values microsite | Design Development V3 | 26 August 2011 | 1 Homepage

Safety | Integrity | Respect | Accountability | Achievement Creativity Speed | Teamwork Safety Integrity | Respect | Accountability | Achievement | Creativity | Speed | Teamwork

Tate & Lyle values

Engaging employees with a new set of values



Read case study


The briefWith a heritage dating from the 1870s, Tate & Lyle is one of the most prominent brands in British corporate history. Originally a sugar refiner, the company now makes a wide range of high-quality ingredients used in products enjoyed by millions of people every day. Following the appointment of a new CEO, Tate & Lyle conducted a review of their core business values to reflect the businesses new direction and to support its ambition to be a solid FTSE 100 company.

Whilst senior management understood the reasons for revising these values it was imperative that each of Tate & Lyle’s 6,000 employees knew about and understood them too – something that couldn’t be fulfilled by simply ‘telling’ them about it.

For the values to really deliver, employees had to feel included in their arrival, inspired by what they stood for, and realise how they related to the work they did for the business and its strategic direction.

Our solutionWith eight values, five of which were new to the business, and a global workforce, which spans production lines, research centres and corporate support functions, we needed to ensure we reached every employee in a way that resonated with the individual - no matter what their language or role in the business.

To achieve this engagement we supported 27 focus groups around the world. Facilitated by ‘values champions’ these groups provided employees with a platform to discuss the values and their meaning. This enabled employees to feel part of the businesses new direction and demonstrated that their opinions really were important.

Alongside the focus groups, a number of tactical activities were rolled out to encourage further participation and conversation. This included a poster campaign, a dedicated intranet, and postcard drop boxes where employees could share their opinions on the values and where values champions could share these ideas on the intranet microsite and dedicated ‘values walls’ located in offices around the world.

Our initial work provided integral information about how the values were perceived and the behaviours employees associated to them. Armed with this insight it enabled us to bring the values to life in a way that resonated with its audience.

We also developed a values handbook which supported the company’s appraisal system by helping to embed the values and encouraged employees to discuss and demonstrate how they were bringing them to life in their day to day role.

The resultFor Tate & Lyle’s new values to be a success it was imperative that employees felt part of the conversation around the future direction of the business. Our approach and solutions have ensured that the values have begun to embed themselves within the business and that they play an integral role in the future of Tate & Lyle.

This level of engagement, combined with mechanisms created for embedding the values has resulted in improved operations with customers, suppliers, investors and the community – resulting in a significant improvement in business results already. The values work contributed to a 14% increase in operating profit in the year after the programme was launched.

Our work on the Tate & Lyle’s Values project was selected as one of the finalists for ‘Best Internal Audience Campaign’ in the 2013 B2B Marketing Awards - an awards programme designed to recognise excellence in B2B marketing.

Tate & Lyle values

Engaging employees with a new set of values

The BergHind Joseph team made a significant contribution to the overall success of Tate & Lyle’s values project, which saw the revised company values come alive across our global business. Working closely with Tate & Lyle’s HR team they created an inspiring and striking multilingual communication campaign which resonated with our 4,000 strong workforce. This not only ensured that every employee had visibility of the values, but that they also had the opportunity to become actively involved in their implementation. This has really helped to cultivate a culture based around our values, and has subsequently improved performance.”

Rob Luijten, Executive Vice President, Human Resources

What we delivered

• Employeeengagement workshops support



• Globalvaluesandculturechange management campaign

• Corporateandbusinessstories


• Trainthetraineractivities


• IntegratedHRsolutions

• Microsite

• Videos

• Translations



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Read case study

GDF SUEZ

Creating a responsible working culture

BECAUSE THERE’S NO� SUCH THING AS A HAPPY ACCIDENTOne accident a year is one too many in our eyes. That’s why we’ll shortly be rolling out i-care, a campaign to make everyone aware and responsible for health, safety, security and the environment. Add your ideas and observations to the campaign and together we’ll make accidents, near misses and unsatisfactory conditions a thing of the past. Look out for i-care – and help us look after each other.

i-care is coming...

Looking after each other begins with i-care.

Because a strong QHSE performance is no accident. That’s why we’ve launched i-care, a campaign to make everyone more aware and responsible for health, safety, security and the environment. These affect everyone – and everyone has a part to play in preventing accidents, and creating a better place to work.

Bring us your ideas and keep a look out for hazards and, together, we’ll make accidents, near misses and unsatisfactory conditions a thing of the past.

We’ve launched i-care.

BHJ312_GDF_portal_comms_posters_AW_V1.indd 1 29/03/2012 17:07




The briefGDF SUEZ is one of the largest energy companies in the world and has operations that span right across the value chain.

Its breadth of work means quality, health, safety and the environment (QHSE) are of great importance to the business and need to be carefully managed.

GDF SUEZ wanted to embed a strong QHSE culture. But for this to happen perceptions about QHSE had to change and everyone needed to be on board with what it meant to them and the company.

To engage employees with the idea of QHSE an internal competition was run to initially create a name for it: i-care was born. Then, working with the communication and QHSE team we were asked to bring the i-care brand to life.

Our solutionOur starting point was to understand GDF SUEZ’s wider ambitions and strategy for QHSE. Armed with this information we were asked to develop an identity that represented each area of QHSE whilst also working in-situ with the existing GDF SUEZ brand.

The i-care brand identity was unveiled on a dedicated intranet portal where employees could report QHSE related issues and share ideas on the subject.

Creating awareness of the portal was achieved via online promotions and offline visual cues - including a series of posters that built and sustained awareness; desk calendars which presented informative QHSE messages; and branded i-care first aid kits.

As i-care gained momentum in GDF SUEZ UK, we looked to innovatively sustain engagement with it. As winter approached, we devised a communication programme that supported “be safe, be seen”: a campaign that reminded employees to act safely in the darker months. This message was shared through desk calendars, striking office posters, and a ‘high-visibility pack’ (given to every UK based employee) which included reflective strips, rucksacks and bibs.

The resultGDF SUEZ’s focus on QHSE is on-going, and we continue to work with them to make their ambitions a reality. That said, i-care is already a success in terms of raising the profile of QHSE, engaging employees with its message and encouraging them to take action to improve it.

GDF SUEZ

Creating a responsible working culture

What we delivered



• Health,safetyandqualitycampaign


The i-care brand identity and campaigns BergHind Joseph created have shown a clear understanding of GDF SUEZ UK’s needs and ambitions and have really broken the mould for communicating QHSE related topics.

Ultimately BergHind Joseph’s work has resulted in a greater level of engagement with i-care from both employees and stakeholders - something that we are all very proud of.”

Steve ThomsonQHSE Manager, GDF SUEZ E&P UK



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BP

Putting the Health and Safety team centre stage at BP Read case study




The briefFew responses to the question “So what do you do?” have the power to end conversations like “I work in Health and Safety”. But given the importance of HSE, it should not be this way. Changing this ‘dull’ perception was the challenge we faced for BP’s dedicated Health, Safety, Security and Environment (HSSE) professionals. Our task was to help the 4,000 strong, internationally based team feel a greater sense of pride in the importance of the team’s role, and to raise its profile internally.

Our solutionOften, the way we say things is as important as what we say. To begin changing perceptions of Health and Safety, we developed an ‘elevator pitch’ concept. We filmed eight HSSE team members from multiple angles in an elevator. As each person moved between floors, we asked them to explain – in just two minutes – why their role was important.

The edited film was shown at a global BP conference in London where HSSE leaders presented their work to other senior managers. A new sub-brand system we’d specifically created for the HSSE team was also launched at the conference. The dots on our fresh, flexible, matrix design merged to symbolize people connecting – an important message for a team that is spread across the globe. Conference attendees were also given a special take-away booklet.

Containing gritty interview images, quotes from the film and strategic HSSE information, this credit card-sized document could easily be slipped into a pocket. It felt like an exclusive club membership card, giving the team a special identity.

Following the conference we supported the roll out of a series of regional workshops that encouraged a dialogue between HSSE representatives and their colleagues. The workshops were run as a series of HSSE “panel shows” with specially designed invites, sets, question sheets and even giveaway t-shirts. Creating something that was memorable, inspirational and which every team member wanted to be part of and engage with.

The resultIt was impressive. The workshops were very well attended and provided a platform that had impact and inspired HSSE employees. The post project feedback received was that the campaign had injected new life into the function, raised the teams profile and brought employees together with a renewed sense of shared purpose to drive the business forward.

BP

Putting the Health and Safety team centre stage at BP

What we delivered

• Employeeengagement workshops support



• Globalhealth,safetyandquality campaign

• Marketingcollateral

• Videos

• Experientialdesign



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Zurich Insurance Group

A global video campaign for a global companyRead case study




The briefBased in Switzerland Zurich Insurance Group has over 60,000 employees. Together they share one mission: to help their customers understand and protect themselves from risk.

With a huge workforce that is located worldwide, Zurich wanted to unite its employees by recognising and rewarding their efforts at work.

We were asked to develop a suite of 90-180 second videos that recognised and celebrated employee’s outstanding contributions in the workplace. Exemplifying what the business was striving for: to become the best global insurer in the world.

The solutionTravelling as far afield as Chicago, Buenos Aires, Dubai and Hong Kong, we created fourteen motivational videos that demonstrated the company’s global operations, and some of its best employee success stories. Giving global recognition to employees who have gone above and beyond their role of duty.

The resultThe videos have been used extensively throughout the business and on the global corporate website to showcase the talent and innovation which exists within Zurich’s team.


A global video campaign for a global company

What we delivered



• Businessstories

• Videos

• Infographics



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Diamond Trading Company

Mission: engagement

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The briefDiamonds may be a girl’s best friend but when they come out of the ground they are unbranded, unassuming lumps of rock. So how do you create brand engagement and value around a rough diamond that will set it apart from competitors? This was the challenge that The Diamond Trading Company (DTC), the rough diamond distribution arm of De Beers, and the world’s largest supplier of rough diamonds, by value, asked our help in resolving.

Our solutionWith activities in sorting, valuing, sales and diamond beneficiation, the DTC is the bridge between De Beers’ rough diamond production and the DTC’s clients, who are known as Sightholders. And it was these Sightholders who needed to be educated on how to create and build a consistent brand experience around DTC’s rough diamonds.

Working with a consultant a series of interactive one-day brand training workshops were developed and delivered for Sightholders in Antwerp, Johannesburg, Hong Kong, Mumbai, Tel-Aviv and Toronto. The workshops focused on how Sightholders could build a business case for branding within their companies by (i) learning new branding techniques and (ii) strengthening their bargaining power with their management teams, retailers and customers.

In order to make these sessions as engaging and memorable as possible we themed the workshops around the Sightholders being DTC “secret agents”, using the strapline: ‘diamonds are forever’ as the starting point for our ideas. We developed a range of collateral to support the workshops including a workbook and DVD, which the delegates took away with them as tools to use when they were back in their own businesses.

The resultThe campaign left all stakeholders happy: delegates were impressed by the quality of the seminar materials, and DTC was pleasantly surprised by the cost-effective but striking solution we delivered to meet the roadshows core objective.

Diamond Trading Company

Mission: engagement

What we delivered

• Trainingworkshops


• Workshopcollateral

• Corporateandbusinessstories

• InteractiveDVD



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SBM Offshore

Building unity behind a global brand Read case study




The briefMany branding projects are about achieving visual consistency - but this story is about much more than ‘one look and feel’. It highlights the power of a brand to build unity: to bring people together through shared ambitions and beliefs.

SBM Offshore operates in some of the world’s harshest deep-water environments to deliver floating production and mooring systems for the energy industry.

Operating in over 20 locations worldwide, SBM Offshore had a brand that didn’t stack up to its extensive operations or resonate with its greatest asset: its employees.

The company asked us to develop a communication solution that would reflect its market leading position, engage over 6,000 employees worldwide and bring its brand to life.

Our solutionOur starting point in solving this challenge began with SBM Offshore’s employees who have unrivalled experience and understanding of the offshore energy industry.

Through a global research program with the Board, management team, and employees, we developed a brand ‘hierarchy’ that people in all parts of SBM Offshore could unite behind: one vision; one set of unique values; one set of promises to stakeholders.

Armed with this, we were able to develop a series of substantiated creative solutions – including a new logo, brand guidelines, brochure, launch video and corporate website – that would help solve the company’s communication challenges and engage stakeholders around the world.

The result We have delivered a solution that will drive SBM Offshore’s quest to provide secure, affordable energy for a changing world.

Through our research, strategic thinking and design this global company now has an identity that reflects its market leading position.

BergHind Joseph’s smart thinking, wise words, outstanding creative work and first-class project management skills, together with their extremely collaborative way of working, have delivered a new brand for SBM Offshore we can all be proud of. They are now regarded as an important member of our communication team and I can’t recommend them highly enough.”

Darko Kulas Group Communications Director

SBM Offshore

Building unity behind a global brand

What we delivered

• Communicationaudits

• Internalandexternalworkshops and research

• Brandstrategyandarchitecture

• Brandpositioningandvalues

• Corporatetoneofvoicedevelopment

• Brandidentityandguidelines

• Writingcorporatestoriesand business stories


• Brandtemplates

• Brandengagement,including launch planning

• Cultureandleadershipengagement campaign

• On-goingBrandsupport

• Corporatewebsite

• Videos

• Infographics

• Magazinedesigntemplates



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Thenamaris

Breathing new life intoa long-established brand

| Thenamaris | Creative development | 15 October 2012 |

© 2012 BergHind Joseph 5

Font: SackersHeavyGothic Font: Helvetica Neue LT Std

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Original logo and Font: SackersHeavyGothic plus Helvetica and DIN

Original logoFont: DIN 30640 Std


© 2012 BergHind Joseph

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Secondary colour paletteA cool and sophisticated colour palette based on tones of Blue, Grey, Black and White

02.Pantone 312

01.Pantone 2985 03.

Process Blue 05.

Pantone 641

06.Cool Grey 3

07.Cool Grey 5 10.

Black

08.Pantone Silver877

09.Cool Grey 10 11.

White

04.Pantone 3005


© 2012 BergHind Joseph

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Original logo

Logo development Fig 3Logo development Fig 1

Quality around the clock and against the elementsAround the clock, against the elements,Thenamaris delivers a wide variety ofcargoes for clients worldwide: safely,securely and efficiently. Combiningfresh energy with 40 years’ shippingexperience, we manage a world-classfleet of ocean going vessels – ensuringhigh quality performance and a service you can trust.

Find out more about us at www.thenamaris.com.

Thenamaris. How shipping should be.

Quality around the clock and against the elementsAround the clock, against the elements,Thenamaris delivers a wide variety ofcargoes for clients worldwide: safely,securely and efficiently. Combiningfresh energy with 40 years’ shippingexperience, we manage a world-classfleet of ocean going vessels – ensuringhigh quality performance and a serviceyou can trust.

Find out more about us at www.thenamaris.com.

Thenamaris. How shipping should be.


© 2012 BergHind Joseph 27

Literature systemInduction book – cover system

Welcome to Thenamaris. A guide for all new employees.

How shipping should be.

Welcome to Thenamaris. A guide for all new employees.

How shipping should be.

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The briefThenamaris is one of the world’s leading independent ship management companies. It prides itself on providing services of the highest standard to its clients, and the owners of large ocean-going vessels.

Thenamaris wanted to modernise the way it presented itself to its many stakeholders. The ambition was for its global operations to be well recognised and for its position in the market to be elevated.

Our solutionTo make Thenamaris’ ambition a reality it was essential that we developed its existing brand. This meant building a corporate narrative that brought its brand to life, made it relevant to key stakeholders and demonstrated its values, beliefs and services.

Holding a series of focus groups with the management team we gained a firm understanding of the business’s operations, its people, and what differentiated Thenamaris from its competitors.

Armed with this insight we were able to devise a brand solution that presented one strong, consistent corporate message and identity. From here we developed a series of creative solutions – including a refreshed logo, corporate image library, website and advertising materials.

The result Our work has helped to rejuvenate the brand. Thenamaris now has one clear message that positions it as an astute global business with the highest operational standards.

By presenting its story from one consistent viewpoint and teaming it with a series of creative solutions, Thenamaris has regained control of how it is presented in the market. This has strengthened its brand and has already begun to reinforce its corporate reputation.

Thenamaris

Breathing new life into a long-established brand

What we delivered









• Brandtemplates






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Syngenta brand identity tool kit

Bringing a new brand system to lifeRead case study




The briefWhen you operate on a global scale, how do you make sure that everyone is on the same page as you when it comes to your brand?

In 2000 Novartis and AstraZeneca merged their agribusinesses to form Syngenta, the first global group focusing exclusively on agribusiness. The company’s brand was launched at the same time and the visual and brand guidelines were updated in 2008. Following this update Syngenta turned to us to develop a novel way of presenting the guidelines to inspire their communication managers to become brand ambassadors, re-educate users and to communicate the new guidelines to external agencies.

Our solutionWe started this brand story at its heart: with its users, their needs and the best way to engage them with the new brand guidelines.

Armed with this information we devised a revolutionary ‘boxed’ brand tool-kit and DVD that visually engaged people, was understandable and brought Syngenta’s brand to life.

The result Syngenta’s brand tool kit is striking and robust and wouldn’t look out of place on any coffee table. With tools that are this powerful and easy to understand and use, Syngenta’s brand is now being applied consistently in communication pieces around the world.

BergHind Joseph used their experience of brand systems to create a novel solution which makes the new Syngenta brand guidelines both engaging and accessible. The system they developed is now being used across the world to consistently deliver the Syngenta brand on a daily basis.”

Corporate Visual Identity Manager Syngenta AG

Syngenta brand identity tool kit

Bringing a new brand system to life

What we delivered


• Brandguidelines



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NatCen Social Research

Communicating the opinions of the British publicRead case study




The briefNatCen Social Research (NatCen) is Britain’s leading centre for social research whose work has a direct influence on informing public policy.

The British Social Attitudes (BSA) report is the high point of NatCen’s work. Reporting on social, political and moral attitudes, BSA is an important measure of public attitudes, which is used by opinion leaders and social commentators.

After 29 years of operation, NatCen wanted a fresh approach to BSA as they wanted to broaden the appeal of the report to a much wider audience.

Our solutionWe started work by looking at how the report was structured. Previously it had been continuous pages of dense running text. This had made it hard for the reader to identify key facts, figures and understand the overall ‘story’ the report was trying to tell.

From our analysis, we introduced a series of summaries at the start of each chapter that used bold infographics to illustrate the main research findings. We also established clear templates for body copy, tables and charts so that readers could easily understand and digest content.

This approach instantly made the printed report more engaging, which was subsequently translated online - giving BSA its first ever web presence.

The following year, we built on our initial work. This time around we did away with the printed book and went solely online: a revelation for a report that’s existed solely in print since the early 80’s. We developed a report that had a dedicated micro-site, complete with striking imagery, animation and offered a fluid user experience.

The result Our solution has brought BSA up-to-date, and made its content relatable and digestible for the nation, not just a small group of policy makers and academics.

What’s more, the latest BSA report received a raft of positive feedback from NatCen, its stakeholders, as well as a huge amount of national press coverage.

Since 1983 the British Social Attitudes survey has been regarded as the primary social research survey in Britain and is used extensively by government, business and academia in order to shape the lives of people throughout the UK. BergHind Joseph’s extensive experience in designing complex communication materials ensures that they are the right creative partner to bring the survey to life.”

Penny YoungChief Executive Officer, NatCen Social Research

NatCen Social Research

Communicating the opinions of the British public

What we delivered

• Internalworkshop

• Externalauditofhowcomplex information is delivered online

• Developmentofintegratedsub-brand

• Infographics

• Corporatemicrosite




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ECPA

Changing the way the world sees an organisation

SUSTAINABLE WATER MANAGEMENT (SWM) AN INDUSTRY SITE COMMITMENT

Together with the European Water Partnership we will evaluate all our pesticide production sites in Europe for sustainable water management. We aim to achieve a more sustainable water use at our production sites and will set industry standards for water management in industry.

The benefits A validated evaluation scheme with more than 50 key performance indicators about quantitative and qualitative impacts on water resources will enable us to improve our water management and will foster co-operation with public stakeholders.

Why? Water is essential for all life. The minimisation of our impact on water has to go beyond the legal obligations and show our responsibility as a good water steward.

We are committed to protecting and conserving water resources by introducing innovative crop protection solutions and promoting sustainable agricultural practices.

0908

Water

MORE CROP PER DROP

EFFICIENT AGRICULTURE

SAVES LAND AND WATER

UP TO 70%OF AVAILABLE FRESHWATER

IS USED BY AGRICULTURE

BY 2025, TWO OUT OF THREE PEOPLE WILL LIVE IN DROUGHT OR WATER-

STRESSED REGIONS

Read case study




The briefChanging the way others see you isn’t easy. We all know how friends and family stereotype us and what’s true of individuals is even truer of organisations. But, this story proves you can transform the way the world thinks about your brand.

European Crop Protection Association (ECPA) represents the interests of crop protection businesses in Europe. Based in Brussels, it has traditionally lobbied governments on behalf of its members - creating a somewhat controversial reputation amongst its stakeholders. In reality, this reputation was undeserved, with the body playing a pivotal role in sharing best practice with European farmers; promoting traditional farming methods and championing the need for regional variety in agriculture.

ECPA looked to us to develop a communication solution that would change stakeholder’s perceptions for good and ultimately strengthen the power of its work.

Our solutionOpen, transparent, knowledgeable and flexible - these were the personality traits which our initial research highlighted as needing to be brought to life. So we devised an ‘open forum’ rather than a closed entity - an organisation that facilitates debate and knowledge sharing for businesses, growers, NGOs and others with an interest in crop protection.

To promote this new approach we rolled out a new brand identity for ECPA that would prove to stakeholders the body was changing for the better. This identity was supported with the ‘Hungry for Change’ event – a conference designed to unveil the new ECPA and its desire to engage and collaborate with stakeholders; along with a corporate brochure that outlined the body’s aims and a specially developed newspaper (The Informer) that offered insight articles into its four thematic streams: water, biodiversity, food and health.

The result With a powerful and inspiring launch for ECPA, supported with an open forum, the body demonstrated to stakeholders that it was changing its business for good.

Stakeholders now have an active platform where they can enter into a dialogue with ECPA. This platform, supported with a powerful visual identity is encouraging people from around Europe to collaborate with the body; offering input and innovative ideas that enables ECPA to fulfil its quest in sharing best practice with European farmers; promoting traditional farming methods and championing the need for regional variety in agriculture.

ECPA

Changing the way the world sees an organisation

What we delivered








• Brandtemplates


• Photographicstyle

• Experientialdesignandcollateral

• Cultureandleadershipengagement campaign


• Infographics

• Magazine



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Parliamentary Health Service Ombudsman

Creating a more open, inviting and distinctive brandRead case study




The briefWhen the nature of your business is to deal with complaints, how do you create an identity that people see as being collaborative and friendly?

Formed from the merger of two different government departments The Parliamentary & Health Service Ombudsman (PHSO) has a tricky job investigating complaints against government departments, UK public bodies and NHS England. Their objective is to provide effective complaint handling services that right individual wrongs, drive improvement in public services and inform public policy.

The merger created a dramatic increase in the Ombudsman’s statutory responsibilities. This new level of accountability presented them with an opportunity for a rebrand; and it was our task to create a new brand identity for the Ombudsman that offered a more inviting and open personality, which was also more distinctive and raised public awareness of its role.

Our solutionWe began by understanding the body’s corporate personality and its future ambitions by hosting an internal seminar, which was attended by over 50 employees. This helped us to not only understand the businesses needs but that of its employee’s too. The findings from this session fuelled a brand solution which radiated personality; and created a visual representation of how its employees and other stakeholders perceived the body: one that is warm, personable and open.

This personality was bought to life in a variety of ways. The logo we created represents the three parties involved in any investigation by the Ombudsman: the member of the public, the government department and the Ombudsman. As well as delivering a full brand suite of collateral we also created a comprehensive image library that represents the diversity of people who seek help from the Ombudsman. We achieved this by using real people who were street cast close to the Ombudsman’s offices.

The result A striking brand that was embraced internally and presented companywide: from the interior of its London head office, to its annual report and, more importantly, which resonated with the people who mattered most – the public who turn to the Ombudsman for support.

Parliamentary Health Service Ombudsman

Creating a more open, inviting and distinctive brand What we delivered

• Communicationaudit







• Brandtemplates


• Cultureandleadership engagement campaign



• Videos

• Infographics




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World Trade Organisation

Powerfully changing brand perceptionRead case study




The briefThe World Trade Organisation (WTO) plays a pivotal role in trade around the world. It is at the heart of trade negotiations, establishing trade agreements and ensuring trade flows as freely as possible between countries.

The WTO’s work is fundamental to trade and industry, but many didn’t understand or appreciate the importance of its role. As the WTO comes into contact with thousands of people each year it had tried to address this situation by publishing two booklets: ‘10 benefits’ and ‘10 misunderstandings’ of the WTO. However, the feedback they received was that these booklets were not helping its diverse audiences realise and understand the pivotal role it plays in the global economy and we were asked to develop an alternative, print-based solution.

Our solutionWe developed a successor to these two publications that would continue to target an interested but uncommitted mass-audience, but do it in a far more engaging way.

Titled ‘10 things the WTO can do’ our solution was drastically different to its predecessor. The content was closely tailored to the needs and preferences of its target audience and through a variety of creative approaches it presents complex information in a far more engaging way; demonstrates how WTO’s role influences aspects of everyday life; and reveals the mammoth scale of WTO’s work around the world.

Our approach that looked to reach and influence the people who were interested in trade and development issues but whose minds were open e.g. concerned citizens, journalists, school and university students and trade unionists – as these are the individuals who can become advocates for the WTO and subsequently help to build its reputation.

The result The publication has heralded a new direction for the client; demonstrating an understanding of audience’s perceptions and a desire to be more transparent about its operations to ultimately improve stakeholder relationships.

World Trade Organisation

Powerfully changing brand perception

What we delivered

• Communicationstrategy

• Toneofvoicedevelopment

• Revisedlookandfeel


• Infographics




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Blueprint

Branding and beyond

Read case study




The briefThe Blueprint story is about the quest for an identity that gets you noticed and gives you the confidence to fulfil your potential.

Blueprint (now part of itelligence) was a business information and performance management consultancy. Their focus was to offer products and services that would help organisations make better use of their data.

When we first started working with Blueprint it was fair to say that the firm lacked clarity about its personality and its core strengths. Without this clarity and a weak brand, Blueprint was underperforming.

Our solutionAs a contender in a competitive market, Blueprint needed a new brand identity that would make an impact and register Blueprint’s presence with potential customers and business partners.

We started by running a series of fact-finding exercises to inform our thinking about what the brand should represent. This work brought an important truth to light: customers valued Blueprint’s bespoke approach and willingness to tailor their solutions.

It was from this that a picture emerged: this was a business that was technically strong, brilliant at building relationships and a world away from the ‘cold, techie’ image pushed by many of its competitors.

We developed a narrative and visual identity that reflected Blueprint’s brand truths – taking boldness, variety, warmth and surprise as its guiding principles.

Blueprint welcomed our solution with great enthusiasm and invited us to roll it out across a range of touch points, including the office space, their annual conference, corporate website and marketing collateral.

The result Blueprint’s new brand identity enabled them to become one of the premier league players in the business intelligence world. It gave them confidence to compete with the best in the market, raised their profile and resulted in a growth of sales and partnerships, which ultimately resulted in the owners being approached to sell the business to itelligence.

We chose BergHind Joseph on the strength of their ability and their clear passion for what they do. They are highly creative, professional, have strong values, and, above all, are people we want to work with.”

Helen Brooks Marketing Manager

Blueprint

Branding and beyond

What we delivered

• Communicationaudit







• Brandtemplates





• Experientialdesign



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Improving an insurance giant’s online presenceRead case study




The briefFor any business in the 21st century their website is the primary way in which most people learn about what they do and what products or services they offer. A company’s website is its primary piece of ‘communication real estate’ and so needs to consistently deliver an informative and enjoyable user experience.

Following an internal review Zurich Insurance Group, one of the world’s largest insurance companies, asked BergHind Joseph to improve the ‘About Us’ section of its global corporate website, www.zurich.com. Our brief was to make the content of the website work harder. Zurich wanted a greater focus on the global scale of its operations and its heritage in international markets, which stretches back to the nineteenth century. We were also asked to simplify the ‘user journey’, making it easier for visitors to find important basic information quickly.

Our solutionToday, website visitors are in a hurry. It is important to make life easy for them by prioritising information and making it easier to find – otherwise you risk losing their attention. Today’s user is also used to a media rich web environment. Video and images should be used to engage visitors’ emotions, to position the business and to communicate important messages about its vision, mission and values.

Working closely with the client we de-constructed the content of Zurich’s website, putting ourselves in the position of a typical first-time user looking for a quick introduction to the business. What would our first impressions be? What information would we want to see first? What labels would make most sense?

The result was a new information architecture for the ‘About Us’ section and a new visually-rich look and feel.

Long, text-heavy scrolling pages and confusing labels were replaced with a series of simply structured landing pages that frame out key information clearly in boxes. We added interactive graphics and animated headers to depict the international scale of Zurich’s operations and the diversity of its client-base, and to bring the business to life.

We completely transformed the ‘heritage’ section of the website, replacing pages of scrolling text with a visually-engaging timeline structured around three themes that play to Zurich’s strengths: Global Reach, Innovation and Leadership. These themes were also brought to life in a specially commissioned video, which was used internally and externally to introduce people to Zurich.

The result Zurich’s website works harder for the business by communicating its global scope and scale and for visitors by helping them find what they are looking for quickly. The website’s web rankings have increased significantly as has the length of time visitors stay on the site.


Improving the way in which an insurance giant tells its story online

What we delivered




• Interactivemicrosite

• Videos

• Infographics



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Some of our clients and what they say about us


“Your company fascinates me – your whole team really conveys an intimacy and closeness to clients that I have grown to appreciate” Evelyn Tachau-Brown, Communications Coordinator, SBM Offshore

“The BergHind Joseph team don’t just tell you what you want to hear as a client, they push you further, creating stakeholder debate and energy around the brand.” David Brown, Communications and Design Manager, Tate & Lyle PLC

“BergHind Joseph has played a pivotal role in raising the profile of the Corporate Security function and its role within Syngenta. They demonstrated an active understanding of the Security challenges we were facing and related it back to the overarching Security strategy. The results have helped to educate people about the importance of security and resulted in a change of mind-set and behaviour across the business. They not only pushed the creative boundaries but really helped us come up with solutions that are delivering strong results.” Laurent Giezendanner, Head of Corporate Security, Syngenta AG

“Since 1983 the British Social Attitudes survey has been regarded as the primary social research survey in Britain and is used extensively by government, business and academia in order to shape the lives of people throughout the UK. BergHind Joseph’s extensive experience in designing complex communication materials ensures that they are the right creative partner to bring the survey to life.” Penny Young, Chief Executive Officer, NatCen Social Research

“BergHind Joseph’s smart thinking, wise words, outstanding creative work and first-class project management skills, together with their extremely collaborative way of working, have delivered a new brand for SBM Offshore we can all be proud of. They are now regarded as an important member of our communication team and I can’t recommend them highly enough.” Darko Kulas, former Group Communications Director, SBM Offshore

“The BergHind Joseph team made a significant contribution to the overall success of Tate & Lyle’s values project, which saw the revised company values come alive across our global business. Working closely with Tate & Lyle’s HR team they created an inspiring and striking multilingual communication campaign which resonated with our 4,000 strong workforce. This not only ensured that every employee had visibility of the values, but that they also had the opportunity to become actively involved in their implementation. This has really helped to cultivate a culture based around our values, and has subsequently improved performance.” Rob Luijten, Executive Vice President - Human Resources, Tate & Lyle PLC

“The Syngenta Photo Prize has been a huge success with more than 4,500 entries from 85 countries. The campaign developed by the BergHind Joseph team was behind this record-breaking achievement. Syngenta now owns an important event that builds a powerful connection between the brand and a new and important group of stakeholders.” Jennifer Zeiri, Communications Manager, Syngenta AG



Ian BrownhillCo-Founder and CEO+44 (0) 20 7407 [email protected]

BergHind Joseph LimitedThe Leathermarket 8.1.1Weston Street, London SE1 3ER

www.berghindjoseph.com Twitter: @berghindjosephLinkedin: BergHind Joseph

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