Company: 4CO, Sao Paulo, Brazil
Company Description: 4CO is a Brazilian consulting firm focused on organizational culture and communications projects. Working with clients in different sectors in transformation projects, 4CO has the premise of developing mutually healthy, beneficial, and prosperous relationships for stakeholders, guided by meaning.
Nomination Category: Corporate Communications, Investor Relations, & Public Relations Categories
Nomination Sub Category: Communications or PR Campaign of the Year - Internal Communications - Up to 100 Employees
 Nomination Title: Besins Healthcare Brazil: Communications supporting business changes
- Which will you submit for this nomination, a video of up to five (5) minutes in length about the nominated campaign or program, OR written answers to the questions for this category? CHOOSE ONE:
Written answers to the questions
- If you are submitting a video of up to five (5) minutes in length, provide the URL of the nominated video here, OR attach it to your entry via the "Add Attachments, Videos, or Links to This Entry" link above, through which you may also upload a copy of your video.
- If you are providing written answers to the questions for this category, you must answer this first question: Specify the date on which this campaign or program was launched:
January 2021
- If you are providing written answers to the questions for this category, you must answer this second question: Describe the genesis of the nominated campaign or program: the reasons it was initiated, the challenges it was created to address, the problems it was developed to solve, etc. (up to 250 words):
Total 250 words used.
Besins is a global pharmaceutical company, founded in Paris in 1885, recognized for its pioneer approach and innovative products for hormonal therapies and nutraceuticals. The company has been present in the Brazilian market since 2010, growing year over year. In 2020, upon completing 10 years in Brazil, Besins’ top management set a new ambition for the next years, inspired by the success of the first decade: To double the company's size, by 2025, and rank among the 20 largest pharmaceutical companies in Brazil.
In addition to a market strategy and an assertive product innovation pipeline, Besin’s leadership team realized that these ambitious goals required a well-managed cultural transformation, leveraging up agility in decision-making, clarity in brand positioning, and team engagement. To ensure consistency in the company’s movement, a long-term project of organizational cultural management started in 2021 with a corporate diagnosis, carried out to better understand Besins’ cultural identity. During 3 months of field research, 57 qualitative in-depth interviews (with current and former employees, customers, partners, and industry associations executives), ethnographic observations (of salesforce's routine and factory visit), and a quantitative survey with employees (which reached 93% of respondents) ensured the right understanding of business context. From there, 6 traits of Besins' culture were identified (simplicity, lean team, creativity, human company, trust, and ethics) to guide the development of the program that follows. The diagnosis also highlighted an important gap to be addressed: the communication structure - in terms of human, material technological, and financial resources - was practically nonexistent.
- If you are providing written answers to the questions for this category, you must answer this third question: Describe the development of the campaign or program: the planning process, the goal setting, the creative and media development, the scheduling, etc. (up to 250 words):
Total 250 words used.
A long-term Communication and Organizational Culture program was created to deliver the support needed by the business. With 3 years-on deployment, the program's goal is to engage employees and foster a sense of belonging, by helping them to understand the transformational movement of the company, bringing them closer to the decision-making process and furthering their connection to business ambitions. The strategies were developed in 4 parallel work fronts (WF) created considering how culture comes to life within the organizations. Below, we highlight the main deliveries of each front in 2021. More details are available in the supporting materials.
WF1: Essence - refers to the assumptions of the organization.
2021 Highlight: Values Campaign, created as a milestone of the business transformation. It started with leaders training, then 100% of employees were approached by communication materials, including video-manifesto and gifts.
WF2: Existence - refers to patterns of behavior and how people experience the organization.
2021 Highlight: Employee Journey mapping to identify opportunities for adapting current processes to the new culture.
WF3: Language - refers to the company’s expressions, either institutional or informal.
2021 Highlight: A new system of five communication channels (internal and external) was developed, integrated by a single content matrix, considering a simple, creative and human tone of voice.
WF4: Standards models - refers to rules, policies, or non-official agreements that orient behaviors.
2021 Highlight: Development of approval flow to new communication processes, including a governance model to ensure that the “culture” topic entered the agenda of the top management.
- If you are providing written answers to the questions for this category, you must answer this fourth question: Outline the activities and concrete results of this campaign or program since the beginning of 2019. Even if your initiative started before 2020, limit your response to activities and results since the beginning of 2020 only (up to 250 words):
Total 249 words used.
Considering the best practices in Measurement of Communication, the results are analyzed from three perspectives:
1. what we are doing
1.1. deployment of the new system of communications channels, reaching:
- Lado B, weekly newsletter: 50 issues;
- RUB, quarterly meetings with all employees: 4 editions with 95% of participation;
- Fórum de Líderes, bi-monthly leadership meetings: 6 editions with 95% of participation;
- Corporate LinkedIn: relaunched in 2021, 92 posts;
- Instagram: relaunched in 2021, 63 posts.
1.2. Values Campaign: involved a huge effort of execution to ensure 100% of employees were impacted, both by physical tactics (delivery of gifts by mail) and digital.
2. how do people are reacting
Spontaneous expressions of employees show how this plan is performing in terms of gathering people around a cultural narrative about the business ambitions. In 2021, more than 15 recognition messages were received. In addition, at a global level, the success of this plan turned into visibility for the subsidiary: the General Manager of Besins Brazil was invited to share this case with global leaders. Another way of measuring reactions, the followers on social media are in constant growth: 1116 (Jun-2021) to 1410 (May-2022) on Instagram and 4030 to 6026 on LinkedIn.
3. how business is benefiting
The most important performance indicator is the Employee Net Promoter Score (eNPS) which measures employee satisfaction and loyalty. In early 2021, at the beginning of this project, the score was 75%. A new measure, in early 2022, revealed 85,7%.
- You have the option to reference here any attachments of supporting materials throughout this nomination and how they provide evidence of the claims you have made in this nomination (up to 250 words):
Total 138 words used.
WF1: Essence
Attachment 1 - PDF shows the strategy around The Values Campaign, with the creative concept and execution schedule. https://drive.google.com/file/d/1ugcAvu-fLJDytzLrAYXzuiS913s6_mnw/view?usp=sharing
Attachment 2 - video-manifesto created to reveal the cultural narrative
https://youtu.be/hPI2OrZ24qA Subtitles in English are available through Youtube CC - you may have to enable it.
Attachment 3 - video explaining the whole strategy of the values Campaign.
https://youtu.be/sSd09PBg3BA Subtitles in English are available through Youtube CC - you may have to enable it.
WF2: Existence
Attachment 4 - file show how Employee Journey mapping was developed through a two-session workshop. https://drive.google.com/file/d/1ukJWQdWqPHJ7ZjhS3pxwKkByIxEtN2Uu/view?usp=sharing
WF3: Language
Attachment 5 - video explaining the strategy around the new communication channel system.
https://youtu.be/OfqxNmJIITE Subtitles in English are available through Youtube CC - you may have to enable it.
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