FEIEA FINEST

 

 

 

 

 

 

 

 

 

 

 

FEIEA Finest Conference – programme:

13.00 – 14.00 – registration

14.00 – 14.05: Welcome: Antonio Rapoula, president of FEIEA and Tina Cipot, president of PRSS

14.05 – 14.50: Key note speaker: Geert Nijs, KBC bank Belgium: Internal communication culture in an agile organization

14.50 – 15.20: Winner’s case study 1: Wendy Bilsen, PROOF and Esther Hendriks, VGZ: Together we’re sensibly busy (Best IC strategy, FEIEA GP 2017 winner)

15.20 – 15.45: Coffee break

15.45 – 16.15: Winner’s case study 2: Sašo Sever, Zavarovalnica Triglav: Let’s talk (Best IC multi-national strategy, FEIEA GP 2017 winner)

16.15 – 17.00: Panel debate: IC: our challenges around Europe with FEIEA Council representatives including Belgium, Denmark, Italy, Portugal, Spain, Slovenia, Switzerland and the UK

KEYNOTE SPEAKER

 

Geert Nijs: Learning architect – KBC bank Belgium, working in different teams at the Belgian KBC bank on process related topics, Geert Nijs (Belgium) became passionate about the possibilities of social collaboration. He shifted from being a formal process thinker towards an “employee of the future” embracing new, social collaboration tools. “This shift wasn’t only about giving up the search for control, it was about completely reinventing myself and opening myself to this new world.”

Geert successfully enforced Hans de Zwart’s (Shell) social experiment at KBC, and today he gives talks about this topic at seminars and organisations. Previously involved in different network organisation and community building initiatives at KBC, Geert now works as a Learning Architect for the corporate L&D department at KBC. He also advises other companies in their social collaboration journey.

Internal communication culture in an agile organization

Organisations are changing, they are evolving towards – what Frederic Laloux calls – teal organisations, towards network organisations. Teams that work together at different locations will have to learn to communicate in a different way as today. Projects will have to deal with internal communications more often by themselves, they will not give “an order” any more to the internal communication department. Changes will happen on a regular basis and the organisation of the future is able to absorb this change in a more flexible way. A network organisation is not based on a command and control culture, it’s a flexible organisation, adapting organically to its needs. What is the role of internal communication in this evolution? Who do you think will make this change happen? Internal communication has to take the lead.

Duration: 40 min. + 15 min. Q&A

WINNER CASE STUDIES

Case 1 – BEST STRATEGY from Proof / VGZ

 

 

 

 

 

 

 

 

 

 

‘Samen zijn we Best strategy – Proof – VGZ (the Netherlands) zinnig bezig’ (‘Together we’re sensibly busy’) is a best-practice case study for internal branding and storytelling: in addition to nice internal results, this case shows that starting internally pays off.

VGZ is a leading cooperative insurer with a strong market position and a clear ambition: to ensure health care in the Netherlands remains affordable by working with health providers to deliver sensible care.

But what exactly is ‘sensible care’, and how do you make this idea concrete and tangible for employees? With the internal branding concept ‘Samen zijn we zinnig bezig’ we showed that a lot of employees at VGZ contribute to sensible care every day, but that they don’t always realise it. These employees are thanked and their stories are shared: editorial, with professional photography and as a film: online on the ‘Samen zijn we zinnig bezig’ platform, on posters, narrowcasting and with announcements on the intranet.

The concept adds a warm edge to the organization and halfway through the campaign the results are already promising: the goals up to that time have been achieved and the visit to the platform remains up to standard, even after the first introduction because new stories and activations take place every time. At the end of the first year of ‘Samen zijn we zinnig bezig’ the eNPS score is measured and that showed an increase from -1 to + 27! The implementation of ‘Samen zijn we zinnig bezig’ is so successful that VGZ launches an external translation in September 2017. Sensible care is central in the positioning of VGZ and the new external pay-off ‘With heart for sensible care’.

‘Samen zijn we zinnig bezig’ (‘Together we’re sensibly busy’) is a best-practice case study for internal branding and storytelling: in addition to nice internal results, this case shows that starting internally pays off.

VGZ is a leading cooperative insurer with a strong market position and a clear ambition: to ensure health care in the Netherlands remains affordable by working with health providers to deliver sensible care.

But what exactly is ‘sensible care’, and how do you make this idea concrete and tangible for employees? With the internal branding concept ‘Samen zijn we zinnig bezig’ we showed that a lot of employees at VGZ contribute to sensible care every day, but that they don’t always realise it. These employees are thanked and their stories are shared: editorial, with professional photography and as a film: online on the ‘Samen zijn we zinnig bezig’ platform, on posters, narrowcasting and with announcements on the intranet.

The concept adds a warm edge to the organization and halfway through the campaign the results are already promising: the goals up to that time have been achieved and the visit to the platform remains up to standard, even after the first introduction because new stories and activations take place every time. At the end of the first year of ‘Samen zijn we zinnig bezig’ the eNPS score is measured and that showed an increase from -1 to + 27! The implementation of ‘Samen zijn we zinnig bezig’ is so successful that VGZ launches an external translation in September 2017. Sensible care is central in the positioning of VGZ and the new external pay-off ‘With heart for sensible care’.

Duration: 20 min. + 10 min. Q&A

Case 2 – BEST MAGAZINE from Triglav

Let’s talk. How does Triglav develop internal media so that three quarters of employees understand the firm and its operations better? Which topics do they use to help internal media readers getting to know their colleagues better and feel more connected to the firm? Learn about the internal communications system at the Adria region’s leading insurance and finance group through a project that challenges taboos, fosters the acceptance of otherness and leads to a more open corporate culture. Discover Triglav’s first internal thematic print magazine on the topic of depression, which affects one out of every six people.

Sašo Sever is Head of Public Relations at Zavarovalnica Triglav, the parent company of the Triglav Group, the leading insurance and finance group in Slovenia and the Adria region. He is in charge of media relations, internal communication and communications support for the firm’s corporate and product-related projects. He holds a degree in journalism, and spent more than a decade as a sports journalist, where he had the opportunity to become familiar with electronic, print and online media. He has received several domestic and international awards.

Duration: 20 min. + 10 min. Q&A

QUESTION TIME

Panel debate at the end of the afternoon session