AECOM Global Well-Being Week
Industry: Architecture, Building and Construction
Number of Employees: 87,000 globally in 150+ countries
To launch their Global Well-Being Week to the AECOM workforce around the world, our communication strategy targeted multiple audiences: global well-being partners, leadership, Human Resources, people managers and, of course, employees around the world.
All communications consistently emphasized holistic well-being by focusing on five pillars of well-being: physical, emotional, financial, social and the planet. We branded our communications by making AECOM employees the face of the Global Well-Being Week campaign. And we were able to use region-specific images of employees demonstrating their focus on well-being as event branding to promote events and activities throughout the week.
The results were exceptional on every level:
- For the first time in the history of AECOM benefits communications, 17 global leaders around the world actively engaged in this internal initiative. They shared their commitment to well-being by shooting leader videos on global well-being and by distributing communications to support well-being at AECOM.
- More than 160 Well-Being Partners participated in well-being activities and distributed communications to employees around the world.
- In final analysis, there were 370,913 total touchpoints! Touchpoints are an important reflection of engagement and include total views, opens, likes, comments, downloads, impressions, event participation and more.
Without a doubt, a culture shift has taken place:
- The term “well-being” is now widely used in conversation at AECOM, including at leader meetings and by employees.
- Other common vocabulary now includes “the five pillars of well-being,” “well-being partners and ambassadors” and “well-being moments.”
- Leaders regularly incorporate well-being moments into their meetings.
- Employees request well-being moment ideas to share with their teams.
Bottom line, the VOI (Value on Investment) — which takes a more comprehensive view of an organization’s status than simply looking at ROI — is exceeding expectations through positive shifts in culture and productivity throughout the organization.