Abbott Laboratories, a $30bn global healthcare company, sought to refine its global citizenship strategy to reinforce linkage with its business objectives and drive cross-functional collaboration.

Corporate Citizenship developed a global strategy framework helping Abbott gain a leading-edge citizenship strategy that provided clarity, differentiation and direction to internal and external stakeholders. The strategy aligned citizenship to the business’s core purpose as well as defining Abbott’s roles and responsibilities to its stakeholders.

Abbott gained a practical toolkit to help embed the strategy in the business, and the series of international workshops helped achieve alignment from global operating units. Ultimately the new strategy has helped position the company competitively among its global citizenship stakeholders as well as key opinion formers in new global markets.

Corporate Citizenship has worked with Unilever continuously since the late 1990s on developing corporate policies on issues such as human rights and the sustainable sourcing of raw materials; advising on economic impact studies; and support for its global programme of corporate community investment. In 2010, Corporate Citizenship helped to develop and launch the Unilever Sustainable Living Plan, assisting with stress-testing the strategy, advising on metrics and identifying external issues for key opinion formers.

The Unilever Sustainable Living Plan has been widely acclaimed within the field of corporate responsibility and viewed as the new blueprint for corporate sustainability strategy. Unilever has topped the Food Producers sector in the Dow Jones Sustainability Index (DJSI) for 14 consecutive years. The company was voted by peers as the highest global leader in sustainability (Globescan 2012).

In 2013, Good Relations helped SUBWAY® franchisees win the hearts and minds of media, Government and consumers with a game-changing communications strategy designed to expound the brand's retail footprint, commitments to public health and SME network. This year, GR took the campaign to the next stage with the launch of the SUBWAY® Economic Impact Report.

The report raised awareness of the tangible contribution the brand makes to the UK economy in spend, employment and output.

The company's long term Public Affairs strategy centres around achieving a tax break to mitigate the uneven playing field for UK SUBWAY® stores in terms of VAT.

The announcement generated a formidable media response with blanket coverage secured across broadcast, print and online media.

Yeo Valley’s farmer-boyband and rapper commercials were barnstorming successes and awareness shot up the charts. But the brand needed to move on, with the help of Good Relations and a new marketing strategy, converting awareness into sales. All year they courted ‘Sallys’, Yeo Valley’s core customers, relentlessly. New yeogurts appeared in the right social media and Sally-favoured magazines. New products, promos, and recipes were launched.

Events in the valley itself – garden theatre, a catch and cook day, farm tours – were held for Sallys and the bloggers who influence them. Good Relations’ work was fruitful. The brand’s share of voice hit 52%. Media coverage rose, 67% of it in the most important titles. Sales jumped, 20%, yeor on yeor.

Good Relations positioned Airbus as the undisputed leader in innovation, perceived as a visionary and owning the future of aviation. This was achieved by developing concepts about how we might fly in future - including launching an augmented reality concept plane at Farnborough Air Show and stealing global headlines from Boeing's Dreamliner to views on formation flying. Good Relations tailored stories for traditional media and developed contagious social media content has also given Airbus leading share of voice against Boeing around major global events.

Fujitsu creates some of the world's most advanced IT. It runs massive technology projects for some of the biggest public and private sector organisations in the UK. But its security offering sat below the radar of prospective customers. Harvard's solution was the fully integrated "DataHeaven vs. DataGeddon" campaign, based on consumer attitudes to the way in which organisations collect, store and use their personal data. Not only did the campaign create a splash in traditional media and in the digital world, it also created £40m-worth of sales leads for Fujitsu, and won the 2014 Holmes Report SABRE EMEA award for B2B marketing.

CSM Brasil was responsible for the execution of Coca-Cola's first ever global Copa Coca-Cola Camp - a 5 day Football Camp held in the interior of Sao Paulo for 125 teenagers representing 27 different countries. Camp participants were introduced to the local culture through Brazilian Day activities such as Capoeira, Footvolley, Brazilian soccer drills executed with Coke cans, a Pagode band and a traditional Brazilian barbecue.

The Camp's legacy was the refurbishment of a football pitch and multi-sport court for NGO, Obra Social Dom Bosco where local football classes are to be held for up to one thousand children of all ages.

ICON, a Tier 3 sponsor of the Games, was responsible for dressing all 14 competition venues, the host city and beyond that, wider Scotland with a distinctive Glasgow 2014 design.

All pieces of Look for Glasgow 2014 were scoped, produced and installed by ICON: from the sponsor branding on the field of play, huge exterior banners and wraps, fence dressing, ground graphics to all the colour and vibrancy that an event needs to generate atmosphere for the spectators, both at the venues and on TV.

Over 20,000 items of directional signage criss-crossed the city and functional areas to help spectators, athletes, officials, media and VIPs to navigate.

Council leader Gordon Matheson said: "Our city came alive during the Games and the Big G was the standout backdrop to the city's celebrations. It was featured by the media in nearly all of their Games reporting; it went viral on social media and it was the must-have selfie for residents, visitors and athletes."

CSM Sport & Entertainment was at the heart of the London 2012 Olympic Games. Fast Track united G4S's 657,000 global employees with the G4S 4teen programme: expert coaching and support for 14 Olympic hopefuls from 14 countries. The agency also handled communications for Team 2012. iLUKA managed Olympic and Paralympic programmes for 11 sponsors welcoming over 96,000 showcase visitors, 33,000 hospitality guests, 900 torch bearers and operating 26 venues. Finally, ICON handled the look, branding and way-finding for every venue, town and city, helping millions literally find their Olympic dream.

In 2013 Johnnie Walker sought a media spike to launch Join the Pact (JTP), their responsible drinking campaign, and a global movement to gain one million commitments to Never Drink and Drive.

JMI created a city centre spectacular using the status, location and high-profile nature of the Singapore Grand Prix, using assets, such as ambassadors, to recruit consumers to the campaign.

JMI managed the entire process: from liaising with stakeholders, third-party agencies and the McLaren Mercedes F1 Team, to delivery and briefing of key media, as well as handling driver appearances and briefing of celebrity ambassadors.

In total 500 media covered the event, delivering a media value of $2.45 million. 12,000 commitments were made through digital channels and 10,000 kms of reward rides home were given.

With the success achieved for BMW Masters 2012, our role as the lead communications agency for BMW Golfsport was extended to encompass all three BMW Golfsport assets in China: the BMW Masters, BMW International Golf Cup and BMW Junior Golf Program.

Building on in-field experience, PEOPLE Marketing developed a communications strategy across all three properties and implemented a year-round advertising, digital and PR communication programme.

Tasked with creating a world-class activation programme around the Cathay Pacific/HSBC Hong Kong Sevens that allowed HSBC to engage their most important customers and staff within their home market, Fast Track needed to deliver mass engagement to the wider audience of Sevens fans, whilst enhancing brand and corporate reputation and pride amongst customers, staff and the Hong Kong community.

Fast Track worked to deliver a VIP hospitality programme in the lead up to and at the HK7s which provided an exclusive platform for key customer engagement. Community engagement initiatives were run, including a local schools 'Support Hong Kong Team' Drawing Competition and HSBC Rugby Festivals featuring Waisale Serevi as well as an extensive internal engagement programme including integrated internal communications.

The Results

• 89% of guests rated the overall HSBC experience as 'excellent'
• 67% of employees felt 'prouder' to work for HSBC as a result of the sponsorship of the HK7s
• 11,900 fans attended the Sevens village and the HSBC World of Sport over the tournament weekend, with 90% 'satisfied' with their experience at the HSBC World of Sport

Aviva has a complex issue: three insurance companies merged into one, 49 million-customer giant. What Chime Insight & Engagement do is bring coherence to that giant's strategies, first by asking questions. How satisfied are Aviva's private and business customers? Or intermediaries and brokers? What potential products appeal to them? How effective is Aviva's sponsorship programme? Or their literature and advertising? This is why Aviva have chosen to work with the leading Insight group. CIE provides the answers by engaging customers. Through tracking, testing and research they gain insight into what works and what people want. CIE give strategic depth to campaigns which brings clarity to strategy, gearing it around customers' needs, helping create the next 49 million.

A daunting task: design the 57 Olympic and Paralympic sports pictograms that will live
on as symbols of the biggest show on earth. Undaunted, SomeOne did it twice. Their monochrome, functional pictograms had movement, energy and played off the 2012 logo. Their 'dynamic' decorative set of pictograms for large scale usage such as banners and posters had fluidity, dynamism and played off the famous London Underground map. “Pushes boundaries” said Lord Coe.“Really cool” said the Princess of Jordan (President of the Equestrian Society), 'Delightful' said London Mayor, Boris Johnson. Somehow SomeOne also found time to create several sets of design systems that made much of the design of London 2012 hang together.
This was the most popular design story of 2012. SomeOne put everyone in the picture.

O2 Priority proves indisputably that rewarding and retaining your existing customers is a far more effective business model than chasing new ones. In 2009 VCCP launched the Priority campaign, offering Priority tickets at the O2 and since then have delivered record levels of brand consideration and retention.

In 2011 VCCP launched Priority Moments, a new location based service allowing every O2 customer to access exclusive offers and experiences through their mobile. The goal was to inspire people to their sporting passion, via their mobile, whenever and wherever they are.

Priority's proudest moment came during the 2013 Super Bowl. VCCP's TV ad featured the Queen of Pop: Beyonce promoting her new world tour. Tickets for the tour sold out within five minutes, the most successful pre-sale ever.

In 2013 VCCP launched Macmillan's new campaign - 'No one should face cancer alone.' Despite the fact that cancer will touch almost all of us at some point in our lives, it is still terribly isolating.

The TV ads brought to life the moment at which a cancer diagnosis hits people. Using the metaphor of falling-and-catching to dramatise the impact of cancer and the support that Macmillan - together with the support of the public - can provide.

Subsequent adverts have focused on the role of the Macmillan nurse in the lives of a cancer sufferer. The TV ads are supported by extensive radio, online and outdoor activity, and VCCP's brand positioning has helped Macmillan climb to the top of the 3rd Sector Charity Brand Index.

As O2 looked to expand the brand towards delivering new digital products and services, VCCP realised their first job was to get people to lean forward - to be open-minded, enthusiastic and excited by the things that technology could offer.

VCCP created a movement, designed to infect the nation with an attitude of positivity and playfulness. A rallying call to try first and ask questions later.

The first campaign saw a particularly nonchalant and aloof cat discover his dog-side as he transforms himself into an excitable pup. His TV and outdoor antics were supported by a large, reactive social campaign aimed at celebrating the dogs of the internet and trying to convince the cats of our attitude.

The cat-dog reappeared when VCCP launched O2 'Refresh' and 'TU Go'. Be more dog also supported the 4G launch, O2 Gurus (online and instore guides), Priority Moments (an app that provides treats and offers everyday) and O2's more traditional telco offerings.

McLaren, the team, is a racing legend. Founded by Kiwi Bruce McLaren they dominated Can Am in the 70s before travelling across the pond to take on the world of Formula 1. They have proved themselves again and again on the track with constructors' and drivers' championships.

Entering the sports car category and pitting themselves against brands like Ferrari, Lamborghini and Porsche, McLaren was taking on the global icons of desire. The clinical race team needed to emotionalise their brand; appeal to the hearts of the masses not just the clocks of the race officials.

VCCP immediately went to work with McLaren to develop a brand strategy and create a roadmap to take the brand from a race team, to a multi-model supercar brand. VCCP redesigned the brand's visual style and tone of voice and then applied that to every aspect of their marketing - dealerships, online content, advertising, brochures, website, social media and CRM.

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In 2008 brands in the price aggregator category had little differentiation. They all said much the same thing in the same way.

VCCP radically changed the nature of the category by creating the first comparison site with personality. The brand's new celebrity - Aleksandr Orlov - allowed it to change and sustain the conversation, without continual investment in above-the-line.

Aleksandr has amassed 872,220 friends on Facebook and 67,200 followers on Twitter. He holds the record for fastest selling iPhone app and his autobiography "A Simple's Life" was a Sunday Times bestseller in 2010. The most recent addition came in 2014 with the introduction of Baby Oleg, the youngest member of the Meerkat family.

Since launch in 2009 Aleksandr and friends have amassed a total of 16 industry awards, including BTAA golds, Campaign Big awards and IAB's Best Creative Idea as well as being voted Brand of the Year by the Marketing Society and Marketing Week.

Competition in the short-haul flight market has never been more intense, with soaring fuel costs and fierce price-cutting from both the top-end flag carriers and the budget airlines.

VCCP realised that this could be an opportunity, not a threat, by outsmarting the big national airlines, in picking up savvy customers. There was a middle ground waiting to be taken.

Among this new audience, the easyJet brand's association with poor customer service meant that VCCP needed to break away from their heavily functional advertising and create a softer more premium brand world. Therefore "Europe by easyJet" was launched. It spoke to the deeper emotional reasons for why we travel, but never descended into fluffy brand speak.

The campaign has had a transformative affect on their business with the share price soaring from £3 to £14 since VCCP won the account.

Heard about those Swedish teenagers tanning at night? They use a cream, Sunny 3, that even works in moonlight. The story was everywhere, The Sun, Facebook, YouTube. In six days, almost 20,000 people ordered free samples from Sunny3.co.uk. Then came Reynolds-MacKenzie’s press release for Skcin (the Karen Clifford Skin Cancer Charity): it was all a hoax.

Coverage was perfect: The Sun (in on the joke), The Daily Mail, Twitter, Radio5, Fox News. Global OTS hit almost 100 million. Sceptical 18-34s learnt of binge-tanning’s dangers. The 20,000 free samplers received graphic e-mails about skin cancer. Skcin was over the moon.