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Polypipe, one of Europe's largest manufacturers of piping systems, water, and climate management systems, faced a significant challenge in managing and understanding the use of hazardous chemicals within their business. The company, which employs 3,500 staff across 12 different sites, found it particularly difficult to track the chemicals used across various shop floors and departments. Additionally, they struggled to access crucial information from their chemical providers, which was necessary for producing technical COSHH (Control of Substances Hazardous to Health) assessments for their daily operations. The management of COSHH is a key strategy for Polypipe to maintain and improve the wellbeing of their employees, and they needed extra support and guidance to ensure they were managing these substances safely and compliantly.

Porsgrunn Municipality, a local authority in Southern Norway, was faced with the challenge of reducing its greenhouse gas emissions and the use of chemicals. The municipality had 4,000 registered chemicals distributed among 44 businesses and 119 departments within healthcare, environment and urban development, education, and administration. The municipality's action program aimed to reduce 10% of chemicals by 2023. The challenge was not only to meet this target but also to ensure the safe use and handling of chemicals. Recent figures from the Norwegian Occupational Safety and Health Administration showed that over 200 Norwegians receive a cancer diagnosis each year from exposure to dangerous chemicals in the workplace. Furthermore, research highlighted that 20% of all lung cancer cases and 10-15% of all asthma cases in adulthood are due to work-related exposure to hazardous substances.

Sandviken Energi AB, a Swedish energy firm, was facing challenges in managing their chemical system. The company, which operates in various areas including district heating, electrical networks, electricity trading, street maintenance, broadband, water and sewerage, had a complex and disorganized system of safety data sheets for their chemicals. The lack of order in their safety data sheets posed potential risks to the safety and health of their employees and the environment. Furthermore, the company was using unnecessary chemicals, which not only increased their operational costs but also posed additional safety and environmental risks. The company needed a solution that would help them restore order in their safety data sheets, eliminate unnecessary chemicals, and improve the overall safety and efficiency of their chemical system.

Spartan Controls, a company with 14 locations across three provinces, faced a significant challenge in managing safety across all sites using a paper and Excel-based safety system. This method resulted in administrative burden and efficiency losses, with most of their time spent managing paperwork and completing actions manually rather than focusing on key priorities. The paper-based system made it difficult to follow up on tasks and provide feedback or corrective actions to teams based on forms submitted. With a workforce spread across multiple locations, participation and connection amongst teams were harder to gauge. The paper-based system also made employees feel there was no feedback loop when forms were submitted, resulting in lower safety engagement. Employees traveling from site to site had to manually manage hazard reports and inspections, which was inefficient and led to a safety culture that was not at its highest potential. Manual processes and Excel spreadsheets also led to little insight into safety metrics and KPIs, making it difficult to track data and build reports.

Specsavers, a leading provider of optometry, audiology, and other healthcare services, was facing a significant challenge in managing its health and safety processes across its vast network of over 900 stores in the UK, Ireland, and other countries. Despite utilizing advanced technology for customer-facing operations, the company was still relying on outdated methods for reporting accidents and issues in its corporate offices and stores. The UK and Ireland branches were using paper diaries to keep track of routine health and safety compliance in areas such as fire alarm and emergency lighting testing, and inspections of optometry and audiology equipment. This method did not provide a central, accurate view of each store’s compliance levels, making it difficult to monitor and act on any health and safety compliance issues unless physically visiting a store. The company had already moved its accident reporting online, creating a mismatch, and there was a desire for health and safety compliance to follow suit.

St George’s University Hospital, the largest healthcare provider in Southwest London, was facing challenges in managing the increasing number of contractors on site every day. The hospital's internal departments such as Estates, Facilities, Capital Projects and Medical Engineering were finding it difficult to manage the influx with their existing processes. The hospital was using a paper system that followed a triplicate process that was manually written. This made it difficult and time-consuming to ascertain who was on site and what they were there for. There was also no simple or quick way of determining retrospectively who had been on site and what services they had provided. The hospital was also aware that different disciplines needed to avoid simultaneous work. These challenges were hindering the hospital's Quality and Safety Strategy (2019-2024) which focuses on delivering outstanding care, every time.

The Prince’s Trust, a leading UK charity for young people, was facing challenges with its in-house safety data systems. The charity, which has thousands of individuals in its care, 1,200 delivery partners and 50 sites around the UK, was relying on paper-based internal processes. This led to work duplication, prolonged working methods, and an inability to review data effectively. The stakeholders often misunderstood their responsibilities, thinking they ended once the paper-based form was completed. The charity also struggled with the quality of data available, which impacted its ability to demonstrate the value of its work to senior stakeholders. The lack of a digital system was hindering the charity's ability to safeguard young people effectively and efficiently.

The Royal Mail, one of the oldest organizations in the world, was facing significant challenges in managing its vast real estate portfolio. With one of the largest corporate real estates in Europe, the organization was committed to maintaining the highest standards of safety, health, and wellbeing for its people, suppliers, and the communities it operates in. However, the existing processes were resource-heavy and largely paper-based. Providing access to building information for contractors was a time-consuming process. The organization also had to undertake annual compliance checks on all its buildings, which generated around 130,000 pieces of paper that needed to be filed. The Royal Mail needed a platform with a workflow system that would allow them to proactively manage and follow up any remedial works identified.

Unilabs, a major diagnostic provider in Europe, faced significant challenges in managing their chemical handling processes. Prior to implementing EcoOnline's solution, Unilabs struggled with maintaining up-to-date safety data sheets, conducting risk assessments of the chemicals they used, and obtaining a comprehensive view of their chemical handling. The process was labor-intensive and time-consuming, making it difficult for the company to ensure the safety and efficiency of their operations. The lack of a streamlined process for managing safety data sheets and conducting risk assessments posed a significant challenge for Unilabs, hindering their ability to provide safe and efficient diagnostic services.

Valvoline Oil A/S, a family-owned company specializing in distributing lubricants to the automotive industry, was facing significant challenges in managing safety data sheets using a paper-based system. This method proved inefficient and ineffective, requiring substantial time and effort to maintain. The paper-based system also made it difficult to gain insight into all the chemical products located on site, leading to data silos that were hard to break down. The team had little visibility and found it challenging to find the information they needed, as it was scattered in different locations. Furthermore, distributing safety data sheets and updated SDS’s to their approximately 600 customers was a daunting task. Whenever there was a product update, the team had to print out all the necessary safety data sheets, carry them to the post office, and send them out in a timely manner. The team realized this method was not sustainable for the company or their customers, prompting them to look for an alternative.

Wärtsilä, a global leader in innovative technologies and lifecycle solutions for the marine and energy markets, was facing a significant challenge in managing and tracking the chemicals used across its various locations. The company, with over 18,000 professionals spread across more than 200 locations in 68 countries, lacked a comprehensive system to maintain an overall view of the chemicals and their risk assessments. The absence of a robust system made it difficult for the company to keep track of the chemicals, their suppliers, and the latest safety data sheets. This situation posed a risk to the company's commitment to improving environmental and economic performance.

Winvic, a leading UK construction contractor with an £800m+ turnover and over 400 staff, has always prioritized health and safety. Despite an already outstanding health and safety record, the company is committed to continuous improvement through its 'Doing It Right' behavioural safety initiative. However, as the company continued to grow, it recognized the need for enhanced digital systems to streamline its health and safety reporting and monitoring processes. The existing approach to reporting accidents and recording routine health and safety checks had served the company well, but with a large number of staff and sub-contractors working at various construction sites, a more holistic view of all health and safety activity was needed to maintain and build on its exemplary record.

YMCA Calgary, a charity supporting over 300,000 people monthly across 45 community locations and 9 permanent facilities, faced significant challenges in managing their safety program. The organization was heavily reliant on paper-based systems for inspection and incident reports, as well as hazard assessments. This resulted in a lack of visibility into their safety program and difficulty identifying areas of strength and weakness. The wide range of programs offered, from summer camps to swimming activities, further complicated hazard assessments. The lack of a centralized location for these assessments made it difficult to manage and update them regularly. Additionally, communication of necessary information to teams was challenging. With only three dedicated health and safety members supporting 800 staff, there was minimal insight into each facility's operations and limited reporting capabilities. This led to a reactive approach to safety, with employees not receiving the necessary feedback or resources to perform their jobs effectively.

Honda Motorcycle and Power Equipment (MPE), a high-profile Australian national company, faced a significant challenge in preventing sensitive data leakages and protecting its user’s access to the Internet. As part of the global Honda brand, Honda MPE had to meet Honda’s global network security standards. The company had experienced several data leakage incidents and needed to control and protect the Internet usage by its staff to ensure that sensitive data was not leaked outside the organization. The IT department at Honda MPE, led by Senior Manager Craig Bassett, was tasked with finding a balance between flexibility and security. They needed a solution that would not restrict their staff from performing their roles but would protect them and Honda from any malicious intent.

Smurfit Kappa, a leading manufacturer of corrugated and solid board packaging, faced a significant challenge in managing its IT infrastructure. The company's IT division was responsible for managing all servers and domains in the Active Directory of the Smurfit Kappa Group, which ran in two data centers located in Amsterdam and Nieuwegein. The division was also tasked with information security management, dealing with incidents of spam, malware, and data theft or loss. The team was dealing with an average of 350 security incidents per week, a daunting task. Additionally, as a global company, Smurfit Kappa had to comply with Sarbanes-Oxley laws and regulations (SOX), which imposed strict requirements for data storage. The existing solution was high maintenance and required continuous monitoring. The company needed a solution that could delegate responsibilities, reduce tasks for IT operations, and manage 56 email domains and 532 DNS servers across Europe, Russia, South America, and Mexico.

Suzuki, a renowned automobile manufacturer, was faced with the challenge of familiarizing the Channel 4 audience with their latest Swift range during the 13th season of Gogglebox. The company wanted to leverage the popularity of the show to reach a wider audience and create a buzz around their new product. The challenge was to create a series of light-hearted idents in the traditional Gogglebox style that would resonate with the audience and effectively highlight the features of the Swift range. Following the success of these idents, Suzuki set a new challenge to create a fresh batch of idents for the Celebrity edition of the show.

Suzuki, a renowned car manufacturer, has always been known for its unconventional and unique approach to car design. However, in the highly competitive UK market, the company was struggling to effectively communicate its core values and unique selling propositions to potential customers. The challenge was to develop a new brand platform that would not only highlight Suzuki's unconventional heritage and personality but also make the cars themselves the stars of the story. The company wanted to create a campaign that would resonate with the audience and exemplify Suzuki's bold, playful, and unexpected personality.

Targifor, a unique medicine in Brazil for asthenia (abnormal physical weakness or lack of energy), was facing a significant challenge. The brand was struggling to communicate its benefits to consumers, who often confused it with a vitamin supplement. The primary challenge was to promote Targifor’s unique benefits, distinguish it from the vitamin category, and establish it as the only medicine of its kind in the market. The brand needed a strategy that would not only increase awareness but also enhance the understanding of the product's unique benefits among consumers.

Trust Bank, a Singapore-based financial institution, was faced with the challenge of launching a new digital bank in a market dominated by traditional banking brands. The task was to develop a unique positioning for the brand and a launch plan that would make the brand accessible to everyone. The bank also needed to establish a strong presence in places where consumers stood to benefit the most from their product, such as NTUC FairPrice supermarkets. However, the challenge was to combat in-store clutter and effectively communicate their brand message through non-traditional in-store touchpoints.

UNICEF's 'Change for Good' program, which encourages airline passengers to donate their spare change to help children in need, was facing a significant challenge in Australia. The program was not receiving the expected level of donations from Australian passengers. The issue was compounded by the fact that the five-cent piece, a common denomination for spare change, was becoming almost redundant in the country. However, in deprived countries, this seemingly insignificant amount could provide a child with clean water for two days. The challenge was to change the perception of Australians towards their 'useless' currency and encourage them to donate their five-cent coins to the 'Change for Good' program.

United Technologies' aerospace division was on the brink of introducing groundbreaking enhancements to their service offerings. The modifications, repairs, and upgrades of their aftermarket services were revamped, and a new predictive maintenance platform was added to the mix. This new paradigm represented a significant launch opportunity with a unique position, name, and look, all set to debut at an industry trade show in Spring 2018 (MRO Americas). The challenge was to position these new services distinctively while ensuring they still aligned with the company's overarching brand. The team also needed to create a unique identity for the predictive analytics software, which was a crucial part of the new service offering.

Value Retail, a company specializing in the creation and operation of luxury outlet shopping destinations across Europe and China, was facing a challenge in transforming its interaction with customers via digital platforms. The company wanted to redefine its global digital presence to make it more representative of the luxury shopping experience it offers. The goal was to create a digital platform that would work for the retail destinations and become a vital part of the shopping experience. The challenge was to design a customer-focused digital experience that would support Value Retail's commercial and brand objectives.

Value Retail, a company specializing in the development and operation of luxury outlet shopping destinations, was facing a significant challenge with its loyalty programme. The programme was failing to meet its primary objective of guest data capture. The main issue was a perceived weak connection between guest behaviour and the rewards offered by the programme. This disconnect was leading to a lack of engagement from customers, which in turn was affecting the effectiveness of the loyalty programme. The company needed a solution that would not only improve data capture but also strengthen the link between customer behaviour and rewards, thereby enhancing customer loyalty and engagement.

Virgin Active, a renowned fitness brand, was faced with the challenge of distinguishing itself from the typical 'New Year's Resolution' market. This market is characterized by a surge in gym memberships at the start of the year, often driven by individuals' resolutions to get fit. However, this trend is often short-lived, with many abandoning their fitness goals as the year progresses. Virgin Active needed a strategy that would not only attract new members but also sustain their interest and commitment to fitness throughout the year. The brand also aimed to change the monotonous perception people have of working out, which often contributes to the lack of sustained interest in fitness.

Vodafone was set to launch Vodafone EVO, a flexible phone plan for customers in the UK. The challenge was to create a unique selling proposition that would resonate with the current situation of the UK population coming out of lockdown. The company wanted to address the sedentary lifestyle that had become prevalent due to the lockdown. A commissioned consumer research revealed that the average Brit spends six hours and 20 minutes per day sitting down, equivalent to 93 days per year. This sedentary lifestyle was causing aches and pains due to stiffness and lack of physical activity. Vodafone wanted to provide a solution that would help its customers combat these issues and promote a flexible state of body and mind.

Amarok, Volkswagen's first pick-up truck, was designed to deliver 2.5 litres of power from a 2-litre engine. The challenge was to market this smaller, more intelligent engine to a target audience that values brute force and larger engines. The traditional method of explaining the power of an intelligently designed engine was not going to be sufficient to convince this macho audience. The company needed a unique and compelling way to demonstrate the power and efficiency of the Amarok's engine, in a manner that would resonate with their target audience and create a buzz around the product. The goal was not just to sell the product, but to create social currency amongst consumers and provide instant power credentials for the vehicle.

Volvo Trucks faced the challenge of introducing their new Volvo FH truck to the Asian market. However, the company wanted to do more than just launch a new product. They aimed to demonstrate their role in society and align with their brand promise of 'Driving Progress'. The challenge was to create a marketing campaign that would not only introduce the new truck but also engage users with the brand and its values. The campaign needed to be innovative and interactive, offering a unique perspective of Asia and showcasing inspiring stories of progress.

In the UK, a tradesman dies every fortnight from skin cancer, with over 85% of these cases being preventable. Despite the high risk, many tradesmen do not use suncream, viewing it as weak or unmanly. This presented a significant health challenge that needed to be addressed. The challenge was to change the perception of suncream among tradesmen and encourage its use to prevent skin cancer. The situation required a creative and effective approach to make suncream relevant to the tradesmen, considering their unique work environment and cultural norms.

Wickes, a home improvement brand, was facing the challenge of expanding its audience beyond tradesmen and serious DIY enthusiasts. The company wanted to become the nation's preferred home improvement brand, well-known and loved amongst everyday consumers. The challenge was to find a way to connect with a broader audience and showcase the emotional and personal benefits of home improvement, rather than just the potential for property value increase. The company wanted to highlight the 'magic of home improvement' and the real-life stories behind DIY projects.

In 2015, Wickes, a supplier of building materials, was facing a significant challenge. The brand was primarily trade-focused and was struggling to transition into an accessible, family-friendly home improvement retailer. The company wanted to convert prospects into customers and increase its market share in the kitchen retail sector. The process of planning a new kitchen was often stressful and expensive for customers, leading to a high drop-out rate. Wickes needed a solution that would help them navigate this process and remove barriers to purchase. The company also needed a way to track customer activity across the journey, report on lead progress and conversions, and understand customer data and marketing performance in real-time.