How Philip Morris Conducted

Tasks

• Enhancing corporate well-being. Implement systemic initiatives to support the physical and mental health of employees, fostering a culture of self-care.
• Developing corporate culture. Strengthen horizontal and vertical connections within the team, promoting a trusting and supportive atmosphere.
• Increasing engagement and loyalty. Raise the level of emotional involvement of employees in the life of the company and strengthen their commitment to reduce staff turnover.

Solution

• Physical health
  Regular activity through participation in a virtual marathon with personal and team progress trackers.
• Mental well-being
  Creating a supportive environment for developing mindfulness, managing stress, and forming healthy habits.
• Team interaction
  Gamification of the process: team challenges, leaderboards, and corporate chats for communication and mutual motivation.
• Motivational system
  A multi-level recognition system: virtual points, a “rewards store” allowing points to be exchanged for prizes, and offline ceremonies to reward leaders.
• Loyalty development
  Strengthening the emotional connection with the company through a positive user experience in the branded application and a sense of belonging to a common cause.

Implementation. The digital platform as a foundation for growth

• Team and personal challenges for flexible engagement in activities.
• A knowledge base and training courses on the topics of healthy lifestyle and personal effectiveness.
• Personal progress trackers and team rankings for clear visualization of achievements.

• Transparent real-time analytics: Monitoring engagement and activity by departments and the company as a whole.
• ROI confirmation: Clear metrics for assessing the effectiveness of the programme and its impact on corporate culture.
• Flexibility and customisation: The ability to adapt design and functionality to the unique values of the company's brand.

Results

• Energy for regular activity;
• New beneficial habits;
• A significant sense of belonging to a common cause and their team.

• 300 licenses were purchased.
• 402 licenses have been activated.

Key engagement metrics

• I Grow (focus on self): 151 participants successfully completed the challenge.
• We Grow (focus on the team): 239 active participants.
• We Grow Others (focus on helping): 174 participants completed the challenge.

Conclusions

• Strengthening team spirit. Employees have begun to feel more noticed, valued, and have experienced a closer connection with their colleagues.
• Increased productivity. We have once again confirmed that a healthy and cohesive team is the direct foundation for high productivity and efficiency.
• Process optimisation. All initiatives for corporate well-being have been consolidated in a single digital environment, simplifying management and reducing operational costs.
• Strategic management. The Stayf platform has taken on the operational tasks of managing well-being, allowing management to focus on achieving key business metrics.