Schneider Electric

Objectives

The scale of Schneider Electric's operations demanded solutions that would unite employees living in different countries, help them transcend geography, and help them feel part of a larger team. That's how the three key objectives of the project were born:

Goal #1. Bringing together employees from different countries

To unite and improve mutual understanding in international teams, to help employees from different countries get to know each other better.

Objective #2. Strengthening communication

Utilize random assignment techniques to evaluate and identify employees who may benefit from new communication opportunities.

Goal #3. Encourage competition and engagement

Create a comfortable environment for the opportunity to compete in friendly Challenges, fostering motivation and encouraging participants to be active.

Decision

We were convinced that the ideal solution to unite and engage employees was a wellbeing program based on gamification of the process and soft nudge techniques.

A holistic approach to health

Recognizes the complex relationship between physical well-being and other aspects of life. The Stayf's app has all the tools to comprehensively support physical health, mental and emotional well-being, as well as accounting for recovery from exertion and sleep.

Significant initiatives

We paid special attention to charity: the accumulated charges (the in-app currency) were donated to Food for Education, which supports school feeding programs across Africa.

Charity Challenges motivate active training and build team spirit.

Results

We invited the project participants to make a virtual ascent to the highest mountain in Kenya. In order to succeed, it is important for the participants to join forces, overcome themselves and become more active every day.

Made the terms of participation flexible and offered multiple options for participation, catered to interests and offered useful activities to build a healthy and engaged team:

Leverage the platform's ability as a sports social network to broadcast event highlights, reminders and key updates, to maximize engagement.

Implemented a structured events calendar providing clear visibility of upcoming corporate and sporting events.

72%

level of engagement throughout
the project

97%

participants were
socially active

100%

team goal fulfillment

Results

The numbers speak for themselves: in just 3 months, virtual climbing has become a driver for corporate culture transformation.

The Well-being program for Schneider Electric ran from October to December. At the time of launch, the number of registered users was 40, and engagement remained high at 72% for four months: 34 out of 40 registered users were active.

The goal of the virtual challenge - to climb the highest mountain in Kenya - was 100% achieved. The company's employees together traveled a distance of 5199+ km and climbed the mountain. In addition, the goals set by the client prior to the launch of the program were achieved.

Goal #1. Bringing together employees from different countries

Employees from 18 countries participated in the well-being program. Together, they spent 658 hours doing activities, took 7.5 million steps and exercised for an average of 60 minutes. In addition to physical activity, users were also socially active: almost half added reactions and likes to their colleagues' posts.

From a Wellness program ⮕ to a global team building tool

Objective #2. Unlock the potential of communication

Program participants from 18 countries shared their achievements for three months in chat rooms, supported each other and exchanged experience. Introverts, people who have always remained in the shadows, were able to express themselves and participate more actively in the corporate life of the company.

97% of participants viewed the stories

The project succeeded in strengthening cross-cultural ties.

Goal #3. Encourage competition and engagement

Users participated in a global challenge as well as additional activities to gain additional points. A total of 50 personal challenges and six well-being challenges were completed.