Treating our employees like consumers and E&C as a brand meant we needed to create functional and emotional promises, as well as a strong story that would resonate with them and hit them close to home. The insight: our employees have a sense of pride about being part of KC and until they experience the damaging impact of E&C breaches and how it affects close friends & colleagues, they tend to disregard compliance requirements, disconnected to what makes KC win. The promise: inject “Pride & confidence in doing the right thing, the K-C way”. Introducing The K-C Way allowed us to define what doing the right thing meant and broadened the conversation beyond E&C by creating an umbrella concept that:

1.Reframed the game with the use of trusted, everyday elements – KC Behaviors, Values, Safety Culture.

2.Made evident that doing the right thing has always been in our DNA.

This program aimed at creating an “I see it, I get it, I support it” mindset shift. For this we developed:

Messaging and Content:

-Sharp message platform piloted in key visits of region president.

-Told stories about each element.

-We created The K-C Way Test which helped employees establish a formula to identify sticky situations.

Visuals:

-Refreshed visuals to show a new page in our story.

-Robust set of content that could be repurposed: Videos, Infographs, Email Blasts, Decks, etc.

Audiences:

-Differentiated materials. We empowered leaders with leadership briefings, toolkits and step-by-steps.

Experience Design:

-Town halls in which influencers would do storytelling and create community. Reinforced speaking up and No Retaliation policy.

-Leader-specific videoconference led by the region president, in which he opened up an honest conversation.

-Planned and delivered face-to-face and online trainings .

We brought together functions (Corporate Communications, Legal, HR, Compliance) and geographies (Global, Regional, Subregional, Country

Introducing The K-C Way is a program through which we changed the conversation for Ethics & Compliance within Kimberly-Clark Latin America. We went from a situation of passive agreement that the Code of Conduct and E&C was important to the organization, to a discussion and change in mindset that put it at the core of WHO WE ARE as a company.

Message Understanding and Engagement:

- More than 300 World Cafés took place in the period between April – July 2016, with local teams welcoming the dynamic.

- In these World Café townhalls, 96% of employees recognized The K-C Way as an effective concept to connect with E&C.

Trust:

- 94% of employees feel more comfortable in taking about doing the right thing.

- 97% of employees feel that they have the right channels available to report an event or situation they are uncomfortable with or ask questions.

Reporting and Training:

- Year-on-year, reported cases increased by 114%

- Latin America had the highest response rate for the Code of Conduct feedback survey company wide, with a margin of 10% over the second geography.

- Latin America achieved a 99% response to training in Code of Conduct.

Leaders:

- 94% of leaders valued the tone at the top set by the region president and pin pointed it as part of the success of our strategy.

- 80% of leaders said that the tools provided were helpful to engaging their teams.