While Prudential is a world leader in relocation services, they had no global sustainability management strategy. Furthermore, they recognised the need to build internal and supply chain capacity to understand and respond to more frequent and violent weather events, and an increasingly carbon-constrained future.

Junxion brought sustainability to the front and centre of Prudential Real Estate and Relocation’s business planning.

Junxion Strategy took on an advisory and educational role with Prudential to embed sustainability understanding and practices throughout their organisation. To start with, we completed a best practices study on sustainability/CSR practices and reporting, which led to the development of a global sustainability/CSR strategy and vision. To support that vision, Junxion developed HR employee engagement education materials on sustainability/CSR. We also helped gauge the sustainability actions and understanding of their supply chain to help their suppliers support their sustainability activities.

Sustainability is now front and centre in PRERS’ business planning, as well as employee and supplier education.

BC Housing was challenged by a lack of employee engagement in its community philanthropy strategy and lacked a cohesive strategy tied to the agency’s core business.

Junxion launched an employee-driven community investment programme for BC Housing that saw a 300% increase in the volume of donations.

To both increase HR employee engagement and fundraising, Junxion Strategy helped BC Housing
develop Community Connections, an employee-driven community investment program. It binds BC Housing’s values and business objectives with an expanded range of fundraising and community engagement activities such as a donations drive, employee fundraising activities, and employer supported volunteerism. Employee involvement and support are key ingredients to the success of Community Connections. Every two years, employees identify the BC Housing investment “pillars,” which are intended to guide their investment and generate more impact for communities in BC. In developing the overall strategy, Junxion also created the program’s brand identity, including launch materials and an employee website.

In the three years since they implemented the new strategy, BC Housing has seen a dramatic rise in HR employee engagement in their corporate giving program, including a more than 300% increase in the volume of donations. The program generates more impact for communities in BC and has deepened BC Housing’s reputation as a progressive and positive member of the community.

BC Hydro needed a comprehensive strategy and marketing plan to support its emerging Power Smart for Business program. The objective was to grow the breadth and reach of the Excellence Awards and Forum. Simultaneously, more strategic work was required to actively position each event at the forefront of the energy conservation dialogue in BC.

Since 2007 Junxion has provided strategic counsel and sustainability management strategy services to BC Hydro; this has resulted in a five-fold increase in Forum attendance, and a sold-out event in 2011.

Since early 2007, Junxion has provided strategic counsel and consultative marketing services to the BC Hydro and the Power Smart Marketing team, including the implementation of the Power Smart Forum and Excellence Awards microsites, new media strategy and activation, a series of ads for the Power of Business Magazine, as well as a variety of print and web promotional materials. In 2011, Junxion provided counsel to BC Hydro on the development of a climate adaptation and resilience theme to the event’s programming, including recruiting the keynote speaker and plenary panel members.

Since Junxion began working with BC Hydro in 2007, attendance to the Forum has grown five-fold. Response to the 2011 Forum was so tremendous that registration was closed 10 days prior to the event.

Download a pdfThe Heart and Stroke Foundation is committed to improving the cardiac health and fitness of Canadians.

Today’s children represent the first generation that will have a shorter life expectancy than their parents. As alarming as this is, the complexity of the problem seems to have eluded any ability to drive enduring improvement. Consequently, the Heart and Stroke Foundation wanted to develop an innovative, leadership approach to championing childhood obesity.

Junxion Principal Pamela Divinsky developed a galvanizing idea and strategic approach that would enable Heart and Stroke, together with communities and organisations across the country, to encourage and inspire people to live healthier lives.

We started by creating the social brand: Spark, Together for Healthy Kids. We then developed a social issue campaign that outlined how Heart and Stroke could coalesce a wide variety of communities and organisations around the idea of living healthier lives. As part of that, we developed full creative for a viral campaign.

Today, Spark is being rolled out as a national initiative of the Heart and Stroke Foundation.

Tim Hortons is Canada’s iconic social brand. Canadians love Tim Hortons, not only for its food offering, but because it is a member of every community in Canada.

Download a pdfTim Hortons—Canada’s leading, iconic social brand—wanted to align and organise all of its social, environmental, supply chain and operations activities under one coherent galvanising idea. This idea needed to reflect the personality of Tim Hortons, and their renewed commitment to social and environmental sustainability. It also needed to ensure that Tim Hortons retained its leadership in the communities in which it operates.

Junxion Principal Pamela Divinsky developed a comprehensive social and environmental sustainability strategy—Making a True Difference—and launched it nationwide.

Aligned with the Tim Hortons brand and various marketing activations, Making a True Difference signalled Tim Hortons’ commitment to doing more than expected corporate responsibility and actually making a true difference in the communities in which it operates and does business.

Download a pdfThe Hospital for Sick Children is the largest research quaternary pediatric hospital in Canada. As innovators in child health, the Hospital for Sick Children improves the health of children by integrating
care, research and teaching.

As two organisations under one banner, the Hospital and the Foundation, often had divergent perspectives. They wanted to redefine their brand positioning to raise the profile of the hospital, and support a fundraising approach that would materially increase fundraising revenue.

Junxion Principal Pamela Divinsky developed the SickKids brand name with a full creative identity. We also developed and implemented a five-year awareness and fundraising campaign that set new standards for how mission-driven organisations bring themselves to life.

Over the five-year period, the SickKids Hospital has surpassed all annual fundraising expectations and
targets, enabling them to begin building the SickKids Research Tower.

Download a pdfThe National Cancer Strategy was created to improve investment in cancer research, prevention initiatives, access to cancer information and knowledge, treatment and palliative care. The primary objective was to support cancer experts, health professionals and individuals to manage cancer effectively and efficiently in communities across Canada.

We placed full-page ads (both English and French) in national and leading local newspapers; we also delivered daffodils to every Member of Parliament with the “What if” statement.

The Canadian Cancer Society wanted to ensure the federal government allocated significant funds to the National Cancer Strategy. This required compelling positioning and narrative, coupled with effective, publicly-visible activity that would get the attention of media, and ensure that politicians agreed to keep their promise of financial commitment.

Junxion Principal Pamela Divinsky was instrumental in creating compelling positioning that was neither angry nor volatile, but effectively caught the attention of media and politicians. We placed full-page ads (both English and French) in national and leading local newspapers; we also delivered daffodils to every Member of Parliament with the “What if” statement.

As a result of our coordinated efforts, the campaign received substantial media coverage, enabling the National Cancer Strategy to be funded for five years from the federal government, helping to further coordinate and manage cancer care across the entire country.

Download a pdfThe Inn at Laurel Point is a unique hotel in the popular tourist city of Victoria, British Columbia. Its spectacular Arthur Erickson-designed architecture graces the south point at the entrance to the Inner Harbour, blending seamlessly with the natural beauty of Canada’s west coast. Originally owned by local entrepreneur and socialite Paul Arsens, the Inn at Laurel Point is staffed and managed by a team committed to carrying forward Paul’s vision: to operate a first-class property with a quirky style that celebrates the location, the good things in life, and most importantly, the individual.

Junxion Strategy reinvented a fresh identity for the Inn at Laurel Point, positioning them as a destination at the heart of the new Victoria—a city breaking free of its traditional heritage. With a subtle name change from Laurel Point Inn, we also aimed to reinforce the Inn’s historically significant location—a destination in itself.

With just over 200 stylishly appointed rooms, and situated on a park-like point with views across the Inner Harbour and out to the Pacific, the Inn at Laurel Point is a remarkable property. But as an independent hotel, it struggled to compete with the familiarity and momentum enjoyed by the numerous chain properties found in Victoria.

Spectacular as its location is, the Inn at Laurel Point sits on the fringe of the central city core, so it doesn’t see sufficient walk-by traffic to gain new attention. And until extensive renovations were completed in 2007, many local residents had dismissed The Inn, recalling only its heyday in the 1980s. The classic Empress Hotel, a significant chateau at the harbour front, had taken centre stage of the hotel experience, and no other hotel had been able to capture the imagination of tourists looking for something different.

A new Victoria has begun to emerge in recent years—one that departs from traditional, British influences. It celebrates modern culture, and embraces the natural and energetic West Coast lifestyle. Contemporary tourists can immerse themselves in the luxurious styles, flavours and comforts of the Pacific Rim. Junxion Strategy reinvented a fresh identity for the Inn at Laurel Point, positioning them as a destination at the heart of the new Victoria—a city breaking free of its traditional heritage. With a subtle name change from Laurel Point Inn, we also aimed to reinforce the Inn’s historically significant location—a destination in itself. Architecturally stunning, the Inn at Laurel Point is perfectly suited for the new type of traveler in Victoria. It blends a fresh sense of style and luxurious surroundings with a relaxed and welcoming atmosphere, inviting newcomers to ‘Stay Different….’

Management and staff fully embraced the new positioning, taking advantage of the opportunity to create a standard of hospitality that isn’t measured against the traditional, but rather on the rich value of countless individual experiences. We rallied the team around the positive culture of ’quirky, ’ encouraging individuals to take responsibility for the brand experience and to reach continually for excellence on their terms. We are excited to see the evolution of the team and the property they love.

Today, the hotel is attracting world-class talent—a sure sign of momentum in a highly competitive industry. Conde Nast considers the Inn at Laurel Point to be one of Canada’s Top 20 hotels, and Aura, the hotel’s restaurant and lounge, was recognised as one of the Top 10 new restaurants by Where Canada Magazine.

Teekay is an essential marine link in the global energy supply chain. Operating in 17 countries around the world, they consist of five business units: Teekay Tanker Services, Teekay Navion Shuttle Tankers and Offshore, Teekay Gas Services, Teekay Marine Services and Teekay Petrojarl.

The Business Challenge

With a major global footprint, Teekay had nonetheless developed an enviable reputation for its safety and environmental practices. Their challenge was to further embed sustainability and align operations with best practices, not only to meet stakeholder expectations, but also to ensure the enterprise was building significant business value from its efforts.

To address the needs of their stakeholders and further their sustainability commitments, Junxion developed a new enterprise-wide vision and mission, with sustainability incorporated as a core value. To support this, Junxion began by leading a stakeholder mapping and materiality exercise to assist the organisation in the development of its first-ever sustainability management strategy. Teekay used the results of the materiality to engage those stakeholders around its strategy and inaugural sustainability report.

As a result of the work, sustainability is now being firmly embedded in the company’s strategy and goals. Teekay is further engaging Junxion to develop and strengthen their sustainability reporting. The stakeholder engagement process has generated goodwill and affinity with a variety of stakeholders, adding to Teekay’s enviable reputation.

Download a pdfCARE International is one of the world’s oldest, most successful and most admired international aid organisations. For more than 60 years, CARE Canada has been fulfilling its mission to empower communities in need and to improve living conditions throughout the developing world. In 2007, Junxion was invited to work with CARE Canada to redevelop their online presence, the launch of which was to be timed with the launch of a new public awareness campaign. Junxion assembled a dynamic team of web strategy and development professionals to deliver a powerful, content managed site that is now acting as a springboard for ongoing public education, outreach, and fundraising.

Our consultation defined a number of opportunities to streamline work, and resulted in the elimination of some ideas that would not have delivered a positive return on investment. The design integrated guidelines from CARE International’s
‘I Am Powerful’ campaign, and programming customised a content management system to control content and drive functional components.

CARE Canada’s work across the developing world has earned them gratitude and renown among partners in the aid community, governments, and incalculable millions who have benefited from their work. However, the public’s awareness of CARE Canada had steadily declined during the previous decade. Junxion Strategy was charged with the responsibility of developing CARE Canada’s new web presence, in anticipation of a new awareness campaign’s rollout, and as the first step in enhancing the organisation’s use of the Internet to engage Canadians in CARE Canada’s programs and projects.

CARE Canada called on Junxion to rebuild their site around a simpler, more streamlined navigation, and to integrate tools such as an email outreach utility and a content management system that lay users would use to maintain diverse content on the website. Junxion’s team reviewed and appended CARE Canada’s site plans, designed the new site’s interface, and developed and launched the new website. Our consultation on the IA (and our ongoing consultation on content development and functional enhancements) defined a number of opportunities to streamline work, and resulted in the elimination of some ideas that would not have delivered a positive return on investment. The design integrated guidelines from CARE International’s ‘I Am Powerful’ campaign, and programming customised a Vancouver-developed content management system to control content and drive functional components. The site launched to significant acclaim in the spring of 2008.

CARE Canada relied on Junxion to deliver their new site within a fixed budget and timeline, which made this a challenging project: the tight budget prevented us from adding people to our team, whereas the timeline warranted ‘all hands on deck.’ Nonetheless, by forging an exceptional, collaborative working relationship with CARE Canada’s team in Ottawa, we delivered the project within budget, and on time. Feedback from the site has been extremely positive, from within and outside the CARE organisation. Since the relaunch of CARE.ca, the Junxion team has turned its attention to a variety of enhancements to the site, including online awareness-raising initiatives, and an online store. We’re excited and proud to have
helped such a prestigious organisation accelerate past its competitors.