[Agency: Havas PR Global Collective]

Challenge: This yearlong campaign mobilized a coalition of more than 2,200 organizations from around the world and provided specific and meaningful ways for everyone everywhere to get involved in influencing the outcomes of global debates on issues such as poverty, inequality and climate change. action/2015 needed ambitious media outreach to bring it to the attention of top journalists and to inspire widespread, on-message coverage that would drive unprecedented global participation.

Actions: For the launch on Jan. 15, 2015, we provided global media relations support and assistance in 10 key countries—Bangladesh, Brazil, India, Indonesia, Kenya, Nicaragua, Nigeria, Senegal, South Africa and Uganda—and secured one-on-one press interviews. And when we included a quote by Malala Yousafzai in our press release, the Nobel Peace Prize laureate/media darling became indelibly associated with action/2015. Our agencies organized two key events in New York and London, inviting members of the press to learn about this new and powerful movement. In New York, when UN Secretary-General Ban Ki-moon met with a dozen 15-year-olds to discuss why we needed global action in 2015, we ensured that top-tier global media outlets were there to witness it. Throughout the year, we helped support and generate coverage for the Financing for Development Conference, the Global Day of Action and the Global Climate March.

Results: More than 32 million actions were taken in 157 countries as part of action/2015. The campaign reached millions more online and earned thousands of pieces of multi-language, international media coverage. For the launch, Havas PR helped secure 1.6 billion impressions through coverage in 600-plus outlets in more than 60 countries. And our outreach in conjunction with the Financing for Development Conference yielded media activity and engagement in more than 50 countries. On the Global Day of Action, the coverage we generated in Kenya and New York City helped action/2015 assemble 4,000 people for a rally and cultural show near the African Union while an additional 4,000 people met in New York. Our work supporting the Global Climate March contributed to coverage that reached millions of people and included the message that the core issues of our time—poverty, inequality and climate change—are interlinked.

The 7.5 billion total media impressions Havas PR helped generate for action/2015 drove home the message that the Sustainable Development Goals are the people’s goals and agreements. We have only just begun to turn the commitments made in 2015 from a piece of paper into a reality for millions around the world.

Promoting the Brazil Brand

[Agency: Llorente & Cuenca]

Challenge: The 2014 FIFA World Cup and the 2016 Rio de Janeiro Olympics have given Brazil unique opportunities for international exposure. In the case of Latin America and the Iberian Peninsula, the challenge lay in showing that Brazil is much more than paradise beaches and Carnival. We needed to strengthen positioning and consolidate the image of the Brazil brand through the Brazilian Tourist Board (Embratur) in Argentina, Chile, Peru, Portugal and Spain.

Actions: Our strategy was three-pronged: 1) Use proactive messages to show unique attractions in each of the five Brazilian regions, with keywords being new emotions, diversity in a unique country and identification; 2) Make the Brazil brand visible in preliminary international events in 2011, the America Cup in Argentina and the Pan American Games in Mexico; 3) Use good will and the creation of ongoing groups in the five countries to strengthen ties among media, Brazilian embassies and Embratur representatives.

Results: From February through December 2011, the five markets showed up more than 1,720 times in the media—a record. Of that total, 1,385 were the product of proactive communications and 300 more based on our specific actions. More than 1.1 billion people were affected by Embratur’s messages. During 2011, about 2.3 million tourists from the five markets visited Brazil, up 11 percent from 2010. Of the 5.4 million total tourists to Brazil in 2011, about 42 percent were from the five target countries. Because of that success, Llorente & Cuenca (and partner Máquina da Notícia) were hired to target five more countries: Bolivia, Colombia, Mexico, Paraguay and Uruguay.

Foodbank Bridges the Hunger Divide

[Agency: Red Agency Australia]

Challenge: Hunger in Australia affects about 2 million people every year. Foodbank is the country’s largest hunger relief charity, taking excess food from the food and grocery industry and providing it to more than 2,500 charities, but it has a very limited public profile. The organization wanted to “own a day” to raise awareness of the role it plays in tackling hunger and as an opportunity to begin more proactive consumer and media engagement. Because the budget was zero, our creative also needed to sell industry partners to fund the event.

Actions: Red Agency re-created Sydney’s iconic Harbour Bridge out of food in the shadow of the real thing. The stunt highlighted the need to bridge the increasing gap between the haves and the have-nots. We chose to do this on UN World Food Day because Australia’s biggest hunger charity owning this day is a natural fit and because World Food Day had a very low profile in Australia. We used one food item from each industry partner; after the event, we distributed the food to welfare agencies. Our agency also launched a Foodbank Facebook page to garner support online and enable people to interact with the campaign. Plus, we secured national and UN officials to attend and speak at the event.

Results: Coverage was phenomenal: five TV news features, 20-plus radio interviews, 30-plus newspaper and online articles, and 540 additional pieces of coverage over the subsequent five months. More than 54,000 people saw the bridge in person, and Facebook activity reached 15,000-plus and generated more than 1,300 likes. In total, our campaign reached 12 million people in Australia (over half the population) and 17 million globally over 30 days. Industry partners are more engaged than ever with Foodbank, and nine new partners came on board. And most important, the campaign has put hunger firmly on the political agenda, including an invitation to Foodbank to present to Ministers.

First Quantum Minerals

[Agency: Maitland]

Challenge: In communications around ENRC’s mine acquisition, we needed to raise the profile of First Quantum Minerals, a Canadian mining firm with a minimal U.K. presence.

Actions: Maitland highlighted the expropriation of FQM’s assets in the Democratic Republic of Congo and exposed the role of ENRC. We developed intense media and political briefings to raise the issue on the public and city agenda, and we ran a coordinated campaign of media pressure and cross-border political positioning.

Results: An early day motion was tabled in Parliament raising concerns around ENRC’s conduct. There was sustained and high-impact coverage across key U.K. and international publications. And several of ENRC’s largest institutional shareholders protested with a stock sell-down. By January 2012, a $1.25 billion settlement was reached to resolve all disputes; the market had previously written down the investment to $0.

Hitachi Intercity Express Programme

[Agency: Havas PR UK]

Challenge: To create a positive media environment that enables the success of Hitachi’s project to build the U.K.’s next generation of Intercity trains. This includes media relations support during government tender and negotiations, site selection for the Intercity Express Programme (IEP) factory and release of details of the train design, against the complex and politically charged backdrop of the rail industry.

Actions: Havas PR UK developed a series of succinct messages on the economic, technical and environmental benefits of Hitachi’s Super Express trains and regularly updated these messages and associated Q&As with Hitachi as the IEP project progressed. We created local and national platforms from which Hitachi communicated with key stakeholder groups. We conducted an ongoing media relations program designed to counteract negativity around Hitachi as a “foreign” supplier and promote positive messages around key milestones in the IEP project. Finally, our agency provided ad hoc crisis communications support on local and national levels.

Results: After several years of government negotiations and hundreds of pieces of positive media coverage across broadcast, national and local press, in 2011 Hitachi’s bid to produce the Super Express train in the U.K. was finally approved. Havas PR UK continues to support Hitachi’s IEP project with strategic recommendations, media relations activity and events during its next phases.