Our client
Jumbo is a strong and result-driven Dutch family business, and one of the biggest supermarket retailers in the Netherlands. The internal HR consultancy department asked us for their diversity and inclusion mission. 

The challenge
Jumbo aims to be the supermarket for everyone. Their question? What does D&I mean for Jumbo and why is it important? Their challenge? Jumbo did not represent nor include the diversity of people in the Dutch society.

The approach
We harvested stories from different employees working in the HQ, distribution centers and supermarkets representing diversity, equity and inclusion in the organisation. Together we co-designed awareness sessions and courageous conversations to introduce the topic to the organisation. We facilitated inspiring HR journeys with the businesses Mama Loes, a KFC restaurant working with status holders, and the municipality of Amsterdam working with migration talent. We made it personal, had real conversations during dinners with diverse groups of people and were confronted with the reality. The program sparked conversation and led to an action plan to create a diverse and inclusive Jumbo.

The results
Jumbo recognizes they are not there yet. They have explored and mapped the organisation’s challenges. They have set internal goals and created a large ambassador network to internalize D&I further. We have helped them with stakeholder management, creating ownership throughout the organisation and telling the story that initiated the shift needed to become more inclusive. 

The bigger impact
Being a diverse and inclusive organisation means every customer and employee identifies with and feels at home. An inclusive culture will be created in the headquarters, distribution centers and supermarkets. It creates more work opportunities for disadvantaged groups such people with a migratory background or distance to the labour market. It brings a variety of perspectives into the business and transforms your organisation to create a lasting positive impact. 

The client
Nestle is the one of the largest food and beverage companies in the world. Their ambition is to unlock the power of food to enhance the quality of life for everyone.

The challenge
With the issue of diversity and inclusion rising, Nestle dives into their own organisation ensuring that all employees and customers feel safe and represented. Realising Nestlé lacked behind, and many employees and customers felt unheard, unseen or not appreciated in their diversity, they decided to do the work.  

Our approach
We guided Nestle in their first steps to becoming an inclusive organization where all feel safe and experience belonging. We engaged the leadership in the discussion, by making D&I personal and envisioning the future. We facilitated courageous conversations with different teams throughout the organisation to create awareness, and facilitated inspiring HR expeditions with D&I frontrunners. Helping Nestlé in developing an equal and inclusive organization culture.

The results
Our program started the conversation within Nestle and created awareness about the importance of D&I. Different teams acted and created a plan to build an inclusive Nestlé.

The impact 
Being a diverse and inclusive Nestlé means every customer and employee identifies with and feels at home in the organisation. It is one of the key ingredients to transform your organisation to be a force for good and create a lasting positive impact. The business case for DE&I is clear. It leads to qualitatively better business decisions, more innovation, and more employee engagement.

The client
Our client is Heilige Boontjes, a social enterprise/foundation. They support, educate, and employ Rotterdam citizens with a criminal history. 

The challenge
Heilige Boontjes is growing, in size and impact. The management team knows what got us here, will not get us further. As a team they experienced communication issues and were not aligned on the shared responsibility. It held them back in their growth. 

Our approach
We started this journey with 1 on 1 dialogues discussing personal talents and challenges: perspectives on what’s working and what’s not. After getting acquainted with the team, we designed an journey focused on team communication: listening skills, building empathy, and facilitating genuine human connections. We transformed complex and heavy issues into a day of transparency, fun and laughter. 

The results
By establishing human connection and real communication, Heilige Boontjes went through an internal restructuring process. They established relationships of mutual trust and a strong foundation for future opportunities and challenges. 

What’s the bigger impact?
We grounded a team with a mission to guide and create value for Rotterdam citizens with criminal histories. By enabling a social organization as Heilige Boontjes, persons with challenged backgrounds can reintegrate and rebuild their lives in Rotterdam. They have incredible stories and rich perspectives. By guiding these people, organisations as Heilige Boontjes work towards a more diverse and inclusive Rotterdam.

2022 - now

The client
Ghana Water Company Limited (GWCL) is the biggest water supply company in Ghana. 

Our mission
Many of the diseases in Ghana are the result of inconsistent access to and bad quality of water in different regions. Our mission is to transform GWCL into a self-learning and sustainable business, where the employees take ownership of their work and establish qualitatively good access to water in Ghana for everyone. 

Our approach
Together with our partners, Denys, GWCL & Lead for Ghana, we have created and are ready to facilitate an inclusive leadership trajectory for the employees at GWCL to establish a sustainable and self-learning way of working. This trajectory is divided in three phases.

1. All departments of Ghana water, from CEO up to drivers, are represented in an interdisciplinary change team. Together with this multi-perspective team we’ll create a company strategy and assign change facilitators, who will be trained to maintain capacity and replicate the program to other regions.
2. Together with our partner Lead for Ghana, we’ll facilitate vocational customer centricity trainings for all employees of the departments Finance and Customer Assistance.
3. Monitoring and evaluation the process every 6 months and reiterate where needed

What will be the results?
In this project we guide GWCL to take ownership and transform their business for the better and create a lasting positive impact on the Ghanaian society. GWCL can change Ghanaian lives, because water is life.

What will be the bigger impact?
We need drink water to stay alive. We need clean water and sanitation to stay healthy. We should not need to walk for hours to get access to water, because we need time to school and work. Consequent access to water is the basis for happy and healthy lives and the overall development of the Ghanaian society. 

The client
Stedin is one of the largest grid operators and energy suppliers in The Netherlands. Our client, the department high-, and mid-voltage telecom, works on aligning different stakeholders and builds a sustainable infrastructure for the Dutch telecom sector.

The challenge
As many organisations, Stedin works with a hierarchical reporting system. This means content reporting happens horizontally, but the responsibility lies with the manager who reports vertically. The result of the traditional system is that everyone works within a limited framework and in different silos. Not everyone sees nor feels responsibility for the bigger picture. 

Our approach
Together with Stedin Telecom, we co-created and guided the transformation of a team with traditional roles and a manager to a self-managing team with fluid roles and collective responsibility and ownership. By listening to the wants and needs of the team, going on safaris at other self-managing companies, and co-creating a new organized team with one shared mission.

The results
The transformation into a self-managing team results in more efficiency, creativity, and innovation in the long run. Employees take on roles that fit their talents and expertise. It creates more work happiness, ownership for the bigger picture, lasting added value for employees and boosts inclusive leadership in organisations.

What’s the bigger impact?
Big organisations as Stedin that shift from hierarchical reporting systems to self-managing teams will experience many positive benefits. In the long run, better performances will result in qualitative better facilities and creates space for social and sustainable solutions in the Dutch energy supply. Companies as Stedin become more future proof and create more positive impact in our society.

"By partnering with Better Future in designing our leadership programme, we were able to bring reality and complexity to our leaders in a context they have not experienced before. It allowed our leaders to observe their behaviours without a filter, to witness the impact it has on others. This experience has made a lasting impression and helped bring them to a deeper level of self-awareness." - Jennifer Allen, Global Leadership Development Lead, Novartis

The client
Novartis, one of the largest multinational pharmaceutical companies in the world. Their purpose is to reimagine medicine to improve and extend people's lives

The challenge
Non Communicable Diseases (NCD's) - lifestyle diseases like diabetes, hypertension and cancer - will be the biggest health threat in Africa ten years from now. A youth-driven movement must be created to promote a healthy lifestyle. To move from solely curing diseases to also preventing them.

Our approach
We designed a leadership programme where Amref Health Africa (Youth) Leaders and Novartis Senior Executives worked together. To gain new perspectives; to learn together and from one another. As part of their strategy, Novartis had the desire to develop the leadership style and improve the engagement of Senior Executives on a personal level. To define their role within and outside the organisation. By working on a tangible case and problem, we were able to incorporate their wishes into this approach.

The result
A compelling campaign that addresses youth, promotes a healthy lifestyle and develops a social business model. The core message being invest in upstream (prevention) rather than curing. 

The client
Triple Jump is an international impact-focused investment manager.

The challenge
Triple Jump asked us: Our organisation is very diverse in terms of nationalities, gender and background, but how inclusive are we really?

Our approach
We created awareness through an interactive webinar for all employees. Then we organised dialogue sessions to explore what D&I means for them personally and for Triple Jump as an organisation. It's a way to ensure everyone's heard; run in small groups for all employees. The input we collected was translated into an advisory report with short and long term actions. We also shared this with all participants during a webinar. Now that a Diversity & Inclusion committee has been set up, we are on speed dial to guide them.

The result
D&I is now on Triple Jump's agenda. Awareness of this theme amongst employees has increased. All employees have had the opportunity to express their opinions on this subject. We a delivered a document of observations and an advice report with short and long term next step. 

"The programme taught me the power of connection. It made me even more proud to work for Triodos. I feel even more challenged to help clients and work on a sustainable future together." - quote from participant of the learning journey for Senior Relationship Managers

The client
Triodos Bank is one of the world's leading sustainable banks. Their mission is to make money work for positive social, environmental and cultural change.

The challenge
Triodos Bank asked us: How can we turn our Senior Relationship Managers into true ambassadors of our mission? So that all our clients truly understand what 'The Triodos Way' means.

Our approach
We designed a learning programme for Senior Relationship Managers that builds on self awareness, relationships, sales craftsmanship and creating impact.

Result
Deeper understanding of clients and their needs. More co-creation between colleagues on how to better serve clients and stakeholders. Feel and see the value of teamwork for business development. Stronger connection between personal purpose and the mission, vision and strategy of Triodos. Develop required skills like dynamic judgement and courageous conversations. Re-defined and improved customer journey and business development.

The feedback scores Better Future received from the participants of the APMT Senior Management journey in 2016 and 2017 were: 9.3 and 9.6.

The client
APM Terminals, a port and integrated inland service network (part of Maersk)

The challenge
APM Terminal asked us: How can we develop and improve our senior management? How can we ensure that they embody sustainability and purpose? And in that process, how can we ensure that fewer incidents happen in the world?

Our approach
APM Terminals operates in 76 container terminals across the globe. We took their senior leaders out of the office and into the world. On an immersive journey to (re)connect with their purpose by connecting` them to their partners on grass-root level.

The result
Committed senior leaders who know who they truly are and why they get out of bed every morning to go to work. They found their purpose and know how to apply that to their work. They gained new perspectives and experiences on sustainability and safety. Built stronger ties between international offices. These programs helped improve safety within the shipping industry, with APMT as a starting point.

The client
FMO Entrepreneurial Development Bank

The history
Since 2014 we design and organise leadership journeys together with FMO. We always connect them to one of their local partners to work, learn and grow together. This program vastly increases the participants' positive impact on society; helps them discover their reason of being; and become better leaders within their organisation. Read more about the program in English or in Dutch. 

What we did
Here's an example of the 2019 journey that we designed and organised. We set up a practical case study with one of FMOs' local partners in Lebanon. The local partner, a non-profit microfinance institution, faced the challenge of transforming into a regulated financial microfinance institution. This entailed a number of strategic challenges. How to organise the structure? How will the systems work? How do you take people along in this journey of change? What role should leadership play? The FMO team functioned as a mirror for the social partner. They helped them gain insights about what was really going on: there was a need for clarity about roles, management, and responsibility. At the same time, this process encourages everyone to reflect on and confront their own patterns.

The impact
"Going through the U was extremely valuable to me. I was able to reflect on how things are going in my new role as a manager. I now have the feeling that I'm on the right track and have gained more confidence. In moments when I feel I may not have everything under control, I start to doubt myself. By accepting that, and sharing those doubts with others, I came out stronger. As the saying goes: 'Trust the process'.

Now that I'm back home, I've started putting my experiences into practice by building in reflection time with my team. I expose myself more easily, dare to share my vulnerabilities to encourage my team to do the same. As a result, we not only function better in our roles, but also as human beings. And that benefits us, our organisation, and the wider world.”  – Ammarens Bruggekamp, FMO participant 2019

The client
FrieslandCampina

The history
Since 2015 we work together with FrieslandCampina. Together we have taken more than 250 young talents to over 10 countries across Africa, Asia, and Europe. Where they have worked together with 10 different social partners to vastly increase their positive impact on society; discover their reason of being; and become better leaders within their organisation. 

What we did
Together we designed the yearly leadership development program called LEAP that unlocks the full potential of FrieslandCampina employees. It's a blended learning and experience-based programme that challenges young talents on their views, their strengths and their ability to bring about meaningful change. It focusses on accelerating the personal growth and purpose of all participants; gives them the building blocks to connect, internalise and activate their mission; and encourages them to take ownership of their own learning experience by confiding in an accountability partner. Read more about the program here. 

The impact

• Employees with a mission
  By working together with a socially driven business, participants experience what it means to work from a deeper cause. To discover what their purpose is within their team, organisation and the world around them. To contribute to something beyond themselves.
• Solutions thinking
  Participants are taken out of their comfort zone where their mindset is transformed drastically. They’re more resilient and prepared for challenges that may come their way.  
• Cultural resilience
  Different perspectives are essential to solutions thinking. We connect different worlds and allow them to work together. The paradox is that by focusing on and connecting to something outside of yourself, it’s easier to learn and gain new insights that are beneficial to how you do business.
• Improved company culture
  Participants are more self-aware and self-accepting. They have deeper connections with colleagues; are capable of having continuous courageous conversations; can instantly get to the crux of a problem; and create effective solutions.

The client
Amref Health Africa 

The history
We have a longstanding partnership with Amref Health Africa. In 2017 we helped them define their corporate strategy for 2018-2022. This animation is a translation of that strategy.

The question
They asked us to create a storyline about who they are and translate that into a corporate video.

What we did
With this question in mind, we went on an adventure to talk to a myriad of different people from the organisation, armed with questions like: If Amref was a person, would it be male or female? Which personality traits of Amref do you love, which do you find more difficult to deal with? How would you describe Amref as a person? What is the most unique part of Amref? What's the most important part of the work Amref does? The different answers to these questions inspired and formed the basis of the concept and script. The aunty was born. It was then Franka's (illustrator/animator) turn to get to work. She illustrated the storyboard, developed the colour schemes and brought Aunty's story to life. We worked together with Caitlyne Wangi for the voice over. 

The result
We're busily keeping an eye on the impact of this animation on Amref's audiences. We're looking for longterm results rather than quick fixes, so stay tuned.

What
Since 2018, each year we design and facilitate a program filled with a myriad of masterclasses for ambitious female entrepreneurs and financial professionals. To promote a more inclusive financial industry and to strenghten female entrepreneurship. During this event, female entrepreneurs, together with bankers, will engage in different lectures and workshops to be inspired and work on their business plans.

Why
To push female entrepreneurship forward by increasing access to finance in each phase of growing their business.

Result
The programme provides valuable insights and experiences that has accelerated the success of other female entrepreneurs and enabled innovation within the financial sector. The financial professionals are aware of their biases and blindspots, which has altered how they review requests for financing from female entrepreneurs. This development means more female entrepreneurs have access to finance in the Netherlands and we can start to see an increase in female-led or founded businesses.

Powered by
ABN AMRO, ING, FMO, Rabobank, The Next Women, Better Future

"Our journey was truly transformational for my team, myself and for MegaGroup. We started as a group of individuals who weren’t aligned. Now our leadership team is built on mutual trust. We share one vision.

Our client
MegaGroup, a water solutions company.

The challenge
How do we ensure our purpose (Bringing water to life) is felt and lived throughout the organisation?

What we did
Built a strategic partnership between MegaGroup and Amref Health Africa (an NGO). To make MegaGroup's purpose tangible. Together they are developing solutions to improve access to water and sanitation in rural areas of Kenya, contributing to disease prevention.

The result
The organisations have collectively set-up a social enterprise. To this day they are working towards their bigger goal: improving the lives of and creating a better future for 1.5 million Kenyans. Watch the documentary above to get a better idea of this project.

Mission Water process poster