Copyright © 2015 Haymarket Media Ltd. – All rights reserved
There are 7.87 million poor fishermen in Indonesia, accounting for 25 per cent of all poor people at national level. These fishermen use smaller boats and traditional way of fishing and lighting. When the government decided to increase the fuel price and cut the diesel supply, these fishermen were forced to decrease the time they spent fishing, lowering their disposable income. As a result, 10,000 fishermen in the northern coast of Jakarta became jobless. OSRAM Indonesia decided to help them by conducting the ‘Light for Fishermen’ CSR Programme, providing the fishermen with its LED technology to save the number of light bulbs needed. It reduces the fishermen’s operational cost, increased their disposable income and improved their quality of life. The initiative was part of OSRAM’s commitment to supporting local people facing social, cultural, and economic challenges with its advanced technology. The programme claims to have gained 100 per cent participation. Chairman of Unit of Integrated Service of Muara Angke, the local authority, fully supported the programme and noted: “This is a great initiative to make the fishermen more aware of the technology that is more cost-efficient and environment-friendly.” The end line research conducted a month after the programme showed that with their full participation, the fishermen’s total operational cost was reduced by 62 per cent, increasing their disposable income by the same amount.
There is a growing gap between the demand for employees with computer science and programming skills, and the number of young people and graduates with such skills across Asia-Pacific. There is a shortage of youth entering the workforce at all points on the spectrum of technology education – from the technically skilled to computer science engineers. With youth unemployment in Southeast Asia three times that of the global youth rates and five times that of the adult unemployment rates, Microsoft saw a growing divide between what the labour market needs, and the talents that schools are producing in Asia-Pacific. As part of its YouthSpark commitment to encourage more young people into STEM Education (Science, Technology, Engineering and Maths), Microsoft Asia Pacific kicked off the inaugural YouthSpark #WeSpeakCode campaign in 2014, a region-wide initiative to promote coding as the second language of Asia. The #WeSpeakCode campaign, set out to give millions of people from all over the region a taste of what coding is, demonstrate how accessible learning coding can be, and drive demand for expanded programming and computer science courses and activities in schools. The campaign employed a multichannel strategy that combined the use of traditional media platforms, and social and digital channels to amplify the key moments of the campaign. It supported the execution of over 75 locally-hosted events. These activities included the development of local PR toolkits, digital and event playbooks which local markets used to organise in-market events and media engagements. The campaign achieved strong results across Facebook, Twitter and Instagram. In addition, it led to the first-ever female hackathon in Sri Lanka, and in China, saw 15,370 people participate in The Hour of Code.
Every year, more than 2 million children don’t reach their fifth birthday due to diarrhoea and pneumonia. Many of these deaths are easily preventable through simple practices like washing hands with soap. Hand washing with soap can reduce diarrhoea by 45 per cent and pneumonia by 23 per cent and it’s estimated that this simple act could save the lives of over 600,000 children under 5 every year in India alone. The objective of this campaing was to convince consumers that hand washing with soap can actually save children’s lives, while at the same time build brand love and drive sales of Unilever’s Lifebuoy soap through this social mission. The integrated campaign aimed to amplify the hand washing message from the advertising team’s ‘Gondappa’ film by making this real and relevant to people. The agency set out to find authentic stories and characters, working with the team on the ground in a village in Madhya Pradesh. It identified a child ambassador to champion and bring the issue to life. There was some focus placed on a digital and social strategy, but this was only to help form a groundswell of support among higher income influentials. The main outreach strategy focused on traditional broadcast and print media as these are the most influential among the rural target audience and the most likely to bring about the behavioural change needed. Among other results, the campaign led to 1 in 3 mothers who never did so before now wash their hands. The hand washing rate among children tripled, while there was a 75 per cent reduction in child diarrhoea in Thesgora. Moreover, 6 more villages ‘adopted’, reducing the incidence of child diarrhoea from 42 per cent to 11 per cent.
In Singapore, the mobile phone penetration rate is one of the highest on the planet at 149 per cent (as of October 2014). However, mobile accessibility didn’t reach some of the less privileged groups and was one aspect of the income and digital divide. As Singapore’s first fully integrated info-communications provider, StarHub wanted to tackle the issue. It reached out to various stakeholders to join its efforts. It targeted StarHub Mobile post-paid customers, as it wanted to employ a simple and instant method of participation. StarHub saw that most people never used their full quota of mobile services (eg talktime, SMS and mobile data) for which they had post-paid mobile plans. Any unused quota would simply be forgone as it wasn’t carried over. The idea was to see if people would donate these to the less privileged. 4G4Good was launched to empower StarHub customers to do even more for the less privileged within Singapore’s community. StarHub would then disburse StarHub pre-paid cards to beneficiaries from selected charity organisations. The brand used marketing communications to publicise this campaign and encourage pledges included press, TVCs, online digital media, social media channels, radio engagement, SMS blast to all StarHub Mobile post-paid customers and more. The goal was to get enough pledges to provide 500 beneficiaries with 80 minutes’ talktime, 300 SMS and 1GB of mobile data per month for one year. It managed to get 7,370 successful pledges from StarHub Mobile post-paid customers. This allowed the brand to provide the 500 beneficiaries from the selected charitable organisations with 120 minutes’ talktime, 500 SMS and 1.5GB of mobile data per month for a year.
Copyright © 2015 Haymarket Media Ltd. – All rights reserved