Case studies




  • BGC Contracting is the largest privately owned mining and civil contractor in Australia. Its services include mining, civil contracting, road-train haulage, mineral processing and depots.
  • Targeting mining, oil and gas and public infrastructure industries, the company has an annual turnover of $1 Billion and a total workforce of 3,100.


  • Ahead of the expected mining resources boom in Western Australia and Queensland, the company identified the need to proactively manage its growth by strengthening its operating culture, being in a position to attract and retain talent and to communicate a clear and uniform message of what the company stands for to customers.


  • The Right Group was engaged by the CEO of BGC Contracting from 2010 to 2014 to design and roll-out a Brand & Culture program across its national operations.
  • Key activities of the “110%” initiative were:
  1. Formation of a lead steering committee sponsored by a member of the Executive Team.
  2. Extensive research undertaken with existing and non-customers to understand their perceptions and opinions of BGC Contracting relative to key competitors.
  3. Company-wide employee focus groups and management interviews were conducted to establish how people felt about working for the organisation, its culture and improvement areas.
  4. A review of key competitors in terms of branding messages, positioning and Employment Value Proposition.
  5. Audit Reports summarising both internal and external research were tabled and discussed with the Executive Team.
  6. A series of workshops were facilitated with the lead steering team to build the BGC Contracting “Charter”, comprising the company’s Vision, Internal Values and Brand Pillars.
  7. Realignment of all recruitment, on-boarding performance management processes to ensure consistency with the “Charter”.
  8. Creative campaigns developed for both internal and external communications.
  9. Ongoing “Charter” leadership development for all managers and supervisors.
  10. Ongoing staff engagement sessions involving both office and site-based personnel.
  11. Design and implementation of an annual Employee Engagement Survey and Customer Brand Health Survey.


  • A clear and concise Vision, Values and Brand blueprint for the organisation.
  • An integrated communications program in place with KPIs monitored and reported to the Executive Team.
  • BGC Contracting leaders being held accountable to lead their teams around the “Charter”.
  • Employee engagement has risen and turnover reduced.
  • BGC Contracting workforce understand, own and commit to the “Charter”.



  • Hanson, formerly known as Pioneer International is one of the world’s leading heavy building material companies.
  • In 2000, Pioneer International was acquired by Hanson PLC based in the UK.
  • In January 2004, a business decision was made to rebrand the Pioneer business to Hanson in Australia. Prior to this, Hanson was not known in Australia.
  • The Australian CEO had the foresight that a brand name was more than a logo and seized the opportunity to also develop a competitive brand position for Hanson.
  • Hanson employs over 3,500 employees across 183 locations Australia wide.


  • Hanson required assistance to project manage the rebranding process across the business.
  • A successful transition from Pioneer to Hanson was a business requirement which was nonnegotiable.
  • Clear definition was required on what the Hanson brand should stand for in the Australian market and this needed to integrate global company strengths and also the positive associations for the Pioneer brand.
  • The rebrand was a major change for the business and employees needed to be engaged in the process for successful implementation.
  • It was important that customers were not alienated during the rebrand and that not a single customer departed the business as a result of this project.
  • Building an internal culture that supported the new Hanson brand was an additional requirement to ensure sustainability and future business success.


  • The Right Group developed an inside out, end to end approach to rebranding the Pioneer business. The phased transition process involved the following:

1. Understanding of the heavy building materials market and the current position of Pioneer

  • Employee-wide feedback sessions were undertaken to gain internal perceptions.
  • Competitor analysis conducted to understand competitor positions and strategies.
  • Market research with current Pioneer customers and also current non customers was conducted.
  • A Brand Scorecard audit report highlighting key perceptions and positioning was delivered to the project steering team.

2. Development of a Strategic Brand & Culture Blueprint

  • The new Hanson Brand Building Blocks – Most Reliable, Best Team, Best Customer Focus and Most Responsible were defined.
  • The brand strategy developed was highly congruent with Hanson’s business objectives and aimed to differentiate Hanson in a commoditised market.
  • The brand blueprint was recognised as the cornerstone of Hanson’s brand identity and organisational culture.

3. Development and implementation of an employee communications program

  • A strategic communications plan was developed to ensure information flowed to all employees throughout the business.
  • The plan included a regular newsletter, visual communication reminders, a brand handbook and the integration of brand themes into all internal communication.
  • A website and intranet brand portal was established as was the integration of brand into web based training and employee inductions.
  • Success stories from the business were communicated and shared to recognise employee achievement around the Hanson brand.
  • Employees were communicated with before, during and after the physical rebrand to encourage employee buy-in and ownership of the new brand.

4. Brand leadership education for senior and middle management, as well as supervisory personnel

  • Brand leadership training was conducted to up-skill middle management and enable managers to ‘walk the talk’ around the four Hanson brand building blocks.

5. Brand Touchpoint Initiative

  • Hanson’s brand touchpoints, the points of interaction between its brand and customers, employees and other stakeholders, were audited and reviewed using The Right Group’s touchpoint framework.
  • The process involved both internal and external customer interviews which highlighted performance gaps impacting on Hanson’s delivery of its brand promise. Areas of greater efficiency were also highlighted.

6. Monitoring of business uptake and market ownership

  • Pre rebrand KPI measures were established through external market research with customers and non-customers and an employee survey.
  • Post rebrand KPI measures were also collected. This included employee surveys to gauge the level of employee engagement and infusion of the brand building blocks in employee and manager behaviour.
  • A periodic brand recall survey was also conducted to understand the recall of Hanson versus Pioneer and key competitors, as well as held perceptions.


  • The Pioneer Hanson company rebrand project was highly successful with the project completed on time and within budget.
  • Employees were successfully engaged in the process around the new Hanson brand, resulting in increased employee retention and satisfaction.
  • Zero customer churn was experienced as a result of the rebrand.
  • The company developed a greater sense of appreciation of the value of the brand, evidenced through:
  • The brand becoming instilled in the fabric of the business.
  • The company developing a more disciplined approach to branding including a brand management structure and a centrally coordinated brand manager.
  • Customer feedback indicated Hanson is clearly differentiated as a premium brand in their key markets. This is also evidenced by their ability to increase prices and retain customers and market share.
  • Employee communication and feedback has improved with regular employee forums enabling employees to have their say and be listened to by the organisation.
  • Its brand is now owned by every employee of Hanson.
  • Based on the success of the Australian program, the Hanson brand initiative was rolled out to 14 countries and 27,000 employees across the UK, Europe, Asia and North America.



  • Part of the Wesfarmers Group, Bunnings is the leading retailer of home improvement and outdoor living products across Australia and New Zealand.
  • As at 2014, it operates 228Warehouse stores, 63 smaller format stores and 33 trade centres. It employs over 38,000 team members.
  • The Right Group has provided brand counsel and market intelligence to Bunnings for 20 years.


  • Bunnings requires up to date, timely and insightful market information to make strategic decisions regarding its brand and market opportunities.
  • Bunnings requires market intelligence to ensure it maintains its market leadership position based on its key brand pillars; Lowest Prices, Widest Range and Best Service.
  • As a market leader, Bunnings is also required to stay ahead of retailing trends in the home improvement and outdoor product market and be the first to market with new opportunities.


  • The Right Group conduct regular brand monitoring surveys to assess the strength of the Bunnings brand across key markets, relative to key competitors.
  • Ongoing projects include – Brand Health Tracking, Competitor Price Monitoring, Category Strength, Customer Insight and Satisfaction studies as well as additional ad hoc research as required.
  • As a research partner for 20 years, we have an intimate working knowledge of the Bunnings business that enables us to go beyond basic reporting requirements and provide further extended information, implications and solutions to assist Bunnings in their decision making. We are not just an information provider, but a solutions partner.
  • We provide highly cost-effective, quick turn-around research that assesses market opportunities and business challenges as required by Bunnings.


  • Research information has been vital for Bunnings to be a market innovator and establish its position as market leader in the home improvement and outdoor products market.
  • Our customised reporting provides insightful and useful information for Bunnings. Our reports do not sit on the shelf, they are used to make business decisions.
  • Bunnings receives the highest quality research that is completed on time and within set budgets.
  • Our long standing business partnership ensures that we are responsive to Bunnings’ needs and continue to add value to their business through strong business insight.



  • The Right Group was engaged by Fortescue in 2014 to conduct a company wide Employee Survey
  • Fortescue Metals Group are a West Australian Company founded by Andrew Forrest in 2003, some ten years on they have grown into the world’s 4th Largest Iron Ore Producer in the world.
  • Fortescue have a workforce of approximately 9,000 staff including employees and contractors. 


  • Fortescue required their 2014 Employee Survey to be conducted to measure the sentiment of their employees as well assess current alignment with their internal values.
  • In the previous year, the response rate had been average; Fortescue required a large representation from their own staff and were aiming for a 80% response as a KPI for their business.


  • The Right Group reviewed and streamlined the original survey.
  • The Employee Survey continued to measure Values Alignment, reviewed the section on work experience and included a question set that allowed the measurement of Employee Engagement
  • An integrated survey communications campaign was implemented. This included CEO communication, survey briefing packs for all managers and regular top-up reminders before and during the survey.
  • A multi-faceted survey approach was implemented comprising of on-line and paper based surveys.
  • All employees and contractors were targeted.
  • As the majority of the Fortescue workforce is on onsite in remote locations, employees were asked to complete a paper based survey in toolbox sessions to optimise response rates.  All paper based surveys were sent back to The Right Group for data entry in sealed boxes.


  • A response rate of 81% response rate was generated for Fortescue Employees meeting the KPI of the business
  • An additional 2,500 contractor responses were also collected, the largest representation of contractors ever in an Employee survey for the organisation.
  • Employee and Contractor Results were reported separately.
  • Key Themes and Insights reported across Valued Engagement, Engagement Drivers and key areas of performance and focus as an employer.  Demographic segmentation reported where significant.
  • The findings were presented to the Fortescue Executive Team.
  • The Right Group developed dashboards for all sites and locations; these were distributed to all site managers for discussion with their local teams.



  • In 2008, The Right Group was engaged by WorleyParsons to develop a global Employer Brand for the organisation.
  • WorleyParsons is a leading global provider of engineering services to the resources and energy sectors and the complex process industries.
  • WorleyParsons has 137 offices in 40 countries and employs 30,000 people.
  • The organisation’s vision is to be the preferred provider of technical, project and operational services to its customers.


  • A key need for WorleyParsons was to attract high quality candidates to keep pace with the activity demand experienced by the organisation.
  • WorleyParsons needed to retain their best talent to satisfy customer demands.
  • WorleyParsons needed to develop a stronger employer brand to counter competitors who were poaching quality people with higher financial incentives.
  • It was recognised by the Human Resource and Marketing departments that WorleyParsons needed to develop a more competitive employee value proposition that would position the organisation globally as an employer of choice within their markets.
  • WorleyParsons required improved collateral for their recruitment programs, however, recognised that they needed to develop their employer brand strategy first before commissioning the design of these materials.
  • Being a global organisation, the employer brand strategy needed to be driven by corporate initiatives but also take into consideration local market needs.


  • The Right Group developed a global employer branding approach that would build WorleyParsons’ brand reputation and position the organisation as a best employer within the industry.
  • The global project involved the following phases of work:

1. Understanding current employee perceptions and leadership aspirations of WorleyParsons as an employer

  • senior leadership questionnaire was developed and administered to engage the senior leadership team and to provide feedback on current perceptions and future aspirations of WorleyParsons as an employer.
  • Employee discussion groups were conducted across the four continents of WorleyParsons operations – Australia, North America, The Middle East and Europe to gain current perceptions and information on improvement opportunities.
  • An audit report was compiled identifying key global findings and local nuances.

2. Employer brand strategy workshops were conducted with a cross functional team to identify WorleyParsons’ employer brand strategy and key Employee Value Proposition (EVP).

  • Link between WorleyParsons company brand and employer brand established.
  • Employee profile defined
  • Unique WorleyParsons Employee Value Proposition developed based on market differentiation and alignment with the company’s strategic aims.

3. Validation workshops were conducted globally to reaffirm the employer brand strategy and test the global EVP.

  • Leadership interviews were conducted to ensure strategic fit and buy-in to the EVP.
  • Employee discussion groups were conducted to validate the employer brand and EVP in local markets and identify improvement gaps.
  • A validation report was compiled highlighting global acceptance and local issues.
  • Final employer brand strategy and global EVP were agreed upon based on feedback.

4. An internal rollout program was developed to communicate the WorleyParsons employer brand internally and improve internal alignment of the strategy with internal operations.


  • A compelling employer brand developed for WorleyParsons.
  • Retention of key talent improved along with an increase in quality of applicants.
  • The employer brand project facilitated improved communication between the Human Resources and Marketing departments.
  • The business developed a more strategic and consolidated approach to communication.