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Anglo American is one of the world's largest diversified mining and natural resource groups. However, a simple descriptor can’t do justice to the scope, scale or complexity of the group. The facts tell some of the story. More than 100,000 people. Revenues of some £10 billion. 40% of the world’s platinum production. But they don’t capture the uniqueness of a culture that is spread across 45 countries, in which large sections of the workforce spend their days underground. That, of course, has been our job – through high-profile projects covering employer branding, organisational integration, global recognition and graduate advice and guidance.

It’s a mistake to pigeon-hole ABB as a global engineering company. In a new corporate brand position, they have set out to build a better world as a power systems and productivity business. So what does this mean for their people? That’s the question we faced as we began to develop an employee proposition that would complement their customer one. Since then, we have applied this EVP to a range of communication materials including the recruitment of project managers as well as helped build it internally through approaches to mentoring, L&D and other HR activities.

To breathe new life into its brand, AXA developed a new positioning building on‘Redefining Standards’, which was launched in 2008.‘Why not?’ captures the can-do attitude customers can expect from AXA – in its products, service and customer experience. It builds on Redefining Standards, with a promise to explore the possibilities and change things for the better. Employees would play a key role in making ‘Why not?’ a reality, so AXA wanted to support the launch with an internal brand engagement campaign.

There's more to Westfield than meets the eye. Behind the retail experience is a complex operation encompassing development, construction projects and asset management, requiring a diverse range of professional skills and talent. Westfield wanted to make sure all newcomers quickly and fully understand how the different parts of the group work together to create places retailers want to be and customers want to visit. Westfield wanted us to devise a creative way of explaining what it does, how everyone fits in and the contribution they make to the business.

Santander UK plc went through a period of rapid expansion and change to establish itself as one of the largest mortgage and savings providers on the High Street. A new CEO and a new strategy to diversify the business mix, focus on SMEs and enhance employee engagement spurred the introduction of several new internal communications channels. In all , 10 different online channels were introduced, taking different routes to engage some 24,000 employees spread across 1,400 retail branches and nine main office sites.

To begin with, our involvement with KPMG was limited to graduate recruitment. However, as time has gone by and our relationship has grown and blossomed, we’ve enjoyed the opportunity to apply our creativity and strategic thinking to many other areas of KPMG’s business, from attracting experienced hires to corporate advertising and internal communications.

Winning the BA account in 2008 was a rather special sensation. It was like rekindling an old friendship, as in total we have partnered with them for some 16 years. Our second stint working with the airline has co-incided with one of the most tumultuous periods in their recent history. We have supported them through this with an EVP definition project, strategic leadership presentations and recruitment marketing campaigns for their new fleet.

There are those who think Staples is simply about pens, pencils and piles of paperclips, but the truth is very different. Since 2006, we’ve been exploding these myths and enlightening ambitious job seekers about an incredible , $27bn business that spans 27 countries and offers some of the most rewarding retail careers on the planet. In the process, we’ve built a highly creative website from the ground up, launched it with a pioneering social media campaign, and significantly reduced costs per hire. Plus we’ve a raft of innovative ideas for phase two.

From the beginning, we had a set of clearly defined aims. In the ‘See More Be More’ campaign’s second year we wanted to create a truly engaging, social experience for students and graduates. We set out to offer an authentic view of how Barclays differs from the competition. We also wanted to give Barclays’ graduates their own voice through the Hub. A further aim was to make sure every user experience is outstanding, rather than just good or great, and we needed to maintain Barclays position as a place of bold, collaborative and inspirational people. Finally, we had to ensure the site appealed to graduates and second-jobbers, as well as current students.

Our brief was to develop an integrated marketing campaign that would set KPMG apart from the competition, particularly the other ‘Big Four’. We had to attract, engage and recruit 600 high-calibre graduates into a range of positions within Audit, Tax and Advisory across the UK, with the emphasis on KPMG’s 30 target universities. We also wanted to address students’ concerns about the economic downtown and assure them that KPMG were definitely recruiting and that this was not merely a branding exercise.

To capture the depth and richness of the partnership with Enterprise Rent-A-Car, we have to rewind all the way back to 2004. After all, that’s when we first won the business and developed the Come Alive graduate recruitment brand. Rolled out externally across ads, on-campus materials and a website (as well as internally via an employee and customer referral programme), our work attracted immediate industry recognition and scooped a number of high-profile awards. Cut back to the here and now, and you’ll see we’ve recently evolved the Enterprise look, feel and key messages – bringing them roaring into 2011 with a website that’s seen a 70.75% increase in traffic from search engines.