Case Study:
Internal Communication for WSHD

The Dutch organization Waterschap Hollandse Delta (WSHD) was facing a communications challenge: With the implementation of the new Environment and Planning Act coming up in January 2022, WSHD needed to communicate the effects of the law clearly towards its employees. Read more about how we helped them to do so in this case study.


From January 2022, the new Environment and Planning Act will be implemented in the Netherlands. This new law summarizes and simplifies all existing 26 laws concerning the physical living environment. However, the act is complex and requires some changes in the daily business of several governmental organizations concerned by this law. WSHD is one of them.


Therefore, it is essential that employees of WSHD get to know the new act and eventually adapt their way of working accordingly. 


Wanting to ensure a stable quality of work, the attitude and behaviour of employees at WSHD needs to change. Instead of working with checklists, employees will need to collaborate more proactively on the cases in the future. Not only internally, but also externally with citizens and other governmental organizations.


The WSHD employees were rather sceptical regarding the new Environmental and Planning Act, as its implementation had been delayed for years by the Dutch government. Also, most employees thought that it didn't have too many consequences for their daily tasks. Additionally, the high work load on a daily basis kept them from investing time to get to know the law.


How can we ensure that employees change their attitude and behaviour to get ready for the implementation of the new Environment and Planning Act?


In close collaboration with the project team at WSHD, we defined a clear target: By the end of Q3 2021, 90% of the employees knows what the new act includes, which knowledge instruments there are and what this means for their daily business. WSHD created their own study- and trainings programs. Our task was to ensure that employees get motivated to sign up on their own initiative and without pressure.


Before we worked out a communications plan, we needed to understand the target group. After all, it's all about their attitude and behaviour. So we started our investigation. In workshops with experts, interviews with the target group and by using a questionnaire, we found out more about them and created personas. These personas represent the different target groups. We knew which channels to use to reach them best, which information they needed and what (de)motivated them.

The communications plan consisted of the following elements: 


- We developed media such as explaining animations, infographics and e-mails.


- Also, we created a Sharepoint page to store all information on one central and clearly structured page.


- We set up an e-mail campaign with a marketing automation tool, taking into account the different target groups and messages that concern them.


- We did a 0-measurement to set a benchmark. This way, we knew what the effect was on knowledge, engagement and reach at the end of the campaign.


- Finally, we took care that all analytics were installed. This way, we were able to measure the activity on the Sharepoint page, e-mails and different media to monitor each target group.


We started the internal communication campaign in February 2021. During this period, we got together once a week with the WSHD-project team. Funk-e was responsible for the Sharepoint and e-mail campaign. In update-calls, we kept WSHD informed about the success of the campaign, but also flagged potential risks and chances. Of course, we also made suggestions to minimize the risks or to make use of the occuring chances.


Funk-e was responsible of managing the campaign on the two main channels: Sharepoint and e-mail. In the graphs below, you can see that the campaign turned out as a big success. 87.5% of the target group has visited the Sharepoint page when the campaign was launched. But knowing the target group visited the website is one thing, knowing if they read the content is another. Therefore, we also measured how long they stayed on the page. On average, the employees took 4.5 minutes to look at the content on the landing page during the first week. Considering the busy schedules of the target group, this was a huge success. We were also able to show the success of the e-mail campaign linking to the Sharepoint page: the click-through-rate was 63%.


But the most important statistcs were the real results of the campaign: Did employees take the next step and signed up for a training or workshop on the Environment and Planning Act? The results speak for themselves: The level of knowledge of the target group by attending trainings and workshops increased by 35%, with a signing-up rate of 75%.

% click-through-rate from e-mail campaign

We set up an e-mail campaign with marketing automation, measuring the click-through-rate consistently.

% visited the page of the new law within one week after the launch

We were able to keep track of the number of visitors consistently via the Sharepoint page.

% signed up for workshops and trainings

To us, this was the most exciting result: Did people actually sign up for the trainings and workshops? They did!

Why a new digital environment?


What is changing compared to the old digital working environment?


Team on this Case: 

Lead Illustration
Lead Animation
Account Manager
Art Director

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