We are all alright. We are all Triglav.

In 2022 the Triglav Group adopted a new strategy which set out that it would present itself on the market as a sovereign caregiver rather than a ruler. But a change of strategy is not enough on its own. An organisation's archetype is inseparable from its culture.

People who work with employees know the saying often attributed to Peter Drucker: “Culture eats strategy for breakfast.”

The teams in marketing, corporate communications and brand experience know this well, and so does HR. Insurance is seen as a traditional, formal industry that is rarely young talent's first choice. Triglav therefore needed a culture in which employees feel heard and valued, and communication that shows this culture. Together we set out on the long and demanding road of changing the Triglav Group's culture and building a new employer brand.

Organisational culture is the set of values, beliefs and behaviours that members of an organisation share and that guide how they work and relate to each other. To change it, the Triglav Group first defined its values: simplicity, responsiveness and reliability.

It also set out to change behaviours systematically. The Human Synergistics model, on which Triglav based its activities, divides behaviours into red, green and blue: red stands for aggressive-defensive, green for passive-defensive and blue for constructive styles. The goal of the culture change was clear: reduce red and green styles and increase blue ones, which include self-actualisation, cooperation and care for good relationships.

Over the years we have done a great many projects with Triglav, from one-day shoots to events we prepared for six months. Yet none of them stands alone. They all serve the same goal: moving the new culture from the strategy into employees' everyday work. That is why we built the work in four layers that feed each other. The foundations set how we speak. Regular formats keep the story going month after month. Events bring the Group together in one place and create content for the whole year. And outwards, the same story speaks to job seekers and customers.

Our partnership grew stronger in the first half of 2023, when we entered the tender to renew the Triglav Group's brands: the corporate brand, the employer brand and the product ecosystems. Our team designed the content frameworks of the renewed brands, focusing above all on the employer brand and internal communication.

The key change in the renewal was the shift from the ruler archetype towards the caregiver. In practice this means the Triglav brand no longer talks about itself but about the people it serves: customers, partners, employees or sponsored athletes (for example, “20 young hopefuls are developing their talent with our support” instead of “Triglav supports 20 young hopefuls”). We turned this and other rules into one-day communication workshops, held in small groups with employees from the Group's Slovenian and regional companies, and then into an online course on the intranet.

We set up communication with employees as a two-way conversation. Podcasts with leaders explained the changes, while short intranet surveys asked employees how they felt about them, and the results were presented in an infographic at the end of the year.

Since 2024 we have prepared an annual editorial plan with the client's team at a workshop at the start of each year, then reviewed and adjusted it mid-year. A communication configurator helps us: each activity is first placed as a flagship event, an ongoing platform or regular information, then given a format (an in-depth conversation, a news item or short content) and a production scope. That way every piece of content has a clear role in the year-long story.

How should a sovereign caregiver talk to its employees? That question guided us as we designed formats in line with the desired culture and archetype. What they share is that the stories are always told by colleagues themselves.

Triglav Express. This video format of short news and stories works as the Triglav Group's modern internal newsletter. Since late 2024 it has brought together key business news, highlights from the region and employees' stories on the intranet and the Group's LinkedIn, and each episode comes with an article and links. The format has given structure to internal communication, eased intranet overload and encouraged colleagues across the region to send in their own stories. By September 2026 we had published 43 episodes.

Podcasts. In conversations with leaders and colleagues we brought strategic topics and changes closer in a relaxed, personal way. Authenticity was key to building trust.

Organisational vitality infographics. Every year we turn the results of the annual survey into an infographic and an article, so that teams can discuss them too.

Triglav International Business Academy (TIBA). The in-house mini MBA for the Group's most promising young employees is the embodiment of the desired blue behaviours. We designed a format modelled on reality shows: the opening episode introduces the heroes, each learning module becomes a challenge, and the finale shows how knowledge moves into everyday work. We followed the participants for eight months.

Big events are the moments when the Triglav Group is together in one place. That is why we do not treat them as one-off occasions but as highlights of a year-long story: we build anticipation before them, film during them, and afterwards the footage becomes content for the intranet and LinkedIn.

Alongside the big events there are smaller ones too: filming a meeting of sales ambassadors who shared good practice on Račji otok, a summer camp on the Kolpa for employees' children, and talks at Triglav Lab on health, water leaks and 40 days without alcohol.

Video portraits of professions. In summer 2024 the employer brand got a human face on external channels for the first time. Job seekers are addressed by colleagues themselves: in video stories filmed from their point of view, they presented professions from web developer to claims assessor. From the best footage we also put together an umbrella recruitment video that can be adapted to the profile being sought.

A campaign for hard-to-fill roles. In 2026 the approach of letting employees speak about Triglav as an employer was put to the test in a recruitment campaign for sales roles across Slovenia. Agents and advisers used their own stories to break stereotypes about sales, and an interactive quiz helped candidates check whether the job was right for them. Readers read the articles about the professions more than 16,000 times, 467 applications arrived in four weeks, and Triglav hired new colleagues in every region where it was recruiting, compared with only three the year before.

External podcasts. In the series Ready for the (Un)predictable, experts answer questions everyone asks: how to prepare for an earthquake, how to travel safely with a dog or cat, how safe apartment buildings are. Every episode follows the same structure (the problem, the promise, themed segments, an interim summary and practical advice), and one of the three guests is always an expert from Triglav.

In June 2025 the Triglav Group measured its organisational culture again. The survey showed a strong rise in constructive behavioural styles: up 11% compared with 2021. The result is all the more convincing given that experts already consider a 2% shift over four years a strong one.

Together with the client we developed and introduced four new regular employer brand formats that match the new archetype and the desired culture and support more empathetic, accessible and inclusive communication, above all by involving employees. Employer brand content achieves 50% higher average viewing on internal channels than in 2023. Triglav Express episodes have an average viewing rate of 78.8%, while other internal announcements are read at around 20%. Nine out of ten employees would recommend working at Zavarovalnica Triglav to the people closest to them.

The project of building the Triglav Group's employer brand, named after the internal slogan “We are all alright. We are all Triglav.”, won silver in the employer brand management category at the Slovenian Advertising Festival. The Marketing Excellence jury also placed it in the final of the Marketing Project Excellence category.

We keep filling the regular formats with new content and develop new ones to fit the employer brand and the desired culture. We can't wait for the next challenges.