Success Story

Getting to Climate Neutral: Global Action Day Plus Professional Development

Schaeffler logo

The Schaeffler Group, headquartered in Herzogenaurach, Germany, is a leading global supplier to the automotive and industrial sectors. True to its motto “We pioneer motion,” the company has been driving forward ground-breaking developments in the fields of motion and mobility for more than 75 years.


With innovative technologies, products and services for CO₂-efficient drives, electric mobility, solutions for automotive suspensions, Industry 4.0, digitalisation, and renewable energies, the company is a reliable partner for making motion and mobility more efficient, intelligent and sustainable.


The Schaeffler Group currently has about 84,000 employees spread across some 200 locations in over 50 countries. In 2022, it generated sales of approximately 15.8 billion euros.

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imc meets Schaeffler: Climate neutral thanks to eLearning

90 minutes of climate neutrality brainstorming worldwide

Schaeffler aims to be completely climate neutral by 2040. Its in-house production will be climate neutral by 2030, and its entire supply chain will achieve climate-neutrality by 2040. “That’s a very ambitious goal, certainly, but we are utterly determined to achieve it,” emphasises Nadja Lemke, Schaeffler’s Senior Vice President Global Branding & Marketing.


“But, of course, we will only succeed if everyone gets onboard.” Which is why Schaeffler is seeking to harness its employees’ creativity and expertise. It wants to draw together ideas from all areas of the company worldwide.


This was the thinking behind Schaeffler’s Climate Action Day, a group-wide event staged in June 2022. On that day, all the company’s employees paused their normal work for 90 minutes. For 90 minutes, they jointly focused on the challenges posed for Schaeffler and for society generally by climate change. In over 4,000 workshops worldwide, they developed a wealth of ideas for reducing CO2 emissions in their respective departments.


Climate Action Day was also to be a day of learning. Employees were to improve their knowledge of sustainability and climate neutrality through in-person and online workshops. But how, exactly?

Schaeffler employees hold signs

Fully integrated learning – Digital and in-person

An animated, integrated landing page complete with chatbot, curated content and direct interfaces with Microsoft Teams and the existing learning management system. That was the winning solution devised by imc.


imc project manager Melissa Hohmann explains: “It had to be completely learner-centric. All employees worldwide needed to know at a glance how to proceed directly to their learning content. The solution needed to come across as a coherent whole and be inspiring for the learners. The learner experience had to be so engaging that the passion for sustainability felt at Schaeffler headquarters in Herzogenaurach would carry across fully to learners as far away as Mexico, China, and Australia.”


The solution provided by imc took the form of a learning portal. On the big day, the employees logged in and watched video messages from the Board of Managing Directors. These messages demonstrated that the commitment to sustainability came from the highest levels of the company. After watching the videos, the employees were able to click through the portal to various options.


They could work their way through training content or take part in group chats. Or contribute their own ideas in the four categories of Green Products, Green Production, Green Materials and Green Behaviour.


Over 23,000 ideas and documented positive outcomes

“About 23,000 ideas – that was the outcome of Climate Action Day 2022,” says Hanna Peter-Regar, Senior Vice President, Schaeffler-Academy.


“The feedback from colleagues from all around the world was resoundingly positive. We were astonished at the innovative ideas that flowed in from the individual countries. The Teams chat absolutely exploded, and the engagement via social media was massive, too. People were proud to be contributing their ideas. They were excited to be lending their support to our drive for climate neutrality. What’s more, we’ve managed to implement a lot of their ideas since then.”


imc Executive Board member Sven R. Becker is likewise delighted with the results. “We count a project as a success only if the client achieves demonstrable and quantifiable positive outcomes. That’s what drives us. Why? Because the outcomes have to be there in order for learning and professional development to be an integral part of the digital transformation.”

Around 23,000 ideas: That was the outcome of Climate Action Day 2022. The feedback from colleagues around the world was overwhelmingly positive. The team chat exploded and social media engagement was huge.
Hanna Peter-Regar
Senior Vice President
Schaeffler Academy
Target Audience
Employees and reseller in 160 contries
Learning format
LMS & Blended Learning Journey
one central system instead of six stand-alone solutions
Young woman in the city happy with her training
Case Study

Together we can: Next-Level Blended Learning at Vodafone

vodafone logo

Vodafone’s purpose is to connect for a better world and drive innovation – as summed up by its “Together we can” global brand positioning.


The British mobile telephony company’s German subsidiary Vodafone GmbH was founded in 1990 in Düsseldorf. Today, the Vodafone Group has a global workforce of around 100,000, including 16,000 in Germany.


The group’s worldwide revenue for 2021 was 43.81 billion euros, 13 billion of which came from the German market.


Digitalising a five-day in-person onboarding workshop

At Vodafone GmbH, induction, orientation and training in corporate values for new customer service representatives used to take the form of a week-long in-person workshop. That was the case up until early 2020, when the pandemic came along and changed everything. Suddenly the company had to find an alternative solution.


Pre pandemic, new customer service representatives would spend their first five days with the company learning a great deal more than just the nuts and bolts of the job, like how to deal with difficult customers. They would receive instruction in Vodafone’s corporate values and its customer promise.

  • What does the Vodafone brand stand for?
  • What is Vodafone’s mission?
  • What are the dos and don’ts of dealing with colleagues, superiors, external partners and customers?

All of this learning content would be imparted by trainers in in-person training workshops. But once it became apparent that the pandemic was not going away any time soon, and that steps therefore needed to be taken to protect employees, Vodafone decided to digitalise these training workshops.


That was at the start of 2021. Vodafone HR Learning Manager Sabine Fusenig remembers the decision well: “Even before the pandemic, we had been considering digitalising our onboarding programme in order to improve quality and standardisation. A key requirement was that our trainers retain their central role but be given more time to provide one-on-one support. We had already worked with imc Learning on a number of successful projects and were keen to see what they would come up with to meet these requirements.”

vodafone island training

A blended learning experience featuring an interactive 3D map, learning diary and portal page

It was immediately obvious to imc that an undertaking of this complexity and scope called for an extremely well-thought-out blended learning concept. Keeping learners engaged over several days of at-home online learning was clearly going to take more than run-of-the-mill online lectures or hours of video content. Because to deliver 2030 minutes of learning, you need variety.


With this in mind, the team from imc’s content department put their heads together with the Vodafone team. They developed a blended learning concept called “Basic Customer Care”, or BCC for short. This new onboarding programme is strong on variety, comprising such varied components as a trailer video, performance cards, a four-day challenge, a learning diary, a central portal page and a “Vodafone Island” 3D map.

“We soon realised it was going to be a truly mammoth project.  Loads of different formats were needed and it was going to take quite a bit of time. Not to mention a great deal of active input from the project team at Vodafone,” says Thomas Faas, a Project Manager in e-learning content at imc.


“You see, while we can certainly help structure the learning content, selecting that content is a decision only the client can make. Not every client understands that. But Vodafone does. Everyone on the team understood exactly what they were getting into, and there were clearly defined contact persons and lines of responsibility. As a result, the project went off without a hitch, plus we had a lot of fun.”

Perfect teamwork

Sabine Fusenig agrees: “imc has been a very constructive, pleasant and reliable partner to work with. The project managers defined clear structures, including timelines, so everyone knew exactly what they had to deliver, and by when.”


It was also a special project experience for the business-side team at Vodafone, which consisted of the Training Specialist Manuela Jeschke and the three trainers Monika Arenz, Rene Schmelzer and Dirk Winkler. They spent many weeks compiling and reviewing content and providing feedback.


“Here on the Vodafone project team, we have a really good handle on things and are very well coordinated. But we are a learning organisation, and this was a learning opportunity,” says the HR Learning Manager. “We had half-hour sprint meetings with imc twice a week and were given ‘homework’ to do after each session. Also, we had separate kick-off meetings for each day of the onboarding programme so that we could define clear goals and structures for each day of programming at the outset.”


Measurably improved results

All the hard work has paid off. By ensuring careful, detailed coordination, avoiding unnecessary reworks and keeping to the tight project timeline, it proved possible to complete the entire blended learning programme in the space of just seven months. Vodafone’s objectives were to achieve measurable improvements in training quality and increase the already very pleasing scores achieved in the metrics it typically assesses for all training courses.


Net Promoter Score: Increased

For example, after each training course, Vodafone calculates the net promoter score – a commonly used metric that indicates how likely consumers are to recommend the product or service in question to others. Previously 82%, this score increased to an extremely pleasing 88% following implementation of the digital onboarding programme.


Similarly, Vodafone wanted to increase the programme’s practical applicability scores from the already above-average 4.3 to 4.5. The programme actually exceeded this target, and the new score is 4.7 (out of 5).


These scores are reflected in the favourable comments from users:

  • “The first BCC round went really well!”
  • “Brilliant all round! 😊 …and it’s great fun training with the new programme!"


The feedback from the trainers, too, has been positive without exception:

Vodafone Case Study Portal
  • “The learners really like the self-learning phase (SLP) as they are free to organise their own time and work at their own pace.”
  • “The content has a clear, easy-to-follow structure. The group tasks have also been extremely well received. It’s not excessively content-heavy, which allows learners time to ask questions and actively engage with the content.”
  • “The concept also gives us the flexibility to catch learners up if they miss a session here or there. We didn’t leave anyone behind!”

The last word goes to Sabine Fusenig: “The project was a resounding success, and I personally would like to see it used as a blueprint or example of best practice for future projects and rolled out in other countries.”

2030 min learning content
Learning format
Blended Learning
Increased Net Promoter Score
imc has been a very constructive, pleasant and reliable partner to work with.
Sabine Fusenig
HR Learning Manager
Premium enterprise e-learning content
Case Study

A slightly different kind of
compliance training

case study compliance training customer reference audi ag

Audi is one of Germany's leading premium car manufacturers. Based in Ingolstadt and Neckarsulm, Germany, the company has been producing high-quality vehicles since 1909 and is now part of the Volkswagen Group.


Motivation for an unloved topic

When employees learn that they have to attend compliance training, their enthusiasm is often limited. The trainees are usually hostile to the training even before it begins.

Audi therefore wanted to train employees with an unusual compliance training course in such a way that the necessary knowledge is clearly conveyed to them and, ideally, they also have fun during the training.

case study compliance training customer reference audi ag

Web-based training of a different kind

“Welcome to Fraud City. The city “eats” its residents – skin, hair and all. We hope you’re up to it. Enter at your own risk.” This intro sounds ever so slightly different to the traditional “Click here to start your training”.  

The entire web-based training course with motion design adopts the style of “Sin City”, and takes the brave participant to a corrupt city full of dangers and suspect colleagues – accompanied by Detective Fraudless who is always on the brink of solving yet another crime and starts off by explaining the rules.

As the employee navigates through the training course, the criteria for identifying cases of fraud are revealed, as are the behavioural patterns that call for special attention. 

case study compliance training customer reference audi ag

Positive feedback on the intranet

Screenshot of Fraud City

Audi demonstrated great courage with this unconventional concept – and reaped the rewards: The elaborate and polarising concept leaves a lasting impression, creating a buzz among almost all employees. Similarly, the intranet feedback was predominantly positive, and many employees praised the web-based training, as Laura Schumacher from the Audi compliance department confirms.

  • “Great job! This makes ‘learning’ fun!” 
  • “Very pleasant WBT, executed superbly. That’s what I’d call modern. Let’s have more of this.” 
  • “I thought the presentation of the WBT as a homage to Sin City with L.A. Noire elements was extremely original. A great example for knowledge transfer in an entertaining package. Keep it up!!!” 
  • “We need a lot more web-based training in this style.  It gets the message across in an entertaining and easy-to-understand manner, well narrated with cool stories!” 
Target audience
worldwide > 90,000 employees
Learning format
Web Based Training + Trailer
Film Noir & Sin City
Icon representing Avatar Quiz apps
Compliance training is always a tricky subject. For this WBT though, we received very favourable feedback from our employees!
Laura Schumacher
Compliance Department
Audi AG
case study lms customer reference bsh hausgeraete
Case Study
BSH Hausgeräte

Advanced training for service technicians
around the world

case study lms customer reference bsh hausgeraete

BSH Hausgeräte AG is the biggest domestic appliance manufacturer in Europe and one of the leading companies in the sector worldwide. The group’s main brands are Bosch and Siemens.

In addition to its eight special brands catering to individual consumers, BSH also serves selected home markets with the regional brands Balay, PITSOS, PROFILO and Coldex.

The product portfolio covers the full spectrum of modern household appliances


Adapting training content to
local standards

Global growth of the product portfolio, employee numbers and geographical coverage made it necessary to rethink the professional development concepts used by BSH. 

The goal was to adapt the training content to local learning habits in the different countries to fill any gaps in the knowledge of the service technicians in each location. BSH’s intent was to achieve uniform training standards so that customers around the world would enjoy the same high-quality service. 


It is of great importance to BSH that service technicians anywhere in the world are able to service appliances, repair them if necessary, and offer competent and professional advice to customers within a short period after the launch of a new product. Moreover, practical training on appliances was to be introduced locally.

What was missing was a modern, multinational professional development concept with a homogeneous database that allowed easy administration of face-to-face training and flexible implementation of tailored online training in real time. 

case study lms customer reference bsh hausgeraete

Global professional development platform
for 10,000 technicians

Following an in-depth market analysis, the professional development administrators at BSH decided to implement a learning management system by (LMS) by imc, the “Learning Suite”. They called it the “BSH Learning Universe”.


With this global professional development platform, more than 10,000 BSH service technicians in 50 countries can quickly and easily access the training material tailored to the specific country and use it to support their daily tasks. Easy administration of face-to-face training, reliable assessment functions and reporting round off the solution.

What’s more, the blended learning approach facilitates lasting efficiency gains for the face-to-face training. This saves the technicians up to 20% in training time, while significantly reducing administration costs.

case study lms customer reference bsh hausgeraete

EUR 10 million in savings 

The results speak for themselves: Since the LMS was introduced, service technicians have been saving around 20% in training time, which is equivalent to EUR 10 million in total. 

Moreover, learners loved how flexible the platform is. The LMS by imc is capable of implementing tailored requirements for each country. This involves more than just using the right language: Basic knowledge relating to fundamental topics like maintenance and repair and customised training on new regional products also differ by country. The “BSH Learning Universe” precisely addresses the requirements and needs of the service technicians at the different locations.  


“The imc Learning Suite is highly flexible and adapts to our requirements. The LMS not only covers our need for product training: We also use the system for our health training. Above all, the intelligent training booking processes make our work a lot easier. Since we implemented the LMS, Excel list administration is a thing of the past!”, Peter Tolaini, BSH Learning Universe Administrator, UK sums up.

case study lms customer reference bsh hausgeraete
Target audience
10,000 technicians
Photo of Sonja Hild
We set our goals high with the ‘BSH Learning Universe’ – and achieved them: In more than 50 countries on five continents, our colleagues in Technical Customer Support are trained to the same high standards. Yet, each of our local training programmes is as unique as our products.
Sonja Hild
Head of Training and Development in the Customer Service Division
case study digitisation digital readiness check BASF
Case Study

Are you ready for digitalisation?


More than 117,000 employees in the BASF group strive to contribute to the success of their clients from virtually all sectors and almost all countries worldwide.

We have collated the portfolio in six segments: Chemicals, Materials, Industrial Solutions, Surface Technologies, Nutrition & Care and Agricultural Solutions.

In 2019, BASF achieved worldwide revenues of around EUR 59 billion. 


Needs assessment for the
digitalisation strategy

The digital transformation is shaking up almost all business processes. It is both a challenge and an opportunity for companies. BASF has rolled out digitalisation training worldwide to upskill all employees. In the first instance, this involved finding out the degree of digital readiness among the workforce.

The goal was to go beyond a strict needs assessment and also give the employees the opportunity to test their own knowledge. Intuitive operation and time-efficiency were crucial requirements for the solution. 

case study digitisation digital readiness check BASF

An assessment for all target groups

The digital readiness check is used to assess all target groups. Based on the test, subsequent professional development measures can be tailored to the users’ starting point.

The app can be accessed from all devices, and be used from the office computer or the mobile phone. The readiness check measured the user’s competence in five subject areas: mindset (growth or fixed), business models, collaboration, agile methods and technology & analytics.


Rather than testing knowledge based on abstract facts, the digital readiness check uses specific examples. That makes it easier for the user to transfer any new knowledge acquired to their daily life, and ensures that all employees understand the core of the questions. 

case study digitalisierung digital readiness check BASF

Kick-starting the transformation

The digital readiness check enabled the professional development organisers at BASF to quickly and clearly determine the standard of the employees’ digital education. Knowledge gaps were revealed and learning needs identified.

The test allowed employees to reflect on how much they actually know about digitalisation and digital work methods, and what else there was for them to discover. The readiness check therefore became the foundation for the subsequent group-wide education initiative aiming to enable all employees to utilise digitalisation for their own work in a smart way.

The digital readiness check is also available to the public at:

case study digitisation digital readiness check BASF
Target group
117,000 employees in 12 company divisions
Learning format
Digital Readiness Check
Decisions via swipe cards
Screenshot BASF