Many responsible companies are committed to promoting sustainability and circularity, but suffer from not being able to communicate these concepts and efforts to their users and influence them. KPN is one of these companies. This project aims to find effective approaches to communicate with customers so that they can engage more deeply in the KPN’s circular supply chain. Taking into account time constraints and customer expectations, the scope of the project is narrowed down to KPN in-home services and products in 2C market.
Literature review on circular economy and sustainability and green marketing is further conducted, which further proves the value that sustainability communication can bring to the company. The existing research of KPN shows that customer’s perception of sustainability is relatively low when experiencing KPN services and products. To better understand the context and the reason behind this research result, desk research and customer journey analysis are conducted. Various findings lead to that the main problem in the current situation is sustainable information asymmetry, and the design should focus on installation, daily use and maintenance phases where customers have the highest opportunities to reach sustainability information.
This thesis adopts the 10 principles for providing product sustainability information from United Nations Environment Programme (UNEP) and International Trade Centre (ITC) as the design guideline. These principles are further developed to detailed design requirements and desires, which lay a foundation for the latter ideation. Design iteration was carried out between multiple creative sessions, employee validation and customer interviews. In the end, a solution that consists of six concepts proposed to solve the design challenge. Through ways like communicating in personified tone, clearly displaying useful or interesting information and nudging customers to take sustainable action, customers can perceive the high sustainability of KPN while having an optimized user experience. A roadmap with three horizons provides a possible implementation plan for KPN. Although in this report, the researches and designs are related to KPN in-home product, the results of the project are of interest to companies that are also facing low customer-perceived sustainability.

The need for creativity has never been bigger. Technological changes, raised expectations in the area of sustainability and safety, increased focus on customer experience ask for pro-active innovation. On top of that has Covid-19 changed the world fast and radically the past half year. The world went in lockdown and because of that organisations have accepted work-from-distance as the new normal. In order to stay relevant and be adaptive to the rapidly changing landscape, organisations have recognised creativity as catalyst for innovation. Organisations initiate innovation programs to evoke culture change by fostering experiential learning in creativity. Employees are expected to adopt a creative mindset by applying trained skills and knowledge into daily practice. However, uncertainty of learning something new and the ambiguity of creativity create resistance under employees making them fall back into their old routines. In order to make this cultural change stick, an employee-centered approach is necessary. To understand how employees can be guided/supported in learning experientially using creativity in their way of working, the central aim of this research is to define how creative confidence can be boosted. An extensive literature study showed that there are seven creative culture factors to empower employees in their confidence to use creativity. The extent employees feel empowered is interdependent on the culture factor work climate (domain-specific). A creative climate has the ability to empower autonomy and thereby the confidence to use creativity. Therefore, the other five creative culture factors need to be established, namely: integral strategic vision, supportive leadership style, flexible organisational structure, accessible professionalism and available resources. To develop a creative climate twelve dimensions are derived from insights of both literature and multiple exploratory research activities. These dimensions are either comfort (stability and direction)- or freedom (exploration and own interpretation) orientated. To boost creative confidence a creative climate should be evolved in which these orientations are experienced in balance. To be able to bring this balance into practice, a guide has been conceptualised focusing on online project meetings. Facilitators can use this guide to build-up an effective meeting flow for their weekly online progress meetings. This DIY-guide is called 'Creative Rooms', which includes a basis structure with different ‘meeting rooms’, a folder with extra templates and facilitating notes. With Creative Rooms a facilitator can build-up a meeting flow regarding guidelines based on the creative climate dimensions. Each meeting room in this flow contains activities and features to enhance a creative climate relevant for position in the meeting flow. The facilitator navigates the meeting group through the flow in order to achieve alignment, connectivity, implementation and creativity. These are the four success indicators for effective meetings with a creative climate (the 12 dimensions). The use of Creative Rooms has been evaluated with employees, faciliatory experts and a meeting group to test the clarity and effectiveness of the guide. These evaluations led to the revised design in the shape of a package containing: DIY guide, reference manual and implementation assistance from a customer support manager. Thereby the Creative Rooms package is a guide to boost creative confidence within and beyond online project meetings.