Nestlé is the world’s largest food and beverage company. They have more than 2000 brands ranging from global icons to local favourites and are present in 191 countries around the world. Nestlé is committed to enhancing quality of life and contributing to a better future by inspiring people to live healthier lives.

The challenge

Given their mission, it is clear that employee wellbeing is a business priority at Nestlé and senior management therefore identified two key areas that would enable the business to improve this:

  1.  Collecting valid wellbeing data to inform and guide their approach
  2. Focusing on a critical population that will enhance the proactive management of wellbeing – by building the capability of their line managers.
Nestle Case Study worker

Robertson Cooper has supported us to gather critical wellbeing data but most importantly they partnered with us to ensure that the business was ready to understand and action the findings. These insights will ensure our wellbeing approach is data driven and is already enabling teams to take responsibility for managing wellbeing locally – this is important in a business like ours with very different employee populations and environments, such as office and factory-based workers.

June Clark
Health and Wellness Manager, Nestlé


Goals

Gather a baseline measure of wellbeing to understand the current picture and to guide Nestlé’s approach to wellbeing.

Demonstrate the links between wellbeing and key business drivers.

Build line manager capability to respond to business challenges positively and manage the wellbeing of their teams effectively.

Devolve responsibility for wellbeing from the centre of the business by engaging HRBPs to understand and play their role to drive wellbeing across the organisation.

Solution

Initially Nestlé partnered with Robertson Cooper to gather a wellbeing baseline, yet before implementing the wellbeing survey it was clear that it would be beneficial to spend some time getting the business ready. Therefore, an initial set of pilot activity enabled the business to engage with the approach and get on board with the insights that the survey would bring. Robertson Cooper supported this with a series of engagement sessions and webinars with senior leaders and wider teams.

Following this, Robertson Cooper gathered a baseline measure of wellbeing using their survey tool ASSET and supported engagement with the results and action planning – a crucial part of this included supporting strategic HR teams to connect wellbeing with their wider people strategy.

A key finding highlighted in the survey results was that line managers required more support to manage wellbeing effectively in their teams – Robertson Cooper provided an integrated approach that combined resilience toolkits, train-the-trainer and e-learning tools that were made available to employees and managers. As momentum continued to build, Robertson Cooper also responded to team requests to support them with targeting action planning using Pressure Points, a proprietary approach that helps clients to build team resilience and manage pressure. This area of work has been particularly welcomed as it is locally, rather than centrally driven – a great indicator that there has been a shift towards prioritising this area of health in the workplace.