Wellbeing Unwrapped: Nestlé’s Recipe for Success

Nestlé faced the challenge of creating a cohesive wellbeing strategy that addressed the needs of their diverse workforce, which includes both office and factory-based employees. While employee engagement was a core focus, it became clear that line managers required additional support to manage wellbeing effectively within their teams. Nestlé needed a data-driven approach to guide action planning and connect wellbeing to their broader people strategy, ensuring the health and engagement of their workforce.

In collaboration with Robertson Cooper, Nestlé adopted a strategic, evidence-based approach to employee wellbeing:

  • Pilot Programme: Robertson Cooper initiated the partnership with a pilot programme, allowing Nestlé to experience the value of the wellbeing survey and prepare the organisation for meaningful action.
  • Wellbeing Surveys: Using the Good Day at Work Questionnaire, a baseline measure of wellbeing was established, providing actionable insights for the business.
  • Action Planning: Results from the survey were integrated into Nestlé’s broader people strategy, enabling HR teams to align wellbeing goals with organisational priorities.
  • Manager Support: Recognising the need to empower line managers, Robertson Cooper introduced resilience toolkits, train-the-trainer programmes, and e-learning tools. These resources were supported by detailed team reports, equipping managers with the insights and confidence to address wellbeing issues locally.
  • Wellbeing Champions: A Wellbeing Champions training network was established, enabling employees across the organisation to champion wellbeing within their areas, fostering an inclusive and supportive culture.

Nestlé has seen transformative results, including improved employee engagement, reduced absence, and a stronger focus on wellbeing across all levels of the organisation.

Key outcomes include:

  • Identification of a critical correlation between employee engagement and high-potential employees, enabling Nestlé to nurture and retain home-grown talent.
  • Insights revealing a link between sites with high absence rates and poor wellbeing, guiding targeted interventions.
  • Establishment of wellbeing as a top priority, driven by HR Business Partners and Factory Managers through deep organisational discussions.
  • Development of a sustainable infrastructure, including the Wellbeing Champions network, to support long-term cultural change.

By aligning wellbeing with organisational priorities and empowering line managers, Nestlé has created a proactive culture that prioritises the physical and mental health of employees, driving organisational growth and success.

Key Features

  • Enhanced manager confidence and capability in addressing team wellbeing
  • Strengthened alignment between wellbeing initiatives and business objectives
  • Creation of a robust support network to champion and sustain wellbeing across the workforce
What Nestlé said

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. Building the capability of our line managers is incredibly important, and we are committed to further developing this going forward.

June Clark, Health and Wellness Manager

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