How Fletcher Building restructured its tech team without losing the people inside it.

OUTCOME

-44%

Individuals at risk

REACH

334

Participants

IMPACT

+25%

Customer Satisfaction

This is a program that genuinely helps people improve their well-being and health as individuals. It’s a fantastic way to demonstrate that the organization is committed to their staff. Also, progress is measurable.

John Bell, Chief Information Officer, Fletcher Building

Pre-intervention

Fletcher Building is a global construction company with over 20,000 employees and a market capitalization of $6 billion. Its Group Technology division — the team responsible for delivering technology support across every business unit and subsidiary — had just been through a significant structural change, moving from a set of independent teams into a single centralized hub. Restructures of this kind rarely feel neutral on the ground. For the people inside Group Technology, the shift brought uncertainty about roles, relationships, and identity within a much larger organization.

Intervention

  • Designed a custom resilience program for over 300 Group Technology staff, built around the specific pressures of organizational restructure
  • Opened with resilience assessments across the division, giving leadership an honest baseline of where people actually stood before any training began
  • Used assessment data to shape the training that followed, ensuring the program addressed real risks rather than assumed ones
  • Delivered resilience training at scale across the division, equipping staff with practical tools to navigate change, manage stress, and stay effective under pressure

Post-intervention

  • The proportion of individuals considered at risk dropped by 44% across the division
  • Customer satisfaction scores rose by 25% — a direct indicator that internal wellbeing translated into better service delivery
  • 334 people completed the program, making it one of the larger single-division resilience rollouts in the construction industry
  • Leadership walked away with measurable proof that investing in people during a restructure is not a soft choice — it shows up in the numbers