Fletcher Building · Construction · 20,000+ employees
How Fletcher Building restructured its tech team without losing the people inside it.
-44%
individuals at risk
334
participants
+25%
customer satisfaction
This is a programme that genuinely helps people improve their well-being and health as individuals. It's a fantastic way to demonstrate that the organisation is committed to their staff. Also, progress is measurable.
The starting point.
Fletcher Building is a global construction company with over 20,000 employees and a market capitalisation 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 centralised 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 organisation.
What we did.
- Designed a custom resilience programme for over 300 Group Technology staff, built around the specific pressures of organisational 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 programme 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
What changed.
- The proportion of individuals considered at risk dropped by 44% across the division
- Customer satisfaction scores rose by 25% — a direct indicator that internal well-being translated into better service delivery
- 334 people completed the programme, 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
Facing something similar?
Every engagement starts with the Resilience Assessment — a clear baseline before anything else.