Different sectors, sizes and starting points — the same pattern underneath. Open each case for the full story: challenge, action, results.
Energy · sector leader Rebuilding engagement after a leadership change +28 eNPS pts in <6 months A 20-point eNPS drop caught in real time — and reversed.
Challenge
After more than five years of continuous listening with Happyforce, one of the company's most strategic departments saw its eNPS drop 20 points in just nine months, coinciding with a change in divisional leadership. Emotional strain, uncertainty and overload began to affect cohesion and internal climate.
Action
The Happyforce Way program was reactivated, combining continuous wellbeing measurement with practical workshops on leadership, feedback and emotional connection. Leaders integrated data review into their routines and began using team conversations as a management tool.
Results
eNPS rose 28 points — from +2 to +30 — in under six months, reflecting a jump in pride, commitment and trust. This translated into stronger cross-team alignment and collaboration, reduced stress and internal tension, and more stable, sustained performance with more focused and autonomous teams.
"Today wellbeing isn't a separate topic: it's the way we work."
Insurance · sector leader Feedback as the daily operating system 100% participation among actives From wellbeing initiatives to a living feedback culture.
Challenge
Having consolidated its wellbeing initiatives, the company wanted to strengthen its culture of feedback, recognition and participation, making sure corporate values showed up in daily interactions.
Action
Happyforce launched as an integral listening and communication ecosystem:
- 79% activation in the first weeks; 100% participation among active employees.
- 161 private comments and 150+ public posts turning employee voice into a driver of action.
- 10 internal communication campaigns (recognition, training, volunteering, events).
- Themed Check-Ins with 42% average participation, giving direct feedback on compensation, wellbeing and services.
Results
Feedback stopped being reactive and became part of the organization's daily functioning: greater trust and transparency in the relationship with leadership, stronger pride of belonging and sense of community, and decision-making more aligned with what people actually value.
"Today the conversation with our teams happens every day, not once a year."
Technology · internationalization One culture across countries eNPS −5 → +7 Multilingual listening through an international integration.
Challenge
In 2023 the company began an international expansion, integrating different companies and teams with diverse cultures, languages and ways of working. The challenge: moving from a local identity to a shared global culture without losing belonging or human connection.
Action
With Happyforce's support, a continuous, multilingual listening strategy accompanied the transformation: 92% participation in measurements and comments; check-ins in several languages measuring wellbeing, alignment and feedback; and comparative analysis across countries to identify strengths and areas of cultural convergence.
Results
eNPS evolved from −5 to +7, reflecting growth in pride, trust and global belonging. Relationship, feedback and alignment scores show a consistently positive trend — driving stronger international coordination, a common cultural language uniting teams, and more empathetic, transversal leadership adapted to different contexts.
"Happyforce has helped us listen to each other across countries and feel part of one culture."
Pharmaceutical · Iberia Making mental health a strategic priority 80%+ sustained participation From a sensitive topic to a three-level strategic plan.
Challenge
After a change in general management, the company needed to understand the emotional state of its workforce in Spain and Portugal. The goal: a deep climate and wellbeing diagnosis to define the cultural and mental health priorities of the new cycle.
Action
An eight-month process, starting with a climate survey analyzed at Executive Committee level, followed by an integral mental health plan structured at three levels — individual, teams, organization — with continuous pulse measurement at 80%+ participation, consolidating a bottom-up culture of active listening.
Results
The first data show a solid base in relationships (7.9), motivation (7.4) and feedback (7.4), and a focus area in wellbeing (6.4) that now orients the plan's actions. The impact: greater leadership sensitivity to emotional wellbeing, a shared diagnosis uniting Spain and Portugal under a single framework, and a culture more open to dialogue and care.
"We went from measuring climate to committing to people's real wellbeing."
Hospitality · hotel chain Employee wellbeing as a customer strategy HI 66 → 74 · eNPS +20 → +42 Wellbeing data so trusted, it's published on the booking site.
Challenge
In a context of high turnover and talent scarcity in very competitive tourist destinations, the company set out to prove that its teams' happiness could become its greatest competitive advantage — sustaining motivation and pride of belonging in an intense, seasonal operating environment.
Action
For several years, Happyforce has been part of the company's cultural model, integrating continuous wellbeing measurement as an axis of management and communication: 92% activation and 82% sustained participation; happiness data made public — visible even on the commercial booking website, so customers can see the wellbeing level of the teams who will serve them; and continuous analysis by site and function linking internal wellbeing to service quality and customer experience.
Results
eNPS rose from +20 to +42 and the Happiness Index from 66 to 74. Teams sustain high levels of motivation, alignment and relationships (≥7.8). This cultural coherence translates into a strong, attractive employer brand even in hard-to-hire markets, internal turnover well below the sector average, and more satisfied, loyal customers.
"When people enjoy their work, the customer notices."
Logistics · cooperative Wellbeing as a corporate KPI KPI at the level of productivity & safety Three years turning a "soft" topic into a management axis.
Challenge
In a cooperative organization — where every employee is also a member — commitment ran high, but so did a demanding, critical culture. The challenge: turning wellbeing into a measurable, actionable management axis in an operational, unionized environment with a wide diversity of profiles and shifts.
Action
Over the last three years, Happyforce has supported the company in building its own model to analyze, diagnose and involve teams through an agile methodology applied to wellbeing:
- Training and support for leaders in using wellbeing data as part of their management routines (weekly, monthly, quarterly).
- Integration of wellbeing as a corporate KPI, at the same level as productivity or safety.
- Structured conversation spaces between managers and teams to turn data into concrete actions.
Results
Sustained improvement in perceived wellbeing and consolidation of relationship, alignment and feedback scores (≥7). The most relevant cultural change: wellbeing stopped being a "soft" topic and became a strategic indicator of leadership and performance; managers feel more capable of reading, discussing and acting on their teams' climate; and the wellbeing conversation is now part of the business's operating agenda.
"We've gone from talking about the work… to talking about how we work."
What these six cases have in common
Different sectors, sizes and starting points — the same pattern: measurement alone changed nothing; measurement connected to leadership routines changed the culture. In every case, the shift happened when managers began reading their data, having the conversations the data pointed to, and acting — with Happyforce advisors closing the loop.
The model behind these cases is documented in The Happyforce Measurement Model: the Scores identify the lever, the root indicators verify the movement.