NCAB Group – from ambition to a global wellbeing strategy

The challenge

For organisations operating in several countries, wellbeing can easily become a collection of different initiatives and activities.

NCAB Group wanted a shared direction and a clearer framework for its wellbeing work – a structure that could work globally while leaving room for local needs.

So the challenge wasn’t to find more individual health activities, but to create a shared strategic foundation for how wellbeing should be understood, prioritised and followed up.

What Aumla did

Aumla supported NCAB Group in developing a global wellbeing framework bringing together three core areas:

Mental health – psychological wellbeing, recovery and the conditions for a sustainable working day.

Physical health – the conditions for physical health and sustainable habits as part of the broader wellbeing work.

Social health – relationships, community and the social conditions that shape how people experience their work environment.

The framework was complemented by concrete goals and KPIs to make follow-up and development over time possible.

An important part of the work was creating a clearer link between wellbeing and the organisation’s other People and HR work. Aumla placed wellbeing in a broader organisational context, where strategy, communication and measurement could support each other.

That means a shift from “Which health activities should we offer?” to “Which conditions do we need to create for a sustainable working life – and how do we know we’re moving in the right direction?” That perspective is central to how Aumla works.

Approach

• Define what wellbeing means for the organisation
• Prioritise relevant areas
• Set goals
• Identify KPIs
• Link wellbeing to People and HR work
• Track progress over time

How NCAB experienced the collaboration

It was very valuable to work with Miriam on developing our wellbeing strategy. She was attentive to our needs, created structure in a complex process and helped us set a clear direction using well-thought-out frameworks.

What particularly stood out was Miriam’s strategic perspective. She helped us lift our eyes from individual wellbeing initiatives to see how wellbeing can be integrated into the company’s overall vision, goals and culture. Her ability to combine a holistic view with concrete recommendations made the strategy both long-term and practically useful.

Miriam also has a strong ability to coordinate different perspectives and turn them into clear priorities, which made the collaboration effective, inspiring and much appreciated.

The result

A shared direction for wellbeing – one that can be put into practice, measured and developed over time.

The work resulted in a global wellbeing framework with concrete goals and KPIs, giving NCAB Group a clearer structure for its continued work on mental, physical and social health.

By bringing the perspectives together in one framework, the conditions for more coherent, strategic wellbeing work were created.

Aumla’s perspective

Wellbeing doesn’t have to be a parallel project alongside the organisation’s other work.

When wellbeing is linked to strategy, People & Culture, the work environment, measurement and communication, it becomes part of how the organisation creates sustainable workplaces.

That’s where Aumla sees its role: helping organisations move from insight and ambition to structure, action and continuous improvement.

Key lesson

A wellbeing strategy needs both direction and structure. It isn’t enough to know that health and wellbeing matter. The organisation also needs a shared understanding of what wellbeing means, which areas to prioritise, how the work will be integrated and how progress will be followed up.