建立信任文化的价值：消费、零售及食品行业洞察

Consumer, Retail and FoodSector insights June 2026 Introduction This study, commissioned by BSI andundertaken by the CEBR, provides acomprehensive analysis of the implications ofinvesting in workplace wellbeing fororganizational performance, ata time when many economies are plagued bylow productivity, high rates of absence, anddemographic challenges. This analysis is complemented by anassessment of employers’ readiness to providesupport, alongside an examination of the roleworkplace standards play when HW issuesarise. We then provide actionable insights forbusinesses and policymakers seeking toimprove workforce outcomes and unlockproductivity gains. In the full study, we examine the relationshipbetween workplace wellbeing and productivitythrough a detailed assessment of employeeexperience, workplace readiness, andassociated economic impacts. Drawing onprimary research, the study poses thefollowing questions: •How does confidence (to approachemployers when someone is faced with aHW issue) relate to productivity? Creating a culture of trust is increasinglyrecognized by many experts in peoplemanagement as a fundamental driver of aproductive, resilient, and engaged workforce.But beyond its intrinsic value to employees, itplays a central role in shaping businessoutcomes, influencing absenteeism,presenteeism, retention and overall efficiency. Learn more about the research, methodologyand full findingshere. •Does confidence in approaching anemployer mitigate the productivity lossassociated with HW challenges? •Is there therefore a ‘productivity premium’that comes from being confident (i.e. isthere a material impact on the businessbeyond the individual feeling moresupported)? As structural changes, including shiftingdemographics and technological advancement,reshape the labour market and workplace,understanding the factors that support orhinder employee health and wellbeing (HW)should be a strategic priority for businesses. •If so, what is the monetary value of this‘productivity premium’ to businesses andnational economies? Insights Workplace wellbeing has climbed steadily up the corporate agenda over the pastdecade.Policies,initiativesand conversations have all increased,but thequestionremains:has the employee experience improved for people in the foodor retail sectors? What we found is that not all health challenges are treated equally. At the top ofthe hierarchy sits physical health, but then the picture fragments. Confidencewith psychological challenges is splitalmost evenlybetween those who feel ableto seek support and those who do not.40% of those in the Consumer, Retail &Food sector say their employer offers no listed mental health support service.This tension, between recognition and provision, defines the current state ofmental health in many workplaces. Support forneurodiversityis even less consistent. In some cases, employeesreport reasonable levels of flexibility or managerial support. In others,confidence is low and adjustments are unclear or unavailable. The picture is most stark formenstrual and menopause health. Confidence inraising these issues islow,support provision is limited, and the majority ofemployees report no formal support at all. This is the area where workplacereadiness is most visibly lagging behind employeeneed. Only 48% feel confident raising menstrualand menopausal health challenges Absenteeismis the most obvious and visible signal of poor workplacewellbeing. Presenteeism is a more hidden challenge-and is far morewidespread. Across all health and wellbeing challenges categories, a large majorityof employees report continuing to work even when their ability toperform effectively is reduced: •Mental health:82%•Physical health:76%•Menopause: 92%•Neurodiversity: 86% Consequently, employees report meaningful productivity impacts. Taskstake longer-often up to one or twoadditionalhours-and performanceis visibly affected. When multiplied across teams andorganizations, thecumulative cost is significant to both organizationsin the sector and thewider economy. The implication is clear:manyorganizationsare underestimating thetrue impact of health challenges because they are not capturedinabsencedata alone. Our survey found that despite support and provisionssometimes being in place, this didn't necessarily meanpeople were accessing it.When facing psychologicalhealth challenges, only one in five employees feltconfident raising these issues with employers. This is even more pronounced for menopause andmenstrual health. The data highlights a stark differencedepending on who the conversation is with. Confidence inapproaching a male line manager is extremely low, butsignificantly higher with a female line manager. This points to a deeper issue:wellbeing is not just aboutprovision, but about psychological safety.Employees inthese sectors are constantly assessing who is safe to speakto, what isappropriate todisclose, and what theconsequences might be. Without trust, even well