A family business, Chantelle Lingerie has been producing and distributing women's lingerie for 6 generations and employs nearly 5000 people worldwide. Having undertaken a particularly ambitious strategic shift 5 years ago, it is essential to involve all employees in the new adventure by making them adhere to this new strategy. Zest allows the group to measure and support this change.


Embracing teams/Coaching change
Embodying one of the company's values: openness
Up to 75% participation rate

Major challenges

In a rapidly changing retail market, the Chantelle Lingerie Group is now facing a major challenge: to transform the company and merge the group’s various brands under the Chantelle umbrella brand, which brings together the group’s various distribution channels and the different levels of ranges and brands (Chantelle, Passionata, Femilet, etc.) to better meet the new customers’ needs.

In this context, recruiting and maintaining engaged employees is strategic and complex, especially in the textile market where it can take several years to train an executive.

Measuring employee satisfaction with Zest

This is why Chantelle has been using Zest since 2018 to measure employee satisfaction and support change.

Zest allows Chantelle to measure the level of commitment of its employees, their satisfaction, their commitment to the company’s project, and to have a global approach to the employer brand internally and externally to attract the right talent.

The project was first launched with the head office population, then extended to the network: workshop, logistics and wholesale. Chantelle uses Zest’s Listen pillar and all its functionalities, namely: surveys, moods, engageometer (which has the advantage of offering managers a turnkey tool) and motivation levers.

“Zest’s flexibility has allowed us to design more relevant and engaging surveys, without the constraint of an imposed questionnaire, and to significantly increase participation rates” 

Jean-Marc Peyronne, Head of People Groupe Chantelle

Culture of openness

The specificity of the project lies in the openness with which it is conducted, an openness that is a fundamental value of the company, truly constitutive of its DNA. Openness is essential to support the company’s transformation project, which needs the resources, energy and innovative capacity of its employees to make this strategic shift.

For example, this openness is reflected in the absence of confidential information and the sharing of all key figures.

« Walk the talk : say what you do and do what you say ! »

Non-standard management of anonymity

As a result, Chantelle chose to launch its first surveys by imposing public, i.e. non-anonymous, responses.

This choice went against the trend of traditional social barometer practices, which almost systematically offer anonymity (in 95% of the surveys launched in Zest), in order to provide a reassuring framework and a certain freedom of expression for employees.

Chantelle’s decision not to offer this possibility of anonymity reinforces the need for transparency at all levels of the company. The high participation rates of the surveys, between 66% and 75% depending on the type of population targeted, whether at headquarters or in the field, support this strong position.

Feedback and HR action plan

Openness is also reflected in the way the results of HR surveys and social barometers are reported. The policy has been to disclose all the results of the surveys, without any censorship, while anticipating internal resistance. The focus was on finding solutions and not on finding the guilty parties. In order to ensure that the various opinions expressed did not remain a dead letter, action plans were systematically put in place at the level of each department at the initiative of the HR department to really get things moving. This fine-tuning of HR action plans at the level of each stratum of the company has given credibility to the company’s desire to transform itself and to instil this culture of openness.

For example, the first HR survey in 2018 highlighted the fact that “relations with the manager” was the lowest rated item. Thanks to the publication of these results and the implementation of specific action plans, particularly in terms of training, management is now one of the highest rated items in HR surveys.

“The simplicity of Zest and the support of the project teams in partnership mode made it an asset in our transformation project”

To learn more about Chantelle’s experience, watch the replay of our webinar (in French) ” Implement a culture of transparency

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Further Reading

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Julien Jérémie
We wanted a digital solution that served the human element and not the other way around. A solution that would allow us to boost exchanges to gather feedback from our teams and, ideally, to modernize our evaluation process. Our wish was to regain the managerial agility and quality of exchanges that we had when there were only ten of us and when we were all on the same location. At the same time, our main objective was to implement the OKR method to manage our objectives.

Regular feedback and clear objectives to sustain business growth

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Laurie Albano
Internal communication manager
Our focus is on CSR and sustainable partnerships. We have obtained the "Numérique Responsable" (Digital Responsibility) certificate and we are in the process of obtaining the "Lucie 26000" certificate. Our CSR manager was therefore involved in the choice of the digital solution and each company had to answer a questionnaire on its practices in terms of data management, solution management, etc. Zest shared our values and that weighed in our final decision.

Listen to employees to reinforce HR and managerial strategies

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Gaëlle Gavalda
Human Resources & Recruitment Manager
Our employees regularly asked to be more involved, better informed about strategies, upcoming projects, ongoing or completed construction sites. They also wanted to be able to share their ideas and achievements with their colleagues. We thus wanted an intuitive digital solution that would allow everyone to express themselves, promote exchanges and enhance the value of everyone's work within the company.

Streamline internal communication to strengthen ties