
Anyone searching for this usually has something to defend: a proposal to HR, a line in a facilities budget, a point in a wellbeing plan. This page sets out what you are realistically buying, where these projects stall inside organisations and what you can track without making numbers up. Want to know first what a machine can and cannot do technically? Read healthy vending.
A chilled fridge with fresh food changes one thing for certain: at any hour, a proper meal is thirty seconds from the workstation. You can check that, and no supplier can promise more than that with certainty.
What people do with it, we cannot guarantee. We have no absence or health figures that describe your organisation, so we do not present any. What you do get is visibility of what is actually taken. For your board, that is a stronger argument than a percentage from a brochure.
| What is often promised | Our position |
|---|---|
| Lower sickness absence | Not promised. We have no figures that describe your situation. |
| Healthier employees | Not promised. Nutrition and health policy belongs with your occupational health service. |
| Higher satisfaction | Plausible where there is nothing now, but we do not measure it for you. |
| Food within reach at any hour | Promised. That is the core of what gets installed. |
| Little work for your own people | Restocking, guided by sales data, by your team or a supplier you choose. |
| Visibility of what really sells | Promised. Sales per product are visible, and the range is adjusted to them. |

Number of people, hours and what is nearby. Those three decide where it pays off and where it does not.
The site without a canteen or with shifts first, not head office because it is the most visible.
A warehouse eats differently from an office floor, so each site gets its own fill in the same fridge.
Only add units once the first sites show what sells. Those figures are also what you take to your board.
We assess each site separately on these points and say so when a site does not qualify. A fridge that sits idle is no use to you or to us. What belongs in a budget proposal is covered in the cost factors per option; how to compare proposals, separately.

It varies by company, which is why projects often stall. HR or the wellbeing team wants it, facilities manages the space and the contract, finance looks at the cost, and the site manager is the only one who knows whether anyone is still around at five. That is why on the first call we always ask who allocates the spot and who signs. It saves weeks.
No. We have no figures that describe your situation, and a supplier who promises them usually makes them up. What we can stand behind is availability: that a fresh, high-protein or vegetarian meal is within reach at any hour, even when the canteen is shut. What your organisation does with that belongs with your occupational health service.
Yes, but rarely in one go. Sites differ hugely in number of people, hours and surroundings, and those three decide whether a fridge pays off there. The usual approach is one or two sites first, with the difference built in, and only expanding based on what actually leaves the fridge there.
What sells per product and at what times. That shows whether the range covers the hours you installed it for, and the mix is adjusted on that basis. For a fridge you buy, rent or lease, that data sits in the fridge’s software.
No. In most set-ups, employees pay for their own product. If you want to steer, a subsidy per product or category works, for example only on fresh meals. That usually works better than making everything free. A completely free offer increases both uptake and waste at the same time.
Eight short questions per site, about the number of people, the hours and what is there now. We will call you back with an assessment per site, including the sites we advise against.
Takes about 90 seconds · no obligation · no contact details until the last step