BGM: Much more than "nice to have

Under the motto "FIT@IVF", which is still valid today, IVF Hartmann, one of the leading Swiss companies for medical consumer goods with 330 employees, started 10 years ago with small steps into the company health management. These included the establishment of a relaxation room and the first sporting activities and events for employees. The impetus for this came from HR Manager Nicole Egger, who already had positive experience with occupational health management measures from previous jobs. The management was quickly won over by the argument that healthy employees lead to a healthy company and thus also to healthy finances. In addition, the corporate vision "We are going further for health" - not only for customers but also for employees - complemented perfectly.

Corporate culture as a supporting pillar

Against this background, the support of an employee-oriented management and corporate culture was given from the very beginning. "The sustainable implementation of a systematic BGM needs a strong cultural foundation so that it is permanently a fixed agenda item in the corporate strategy and in the continuous development process, at least that is what our experience shows," explains Ines Marusic, HR Business Partner and BGM Officer at IVF Hartmann since 2015. "That's why I recommend companies that want to introduce BGM and establish it successfully in the long term to get the management on board as the relevant decision-maker from the outset and to involve HR, so that implementation is aligned with HR development. In addition to our internal competencies, we also make continuous use of the external impulses of the experts from Health Promotion Switzerland, who are a valuable sparring partner for us."

With a holistic approach to the label

In 2015, the decision was made to further professionalize the previously created internal BGM package of measures. In the interests of efficient and targeted implementation, the individual components with a spectrum ranging from management training for employee discussions and burnout prevention to a wide range of health offers were brought together in a holistic BGM model (see graphic) and recorded in a concept.

At the same time, this paved the way for the award as a "Friendly Work Space" by Health Promotion Switzerland, which took place in 2016. "The label is a seal of quality based on scientifically validated criteria. This label is therefore very important to us, because it sends a strong signal both internally and externally that the topic of (employee) health is firmly anchored in the company on a permanent basis and is handled professionally," emphasises Marusic.

Intelligent use of internal competencies

In line with the professionalization of occupational health management, a six-member steering committee with members from various departments under the leadership of the person responsible for occupational health management is now responsible for its implementation. If available, employees who have additional health-related training, e.g. in the areas of nutrition, exercise/sport or relaxation, and who are happy to pass on their knowledge to their colleagues, are also gladly included in the design of the annual occupational health management programme.

BGM brings measurable success

The commitment to this high standard of quality in occupational health management brings measurable success. These are reflected, among other things, in a significant decline in absences and a lower number of serious cases. As a result, absence costs fell by CHF 400,000 from 2017 to 2018 and remained almost identical at this significantly lower level in the following year. Encouraging savings for IVF Hartmann, which the company allows its employees to benefit from again via the return flow into the BGM budget. This also shows the high value of the time invested. For Ines Marusic, it is a good 25 percent of her part-time workload of 70 percent.

Last but not least, a look at the exceptional year 2020. Marusic is convinced of the positive effects of occupational health management in this context: "Thanks to our corporate culture, which has now been characterised for years by a high level of awareness of the physical and mental health of our employees, we were well positioned for this crisis. The existing relationship of trust, for example, has made it much easier to manage at a distance. In addition, our employees have already learned a lot about stress reduction, time management, nutrition, etc. thanks to BGM, and take responsibility for their health accordingly. That's why the lightning changeover to home office worked without a hitch and shows the maturity of the organization. We had no absences purely due to the stress of the crisis situation. I think that speaks for itself."

Health Promotion Switzerland

The foundation, which is under private law and supported by the cantons and insurers, initiates, coordinates and evaluates measures to promote health on the basis of a statutory mandate. This also includes supporting companies and organisations in setting up occupational health management (OHM).
Until 31.3.2021, Health Promotion Switzerland offers companies a simple and cost-effective introduction to occupational health management by means of partial financing.

www.friendlyworkspace.ch/anteilsfinanzierung