Health management with traditionA man far ahead of his time, Werner von Siemens laid the foundation for today's activities in health management. Even then, he was already aware that the motivation and performance of his employees – and their health in particular – were vital to a company's success. This principle continues to guide Siemens' activities in health management today: It reduces risks in the workplace, creates healthy work environments and supports employees in mastering the challenges of today's working world.
Enterprises [...] also have the obligation to provide […] for their employees, not to mention all such measures [...] ultimately also serve to improve job satisfaction and their ability to perform.Carl Friedrich von Siemens
Investment in the future
Our health services go far beyond what is required by law because we see investments in the health and well-being of our employees as investment in the future. Not only do we fulfill our social responsibility as an employer, we also support our employees in maintaining their best-possible ability to perform throughout their working life, thereby ensuring the long-term competitiveness of our company.
Program for sustainable health managementWith Healthy @ Siemens, Siemens has launched a company-wide program that drives a continuous improvement process in health management. An important element of this program is the Healthy @ Siemens label. This internal quality seal for sustainable health management is renewed every three years and ensures the consistent implementation of all measures. We aim to certify all lead countries worldwide by 2019.
Transforming the working world
Both the working world and employee expectations have changed rapidly in the last years, presenting companies and employees with a steady flow of new challenges. Globalization and digitalization change the way we work, demanding greater mobility and flexibility; work is becoming increasingly complex; and demographic change has an impact on the structure of the workforce. In response to the changing world of work, Siemens built upon the traditional approach to health to develop a systematic approach that actively manages health as a resource.
Our employees are our most valuable assets. Their health and safety are our first and foremost priority.Janina Kugel, Chief Human Resources and Chief Diversity
The impact of psychosocial factorsPsychosocial factors are interactive results of the company, the workplace and its employees and positively or negatively impact the health and wellbeing of employees – and ultimately the company's performance. Developing and maintaining the psychosocial wellbeing and mental resources of our employees therefore is an integral part of health management: We strive to minimize psychosocial risks in the workplace and to strengthen the ability of our employees to cope with stress.
Siemens concepts for stress management
Psychosocial risk management (PRM) aims to reduce psychosocial hazards at work. From 2015, managers have had the opportunity to use a report to interview employees on aspects of PRM and, in the process, identify both positive psychosocial factors in the workplace as well as indicators of room for improvement within their sphere of responsibility.
The Life in Balance program helps to reduce workplace stress and to strengthen the psychosocial resilience of employees. Thanks to its modular structure, countries can adapt the program to meet their specific requirements. Each country can compile its own "Life in Balance" road map to help employees deal with stress more effectively.
Siemens Belgium rewarded with "Healthy Workplace" award
Siemens Belgium was awarded the EU-OSHA Healthy Workplaces Good Practice Award 2014/15 in the Campaign Partners category for its holistic approach to lessening psychosocial risk and managing resources. Awareness, leadership involvement, communication, training and the Employee Assistance Program (EAP) are the five areas identified as essential to successful psychosocial risk and resource management.
Siemens Belgium has customized the global approach to local culture: purpose-made videos de-stigmatizing stress and burnout, health seminars, psychosocial risk analysis, the Siemens Social Network, clear learning plans to improve employability and job security, and the Employee Assistance Plan, which gives 24/7 access to counsellors, have all contributed to the improved welfare of Siemens’ staff in Belgium and Luxembourg.