Culture is the strategy – well-being as a barometer

In a world where work and private life increasingly blend together, Sicra has chosen a unique approach to promote well-being among its employees.

By implementing mental training, coaching, and leadership development, the company has not only strengthened the work environment but also created a deeper connection between employees' professional and personal lives.

This holistic approach to well-being focuses on balancing job demands with family needs, ensuring that both employees and their families experience an improved quality of life.

A New Standard for Impact-Oriented Work Environment

At Sicra, well-being is more than just a good work environment. It's about creating a holistic experience where employees feel supported in all areas of life.

With the Tipping Point Methodology (TPM), we have developed a model that considers important main dimensions of well-being.

It is fortunately well-known that we humans are 24-hour beings. We don't have a button on our heads that we can press to avoid bringing challenges from work home, and vice versa.

One thing is to know this. Another thing is to actually take it into account and facilitate a holistic good life.

Sicra lives by the mantra:

There are many indications that many lives have become more challenging in recent years. If not economically for the employees, then perhaps in other areas.

A challenge can be a son or daughter struggling at school or in life. It can be a feeling of not being able to cope in all areas.

Measures for Holistic Well-Being at Sicra

Sicra has built measures that promote both physical and mental health among its employees and their families.

Together, we help employees build psychological safety, both at work and at home.

Sicra's employees receive stress management techniques, communication training, and other tools that give them the opportunity to handle stress and find balance in everyday life.

There are counseling services and workshops with and without family that support emotional and mental well-being.

The company promotes strong relationships both among colleagues and within families. This is done, among other things, by having social events that give employees the opportunity to relax together with their loved ones and colleagues in informal settings.

At the workplace, great emphasis is placed on having a flat structure with team leaders who know the employees. These are trained and developed in leadership monthly. The goal is always to have employees who feel seen and heard.

We know that creating and maintaining an inclusive and learning culture is the most sustainable now and in the future. It is the people who are out with the customers. The better the employees feel, the better the experience and service the customers receive.

"People who feel significant do a significant job."

Sicra's Success

Success for Sicra is, of course, about the bottom line and financial freedom. This creates secure jobs.

Sicra firmly believes that the focus should be on creating a culture where people truly experience well-being in work life and life in general.

I am convinced that a very low absenteeism rate is mainly due to the fact that they have very good presence factors.

After working for many large and medium-sized companies for well over 20 years, I have agreed to become a permanent employee at Sicra as Chief People Officer from January 1, 2025.

Contributing to such culture building with such brilliant results is the most meaningful thing I do. It is a confirmation of what I have thought for many years; Only when culture and people are put first on the agenda do the very best results come.

Well-Being in Change Processes

Right now, Sicra is in a change process where more people are to be hired. This can usually create uncertainty and insecurity for some.

Therefore, Sicra is increasing its focus on conversational support, coaching, and leadership training to meet the changes in the best possible way.

I am sure that the way Sicra builds culture and competence attracts both the best people and satisfied customers.

"Culture eats strategy for breakfast," said Peter Drucker many years ago. Sicra has taken it even further – "Culture is the strategy."

It is a long-standing dream to be part of this journey. Part of this dream is that more companies and leaders understand that they make more money by focusing on well-being and presence factors.