- Health & care
CM avoided over 2 million euros in absence and turnover costs
At CM, wellbeing grew from one-off initiatives into a managed policy with its own KPIs. In 2025, an impact study showed what that delivered: absence that went from rising to falling, and employees who stayed.
In a nutshell
- 87%
- Felt helped
- of the employees surveyed after their programme with BloomUp
- 57%
- Stayed at CM
- of the employees who were considering leaving
- 79.31%
- Absence avoided
- among employees who got support through BloomUp
- €2M+
- Cost reduction
- 1.68 million in avoided absence and 338,000 euros in avoided turnover
- Company profile
- Health fund with around 3,500 employees.
- Is itself making the shift from service provider to health partner.
- Wellbeing was already a focus, with workshops, e-learnings and health advisers.
- Challenges
- Long-term absence rose from 3.18% in 2022 to 3.98% in 2024.
- The 2023 wellbeing survey flagged unwanted behaviour by third parties, ongoing change and rising workload.
- Many one-off initiatives with no common thread, and no view of what they delivered.
- Process & implementation
- Cockpit Welzijn, a policy body with a clear owner and mandate.
- Goals translated into KPIs on absence, retention and eNPS.
- Early detection through regular pulse surveys, analysis of HR figures and conversations about wellbeing.
- BloomUp EAP+ with Growth Tracks, online coaching and online therapy.
- Impact
- 87% of the employees surveyed felt helped.
- Absence went from a rise of 0.4% to a fall of 0.1%.
- Over 2 million euros in avoided costs, extrapolated from the sample.
Company profile
"At CM we have a dream: a good and healthy life for everyone. Always." That is how HR staff member Inge Janssen sums up the ambition CM communicates to the outside world, and which applies just as much internally.
CM is a health fund with around 3,500 employees that is itself making the shift from service provider to health partner. That shift applies internally too: different profiles bring different needs. Wellbeing had been on the agenda for some time, with workshops, in-house e-learnings, information on the intranet and health advisers.
“The impact study showed that there was an effect on both voluntary turnover and absenteeism.”
Inge JanssenHR staff member · CM
Challenges
Despite all those initiatives, long-term absence kept rising, from 3.18% in 2022 to 3.98% in 2024. The 2023 wellbeing survey put its finger on the sore spot: unwanted behaviour by third parties, ongoing change in the organization, and growing workload and stress. On top of that, some of the causes lay outside work.
The real problem was elsewhere. The tools were there and usage was measured, but the impact stayed unclear. HR looked at adoption, while management asked what it delivered. Without a common thread, wellbeing remained a collection of separate actions rather than a policy.
Process & implementation
CM set up the Cockpit Welzijn: a policy body with a clear owner and mandate that coordinates wellbeing and gives it a structured approach. From there, goals were translated into KPIs. Less long-term absence, higher retention and an eNPS that rises by at least ten points.
Early detection became the engine: regular pulse surveys on eNPS, analysis of the HR figures on absence and retention, and conversations with wellbeing as the theme. Among other things, this showed that personal challenges play an important role in absenteeism. For the support itself, CM added BloomUp EAP+, with Growth Tracks, online coaching and online therapy, so employees could choose what suited them.
Impact
An impact study in 2025 made visible what could not be measured before. 87% of the employees surveyed felt helped, 77.8% saw a positive impact on their work and 76.2% on their personal life. The recommendation score came out at 70.
Even more important were the shifts in the figures CM was already tracking. Among employees who got support, 79.31% of the expected sickness absence was avoided, and 57% of the people who were considering leaving stayed. Extrapolated to the whole group of people who sought help, that comes to 1.68 million euros in avoided absence and 338,000 euros in avoided turnover. Absence went from a rise of 0.4% to a fall of 0.1%.
The study delivered more than figures. It also fed into a broader Wellbeing Action Plan, with KPIs for 2026: absenteeism that keeps falling and an eNPS that rises by ten points.
The figures come from a survey of 109 respondents, around 36.7% of the 297 employees who used BloomUp, in an organization of 3,500 employees.
CM shows that wellbeing only becomes manageable once someone owns it and the results can be measured. CM got there by bundling its existing initiatives behind clear goals and translating those goals into KPIs, rather than by launching more of them. The 2025 impact study answered, for the first time, the question management had been asking for a long while, and immediately laid the foundation for a broader Wellbeing Action Plan.
