Global Prevention Solution

The Global Prevention System enables the company to become autonomous in preventing and detecting burn out.
The process is currently used in various companies in Belgium, the Grand Duchy of Luxembourg and France (pharmaceutical groups, automotive equipment manufacturers and the glassware industry, construction sectors (home automation), banking, healthcare, university hospitals, etc.
The method is global (systemic).

Under the guidance of a steering committee, the intervention mobilises :

• Management committees that support the project and ensure its legitimacy
• A steering committee, responsible in particular for the sustainability of the project and communication
• Managers, who receive training on burn out and techniques for protecting themselves and their employees (sustainable management and collective intelligence)
• A monitoring network comprised of volunteer "resources" who receive training on identifying those in difficulty and how to approach them.
• All the company's employees, who receive information on burn out and the protection and management measures.

The "Global Prevention System" promotes the establishment of a culture and behaviour based on caring, respect, empathy and solidarity while reducing the global, systemic risks of repercussions on the company's business.

Testimonials

"These tools and the proactive approach that goes with it develop a greater state of awareness within companies. Less judgement­, more solidarity: burnout is not just a person's personal and private history but is now recognised in the professional world."
Mr J. C., HR Director,
AGC Automotive Glass Headquarter.
In HR Magazine.

"(…) the originality and power of the tool lies in the next step, namely the creation of a monitoring network comprising different competences which should be as representative as possible of the organisation (departments, position, gender, etc.).
The members of this network are people from the field trained to listen to, maintain or recreate a bond and support people in difficulty, who have asked for help. 
The approach aims, initially, to consolidate coherence between values and action.  Some cases appeared ­while we were training managers; with the environment already being more receptive thanks to the tools on offer, we were able to organise support and, thus, avoid a messy situation."
Mr J. C., HR Director,
AGC Automotive Glass Headquarter.
In HR Magazine.

"(…) some indicators have, nevertheless, allowed to follow the progress: out of 800 staff members, within 18 months, several dozen called upon this new channel. Although only a few cases required medical care, with many others not requiring any further help, each type of suffering we have been able to identify is already a success."
Mr K L H; General Manager ­Operations & IT, ING. Luxemburg
In HR Magazine.