Topics such as a culture of trust, healthy management, age-appropriate work, diversity management, salutogenetic work processes, and measures to improve work-family life form the foundation of the responsibility of organization and personnel development.
Upper management is key in implementation, where they count as role models and decisive factors for success. In the long term, managers are more important to the health of employees than doctors.
In the end, each employee is personally responsible for exercising more, eating better, sleeping better or dealing with stress. The company can promote personal changes through a health-oriented company culture and related low-threshold opportunities.
Even the best intention doesn't count as making an attempt. The first attempt doesn't count as a permanent change. A successful pilot group doesn't represent the whole company.