Versatility as a competitive advantage
To adapt to a constantly changing environment, Baloise is embracing a more agile organizational structure. The “flying team” exemplifies this philosophy: employees who can move between different assignments, teams, or areas of expertise without being confined to a fixed role.
In an environment where repetitive tasks are increasingly automated, human value lies in the ability to cross boundaries between functions and develop a more holistic view of the insurance industry
Integration within the Helvetia Group also opens new opportunities for mobility. Exploring other markets, corporate cultures, or ways of working becomes a large-scale opportunity for professional development. For employees, being part of a European group of 22,000 people represents much more than just an organizational structure: it is a true platform for learning and cross-border projects.
AI as a catalyst for human value
At Baloise, AI is viewed as a tool for freeing up time for teams.
The goal is certainly not to replace humans but to give them back time, energy, and presence. AI takes on the cognitive load; humans refocus on what machines will never do: listening, reassuring, and making informed decisions
Behind this approach lies a strong conviction: training in AI is not enough. We must also develop what will remain deeply human, interpersonal intelligence, critical thinking, creativity, and empathy.
A culture of continuous learning
This vision is put into practice through several internal initiatives. The “Live my life” or “Shadow for a day” program, for example, allows employees—including those in management—to experience the day-to-day work of other teams in order to better understand their realities and break down silos.
The goal isn’t to train people for a new role but to step outside the confines of one’s own expertise to better understand others and what the customer experiences
This culture of learning is also fostered through development days open to all employees, featuring workshops on technical skills, artificial intelligence, leadership, communication, and personal development. The idea is to encourage curiosity, knowledge sharing, and continuous learning, far beyond the traditional scope of training. The Baloise Academy also supports tied agents' professional development.
Training our agents is not merely a regulatory requirement. It is an investment in the quality of our customer relationships and in their ability to handle increasingly complex situations
In line with this approach, training is no longer limited to a catalog of modules. It has become an experience of continuous development.
Values that are lived out
At Baloise, the values of Drive, Closeness, and Trust aren’t just theoretical concepts. They are reflected in concrete initiatives: engagement surveys, regular Pulse Checks, and Insights training programs available to all employees to help them develop self-awareness and improve the quality of their relationships.
This consistency fundamentally changes the logic of employer branding: the employer promise does not precede the employee experience; it stems from it.
Reinventing human capital
In an increasingly automated sector, an employee’s value is no longer measured solely by their technical expertise. It is measured by their ability to learn, collaborate, exercise judgment, and thrive in the face of uncertainty. The real disruption lies in companies’ ability to make sustainable investments in people capable of adapting to everything that technology has not yet anticipated.
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