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In healthcare and pharmaceutical organizations, internal communication goes beyond informing employees. These companies typically operate across multiple sites, with different work schedules, in a strictly regulated environment and under high operational expectations. In many cases, the challenge is the same: how can every employee be reached regardless of location and shifts, while also ensuring trainings, administration and unified organizational operations.
In healthcare, a single-location organization with standard working hours is rare. Bethesda Children’s Hospital also operates in several buildings across two main sites. In a hospital environment, structured information flow can also indirectly support the safety and predictability of operations. For Richter, which also operates across multiple sites with different work schedules and 6,000 blue- and white-collar colleagues, it is also a key question that messages reach everyone involved.
In the long term, it is not a solution if employees working in production and at sites receive information from printed materials, while office teams rely on digital interfaces. Practical experience shows that parallel channels (posters, email, Facebook groups) usually only make the situation more complicated.
In organizations such as Plazma Pont’s nationwide network of 12 stations, unified, transparent and measurable internal communication is the foundation for coordinating daily operations. Today, this is very difficult to achieve through different channels. Béres also reported that if office, production, on-site and field employees cannot be properly informed equally, it can create a technical and organizational distance.
For these companies, the key to unified internal information flow became a shared digital platform, the Blue Colibri App, where everyone can access the information relevant to them at any time.
Email or intranet-based communication is not effective enough when working in hospital departments, laboratories, production environments, plasma stations or shift-based schedules. Since employees in many healthcare roles do not sit in front of a computer, a mobile app is not an extra convenience feature, but a basic requirement for the organization to reach everyone.
This is why Richter not only set its own platform, RinGO, as the homepage in workplace browsers, but also installed the application on company mobile phones, which significantly lowered the entry barrier. Mobile use also played a key role at Plazma Pont in helping the platform become part of everyday operations, just as mobile access was also a solution for Bethesda Children’s Hospital, because not every colleague spends their day in front of a computer, but everyone has a smartphone.
One of the biggest advantages of a mobile employee platform is that it can reduce the information gap between office and non-office employees.
In healthcare and pharmaceutical organizations, knowledge sharing, access to rules and documents, supporting new hires, completing mandatory trainings and simplifying administrative processes are especially important. These functions often operate in separate systems. A dedicated internal communication platform, however, goes far beyond messaging, in fact, its purpose is to become integrated into daily operations across all areas.
With the Hello Bethesda app, employees of Bethesda Children’s Hospital can access internal news, leadership communication, onboarding content, e-learning trainings and community programs. Several hundred colleagues also completed occupational safety and fire safety training through the platform. Plazma Pont also moved functions such as onboarding, document management and working time records to the new platform, PlazmaPlacc.
In this sector, fast access, regulated operations and continuous information sharing are of particular importance, so the goal is not “a messaging app”, but the connection of several organizational functions.
Technology is really only the foundation. The introduction of a new platform does not automatically lead to regular use. This also requires a communication strategy, leadership support, internal education, a creative campaign and continuous content building.
It is also worth involving colleagues directly, so that the new platform does not enter everyday work as a “ready-made” new tool, but becomes a shared project from the very beginning. We have seen good examples of this at several companies.
At Plazma Pont, for example, targeted trainings and frequent use of the functions supported implementation, while content that could reduce the distance between colleagues working at different locations also helped drive activity. The launch of Bethesda’s new platform was supported by leadership involvement, the creation of an internal ambassador team, community-based naming and app usage integrated into the onboarding process.
At Béres, the launch of CsePPont was supported by a poster campaign, a naming contest and voting, allowing employees to get involved in shaping the platform from the start. Later, playful formats, quizzes, challenges and recognition cards actively contributed to engagement.
Richter’s application even received its own identity: as the company’s new digital colleague. The character-based launch, videos created with leadership involvement, teaser elements and personal support all contributed to colleagues encountering the new platform as an organizational experience.
A new digital platform alone does not guarantee activity: conscious launch planning, leadership support, education and community experiences are needed to give employees a reason to return to the platform.
One of the biggest disadvantages of traditional internal communication channels (posters, email, etc.) is that their effectiveness cannot be measured. Who received the information? How many people understood the message? Which team could we not inform, even though it would have been important? A digital employee platform, on the other hand, can provide data on reach, activity, registration rates, reactions and content performance. This can help a healthcare organization communicate more consciously.
By the end of the first month, Béres had already achieved a high adoption rate, and the active use of the platform was also indicated by several thousand recognition cards each month. After the launch of RinGO, platform usage, reach and activity also became measurable at Richter. The high registration rate, the number of daily active users and the number of group memberships showed that the new platform truly reached a significant part of the organization.
Measurability helps the company better understand employee needs, develop content more consciously and shape internal communication more effectively.
The Blue Colibri App supports internal communication, HR processes, onboarding, e-learning, document management and employee connection on a single digital interface. The examples of Richter, Bethesda, Béres and Plazma Pont show that a well-launched employee platform can make information flow more unified, support operations and strengthen employee engagement.
Blue Colibri can help a company reach its employees in one shared, mobile-accessible, measurable digital space that connects multiple functions. For healthcare and pharmaceutical organizations, this can be especially valuable.
