Most benefit initiatives fail not on the arguments but at the moment of presentation: ten minutes at the end of the agenda, and no good structure at hand. Here is the six-slide outline that carries the case.
Slide 1: The problem – in numbers, not complaints
Three internal data points: last year’s sick days, the attrition rate, one or two concrete (anonymous) cases of colleagues waiting weeks for diagnostics. Without internal data, the market reference: 9.4 sick days per employee per year (WHO–OECD).
Slide 2: The proposal – in one sentence
„We introduce group health insurance at [tier] contents, around [magnitude] HUF per person per month, from [date]." No product catalogue – decision-makers need a budget and a date.
Slide 3: The numbers
The salary comparison (the same value as pay costs +20%), the total annual programme cost and its payroll ratio (typically 1-2%). The budget-level examples lift straight onto a slide.
Slide 4: What the team gets, what the company gets
A two-column slide: employee value left (no waiting lists, screening, family option), business value right (fewer lost days, retention, recruiting edge). Single lines, not paragraphs.
Slide 5: The expected objections – answered in advance
- „Too expensive" → the salary alternative costs more; the budget scales, base tier is a valid start.
- „Nobody will use it" → there is a launch plan (briefing, communication) and utilisation is measurable.
- „Tax risk?" → managed with a genuine group contract; structuring is expert work.
- „Not now" → it can align with the renewal/cafeteria cycle, but the recruiting disadvantage is a cost already today.
Slide 6: The requested decision
Concretely: „We request approval to collect proposals for [headcount] people in the [budget] band – the decision table on the desk once the proposals have arrived." A proposal request is not yet a commitment: that sentence releases most of the tension. For CFO-depth questions: CFO article.
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