Bozhidar Bozhidarov: Sustainable Healthcare Begins with a Healthy and Active Life in a Corporate Environment

Bozhidar Bozhidarov is the CEO of COOLFIT – a leading Bulgarian company specializing in the development of corporate fitness and wellness programs. With experience in sports culture, management, and corporate health, he is an advocate for the idea that sustainable healthcare begins with employee care. His team supports dozens of organizations in creating an active, healthy, and inspiring work environment through a service that provides access to hundreds of sports and relaxation facilities nationwide.

1. Mr. Bozhidarov, the theme of this issue is sustainable healthcare. What does this concept mean to you, and how do you interpret it within the context of the corporate world?
To me, sustainable healthcare is not just an idea – it is a mindset that requires a long-term vision and commitment. In a corporate environment, this means moving beyond the cliché that “health is a priority” and investing in real, measurable actions – prevention, an active lifestyle, mental health, and social connectivity. At its core lies the philosophy that health does not begin in the hospital, but in everyday life – at the workplace, at home, and in the habits we build.

2. COOLFIT is a recognized leader in building a healthy culture within companies. What is your contribution to the sustainable model?
Our team helps dozens of companies create an active and inspiring work environment by providing premium access to some of the most popular and modern sports centers in the country. Employees are given the opportunity to choose from hundreds of sports activities tailored to different interests and activity levels. Alongside this, we organize specialized sports events fully customized to the needs of the specific employer and their team – both in company offices and in nature.

3.In recent years, the topic of employee well-being has been discussed increasingly actively. From a practical standpoint, what transformations do you observe in the companies you work with? Is there a real and measurable effect from implementing corporate wellness programs?

The first and most significant barrier is cultural. For decades, health has been perceived as an individual commitment or solely as a function of the healthcare system. The reality is that business has enormous potential to be an active participant – not a passive observer.

In practice, however, many companies still view investments in their team’s health as something “nice to have, but not mandatory.” This needs to change. The fact that engaging with employee health leads to higher productivity, lower costs, better resilience in crisis situations, and improved teamwork is often underestimated.

The second barrier relates to a lack of long-term thinking. Most business decisions are made based on monthly or quarterly goals. Health – like any sustainable system – requires planning, strategy, and consistency. But the good news is that more and more executives are realizing this. I see it every day – in meetings, partnerships, and conversations with leaders from various industries.

4. In your opinion, what is the real role of corporate responsibility in the context of sustainable healthcare? Can business be more than just a partner, but a driver of change?

Absolutely – and I believe this is where the great untapped potential in Bulgaria lies. We cannot expect the healthcare system alone to carry the entire burden of protecting public health. It has its structural, resource, and personnel limitations. Health does not happen only in doctors’ offices and hospitals – it begins at the workplace, in everyday life, and in the culture we build.

Companies have not just an opportunity, but a real responsibility to be creators of a healthy work environment – both physically and psycho-emotionally. Corporate responsibility no longer means just social campaigns and donations. Today, it is also measured by how an organization cares for its people: whether it provides them access to an active lifestyle, supports their mental health, and creates a culture of prevention.

In this context, investing in the team’s well-being is not an expense, but a strategic resource for sustainability – for both the people and the organization itself. This is long-term capital that yields multiple returns – through productivity, loyalty, innovation, and the ability to adapt in an uncertain environment.

5. What are the challenges to making corporate health a sustainable part of the healthcare system?
The main challenge is cultural – we need to rethink the employer’s role in maintaining health. In many organizations, healthcare is still perceived as an “extra” rather than a strategic investment. The second issue relates to the lack of long-term planning – health is measured in years, not in quarterly results. This is where the role of organizations and institutions like ours comes in – to build sustainable models, to educate, to lead by example, and to demonstrate value.

6. What is your vision for the future – what does sustainable healthcare look like through the eyes of COOLFIT?
I believe the future of healthcare is preventive, personalized, and integrated – between personal life, the workplace, and the system. I imagine a world where more companies have internal wellness strategies, where employees exercise, eat well, move, think flexibly, and live fully. This is not a utopia – it is the next natural step. We at CoolFit are committed to this goal.

7. What would you say to the readers of this issue?

I would encourage them to think of health not as someone else’s responsibility, but as an investment in themselves – and in the people they work with. As a CEO and team leader, I often communicate with people in management positions, and I am pleased to see that more of us share the understanding that employee well-being is an investment, not an expense. Sustainable healthcare begins with our choices – today, here, and now. And the sooner we realize this, the more long-term the effect will be – both for people and for the system.