If your company has offices in more than one of our markets, the structure is worth understanding before you plan a rollout. The contract side is country by country. The employee side is not.

How the structure works

FitKit operates through separate local companies in North Macedonia, Serbia, Bulgaria, Slovenia and Greece. Each local FitKit entity signs its own agreement with your company's local presence in that country.

So a group with offices in three of our markets has three agreements, not one. This is a legal and tax reality rather than a commercial choice, and it has three consequences you should plan for:

• Separate panel per country. Each country's employee list and allocations are managed in their own panel.
• Separate invoice per country. Three countries means three invoices, each from the local FitKit entity in local currency.
• Separate data controller per country. For data protection purposes the controller is the FitKit company operating in that country.

Your employees are not limited to one country

This is the part that does cross borders. A FitKit account works in every country where we operate. An employee enrolled through your office in one market can check in at a partner location in any of the other four, on the same account and the same allowance, whether they are travelling for work or on holiday.

Two practical consequences. Staff who move between your offices need nothing extra set up. And coverage in a neighbouring market is a genuine benefit to your people even in countries where you have no office at all.

What the country by country structure means in practice

The honest version: there is no single group level dashboard today. If your head office wants one regional view of participation and spend, someone has to combine the country reports. For a group with two or three countries that is a spreadsheet task once a month, not a project.

It also means your local HR teams can run their own country without waiting on head office, and each country's terms can differ where that makes sense. Allowances, category restrictions and even the commercial model do not have to match across borders.

One requirement to check first

An agreement needs a local presence on both sides. If your group has employees in a country but no registered entity there, that country cannot be contracted locally. Tell us the situation and we will look at what is possible before you plan around it.

Coverage differs by market

The network is not the same size everywhere. Across the five countries there are more than 5,000 services in more than 900 locations, but the distribution is uneven and Greece currently has a narrower network than the other four markets.

Do not assume a rollout that worked in one country will land the same way in another. Ask us for a coverage list per office address before you set allowances, because an allowance that funds eight visits is worth nothing if there are two venues near that office.

How to sequence a regional rollout

1. Start with the country with the most employees, or the one where coverage is strongest.
2. Run it for three months and collect the participation figures.
3. Use those figures, not the proposal, to size the second country.
4. Replicate what worked in the launch, adapted to local coverage.

Doing all countries at once usually means repeating the same launch mistake in three places simultaneously.

One thing worth asking us early: how reporting can be aligned across your countries, so the country reports at least use the same period and the same definitions.

Planning a rollout across several of our markets? Contact FitKit with your office locations and headcount per country and we will come back with coverage and figures for each one before any commitment.