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ABSENTEEISM AT
THE WORKPLACE
EUROPEAN RESEARCH REPORT
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* A k * EUROPEAN FOUNDATION
** . ** for the Improvement of Living and Working Conditions
PREVENTING
ABSENTEEISM AT
THE WORKPLACE
European Research Report
PREVENTING
ABSENTEEISM AT
THE WORKPLACE
European Research Report
R.W.M. Grndeinann
C.V. van Vuuren
+ + +
EUROPEAN FOUNDATION
*yWW*
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Contents
PREFACE
1.
1.1
1.2
1.3
1.4
9
9
10
1I
12
2.
2.1
2.2
2.3
2.4
15
15
16
18
18
3.
3.1
3.2
3.3
3.4
3.5
ABSENTEEISM AS AN ISSUE
Introduction
The perspective of national governments
The perspective of the employers' organisations
The perspective of the trade unions
Summary and discussion
21
21
22
32
34
36
4.
39
39
39
6.
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
7.
CONCLUSIONS AND RECOMMENDATIONS
7.1 Conclusions
7.2 Recommendations
7.3 Overview of the recommendations for specific bodies
REFERENCES
APPENDIX
Overview of the case studies
47
49
49
50
53
57
57
60
60
63
65
66
69
71
71
72
73
77
79
90
98
111
126
128
135
135
141
150
153
157
Preface
Clive Purkiss
Director
Eric Verborgh
Deputy-Director
/// this chapter current social and economic developments in Europe are
presented, which include a process of rethinking arrangements for social
security and a shift of (financial) responsibility from governments to
employers and employees. Other considerations include demographic
developments and the economic costs of workplace absenteeism and ill
health. Finally the perspectives of the different parties on reducing
absenteeism and ill health, and the differences in proposed solutions are
discussed.
1.1
companies are the newcomer in the market, (re)insuring the risks of employers
and employees.
1.2
Demographic developments
11
1.4
Although the burden is not equally divided among the different parties governments, employers, employees, insurance companies and society as a
whole - they all bear a part of the burden (costs) related to absenteeism and ill
health. The individual worker (and his/her dependents) often has a reduced
income as result of absenteeism related to ill health (see chapter 4), especially
when the absence is extended. Furthermore he or she could have additional
expenditure, for example payment for health care services or equipment and
suffer a loss of welfare in the form of pain, grief and suffering. In addition
frequent or long-term absenteeism can lead to loss of jobs or disturbed relations
with colleagues and superiors.
Employers are affected by the unpredictable nature of workplace absenteeism,
which makes it necessary to adjust schedules or to take steps to replace the
absent worker. In addition workplace absenteeism increases the company's
costs and hence has a negative effect on the company's competitive position.
The Industrial Society (1994) asked UK employers - who calculated the costs
of absence - to give information about the factors they took into account (see
below).
direct costs:
12
indirect costs:
effects on
productivity
management time
overtime
temporary staff
effect on quality
loss of customers
Insurance companies often insure both the absenteeism risk and the health of the
workers and their families. Usually they have to pay the benefits in case of
absenteeism and the health care costs of the employees.
Workplace absenteeism also has a negative effect on the national economy as a
result of the loss of potential output from the reduction in available labour force
and an increase in costs of medical treatment and of social security. Therefore
national governments have an interest in keeping absenteeism low and limiting
the costs of social security and the cost of health care. Governments cannot
sustain the high costs of disability and early retirement. For society it is
important that people can work healthily up to retirement age and can contribute
to the gross national product.
Although all parties have an interest in reducing absenteeism related to ill
health, they appear to have different preferences for the way this should be
achieved. In general, unions would welcome any measures which encourage
employers to reduce absenteeism related to ill health. However, they would
prefer activities directed at the improvement of working conditions, rather than
focusing upon workers' behaviour. Although employer organisations could
support such workplace activities, they would rather see it accompanied by the
introduction of financial incentives for the workers to reduce absenteeism.
Probably governments would prefer changes in legislation in the field of social
security. Additionally they would support preventive activities at the workplace
as indicated in the European Framework Directive on Health and Safety at
Work.
Improvement of individual health behaviour cannot be inflicted on employees
from above. Employees have to be informed about and voluntarily involved in
preventive activities. Ethical considerations play an important role in the
selection of interventions directed at the reduction of absenteeism related to ill
health. There is also a danger that the victim (the employee) is made responsible
for high levels of absenteeism and blamed or discriminated against. Employees
have a right to be absent from work as a result of work incapacity or illness.
They also have rights to protection from poor working conditions as outlined in
the European Framework Directive. On the other hand, when employers provide
a healthy working environment for their employees, they may expect
responsible absenteeism behaviour. They can encourage the employees to
improve their lifestyle behaviour, but they cannot compel such a behaviour.
Furthermore all parties are interested in the reduction of waiting lists in the
health care system, but this should not give priority to workers above nonworking people.
13
14
16
Correspondent
Organization
Austria
Belgium
Denmark
Jan Hgelund
Finland
Jorma Jrvisalo
France
Marc Poummadre
Germany
Bassam Doukmak
Greece
Ireland
Italy
Emmanuel Velonakis
Richard Wynne
Maria Luisa Mirabile
Luxembourg
Jean-Paul Demuth
Netherlands
Norway
Portugal
Robert Grndemann
Kjell Nytr
Luis Graa
Spain
Antonio Daponte
Sweden
Finn Diderichsen
United Kingdom
Jean Balcombe
studies from the national reports. It gives the main strategies and approaches to
reduce ill health and absenteeism. One approach will be reviewed which is
merely directed at reducing absenteeism by tightening up procedures relating to
absenteeism and to intensified checks on absent employees. Next to that three
different approaches to diminish absenteeism related with ill health will be
discussed: actions directed at the work environment, actions aimed at changing
individual health behaviour and actions focused on the reintegration of long
term absentees. In the appendix the national case studies are presented in a
systematic summarised way. The last part of this report (chapter 7) presents the
conclusions and recommendations for future actions by the key parties
involved: the EU, national governments, employers, unions, professional
groups, insurance companies and the academic community.
19
Absenteeism as an issue
3.1
Introduction
The material for this chapter has been produced by the national correspondents
(see 2.1). They were asked to describe the perspectives of their national
governments, employers organisations and unions and to send information
about the significance of sickness absenteeism and the prevention of ill health
associated with absenteeism in their country. It was pointed out that reduction
of absenteeism related to ill health could be part of several policy programmes,
such as workplace health promotion, health and safety, elderly workers or work
ability. They were also asked to refer to specific rules or regulations if possible.
The correspondents used documentary evidence such as articles, general
publications and other reports. Some of them also tried to get a formal statement
of the view point of these key players. It is important to distinguish between the
range of information for countries with a national report (Austria, Belgium,
Germany, Italy, the Netherlands, Norway, Portugal and the UK) and that from
the countries where information has been supplied by questionnaire only
(Denmark, Finland, France, Greece, Ireland, Luxembourg, Spain and Sweden).
In this second set of countries the information often has a more exploratory
character.
21
Absenteeism as an issue
In addition to all the financial and economic arguments, more social and ethical
arguments also feature to a limited extent. Observers point, for example, to the
undesirable situation whereby large groups of the population are outside the
labour process and hence socially excluded. This results in a waste of the human
resources present in society and the situation also has an adverse effect on the
health and welfare of this group and their families.
The next section offers an overview of the situation and government
perspectives in the different countries.
In Norway, Sweden, Finland, the UK and the Netherlands absenteeism has
already been discussed as a social problem for a somewhat longer time.
In Norway there was an intense debate in 1989-1990 on the increase in
workplace absenteeism. In the course of this debate there were divergent views
on the relative importance of worker attitudes and working conditions. A large
research project examined the various causes of absenteeism and found that
structural conditions affected the level of absenteeism in Norway, as did the
large proportion of women in the working population and the high retirement
age (67). The government then established a broadly-based review body which
assessed various possible changes in the absenteeism regulations, such as the
introduction of qualifying days, the extension of the employers' excess period
and the reduction in the level of benefits. Finally all these methods of
intervention were rejected and the government, together with the employers'
associations and the trade unions, set up a national absenteeism project. Its aim
was to reduce workplace absenteeism by 20% within three years. A call went
out to managers and trade union officers to set up absenteeism projects in their
own companies. The project was directed by a national project group consisting
of representatives of the employers' associations and the trade unions. Money
was available for information, research evaluations and handbooks. At the end
of the project the desired reduction in workplace absenteeism had been almost
achieved. Absenteeism had been reduced by 15.4%. The social partners decided
to continue this process of reducing workplace absenteeism, but without target
figures. Government organizations as employers are now more actively involved
with reducing workplace absenteeism. The responsibility for tackling
workplace absenteeism rests with senior management, line management and the
trade union officials, and must be integrated in the quality control and health
and safety management systems. Moreover, matters such as the difference in
absenteeism between men and women, the role of company medical services
and the high level of absenteeism among shift workers remain to be
investigated. In 1994 the government spent NOK 25 million (approx ECU 3
23
Absenteeism as an issue
potential needs for rehabilitation of someone who has been a recipient of the
sickness allowance for 60 days.
From 1990 onwards economic growth entered a deep decline and there was a
rapid growth in the rate of unemployment. Since the end of the 1980s there had
been an interest to modify the early retirement schemes. A committee then
examined what options there were for keeping older employees at work for
longer. The committee recommended achieving this through modifications of
the early retirement schemes and adaptation of work, intensification of health
care, and reintegration activities. By 1996 most of the proposals of this
committee were translated into legislation. Occupational health services were
assigned an important role in these 'maintenance of work ability' activities. In
order to keep control of social costs, changes had been made previously - in
1993 - in statutory regulations. The number of waiting days for the sickness
allowance was increased from seven to nine. Because - according to statutory
regulations - the employer continues to pay the salary, this means, in practice,
an increase in the excess paid by the employer. In addition parental leave has
been reduced from 275 days to 263 days.
In the United Kingdom, the government has recently increased the employers'
accountability for workplace absenteeism. Since April 1994, the great majority
of companies are no longer re-imbursed by the government for statutory sick
pay (which is paid for up to 28 weeks). Thus during this period employers bear
all the costs of workplace absenteeism themselves. In addition, for employees,
the qualifying standards for Incapacity Benefit have become significantly more
rigorous.
In May 1995 the Health and Safety Executive launched a health campaign
designed to increase employers' awareness of health risks at work. In addition
the government encourages health promotion at work through the Health
Education Authority. The Management of Health and Safety at Work
Regulations of 1992 specified the duty to conduct a risk assessment and to
control or remove any risks. The statutory basis for health and safety in the
workplace is the Health and Safety at Work Act 1974. This Act requires
employers to provide a working environment which is 'as far as is reasonabjy
practicable' safe and without health risks. In addition employers are obliged to
provide the information, training and supervision necessary to guarantee the
health and safety of their employees. For their part, employees are required to
take reasonable care not to expose themselves or others to danger.
25
Against the background of the changes in the payment of sick pay and the rising
number of legal actions against employers in the field of health and safety, the
British Government expects employers to take more steps to combat workplace
absenteeism. For many reasons, such as increased management attention,
recession and fear of losing jobs, and selection of poor attenders for redundancy,
workplace absenteeism has slowly fallen in the UK since 1987 from 5% to
3.6%.
Until recently there was a high level of workplace absenteeism in the
Netherlands (approximately 8%) and a very large number of employees who
were incapacitated (approx. 15% of the working population). The reasons for
this must be sought partly in the tolerance with which regulations were applied
and the relatively high level of benefits (see also Chapter 4). The benefit costs
of the absenteeism and incapacity regulations amounted to approximately 30%
of GNP. In addition there was a large deficit in the government budget in the
Netherlands. Restriction of the enforced expenditure on social security was
deemed to be urgently necessary in order to reduce the financing deficit. This
situation led to a number of statutory measures by the government aimed at
increasing the individual responsibility of employers and employees.
Employers are made responsible for the guidance and monitoring of sick
employees and are required to do everything to facilitate the resumption of work
by a sick or incapacitated employee. In addition they must implement a policy
on working conditions and workplace absenteeism. In the first instance,
employers incurred an excess period of either the first two or six weeks of
employees' absenteeism through illness (depending on the size of the company).
Later the Sickness Benefits Act provisions were completely abolished for
regular employees and employers were made (financially) responsible for
workplace absenteeism for the first year of absence. The legislature has also
opened up the possibility of financial incentives for employees. These relate, for
example, to the possibility of non-payment of the first two days of illness, the
forfeiting of holiday days, and not supplementing the benefit (70% of gross pay)
in the case of absence through illness. The legislature has left the introduction
or otherwise of these measures to be settled between the employers and
employees. However from recent collective bargaining negotiations (1996) it
appears that the retention of qualifying days is under great pressure. In addition
there is increasing support for reducing the level of benefits.
Finally, the calculation of invalidity benefit has been revised, leading mainly to
lower benefits, previously. At the same time long-term invalids are periodically
re-examined with the aid of a broadened criterion relating to incapacity for
26
Absenteeism as an issile
diseases. Changes in legislation have finally led to the health service and the
medical insurers being able to undertake measures to reduce absenteeism. Most
recently, as a result of financial problems and the imminent introduction of
EMU, the government announced that it wished to reduce the costs of social
security. In this instance it was again a question of introducing qualifying days
and lowering the level of benefits. New legislation will be implemented at 1
November 1996. The continuation of payment during the first 6 weeks of
absence will be reduced from 100% to 80% and the benefit level after 6 weeks
of absence from 80% to 70%. The rapid introduction of the changes in
legislation in the neighbouring Netherlands has been presented as an example
of the desirable development in Germany.
In the other European Member States (Denmark. Ireland. Belgium. France.
Portugal, Austria, Italy and Greece) there has been less of a national debate
regarding workplace absenteeism and the future of the social security system,
although at this moment there is a growing attention for these topics.
In Denmark a particular cause of concern is the low level of participation of
(partial) invalids. In this context the government has developed various
initiatives over the last few years. In 1994 a campaign was conducted under the
motto 'Social engagement of companies'. This campaign focused on
encouraging companies to use more manpower so that employees who were
temporarily or permanently partially incapacitated could keep their job.
Previously - in 1991 - a parliamentary decree from the government and social
partners required them to draw up a plan to reduce repetitive and monotonous
work so that the number of cases of repetitive strain injury would be halved by
the year 2000. Finally, a centre was set up in Denmark for the development of
work adaptations for employees with a permanent or temporary partial
disability. However, the level of absenteeism is not seen as an immediate
problem.
In Belgium there is at the moment concern about excessive control of workers
who are ill. The government believes that employees should be protected
against pressure by controlling organizations and that sickness control must not
lead to repression and the infringement of the privacy of employees.
Government intends to elaborate clear procedures on absenteeism control; for
example controlling organizations will need a license, which implicates a
contract involving ethical codes. In addition the Belgian government is working
on the principle that much absenteeism is related to the working environment
and to family circumstances. Legislation should take account of this. For
28
Absenteeism as an issue
example a law has been enacted giving employees the opportunity of being
present during the last days of a dying member of their family.
In France absenteeism is not on the immediate political and social agenda.
Workplace absenteeism has a negative connotation, pointing to 'shirking' rather
than illness and its causes. However, measures have been taken aimed at the
prevention of risks in the workplace. The co-ordination of this rests with the
CSPRP (Conseil Suprieur de la Prvention des Risques Professionnels), the
national council for the prevention of occupational risks. This is the most
important advisory body of the Minister of Employment. Employers'
associations and trade unions also have a part to play in the CSPRP. The trade
unions and the employers each occupy a quarter of the seats; the rest are taken
by experts and representatives of the ministries. In the regions there is a wide
range of decentralized bodies responsible for implementation. In the annual
report of the CSPRP the following priorities are mentioned: a sustained action
plan in order to reduce the causes of the most serious or most frequent industrial
accidents/occupational diseases; modernization of legislation; technical and
methodological support of companies and the development of international
aspects. This last aspect is becoming increasingly important: there is a desire to
co-ordinate regulation and action programmes with what is happening in
Europe. This is the reason why a moratorium has been agreed on further
changes in legislation.
Despite the high level of workplace absenteeism in Portugal (see chapter 4),
this subject does not appear to have a high priority with the government and the
social partners. This also applies generally to the area of the safety and health
of employees at work. The only exception are industrial accidents, traditionally
high in Portugal, but counting now for only 7% of the total number of days lost
by absences in the two thousand largest companies. Until 1995 the government
did not see an active role for itself and preferred to leave this field to discussion
between employers and employees. More recently however, there appears to be
increased interest in controlling workplace absenteeism, mainly due to the
growing costs of sickness benefits and the perceived abuse of social security
regulations. Reform of the national social security system is now on the political
agenda, but apparently there is no pressure to make the employers more
responsible for the counselling and monitoring of sick employees. Only
companies active in the export sector point to an increasing absenteeism
problem, partly because of the scarcity of trained and skilled labour, and the
necessity of rationalizing production and making it more flexible in order to
cope with international competition. Attendance at work is encouraged in these
sectors by offering substantial bonuses.
29
Although the absenteeism topic has recently been discussed more regularly in
the public media, it does not seem to be an important issue at government level
at this moment in Austria. The levels of absenteeism and disability are
relatively low, and other social problems like a growing number of unemployed
and budgetary deficits are considered to be much more significant. However, in
the current economic situation the topic of absenteeism has become more
important for employer organisations and unions. Recently in Austria individual
companies have sought to reduce levels of absenteeism by workplace health
promotion (see also chapter 5).
In Italy the debate on workplace absenteeism is not directly linked to concern
for the health of employees or the prevention of occupational diseases and
industrial accidents. Workplace absenteeism was generally linked with the lack
of motivation on the part of the employee and poor company organization. In
Italy, as in Portugal and in France, absenteeism is not immediately on the
political agenda; on the contrary prevention of illness and accidents at work is
strongly discussed by social partners because of the implementation of the
European framework law.
In the public sector there has been a relatively high level of absenteeism for
decades. Interest in this topic is a rather recent development (since the end of
the 1980s). It fits in with the general discussion on the effectiveness of the
government apparatus. In 1992 an Act was passed aimed at reforming the public
sector. In 1993 the benefit for the first day of absenteeism was reduced by 30%.
The effect of these measures is still being discussed. One important problem is
the lack of reliable absenteeism figures.
In the market sector absenteeism fell sharply in the course of the 1980s. As a
result the registration of absenteeism was suspended in 1992. The reduction in
workplace absenteeism is the result of the economic crisis in the 1980s and a
careful strategy (including bonuses) on the part of employers to encourage
employees to attend work or at least to be as absent as little as possible. Willi
this reduction in the size of the absenteeism problem further attention to the
subject has disappeared.
In Greece, too, there appears to be no real national debate on the issue of
workplace absenteeism. Although the direct cost of absenteeism in private
companies is relatively high, the topic does not have priority. In the publicsector there is substantial absenteeism, which it is anticipated can be reduced by
increased monitoring. Developments in health care are considered important for
a more general reduction in workplace absenteeism. In addition the present
30
Absenteeism as an issue
and prevention. In some countries this obligatory support is linked to the result
of the risk assessment.
Absenteeism as an issue
3.4
In most EU Member States the trade unions regard absenteeism from a health
perspective. Trade unions suspect that a significant proportion of sickness
absenteeism is related to the workplace and occupational ill health or accidents.
High levels of absenteeism are often seen as an indicator of a bad workplace
environment and poor workplace practices. Because employers carry the
primary responsibility for working conditions, they must ensure that damage to
employees' health is avoided by taking preventive measures at work.
Consequently trade unions are, in general, strongly opposed to the introduction
of financial incentives for employees, because these have little or no effect on
working conditions. On the other hand, trade unions are generally prepared to
make a contribution toward the improvement of working conditions and the
reduction of workplace absenteeism, as emerges from the programmes
described in the previous section and joint activities of employers, employees
and national governments in Portugal, Denmark, Norway, the Netherlands and
Finland (see 3.3).
Another factor causing absenteeism - in the view of the unions - is a mismatch
between domestic obligations and working time. Insistence upon rigid
adherence to traditional time based systems exacerbates this problem.
In the Nordic countries there seems to be a generally harmonious relationship
between employers and employees. In Finland, for example, both the trade
unions and the employers' associations have participated to a large extent in the
development of the Finnish working life regulations and social security.
Negotiations on conditions of employment have been co-ordinated with the
34
Absenteeism as an issue
employees. In the Netherlands the trade unions have expressed their concern,
when there have been changes in the regulations on absenteeism and work
incapacity, about the position of individual sick and incapacitated employees. It
has been established that these changes have a substantial effect both on entry
into and exit from the working incapacity schemes (Van Breukelen et al., 1995).
However, this has not yet led to renewed participation in the labour market by
the employees concerned, but mainly to recourse to unemployment schemes.
The Dutch trade unions therefore believe that (re)integration must be given
more weight in the policy of the legislature, of the labour organizations and of
the executive agencies. This perspective has been reinforced following the
recent withdrawal of legislation which had demanded a financial contribution
from employers if their workers entered disability schemes.
Absenteeism as an issue
level of absenteeism; employers are pleased to decrease the financial costs to the
company; and employees enjoy the benefits of better health and well-being. The
implementation of the EU Framework Directive also encourages increased
attention to safety, health and wellbeing at work. In some countries government
and business (employers and workers) already work together in national
programmes directed at the improvement of working conditions and the
reduction of (long-term) absenteeism. At the same time the role of the
occupational health services is under discussion in Europe. These organisations
could play an important supporting role when they incorporate prevention and
health promotion in a more integrated approach with traditional occupational
medicine. This means that besides health risks coming from the workplace they
will consider factors outside the workplace that influence health.
37
39
4-
Table 4.1 : Summary of the main characteristics of the social security systems relating to sick4eave in the Member States of' the European
Union and Norway (part 1)
Austria
Belgium
Yes
Yes
15 weeks(7)
Denmark
Finland
France
Germany
Greece
Ireland
No
None
no (6)
Yes
9 days(8)
no (8)
Yes
3 days
no
Yes(12)
None
6 weeks (13)
Yes
3 days(14)
no
No
3 days
no
up to 100%
52 weeks
70%
300 days
50-66% (10)
12 months (11)
80% (13)
78 weeks
50-70% (15)
360 days
fixed (16)
375 days
No
16 weeks
Yes
14 weeks
Yes
12 weeks
No
14 weeks
Yes
28 weeks (7)
No
263 days (9)
1 year
66%
None
50%
300 days
40%
None
66%
None
50%
None
33%
1 year
None
40%-65%
60/65 years
pension
67 years
pension
65 years
30%-90%
60 years
pension
unlimited
pension
60/65 years
fixed rales
unlimited
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Table 4.1: Summary of the main characteristics of the social security systems relating to sick-leave in the Member States of the European
Union and Norway (part 2)
Italy
Luxembourg
Netherlands
Norway
Yes
No
Yes
3 days
3 days
Yes(29)
1 day
Yes(33)
3 days
no
Yes(22)
None
52 weeks(23)
Yes
2 days (20)
no
no
no
no
70% (21)
52 weeks
100%
52 weeks
65% (25)
365 d.(26)
60/75% (27)
12 months (28)
Portugal
Spain
Sweden
United
Kingdom
certificate needed
waiting days
full pay
benefits level
(pere, of gross earnings)
- maximum duration
no
Yes(19)
None
52 weeks
50/66% (17)
26 weeks
100%
52 weeks
No
Yes
Yes
No
No
Yes
5 months (18)
16 weeks
16 weeks
42 weeks (24)
98 days
16 weeks
None
1 year
I year
1 year
1 year
1 year
None
52 weeks (38)
3 days
75% (30)
not applied (31)
No
fixed (34)
28 weeks
No
74%
None
15%
50%
50/66% (36)
33%
25%
None
pension
60/65 years
pension
65 years
max. 70%
65 years
pension
67 years
pension
62/65 years
pension
unlimited
pension (37)
65 years
fixed (39)
60/65 years
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
42
(30) After oiiL* waiting day without benefit, the absent employee receives a benefit of 75% of the last-earned pay. which is
usually lopped up by lhe employer to 85%. The first two weeks of absence are paid by the employer.
(31 ) Formally the duration is unlimited, but usually a maximum of one year is applied.
(32) Besides the maternity leave scheme (50 days) there is a parental leave scheme, which allows parents to be away from
work to a maximum of 450 days per child up to the child's 8th birthday. The tlrst 360 days are paid at the level of a
sickness benefit scheme, the other () days at a fixed rate.
(33) doctor's certification is only required from the Sth day of absence.
(34) Many employees yet an extra sum from their employer.
(35) The scheme governing maternity leave provides for fourteen weeks unpaid leave or. if the woman has 26 weeks
continuity of employment and meets other conditions, up to 18 weeks paid leave and. if the woman has two years
employment, up to 40 weeks leave in total.
(36) 'fhe minimum loss of earning capacity is 66_9r after I year work incapacity and 50% after 3 years of work incapacity.
(37) 'fhe basic pension is a general social security pension. This is supplemented by a supplementary pension. The benetlt
is based on the number of pension years, in practice usually 65%. Most workers receive a topping up allowance from
their employer up to 7597 of their last-earned pay.
(38) During the first 28 weeks of absence statutory sick pay or short term incapacity benefit is paid. Between 28 weeks and
52 weeks employees get a middle rate incapacity benefit after a medical test at 28 weeks of absence.
(39) Some employees receive an extra sum from their employer.
In Austria and Norway a doctor's certificate is only required from the 4th day
of absence, in Sweden from the 7th day and in the UK from the 8th day. In
Luxembourg manual workers require a doctor's certificate from the 1st day of
absence, which does not apply to white collar workers until the 4th day. The
German employer can ask all employees for a doctor's certificate from the 1st
day of absence, but in practice the situation is the same as in Luxembourg and
only manual workers require a certificate from the 1st day; white collar workers
need a certificate from the 4th day. In three countries (Denmark, Ireland, and the
Netherlands) medical certification is not required in case of absence.
The requirement to produce a doctor's certificate in case of temporary sickleave is usually intended as a threshold in order to make 'reporting sick' less
easy. In practice, a medical certificate does not seem to mean much. Employees
will go to a doctor if they know that he/she will sign a certificate without too
much bother. If the doctor will not cooperate, one can always go to another.
Nevertheless, research shows that the duty to produce a medical certificate is
generally linked to a somewhat lower incidence of absenteeism (e.g. Baum,
1978; Winkler, 1980).
In regard also to the waiting period for employees there are divergent
regulations. In most countries the employee who is on temporary sick-leave can
expect to have to wait one or more days, that is to say, no benefit applies to the
first day(s) of absence. Only in Austria, Denmark, Germany, Luxembourg and
Norway are no waiting days applied. In the other countries employees are not
paid for the first day (Belgium and Sweden), the first two days (the
Netherlands), the first three days (France, Greece, Ireland, Italy, Portugal, Spain
and the UK) or the first nine (Finland) days of absence. In some countries the
waiting period is waived if the illness is protracted. In Belgium, for example, the
43
waiting day is waived in the case of an absence of more than 14 days. In Greece,
the waiting period of three days will later qualify for benefit if the illness lasts
longer than three days. In Portugal there is no waiting period when the
employee is admitted to a hospital or has tuberculosis. In other countries, there
are official waiting periods but in practice these days are usually paid normally
by the employer. In Finland, for example, the salary during the waiting period
(9 days) is normally covered by the employer. In the Netherlands the two
waiting days were usually re-insured by the industrial insurance board. This
meant in practice that the employee was simply paid his usual wage. With the
introduction of new legislation governing sick-leave and disability - on 1
January 1994 - it is no longer possible to re-insure with the benefit-paying body.
The Netherlands legislator wishes to confront employers (and employees) more
directly with the level of absenteeism in the company. Employers and
employees can now agree that the first two days of sick-leave will not be paid.
Recent discussions between employers and employees in industrial sectors on
conditions of employment show an growing number of collective agreements
with an introduction of one or two waiting days for employees.
Waiting days are also often used as a type of threshold in absenteeism. The
literature shows, too, that while it is true that waiting days are accompanied by
a lower frequency of absenteeism, at the same time the average length of
absence is greater, so that the ultimate effect on percentage absenteeism is practically nil (Smulders, 1984).
In eleven countries (Denmark, Finland, France, Greece, Ireland, Italy, the
Netherlands, Portugal. Spain, Sweden and the United Kingdom) there is
officially a loss of income in the case of temporary sick-leave, in the sense that
salaries are not paid or that the benefit percentage paid is less than 100% of the
last wage earned (see Table 4.1). In this case, too. practice is usually less
negative than the official rules would suppose. In most countries a lesser or
greater number of employees receive a top-up from their employers for a shorter
or longer period. In Finland the employer normally pays full salary for 4 to 8
weeks sick leave. The employer gets a refund from the sickness allowance
scheme of 70% of gross earnings after the waiting period (nine days).
According to the Danish legislation the employer is obliged to pay sickness
benefit during the first two weeks. Often the benefit amount will be
considerably lower than the salary because there is a maximum level to sickness
benefit. However in practice many employees receive full wage from their
employers during the first two weeks (or longer). According to the Salaried
Workers Act white collar workers receive full payment during sickness absence.
Blue collar workers are often covered by collective agreements which entitle
44
them to full wage during a period. In Greece, for the first month, the employer
usually pays the difference between the benefit and the original wage. In
Ireland, too, many employees receive the extra from their employer. Thus, many
Irish employees receive a normal salary for the first two weeks of their absence.
In the Netherlands the difference between the benefit and 100% of gross pay
was re-insured with the industrial insurance board. This solution has been
forbidden in recent changes in regulations. Employers and employees within an
industrial sector still can agree that the employee receive more than the legal
minimum of 70% of gross pay, but such a top-up cannot be insured by the
industrial insurance board anymore. Most employees still get their usual wage
for the whole period of sick-leave (52 weeks) at this moment. But employers
have started to question this top-up in the discussions on conditions of employment with the unions. In Spain, most employees - on the basis of collective
agreements - receive for shorter or longer periods the difference between the
benefit and their last-earned wage (up to 90% or 100% of last-earned pay). In
France, the UK, Italy and Portugal, too, the employer tops up the benefit to a
greater or lesser extent.
In Austria, Belgium, Germany, Luxembourg and Norway there is officially a
shorter or longer period of full payment of salary which is partly linked to an
own-risk period for the employer. In Belgium, white collar workers receive full
benefit for the first 30 days of absence and manual workers for the first 7 days.
Manual workers, however, also receive a top-up to 100% from the employer for
the next 23 days. In Germany the employer still pays the first 6 weeks of
absence at this moment. But regulations will change in the near future. From 1
November 1996 the continuation of payment during the first 6 weeks of absence
will be reduced to 80%. In Austria continuation of full payment depends on the
length of employment and differs for manual workers and white collar workers;
it ranges from 4 to 10 weeks for blue collar workers and from 6 to 12 weeks
for white collar workers. In Luxembourg and Norway absent workers get 100%
of last earned wages for up to 52 weeks of absence. In Norway the first two
weeks of absence are paid by the employer.
After the first period of absence, in most countries the percentage benefit
decreases. In practice, there is a continuation of full payment of wages in only
four countries (Denmark, Luxembourg, the Netherlands and Norway).
Furthermore, in Denmark the sickness benefit may be reduced in case of partial
work incapacity. In the other countries the percentage benefit is between 50%
(France, Greece and Italy) and 80% (Germany) of the last-earned wage. The
percentage in Germany will be reduced to 70% at 1 November 1996. In Sweden
the absent employee receives a benefit of 75% of the last-earned pay, which is
45
The definitions and conditions of payment are rather diverse. They are often
based on the minimum loss of earning capacity or a minimum percentage
unfitness for work. This varies between 1% (no minimum) and 74%. A
minimum loss of working capacity or a minimum percentage unfitness for work
of 74% means for example that an employee can be entitled for a permanent
disability benefit when the social security organisation has assessed that this
person has lost at least 74% of his earning capacity or that this person is
disabled for 74% or more.
In most countries (Austria. Denmark. Finland. Germany. Greece. Ireland.
Luxembourg, the Netherlands. Norway, Spain. Sweden and the UK) the
minimum loss of earning capacity/unfitness for work is 50% or less. In Ireland.
Luxembourg and the UK no minimum loss (1%) is applied. In Belgium. France.
Portugal (all 66%) and Italy (74%) the minimum losses of earning
capacity/unfitness for work are the highest. In Portugal the minimum percentage
of 66.2/3% only counts for the situation after 1 year of work incapacity: after
three years this limit is less high (50%).
In ten countries (Denmark. Finland, Germany. Greece. Italy, Luxembourg.
Norway, Portugal, Sweden and Spain), where it is a case of permanent disability
an invalidity pension is paid. This scheme is generally unfavourable to
employees who become disabled at a young age since the level of pension paid
is mostly dependent on the number of years for which premiums have been
paid. In Austria, Belgium, France and the Netherlands the amount of the
payment is a percentage of the pay already earned. In Austria the maximum
level of benefit is 66.%. In Belgium the benefit percentage (40%-65% of the
last-earned wage) is dependent on family circumstances. In France the level of
benefit (30%-90%) is determined by the degree of unfitness for work (partially
or completely disabled) and whether the person needs daily assistance with
basic needs. In the Netherlands the level of payment (15%-70%) is dependent
on the degree of disability (loss of earning capacity).
In Sweden the disability pension is a general social security pension,
supplemented by an additional pension. The benefit is based on the number of
pension years. In practice disabled employees usually get a benefit of 65%.
which is for most employees topped up by the employer to 75% of the lastearned pay. Finally, in Ireland and the UK fixed amounts of benefit apply to
permanent disability. In the UK the family situation is also taken into
consideration in fixin the amount.
48
In general, the maximum age for benefit for permanent disability is tied to the
age for receipt of the old age pension. In four countries (Austria, Germany,
Ireland and Spain) the disability benefit also continues after this age, but
includes the old age pension.
In the regulations on extended or permanent work incapacity in the EU, there
are no separate regulations for blue and white collar workers.
49
countries. However, the Portuguese figures include not only absences due to
illness but also absences for other reasons. These reasons account for about a
quarter of the total number of days lost by absence. In the Danish figure the first
two weeks of absence are not counted, because these are at the employer's risk;
and the scheme operates with a quite low maximum benefit amount.
The Italian figures (7,3% for the public sector and 6.9% for the industrial sector)
are rather high. The arrangements for temporary work incapacity are not very
favourable in Italy (3 waiting days; a benefit level of maximum 66%; and a
maximum duration of 26 weeks). The percentages for Belgium (5.8%, based on
research in the health care sector), France (5.6%) and the UK (3.6% with a
maximum duration of 28 weeks) are more in line with expectations. Austria
(4.1%) and Germany (5.6%) are relatively low, particularly if the maximum
period of 78 weeks is taken into consideration. Also the Netherlands (5,5%),
Norway (5.0%) and Luxembourg (with an average duration of 10,2 days per
spell) are surprisingly low considering that, in all three countries the
absenteeism regulations are rather flexible and favourable for employees.
Recent changes in legislation in the Netherlands have increased the activities of
companies directed at reduction of absenteeism and have influenced the Dutch
figures on absenteeism. In 1992 the absenteeism percentage in the Netherlands
was 7.7%. Finland (4.6% for blue collar workers and 2.0% for white collar
workers) also has low absenteeism rates, but this figure does not include sick
leave shorter than the waiting period (9 days). Sweden had a relatively high
level of absenteeism in the 1980s, but regulations have been changed since that
time and the level of absenteeism has declined significantly. In 1995 Sweden
had an absenteeism percentage of 4.4%, including absenteeism within the
waiting period, but excluding statutory leave for other reasons such as parental
and maternity leave. The Irish figures (4.5% with a frequency of 2.5 per person
and an average time of 4.4 days) at least indicate a good deal of short-term
absenteeism. This is explained by the fact that the Irish figures include -just as
the Portuguese figures - not only absences due to illness but also absences for
other reasons.
The figures for extended or permanent disability also give a varied picture.
Concentrating on the figures which include occupational diseases and industrial
accidents one may conclude that the percentage of the work population unfit for
work varies between 3.0% (Ireland) and 13.3% (the Netherlands). In view of the
favourable benefit climate in the Netherlands, this is not an altogether unexpected percentage. But this situation has changed recently and has decreased the
number of disabled workers. The Irish percentage, in view of the existing
regulations, is surprisingly low. Other countries with a relatively high
51
leave. Here too, there is more disability among older workers and in the sectors
where the work is more physically burdensome and the working conditions are
more demanding. Only the difference between men and women is less
systematic. This probably has something to do with the fact that the greater
participation of women in the production process is still a fairly recent
phenomenon in many countries and that permanent disability occurs mainly
among older employees. In most countries 80-90% of disability occurs in the
group
of over-40s, and 20-25% in the over-60s. In countries where under the
6
regulations there is no maximum age for permanent disability, the lastmentioned percentage is even higher. In Germany 62% of those on disability are
over 60 and in Spain 70%.
increase again. However all the main social protection benefits currently face
demands for cost containment, perhaps therefore emphasising corresponding
needs for health maintenance and improvement (as well as the availability of
jobs).
This introduces another aspect which affects the level of absenteeism in the
various countries and this concerns the structure of the working population.
Many of these pressures on benefits are partly a response to demographic
changes, particularly ageing of the working population. In general older
employees have a higher percentage of absenteeism than younger employees
and have a greater chance of finding themselves involved in the schemes for
extended or permanent invalidity than younger employees do (see chapter 1.2).
The nature of the work also affects absenteeism. Employees in industrial
production companies generally have higher levels of absenteeism than
employees working in the service sector. The construction industry also
generally has a high level of absenteeism related to ill health and a relatively
large exodus into the invalidity schemes. As a result absenteeism is more a
problem of blue-collar workers. White-collar workers generally have lower
levels of absenteeism.
From the current research it is clear that national statistics on absenteeism are
only available to a limited extent. Furthermore these statistics often only relate
to a portion of the working population. For example many statistics only include
employees working in big companies. It is much more difficult to find
absenteeism data on employees working in SMEs and moreover such data are
often not complete; this is particularly a problem with data on short spells which
are often missing in statistics of SMEs. And yet most European employees are
working in companies with less than 10 employees. Data on absenteeism among
self employed persons are almost completely lacking. Furthermore the methods
of data collection and classification are not always clearly specified. For
example is absenteeism within the waiting period included in the data? And how
is partial resumption of work dealt with? Finally, as already noted, the
absenteeism data from some countries do not distinguish absenteeism related to
ill health from absence from work for other reasons.
At present it is not possible to make a proper valid comparison of absenteeism
and disability in the EU. To improve this situation national absenteeism data
would need to be available in a much more detailed form, including information
on how the data were recorded and what aspects were included and what not.
The implications of these points will be further discussed in the final chapter
(chapter 7) with contains the conclusions and recommendations of this study.
55
Strategies to reduce
workplace absenteeism
/// the first paragraph of this chapter the underlying framework for the
absenteeism and reintegration process will be presented. Four types of
workplace activities have been derived from this framework: procedural
activities, preventive work-oriented activities, preventive person-oriented
activities and reintegrative activities. These types of interventions will be
used to describe what is taking place in European companies in the daily
practice to reduce absenteeism related to ill health at the workplace. The
description is based upon information from the national correspondents.
Because empirical data were lacking in most countries, only general
patterns will be presented as an impression of the experts in this field.
factors which affect the course of the illness and the return to work (for example
the actions of the doctor acting for the insurance company, attachment to the
company, the availability of specially adapted work, waiting times in medical
care sector, etc.). This whole process is in turn influenced by individual factors,
company and workplace factors, and societal factors (see 4.4). For instance at
the individual level, biological and psychological factors such as the physical
constitution and mental resilience of an employee influence his or her capacity.
Illness not derived from the workplace is one of these factors which diminish
the capacity of an employee and leads to a misfit between the workload and the
capacity of an individual. This framework deals therefore with absenteeism
related to ill health caused by the work as well as with absenteeism related to ill
health not linked to work. In figure 5.1 this framework (based on De Groot.
1958, Philipsen, 1969, Van Dijk et al., 1990. Veerman, 1991) is represented
schematically.
Figure 5.1: The process of becoming ill, being absent from work, recovering and return to work.
workload
"
balance
health
problems
il
absence from
work
return to
work
i t
capacity
V_
V
reintegration
barrier
absenteeism
barrier
individual facte
UUIII| Dany/workplace
tauu. IS
__y
a day's holiday in the event of illness and giving a bonus in the event of no
absenteeism, and disciplinary measures like warnings and punishment. The
measures are therefore aimed at reducing the need for absenteeism in employees
and/or the opportunity for absenteeism. Contrary to the other three types of
interventions discussed here, the use of procedural measures will in general not
have an effect on the health of the employees. These measures may only
encourage employees - with or without health problems - to report sick earlier
or later depending on how tight the procedures are; or to attend work despite
feeling unwell.
The second and third kinds of intervention are intended to prevent employees
from getting ill. These preventive measures are work-oriented and personoriented respectively. Preventive work-oriented measures aim to reduce the
discrepancy between workload and capacity by reducing the workload. This is
done by removing the work-related causes of the problems in the area of safety,
health and well-being. This means that aspects are tackled, for example by
acquiring safer equipment, climate control, rotation of tasks, better information
system, work organisation, safety management etc.
Preventive person-oriented measures are those in which employees are
supported to work (and live) in a safe and healthy way. These person-oriented
measures aim to improve the balance between workload and capacity by
increasing the capacity of individuals. Here one can make a distinction between
training courses which are more in the field of safety and others which are more
in the field of health or well-being. These measures include activities such as
training in the use of personal protection equipment, lifting courses, lifestyle
activities (food, smoking, alcohol, exercise), cancer screening, physiotherapy,
training courses on work organisation and courses on stress management.
The last types of intervention aimed at reducing workplace absenteeism are
reintegration measures. These reintegration measures aim to lower the
reintegration barrier and to accelerate the return to work of sick employees. This
can be achieved through support by managers (maintaining contact,
participating in a socio-medicai team; meetings between the company
management, company doctor and personnel officer on cases of absenteeism
and absenteeism policy), medical care by the company medical service (medical
surgery, physiotherapy, treatment by private specialists) and direct reintegration
activities (drafting a return plan, offering specially adapted work,
rehabilitation).
59
Procedural
Preventive
work-oriented
Preventive
person-oriented +
Reintegration
+ +
+
+
introduction of incentives. Furthermore they may inform their workers about the
impact and costs of the absenteeism problem at the workplace.
In Luxembourg two laws were introduced relating to procedural measures
designed to reduce workplace absenteeism. In 1992 a law came into force in
respect of the insurance company medical service (rztlicher Kontrolldienst der
sozialen Sicherheit). This law is aimed both at preventing fraud in absenteeism
and taking preventive measures in order to avoid absenteeism. In 1994, as a
result of the European Framework Directive, a law was introduced which gives
more concrete form to the responsibilities of the occupational health services
(OHS). The occupational health services are responsible for carrying out risk
inventories and evaluations, improvement of working conditions, the provision
of first aid, reintegration activities, and periodic examinations.
From November 1996 German employees will experience a reduction in their
sick pay. Instead of 100% of their last-earned pay they will receive 80%. At this
moment it is too early to say if this change in legislation will lead to new
procedural measures. An example of a procedural measure which was already
used is that German employees, like many other European employees (see
chapter four), are required to submit a medical certificate in order to be eligible
for sick pay.
In recent years there has been a debate in Sweden and in Norway on the
introduction of legislation as a result of the rising cost of sickness benefits. In
1989/90 the Norwegians conducted an intense debate on the rise in workplace
absenteeism (see Chapter 3). Various kinds of changes in the absenteeism
regulations were considered at the time, such as the introduction of qualifying
days, the extension of the excess period for employers and a reduction in the
level of benefit. Ultimately all these methods of intervention were rejected. The
Norwegian government, however, did introduce regulations as of 1 January
1992 concerning internal monitoring of health, environment and safety (Internal
Control of Health Environment and Safety: IC HES). The regulations require
every employer to initiate systematic activities in order to ensure that the health
and safety legislation is complied with and to report these activities. The new
measures were introduced because the health and safety authorities believed
that the high level of absenteeism was partly the result of poor working
conditions. In addition to the introduction of IC HES, the Norwegian
government addressed employers' responsibility in industrial accidents and
occupational diseases through the introduction of an occupational injury
insurance act in 1990. This act requires the employer to insure himself so that
employees can be compensated in full for industrial accidents and occupational
62
Finland is probably the country where most activities take place in this field at
this moment. Since the end of the 1980s many new acts relating to reintegration
have come into force (see chapter 3). Because of increasing social costs, the
need arose to reduce expenditure on the early retirement scheme as a result of
work incapacity (early disability pensions). Many reintegrative activities
designed to maintain the work ability of employees were subsequently made
obligatory through legislation. Maintenance of work ability is defined as
activities in the workplace taken by the employer, employees, occupational
health service and other bodies in a united effort to promote and support the
work ability and functional capacity of all persons throughout their working
careers. The occupational health service is obliged by law to add to their tasks
rehabilitation counselling and to contribute to the maintenance of work ability
at the companies where they work. The maintenance of work ability may vary
in approach depending on the needs of the employees and the situation of the
workplace. Not only reintegrative activities, but also preventive activities may
be necessary for employees at risk of losing their work ability. The starting point
for the actions is that individual employees can continue their own work.
Examples of maintenance of work ability measures are adaption of work (e.g.
ergonomie improvements, changes in working time, re-assignment at work),
vocational on-the-job training, medical rehabilitation like analysis of
rehabilitation needs, intensive health care, and strengthening the occupational
competence of the employees. The maintenance of work ability is based on
team work at the workplace (management, occupational health service,
occupational safety and health organisation at the workplace, representatives of
the works council etc.). Experience in Finland has shown that reintegrative
activities can best take place in large, stable organizations. Often activities are
supported by an Occupational Health Service (OHS), of which there are around
1,000 in Finland. A very well-known example is the 'FinnAge Programme' of
the Finnish Institute of Occupational Health.
Finland is closely followed by Denmark and Sweden. In Denmark the
government actively supports all kinds of activities designed to promote the
return of incapacitated employees to the labour process. Examples of this
include a campaign on the 'Social engagement of companies' in 1994, to
promote the deployment of manpower among companies so that workers who
are temporarily or permanently partially disabled can keep their jobs. The
Danish employers' associations have also agreed with the trade unions through
a social chapter to promote employment of the partially incapacitated. In Danish
companies numerous projects are underway aimed at reducing workplace
absenteeism. Many different parties are involved in this including local
government, companies, doctors and convalescent institutions. A large number
67
health of the workers worse as was the fear of the Norwegian trade union
representatives. Procedural actions can make employees reluctant to stay off
work or make them return to work too early and therefore the employees risk
that in the end they will be sick (again) for a longer period than was necessary.
In general, procedural measures may prevent misuse of absenteeism
regulations, but at most do not prevent ill health. Combating absenteeism related
to ill health by tackling the underlying problems by way of preventive activities
and encouraging resumption of work by long-term absentees therefore seems to
offer greater prospects than the use of these kinds of procedural measures.
Despite the introduction of the European Framework Directive on Health and
Safety in almost all Member States (see chapter 3), prevention activities at the
workplace are still taking place only on a modest scale in most European
countries. There appear to be some regional differences, such that, in Southern
European countries preventive measures are aimed more at the improvement of
work environments for safety and health, while in Northern European countries,
more emphasis is put upon promoting the health and well-being of employees.
Preventive measures are often limited to person-oriented activities such as
education and not directed at the work-related causes of ill health. This is a
missed opportunity, because work-oriented preventive measures can reduce
absenteeism to a large extent. For example, it emerged from a Norwegian
evaluation into the large-scale national absenteeism project that the twenty to
thirty per cent of companies which had focused clearly on improving working
conditions were most successful in reducing absenteeism. In those places the
level of absenteeism fell on average by 10% a year.
Reintegration activities are not very common (yet) as an intervention strategy at
the workplace to reduce absenteeism related to ill health in the Member States
of the EU and Norway. This is remarkable, because the absence percentage is
most influenced by the scale of long-term absenteeism. Consequently support
of early resumption of work by long-term absentees could have an important
impact on the level of absenteeism within a company (see also 6.10).
Experience in the Nordic countries shows that much could be achieved through
reintegration measures as a means of reducing absenteeism. Interesting
initiatives include the establishment by the Danish government of a centre for
work adaptation for partially disabled workers and the endorsement of the
maintenance of work ability programme by the Finnish government.
70
6.1
Introduction
The aims of the description of initiatives to reduce absenteeism related with ill
health are to:
document the processes and mechanisms of workplace initiatives to
reduce absenteeism, by identifying the methods used and the role
played by the different groups;
elaborate the barriers and supporting factors for successful initiatives;
establish the relative costs and benefits.
The main criterium the national correspondents used for selection of the case
studies is that the initiatives could be called examples of good practice in
reduction of absenteeism related with ill health. By this is meant that the
initiatives are directed at combating absenteeism by reducing the incidence of
ill-health and attacking the underlying causes in the workplace. Further aspects
of good practice are a systematic approach; absenteeism data- and problem
analysis; focus on active worker participation; and regular evaluation (Wynne &
Clarkin, 1992). Finally it has been decided to include if possible from each
country a case in the public sector and a case with 'female' work. The cases are,
71
getting started
72
In broad outline this classification will be retained in describing the case studies.
A systematic approach does not of course, guarantee the success of a health and
absenteeism initiative. For that other factors are necessary. For example Wynne
et al. (1996) mention the following factors as essential for the successful
development and implementation of workplace health promotion programmes:
participation of employees; marketing of the health-promoting activities;
communication and feedback; focus on the overall health of the employee (not
only physical health but also mental and social health and well being); a
balanced approach to both employee-oriented and work-oriented activities; an
integrated approach (effective measures can come from many directions industrial design, ergonomics, psychology, management theory, education, etc.)
focused on the causes of ill health, not only on the consequences; and based on
the needs of employees.
Many of these factors are also relevant for the subject of our study. The field
being researched here is, however, wider than workplace health promotion.
Many initiatives relate not only to the improvement of health, but also to
improving an unhealthy situation. This means that not only is a proactive
preventive policy pursued, but also that reintegrative and procedural measures
are taken (see chapter 5). A balanced approach of activities or an integrated
approach to absenteeism related with ill health means that four types of
intervention are found. Procedural measures raise the absenteeism barrier,
which makes it less simple to report oneself sick. In addition preventive
measures which can be focused both on the person and on work, aim at
prevention of health problems. Finally, there are reintegrative measures in order
to lower the reintegration barrier, which facilitates the return to work of the sick
employee.
In the description of the case studies we shall examine the extent to which these
conditions are met and whether they do in fact contribute to success in
initiatives to improve health and reduce absenteeism due to illness. However
before examining this, a short description will be given of the case studies
examined country by country.
Egteren Bouw BV (approximately 150 staff) and the metal working company
Thomassen en Drijver Verblifa (approximately 375 production workers). A
common approach to workplace absenteeism emerges from these three Dutch
case descriptions. This approach combines a procedural approach to
absenteeism with preventive measures focused on both work and person and
with reintegrative measures to promote the return of the long-term sick. The
three projects are based on active participation by employees, a cost-benefit
analysis, a systematic approach (first diagnosis, then intervention), a
comparison with control companies, and are all externally financed. It is also
striking that the works council - not the trade union - represents staff in the
Dutch projects. It emerges from all three projects that the involvement of middle
management is a problem. Nevertheless the three projects are successful.
Absenteeism related with ill health in the three companies has fallen
demonstrably and the cost-benefit analysis of these attempts to reduce
absenteeism shows a positive balance.
Belgium
The Belgian companies which took part in the research project are two
subsidiaries of multinationals, namely Du Pont de Nemours Belgium NV in the
chemical industry field and the motor car manufacturing company Volkswagen
Brussels NV. In addition the cleaning service of the Belgian Ministry of
Employment and Labour was included in this evaluation. The size of these
organizations (organizational units) varies markedly, employing approximately
5,800, 950 and 66 staff respectively. The initiatives describe new forms of
absenteeism strategies. In the two subsidiaries the measures were initiated by
the multinational mother company. In the chemical company Du Pont de
Nemours the activities focused upon workplace health promotion. In the
Volkswagen works the accent was on the reintegration of absentees offering
special adapted work. Alternative work was initially presented in case of
absence due to an occupational accident, later also in case of absence due to
illness. Attendances bonuses were also introduced. While it is true that in this
company absenteeism has fallen markedly, social conflicts also arose. In the
Ministry cleaning service, employees have participated in the inventory of the
work problems and in finding solutions. The solutions chosen, however, are not
very radical and are limited by administrative obstacles.
United
Kingdom
Austria
The three Austrian cases are: a large administration department of the Bank of
Austria (1,700 employees a majority of whom are women); the printing and
packaging materials factory Alfred Wall (570 employees); and the sewage and
waste treatment company Entsorgungsbetriebe Simmering EBS (300
employees). All three cases are in the private sector. The examples are not
exclusively absenteeism projects. The initiative in the Bank of Austria is part of
the health policy of the company and relates to a broad workplace health
promotion programme in this company. The other two initiatives are part of a
more general workplace activity directed at the reduction of ill health. EBS for
example introduced the obligation to produce a medical certificate already after
one day of absence, while according to the national regulations a certificate has
to be presented after three days. But also EBS and the Alfred Wall company
combined procedural measures with work- and person-oriented preventive
measures.
6.4
In the following sections the background and the course of the case studies is
described. We begin with a description of the characteristics of the organization
before the case studies are examined.
In Table 6.1 an overview is given of the characteristics of the organizations
where the initiatives took place.
Nature of the organization
With regard to the nature of organizations, a distinction is made between profitmaking and non-profit-making companies. Of the 23 companies examined, only
live are non-profit organizations. In the UK the Post Office, as a public
company, does seek to make a profit. Only in Italy and Austria was it not
possible to include one public and/or non-profit company in the research. The
profit-making companies are mainly subsidiary companies or local plants of a
bigger firm, four of them (partly) of a multinational company.
Number of employees
Small companies with less than 50 employees are not represented in this
evaluation study. The number of employees varies between 200,000 (the UK
Post Office) and 66 (cleaning service of a Belgian Ministry). Four companies
have less than 250 employees, ten between 250 and 1,000 staff and nine over
1,000 employees.
77
78
Cases
Type of organization
Company size
Production staff
Pro port i u
of women
N L : Hospital:
Waterland (1991-1995)
non-profit; independent
800
823
N L : C onstruction company:
Nelissen van Egteren Bouw BV
(1991-1995)
25(k\<l(HX)
HK)
5'
N L : Metalworking industry:
Thomassen on Drijver
VERBLIFA (1989-1991)
not known
main!) men
: C hemical industry:
Du Poni de Nemours
Belgium NV (1987-1994)
profil; subsidian
998
247
247 women
B: Metalworking industry:
Volkswagen Brussel .V.
(1991-1994)
profit; subsidiary
5755
5153
285 women
non-profit; part of
ministry
Of)
100';
05 women
profit; independent
4200
SIM
not known
profil; government-owned
not known
not known
profil; independent
1800
>50'i
nol known
D: C hemical industry:
Beiersdorf AG 1 lamburg
(1992-1997)
profit; subsidiary
5500
2(XX)
40'
non-profit; municipal
service
2200
IS40
<5S
profit: subsidiar)
125
100
< io';
P: C upper mine:
(1989-presenl)
1000
53' {
12';
P: Municipality and
municipal waterworks:
(1989-presenl)
non-profit; independent
d.v; (municipality)
34';
l municipality)
profil; subsidiary.
German multinational
347
69';
2 3'
1: Glass industry:
Boriinoli Rocco C aSa 11992-1998)
3(H)
5/6
1/3
580
3/4
2 3'
1: Ceramics industry:
Ragno SpA ( 1990-present)
719
5/7
41
N: Municipality:
Trondheim(1993-1994)
non-profit; independent
95';
74';
: Pood industry:
As Rora Fabrikker (1991-1994)
profit; subsidiary
74
72';
63.5%
profil; subsidiary
1700
< l(Mf
55';
profit: independent
570
fi8<;
2'
profit: independem
oc
Table 6.2: Getting started
Cases
Prompting factors
Project plan
Participants
NL: Hospital:
Waterland (19911995)
steering committee
external supervisors
participatory approach
systematic
comparison with control hospital
higher management
management of care sector
middle management
personnel
organizational expert
staff
works council
external supervisors (financed by
government)
NL: Construction
company:
Nelissen van
Erjteren Bouw BV
(1991-1995)
steering committee
external supervisors
participatory approach
systematic
comparison with control companies
branch manager
middle management
personnel
company doctor
works council
external supervisors(financed by
government)
NL: Metalworking
industry:
Thomassen en
Drijver VERBLIFA
(1989-1991)
coordination by personnel in
consultation with oranch manager
external supervisors
systematic
alternate experimental and monitoring
control
branch management
personnel
insurance doctor
works council
external supervisors (financed by
government)
B: Chemical
industry:
Du Pont de
Nemours Belgium
NV (1987-1994)
management
occupational health service
trade union
staff
(continued)
i.
Cases
Prompting factors
Project plan
Participants
B: Metalworking
industry:
Volkswagen
Brussel N.V.
(1991-1994JUK:
Postal service:
Post Office (1984present)
B: Ministry
cleaning service:
Employment and
Labour (19931994)
no ll-health/absenteeism policy,
specific industrial medical service no
longer exists
project group
internal supervisors
participatory approach
UK: Utility
company:
East Midlands
Electricity
management
occupational health service
staff volunteers (health liaison
officers)
trade union representatives
UK: Postal
health of workforce directly relevant
service:
to profitability of company
Post Office (1984- company pays great attention to prepresent)
vention through lifting courses, ergonomie workplace design, information
campaigns, stress courses, etc.
managers keep records of
absenteeism which are monitored for
each division
project group
introduced in 2 pilot regions
comparison with control companies
oc
hi
Prompting factors
Project plan
Participants
project group
external supervisors
participatory approach
top management
15 staff volunteers from all levels
of the organization
external experts
D: Chemical
industry:
Beiersdorf AG
Hamburg (19921997)
steering committee
2 project groups
external experts
participation through health circles
management
personnel
staff
works council
external experts
medical insurance institution
D: Regional
transport:
VerkehrsAktiengesellschaft
Nrnberg
working party
external supervisors
management
company doctor
middle management
works council
D: Earthenware
industry
(sanitary):
Sinterit GmbH
(1991-1992)
project group
external supervisor
participatory approach
management
middle management
external supervisor
staff
works council
P: Copper mine:
(1989-present)
no project
measures are current policy
implemented top-down
management,
middle and lower management
personnel
occupational health and safety
service
oh&s committee
oh&s employee representatives
underground work groups
Cases
Prompting factors
Project plan
Participants
P: Municipality:
(1989-present)
no project
measures are current policy
implemented top-down
information given to works council
insurance company
management
occupational health service
works council
P: Electrical
engineering
industry:
(1991 -present)
as a component of quality
certification, the introduction of Total
Quality Management, a reduction in
absenteeism is also implicitly
necessary
six years ago company doctor pointed
out need to expand and integrate the
safety function guidelines of the
German mother company
introduction of environmental expert
into company
no project
measures are part of current policy
implemented top-down
participation in TQM discussion
groups
management
middle and lower management
occupational health and safety
management
safety specialist
trade union representatives
I: Glass industry:
Bormioli Rocco
CaSa (19921998)
service
employees in TQM discussion
groups
oc
4-
Prompting factors
Project plan
Participants
I: Meat
processing
industry:
Inalca (1990present)
management
personnel
staff
employee representation (from
works council)
I: Ceramics
industry:
Ragno SpA
(1990-present)
no project
Integral part of company policy
implemented top-down
indirect participation of staff
management
middle management
"environment" committee
works council representatives sit
on this committee
trade union representatives
N: Municipality:
Trondheim (19931994)
senior management
unit management
project officer
occupational health service
employee representatives
external researcher
political representative
T a b l e 6 . 2 : G e t t i n e s t a r t e d (continued)
Cases
oc
Prompting factors
Project plan
Participants
higher management
steering committee
personnel department
health centre
occupational health service
internal and external experts
works council representees
higher management
personnel department
company nurse
company physician
works council
no project
continuous efforts
personnel department
occupational physicians
works council
external expert
87
is more commonly set up. On the other hand, the Belgian, Portuguese. Austrian
and Italian companies examined tried to reduce workplace absenteeism through
the existing structures. Only in the Dutch metalworking company TDV and the
British East Midlands Electricity is the existing organization charged with
devising and implementing measures to reduce absenteeism. In all the other
case study companies in Norway, Germany, UK and the Netherlands, use is
made of a separate project and/or steering committee. In the "Health is a
winner" project, a joint project run by the international concern Beiersdorf AG
Hamburg and the AOK health insurance fund for Hamburg both a steering group
and project groups were instituted.
The "Health is a winner" project was conceived under the overall control
of AOK and the Corporate Personnel Programmes department at
Beiersdorf AG. This department is responsible across all sectors for
implementing personnel management projects. The post of Project
Manager was created in this department specially for the project and a
specialist from the field of health promotion was taken on. A member of
staff was also made responsible for co-ordination at AOK. In order to
lead the project and to organize co-operation between those involved in
it a steering group was formed at the beginning of 1992, made up as
follows: 2 people from Beiersdorf Corporate Personnel Programmes
department, 2 from the works council, 2 from AOK and 2 external experts.
Two project groups were formed to implement the results of the analyses
of the health and safety problems.
The use of a project and/or steering committee is generally linked with direct
participation by employees; in nine out of eleven cases the institution of a
steering or project committee implies the possibility for employees to take part
in the steering committee or working parties. Meanwhile, in other cases
attempts to reduce workplace absenteeism by the existing organization seem to
entail a top-down implementation in which the employees have at most the
ability to participate indirectly through their trade union representatives. The
setting up of a project organization also frequently goes hand in hand with a
systematic approach (interventions based on diagnoses) and the recruitment of
external experts in tackling workplace absenteeism. In cases where the existing
organization has the responsibility for reducing absenteeism, only in the three
Austrian case study companies and the Dutch metal industry company TDV has
the management opted for a (more or less) systematic approach and the
involvement of external experts. Finally, in the three Dutch companies and in
the UK Post Office, use was made of control companies in order to evaluate the
88
effect of the measures to be taken. The Dutch Waterland Hospital was compared
for instance with another Dutch hospital.
The project in the Waterland Hospital aims at improving the health, safety
and welfare of workers, thus reducing sickness absence and unfitness for
work. Furthermore the project was intended to provide a scenario for
occupational health services, to enable them to initiate and carry out
similar projects among other firms and companies. In order to obtain a
clear picture of the effect of this approach a 'control' hospital was also
selected in addition to the 'experimental' hospital. This was the
Diaconessenhuis in Leiden which is comparable to the Waterland
Hospital in size, staff structure, training facilities and turnover. The
Diaconessenhuis is not completely passive in terms of absenteeism and
unfitness for work. The activities in this area however are not directly
related to the project and are less extensive.
Participants
Here national differences are also important. In the Northern European Member
States more different participants are involved in tackling workplace
absenteeism than in the Southern European Member States (and Austria). In
almost all cases a representative of the general management or of the branch or
unit takes part in consultations. Only in the case of the Austrian sewage and
waste treatment company do management not participate in the process of
change. In the case of the Dutch TDV only the branch management participate.
At the British company Unipari, senior management is directly involved in the
health project.
Unipari's board of directors decided to improve working life by applying
'the type of creative thinking which had already led to the establishment
of the successful Unipari University (which aims to provide employees
with access to learning)'. They decided to investigate the feasibility of
some form of health centre which would help employees get fit in order to
cope with stress and deal with stress-related problems. A project team of
15 employee volunteers from all levels of the organisation was formed to
investigate what Unipari employees wanted and what was currently on
the market. This core team then sought the views of many members of the
workforce and reported back to the board.
Participation of senior management is also the case in the Dutch Waterland
Hospital and the Norwegian municipality of Trondheim. Middle management is
present in less than one-third of the sample companies as a separate party. The
89
personnel department is involved in the process of change in more than the half
of the companies. The company medical service participates rather more
frequently in the projects, namely in 15 out of the 23 case studies. The
occupational health service offered in many cases advice and support, as the
company health service of the Norwegian municipality of Trondheim illustrates.
The running of the ill-health absenteeism project at the Norwegian
municipality of Trondheim was organized on a hierarchical basis and
anchored at the highest administrative and political levels. This proved
important in legitimizing the project's significance and seriousness in the
eyes of the employees. The fundamental concept was that management at
every level should bear responsibility for the work, with the company
health service to provide advice and support. The company health service
is a part of the municipality's environment department and has 7.5 manyears distributed amongst 12 posts. The section is managed by a
principal company medical officer. The company health service is a
support service and a resource for preventive care in the work
environment, but responsibility lies with line managers in departments
and units in the municipality. No regular health checks are carried out on
employees, because importance is attached to preventive health care.
An external supervisor was involved in the Dutch, German, Austrian and
Norwegian absenteeism projects. The Belgian Ministry cleaning service makes
use of the expertise of other units in the Ministry. In all initiatives to reduce
absenteeism related with ill health the staffare represented in a direct or indirect
way. As mentioned above, direct representation of employees generally occurs
in the case of a project organization which is often instituted in the case studies
in the Northern countries (UK, Germany, the Netherlands and Norway), while
the personnel are mostly only indirectly represented through a works council or
a trade union delegate in case no project organization is used, which is usually
the case in the companies in Belgium. Austrian. Portugal and Italy. Only in the
Portuguese transformer factory, a subsidiary of a German multinational, staff
was encouraged to participate in suggestions programmes and in Total Quality
Management discussion groups. In the Netherlands, Germany, Austria and
Portugal the staff is indirectly represented by a works council or safety, health
and welfare committee. In the other countries a trade union representative
safeguards the interests of the staff.
6.6
At this stage the organization investigates the relationship between work and the
health of its employees. A good analysis of the problems ensures that the
90
Method
NLHospital:
Waterland (1991-1995)
physical workload
working hours and rosters
pressure of work
organization of work
inside temperature
management style
training and career opportunities
whole organization
risk groups
questionnaire
monotonous work
pressure of work
physical working conditions
insufficient support
attachment to company and colleagues
career opportunities
remuneration
whole company
analysis of absenteeism
questionnaire
quality of work
physical working condition (eg noise)
climate
job security
production departments
B: Chemical industry:
Du Pont de Nemours Belgium NV (19871994)
whole company
B: Metalworking industry:
Volkswagen Brussel N.V. (1991-1994)
whole company
dissatisfaction
high level of absenteeism
quality of work
heavy loads
isolated work
lack of safety (eg no fire drills)
relations with policy staff (white collar)
Target groups
NC
IJ
Target groups
Cases
Method
whole company
whole organization
D: Chemical industry:
Beiersdorf AG Hamburg (1992-1997)
mobility, airways
work situation (eg management)
overload through reorganizations
mental overload
irregular shifts
production workers
women
D: Regional transport:
Verkehrs-Aktiengesellschaft Nrnberg
analysis of absenteeism
questionnaire
interviews with experts
group interviews
mental stress
physical stress (sitting position)
environmental nuisance (noise, harmful
substances)
irregular shifts (nights, weekends, etc)
drivers
staff unfit for driving work
the long-term sick
analysis of absenteeism
analysis of work situation through group
organization
work
information flow
management
isolated workplace piece work system
whole company
moulding shop
P: Copper mine:
(1989-present)
back complaints
accidents (including traffic accidents)
stress
shift and night work
underground work
lifestyles (includina drua use)
whole company
discussions
production workers
ve
OJ
Cases
Method
noise
painful working positions,
work accidents
dangerous substances,
stress, lack of autonomy and participation
job content
whole company
I: Glass industry:
Bormioli Rocco CaSa (1992-1998)
noise
temperature
accidents
back complaints
position (repetitive movements)
production department
accidents
draught
temperature
tuberculosis (also transmitted by animals)
brucellosis
production departments
Target groups
VC
4-
Cases
Method
I: Ceramics industry:
Ragno SpA (1990-present)
analysis of accidents
dust
lead
noise
temperature
eye fatigue
accidents
occupational diseases such as silicosis and
hypoacusis
short-term absenteeism
production departments
N: Municipality
Trondheim (1993-1994)
physical conditions
organization of work
communication
openness
social climate
reintegration of long-term sick staff
N: Food industry:
As Rora Fabrikker (1991-1994)
interpersonal aspects
gossip, "bullying", dissatisfaction with work, little
say in decisions, little feeling of attachment
whole company
analysis of absenteeism
medical examinations
group discussions
interviews of employees and experts
whole organisation
risk groups
units with high
absenteeism rate
analysis of absenteeism
monitoring of chemical pollution and noise
medical examinations
discussions with experts and employees
work load
time pressure
working hours
chemical pollution
noise
shift work
organisation of work
whole organisation
risk groups
division with high
absenteeism rate
Cases
Method
analysis of absenteeism
monitoring of chemical pollution
medical examinations
discussions with experts and employees
chemical pollution
heat
risk
difference in temperature inside-outside
work load
organisation of work
Target groups
whole organisation
groups
measures chosen are tailor-made for the most important problems. The
information which is made available in this phase lays the foundation for the
decisions which have to be taken concerning the measures to be selected. Table
6.3 deals with the method used for this in the case studies, the most important
problems which emerged for each company, and the existence of possible risk
groups which required special attention in the attempts to reduce absenteeism
related with ill health.
Method
In almost all companies an analysis of the problems preceded the introduction
of measures for reduction of workplace absenteeism and promotion of health.
Only in the case of the British company Unipart was this not the case. Here
employees were asked what they thought about the desirability of the
introduction of some form of health centre, but not whether this was a solution
for a significant absenteeism problem in the organization. In the case of Unipart
the aim of the project was however not primarily the reduction of absenteeism,
but increasing involvement and promoting the health and welfare of its staff. In
the Belgian subsidiary of the multinational Dupont de Nemours it is true that
risk analyses were made, but these turned out to be separate from the measures
introduced. The measures undertaken at Dupont de Nemours were adjusted to
the reasons for absence mentioned by the workers. In the three Italian
companies the inventory of problems was limited to the analysis of absenteeism
and accident statistics. The Italian meat processing enterprise Inalca used
questionnaires to analyse these accidents.
Inalca in Italy introduced a model for the internal declaration of
accidents, which makes it possible to analyse every injury that has
occurred at work. When an accident occurs, the worker concerned
completes, in the presence of the personnel officer, a questionnaire whose
main purpose is to ask the worker to identify the causes of the accident
and accept his responsibility to declare it.
In the other companies the opinion of the staff was sought on the problems
which they experienced (analysis of needs). In approximately one in two
companies there was a more extensive inventory. In those cases additional
interviews were conducted with experts or key persons and often use was made
of instruments such as work content analysis or ergonomie analysis. The
German local public transport network in Nrnberg gives an example of such an
extensive inventory to provide a basis for improvement in the work situation of
their drivers.
96
97
Target groups
In nine of the 23 cases the absenteeism projects were aimed at a part of the
organization. Here the attention was mainly focused particularly on the
production departments. This can also be seen from the points of special interest
which are mentioned in the case of these companies. These refer mainly to the
physical working conditions which are often more relevant for production
departments. In the German Beiersdorf company women are recognized as a
special risk group beside production workers.
S.
vC
VC
Cases
Procedural measures
NL: Hospital:
Waterland (19911995)
lifestyle activities
various courses (eg dealing with
aggression)
better absenteeism
counselling
NL: Construction
company
Nelissen van Egteren
Bouw BV (19911995)
NL: Metalworking
industry:
Thomassen en
Drijver VERBLIFA
(19891991)
B: Chemical industry:
Du Pont de Nemours
Belgium NV (19871994)
better absenteeism
counselling
e
Table 6.4: Organising solution and implementation (continued)
Preventive work-oriented measures
Cases
Procedural measures
B: Metalworking
industry:
Volkswagen Brussel
N.V. (1991-1994)
B: Ministry cleaning
service:
Employment and
Labour (1993-1994)
none
None
better communication
hearing protection
information and training
eg video on physical workload
individual counselling for stress
problems (employee assistance
programme)
information for management on stress
training for management in managing
change
health information (smoking, diet, etc)
information on women's and men's
specific health problems
SL
Cases
Procedural measures
D: Chemical industry:
Beiersdorf AG
Hamburg (19921997)
D: Regional
transport: VerkehrsAktiengesellschaft
Nrnberg
none
none
D: Earthenware
industry (sanitary):
Sinterit GmbH (19911992)
.
-
IO
Procedural measures
P: Copper mine:
(1989-present)
surgery
medical care for urgent
surgery
supervision of long-term
sick staff
return-to-work check
P: Municipality and
municipal
waterworks: (1989present)
: Electrical
engineering industry:
(1991-present)
facilities
continuous monitoring and improvement
of working conditions
cases
treatment of alcohol and
drug addiction
return-to-work check
Procedural measures
I: Glass industry:
none
Bormioli Rocco CaSa
(1992-1998)
I: Meat processing
industry:
Inalca (1990-present)
I: Ceramics industry:
Ragno SpA (1990present)
Reintegrative measures
reintegration of staff
returning after an
industrial accident
-:
-
4-
Procedural measures
N: Municipality:
Trondheim (19931994)
fitness
relaxation techniques
conflict management
N: Food industry:
As Rora Fabrikker
(1991-1994)
periodical examinations
information on "bullying"
greater openness: talking with rather
than about each other: publication of
status report: on developments in
tragic events involving staff in order to
avoid gossip
reintegration of long-term
sick staff combined with
information and
openness towards
colleagues
a rehabilitating female
alcoholic even appeared
on radio and in the local
newspaper, etc.
a.
a
!.1
S
8.
Cases
Procedural measures
monitoring of absenteeism
group discussion and individual
interviews in high absenteeism units
health examinations
personal prevention and counselling
stress management
physical activity and sport
return-to-work meetings
physiotherapy and
psychological treatment
monitoring of absenteeism
planning of and pilot activities for
absenteeism project
medical examinations
and advice
monitoring of absenteeism
medical certificate after one day of sick
leave instead of 3 days
selective medical
treatment
the worker by telephone with the gang foreman. The gang foreman in
conversation with the worker in question would then determine the type
of sickness, the possible cause and background and the probable duration
of absence. This information would be passed on to the social medical
team. The workers were informed about the new procedure through work
consultations and by means of the company news sheet.
Preventive work-oriented measures
The aim of preventive measures which are focused on work is to remove the
cause of problems in the field of safety, health and well-being. Examples of
work-oriented preventive measures are ergonomie and technological measures,
an improved service roster, changes in the working climate, better
communications and method of management. In the project which took place at
the company of Ragno SpA ceramics industry in Italy many work-oriented
preventive measures were taken.
Since 1990, Ragno SpA has boosted investment to 6% of the overall
budget in preventing the occupational accidents and illnesses that are the
main causes of absences. The company has launched a series of actions
to improve the environment both in and outside the company and to
protect workers' health. The company has purchased plant and
machinery designed and constructed to remove the risk of accidents and
prevent the emission of noise or other pollutants such as dusts and gases.
The new plant and machinery have been placed in appropriate
environments, with account being taken of the need to ensure that
workers have sufficient room to operate them easily and safely. Filters
and extractor equipment to remove dusts have been installed in some
departments. Clean environments have been created in areas where
workers spend their breaks and where they may also eat. Ragno SpA has
also introduced changes in working hours. Management has, in
collaboration with trade-union representatives, agreed to cut working
hours to 33 hours and 36 minutes a week.
In almost all case studies work-oriented preventive measure were taken in part
at least to reduce absenteeism . Only in the Volkswagen Brussels NV motor car
plant were such measures omitted. When a distinction is made between
measures which increase the safety, health or well-being of employees, it
emerges that the more Northern countries (the Netherlands, Belgium, Germany,
Austria, the UK and Norway) focus mainly on improvements which promote
health (for example ergonomie measures to reduce physical load) and wellbeing (better work organization, courses for managers, excursions). In Italy and
107
Portugal on the other hand most measures are focused on safety and health, such
as the introduction of personal protection equipment, the placing of warning
signs and also health protection measures. This is of course a difference of
degree. Both in the Northern case study companies and in the Southern case
study companies measures directed at safety and well-being do take place. For
example in the Portuguese copper mine an integrated approach to health and
safety exists, including the socio-technical design of industrial facilities, high
standards of technology and production systems and environmental protection.
In the Belgium company Dupont de Nemours, and in the Austrian printing and
packaging firm Alfred Wall AG and the Austrian sewage and waste treatment
company EBS, safety activities are undertaken. In addition it is striking that a
number of measures serve to track problems (structurally): risk analyses, health
circles, discussion groups and quality circles. These measures are taken in
Belgium, Germany, Austria and Portugal.
In the Bank of Austria a workplace team has been established, which
consists of the company doctor and representatives of the works council,
the personnel department, the construction department, the business
department and the department of ergonomie workplace design, together
with a safety and a work expert. This team meets once a month and aims
to ensure that developments in three areas take employees into account
as far as possible. These areas are working environment, working tools
and materials and workplace design (in particular work tables, chair,
VDUs, lighting, noise and climate). This team represents a kind of health
circle and is considered to be a permanent fixture which can limit
sickness-related absenteeism.
Preventive person-oriented measures
By preventive person-oriented measures are meant activities in which
employees are taught to work (and live) in a manner that promotes safety, health
and well-being. These measures can also be subdivided into training courses
which are more concerned with safety and those which are more in the field of
health or well-being. As with the preventive work-oriented measures, it emerges
that companies in the Southern Member States pay less attention to measures
promoting individual well-being than the Northern countries. The UK Post
Office's stress reduction programme is an example of preventive personoriented measures focused at the improvement of the well-being of employees.
The English Post Office decided that stress counselling should be
provided in-house on an in-depth basis in two pilot areas of the business
for three years. Stress and associated conditions account for nearly one
108
109
programmes have been developed, such as those for alcohol and drugs
problems, for mental health, for high blood pressure and for stress.
Within the Austrian printing and packaging company Alfred Wall AG a special
employee service has been created when the company's social welfare service
was restructured.
This employee service acts as a link between the personnel department,
the industrial medical sendee, the works council and the workforce. The
task is carried out by a former nursing sister who is part of the industrial
medical service. She listens to employees and is seen as someone in
whom it is safe to confide. It is the employee service which people notify
when they are reporting sick and it gives employees information and
advice on personal problems and social issues. Its tasks also include
services such as obtaining concert and theatre tickets. The aim is to make
it clear to employees that the company's management "takes them
seriously" and that it expects them to take a high degree of responsibility
for themselves, including responsibility for their own health.
Reintegrative measures
Reintegrative measures aim to promote the swift return to work of sick
employees. This can be achieved through guidance by managers (keeping
contact, participating in the social medical team), medical care by the company
medical service (medical surgery, physiotherapy, treatment by private
specialists), and redeployment/rehabilitation activities (the drawing up of a
return plan, offering adapted work, analysis of rehabilitation needs,
strengthening the occupational competence of the employees etc.). Extra efforts
in the field of absenteeism guidance seem to be taken only in a minority of lhe
sample companies, namely the Dutch companies, the UK utilities company East
Midlands Electricity and the Norwegian municipality of Trondheim. East
Midlands Electricity for instance takes an integrated approach to the problem of
absenteeism, combining management control with the provision of support for
sick employees and preventative action such as education and training. Medical
care in the sense of treatment takes place mainly in the United Kingdom,
Austria, Portugal and Italy. In Portugal it is striking that the local authority
covers not only its employees in its health care plan but also members of their
families.
Measures in the field of reintegration of the long-term sick are certainly taken
in every country, but are not implemented by any means in all companies. Most
reintegration activities relate to offering alternative work. The most extensive
110
Ill
Effects on absenteeism
Other results
NL: Hospital:
Waterland (19911995)
- improvements in
work situation
- more attention to
sick staff and
working conditions
positive:
benefits (NLG
3250 pp)
exceed costs
(NLG 1500
PP)
NL: Construction
company:
Nelissen van
Egteren Bouw BV
(1991-1995)
NL: Metalworking
industry:
Thomassen en
Drijver VERBLIFA
(1989-1991)
- percentage fall of
almost
30%
- 20% fall in
frequency
- percentage fall of
30%
- 50% fall in
frequency
positive:
role of external project group
benefits (NLG length of project
1667 pp)
exceed costs
(NLG 1333
- reduction in job
satisfaction and
health-related
complaints
- increase in
organizational
commitment and
satisfaction with
management
positive:
benefits (NLG
6434 pp)
exceed costs
(NLG 2681
PP)
PP)
Barriers
Follow-up
- involvement of middle
management
role of steering committee
(takes too much out of the
hands of rest of management
and management
subsequently shirks
responsibility)
- slow progress because of
limited brief of steering
committee
- involvement of staff in
steering committee
- prioritizing of problems
difficult
- priority given to
continued
increase in
responsibility of
management
- steering committee
dissolved
- measures integrated
in existing organization
- continued attention
- non-committal attitude of
management, personnel
officer and works council
because project imposed on
them
- alternating experimental and
control function
- continued attention
- further fall in i
health/absenteeism
- action integrated into
existing structure
ri
=.
era
!>J
Cases
Effects on absenteeism
Other results
B: Chemical
industry:
Du Pont de
Nemours Belgium
NV (1987-1994)
- absenteeism
already low: 2%
fall in middle
management, slight
rise in lower and
higher positions
- total remains at
around 2%
- changed attitudes
regarding accident
prevention and
health promotion
costs: 56
USS per
worker per
year in 1987
: Metalworking
industry:
Volkswagen
Brussel N.V.
(1991-1994)
social conflict
B: Ministry
cleaning service:
Employment and
Labour (19931994)
- in the years
preceding project
absenteeism ran at
10%, 10.5% and 18%
- since the project at
11% and 12% and
11%
Barriers
Follow-up
- health programme
continued
- shift in emphasis to
primary prevention
annual
- fear of loss of job (rotating
benefits, etc. unemployment)
estimated at
almost 1591
ECU pp fall
in wage bill
costs: strikes
which may
result from
absenteeism
policy
- slight increase in
absenteeism
- social tensions
remain high
annual
benefits
estimated
883 EC U pp
- cumbersome, inert
organizational structure
- many measures
introduced
subsequently
- setting up of
occupational health
- fear of unemployment
- agreement that measures
proposed would actually be
implemented
- support from board and trade
unions
- information to all involved
- quality of external supervisors
- participation of those involved
Cases
Effects on absenteeism
Other results
UK: Utility
company:
East Midlands
Electricity
benefit is
lower
absence and
a dramatic
reduction in
injury
recovery
time
UK: Postal
service:
Post Office
(1984-present)
- two-thirds reduction
in average duration
of absence through
illness of 117 cases
- reduction in extra
leave
- reduction in
disciplinary measures
benefits:
approx.
102.000
saved in 6
scheme
Barriers
- willingness to act
- counsellors f amiliar with
organization
guarantee of conf identiality
Follow-up
- planned inf ormation
on diet and movement
- planned "cold-care"
initiative
- large-scale individual
- insuf f icient resources
- employees not interested in health examination on
voluntary basis now
prevention as long as they
have experienced no problem begun
- based on risk
assessment
employees are given
health inf ormation or
advised to visit the
doctor
7.
Effects on absenteeism
Other results
costs: over
1 million
D: Chemical
industry:
Beiersdorf AG
Hamburg (19921997)
0.5% drop in
absenteeism from
1992 to 1993
(34% lower than
control group)
benefits:
between
ECU 170
and ECU
290 pp
D: Regional
transport:
VerkehrsAktiengesellschaft
Nrnberg
lower level of
absenteeism where
new roster had been
introduced than in
control group for
older employees and
long-term sick staff
resuming their duties
no other differences
with control group
benefits: DM
293 000
(including
DM 57 000
subsidy)
costs: DM
280 000
D: Earthenware
industry
(sanitary):
Sinterit GmbH
(1991-1992)
- total absenteeism
fell by 13% from
9.4% in 1991 to 8.3%
in 1992 (target was
15% reduction)
- however, in the
moulding shop
absenteeism rose
(large number of
older Turkish staff)
in all departments
discussion groups
led to increase in
motivation
costs equal
benefits
(ECU 335
per
employee)
Barriers
Follow-up
discussion groups
have become quality
circles for T.Q.M.
Follow-up
continued
- willingness to act
- large health team
- human resource management
feels responsible
- written health policy and yearly
action plan
continued
- ageing
- low status
- poor pay
- blue collars's poor living and
working conditions
- lack of participation
- top-down management
- non-profit organisation;
public administration culture
Cases
Effects on absenteeism
Other results
P: Copper mine:
(1989-present)
- absenteeism had
been running at 3.6%
(compared with an
average of 9% in all
business sectors and
an average of 4.5%
in banking and
insurance)
- absence due to
illness and/or
accidents totalled
2.7%
number of accidents
per million manhours worked has
been decreasing
from 48 in 1989 to 7
in 1995.
proportion of hours
lost due to accidents
is now lower (13%)
than in 1989 (27%)
benefits:
compared
with 7%
absence
through
illness the
savings in
wages total
ECU 450 pp
against
costs: ECU
250 pp paid
out in
bonuses:
positive
balance ECU
200 pp
P: Municipality
and municipal
waterworks
(1989-present)
- total absenteeism
remained high in the
period 1990-1995
- absence due to
illness and accidents
in municipality
remained almost
constant at around
6.3%
- the offering of
alternative work to
103 long-term sick
cases led to a
reduction in absenteeism from 25% to
15% for this group
absence due to
accidents decreased
from 2% in 1990 to
1% in 1995
alternative work for
71 former long-term
sick-cases
costs are
part of OH&S
budget,
including
assurance
premiums
(equal to 300
ECU pp)
0
7"
-i
Effects on absenteeism
Other results
: Electrical
engineering
industry:
(1991-present)
- absenteeism due to
illness and injury
among blue collar
workers was around
10% at the last
quarter of 1994
(introduction of TQM)
- in mid 1996 it was
- employee
commitment to TQM
- improved
participation
- improvement of
working conditions
and work
organization
- reduced nonquality costs
costs: 225
ECUpp
(salary of
company
doctor and
nurse,
personal
protective
equipment,
periodic
examination,
medicines,
etc)
6%
I: Glass industry:
Bormioli Rocco
CaSa(19921998)
- total absenteeism
in the 1980s
sometimes 28%
-1991 absenteeism
(before new
management) was
5.3% due to illness
and 1.5% due to
accidents
- b y 1994
absenteeism had
fallen to 4.0% due to
illness and 1.0% due
to accidents
TQM
- written policy
- budget and information systems
for health and safety (h&s)
- involvement of personnel + safety,
health and welfare committee
- no industrial conflict
- written health policy and yearly
action plan
Barriers
Follow-up
- resistance to change
- lack of motivation to take
part in discussion groups
- lack of satisfaction with pay
- waiting lists in public
hospitals
- continued
- plan to train
personnel in safety and
health at work to
enhance quality and
productivity
- health and work
circles to be
implemented within
TQM
- continued
intention to fit
soundproof booths,
intention to train
personnel in
prevention and safety
at work,
a (statutory) trade
union officer for safety
will be appointed
-.
-
Cases
Effects on absenteeism
Other results
I: Meat
processing
industry:
Inalca (1990present)
absenteeism among
production staff fell
by more than half
from 1991 to 1994
from 3.2% (3210
days' sick leave
divided by 455
employees 220
working days) to
1.5% (1632 days'
sick leave divided by
486 employees 220
working days)
fall in number of
accidents between
1991 and 1994 from
211 to 114
I: Ceramics
industry:
Ragno SpA
(1990-present)
absence due to
illness and accidents
among production
staff has run at
around 4.4% since
1992. Previous data
for absence through
illness are known
only for the 1970s,
when absence stood
at around 20%.
Nationally the
absenteeism due to
illness and accidents
in the ceramics
industry stands at
16.5%
costs include
LIT 100
million (ECU
5.000) on
personal
protective
equipment
Barriers
Follow-up
closely following
development of new
technologies for
improvement of
internal and external
environment,
staff training on safety
planned
table t o : hv,l l u a t i o n
Cases
a n d consc M i d a t i o n (continued)
Effects on absenteeism
Other results
N: Municipality:
fall in absenteeism
Trondheim (1993- from 8.5% in Sept.
1994)
1993 to 7.2% in
Sept. 1994 in units
involved compared
with fall in
municipality as a
whole from 7.2% to
6.4% in the same
period (monthly
figures)
N: Food
processing
industry:
As Rora Fabrikker
(1991-1994)
improvement of
not
physical environment calculated
improvement of
information supply
improvement of the
atmosphere in and
image of the
company, more
openness and
satisfaction
improvement in
safety
absence through
illness: 1991-19921993-1994: 12%-7%10%-13%
respectively,
previously fall in
absenteeism and rise
in production from
1988 onwards
costs: 12
million NOK
(1,4 million
ECU)
Barriers
Follow-up
three-phase strategy
extended to all units.
trial self-certification
extended to all units.
project must now be
implemented in
everyday practice;
district department is
doing this by
establishing action
plans for each unit for
internal control
no particular difficulties in
progress of project
planned participation in
national project on
reintegration of longterm sick staff
IJ
Barriers
Follow-up
Cases
Effects on absenteeism
no change in
absenteeism rate
not
calculated
motivation of managers
motivation and experience of
company physician and nurse
responsible for counselling support
decline of
absenteeism rate
following new
regulation about
certificate
assumed
benefit of
regulatory
measures
continued effort to
control absenteeism
new staff promotion
project
good organisational
climate
121
companies and the Portuguese copper mine, both the costs and benefits have
been mapped. It emerges that they calculate cost and benefit in a very different
way. In the project run by the local public transport company in Nrnberg,
besides the decrease in the degree of absenteeism and working incapacity for
the bus service, a subsidy from the government was also counted as a benefit.
The Waterland Hospital and the ceramics company Sinterit GmbH included on
the benefit side the savings achieved through the fall in absenteeism (as a
percentage of the gross wage bill). The Portuguese copper mine compares the
actual absenteeism in the organization with the average absenteeism in the
underground mining sector, according to international standards, and takes this
difference as a percentage of the wage costs saved as a benefit of the activities.
In the case of the Dutch TDV direct and indirect (wage) costs of decreased
absenteeism were counted as benefits. For the sake of convenience the same
amount has been counted for the indirect absenteeism cost as for direct costs.
With NVE Bouw Heerlen on the other hand, only 30% of the reduction of
absenteeism through illness (a percentage of the average wage costs) was
counted as a result of the project. On the basis of statistical analyses (regression
analysis) it was established that approximately 30% of the fall in absenteeism
in the company could be attributed to the absenteeism activities. The difference
in these methods of calculation between the most cautious (the construction
company) and the most generous variant (local public transport in Nrnberg)
amounts to at least a factor of six.
These differing cost-benefit analyses led, in the case of the three Dutch
companies and the Portuguese company, to a positive balance, varying from
ECU 150 to ECU 1800 per employee over the course of the whole project. The
two German companies more or less broke even: the German local public
transport company Verkehrs-Aktiengesellschaft Nrnberg had a positive result
if the subsidy obtained was counted as a benefit and a negative one if this
subsidy was not counted. The Sinterit ceramics company had, in the first year,
as many costs as benefits. However if the absenteeism level at Sinterit remains
low due to the project in the coming years the benefits will be higher than the
costs.
Of the other companies, six still had only estimated the costs and five had only
made an estimate of the number of benefits, mostly on the basis of savings in
wage costs. Finally, in six cases no cost or benefit had been established.
Enabling factors
Various factors may have had a positive effect on the course of tackling
absenteeism. In the description of the projects many enabling factors are
123
Set against the enabling factors are barriers to the development of the project.
Sometimes these are the same as the enabling factors mentioned above. For
example, support from the management has a positive, and lack of support a
negative, effect. However, excessive participation of the management can be
unfavourable for tackling workplace absenteeism. In the German company
Sinterit the high involvement of senior management turned out to be an obstacle
for participation of employees and middle management.
The problems that appeared in the course of the project at Sinterit can
also be described as typical for small and medium-sized
enterprises.
Strong commitment on the part of the managing director, which is crucial
for the success of the project, can become a problem if he is so dominant
that it prevents staff from opening up. Thus the managing director had to
learn, at the beginning of the project work, to restrain his input so that all
124
activities
In most of the companies the measures for tackling absenteeism and working
conditions were continued. Only in one company, the German local public
transport company, were two of the measures undertaken discontinued, but a
third measure, the introduction of the four-day working week for older
employees, was introduced generally. In the case of two Dutch companies and
the Norwegian municipality of Trondheim there is an explicit policy that the
measures must now be fitted into the existing organization and introduced into
everyday practice. In twelve of the 23 companies there are still completely new
activities planned, in some cases because the projects were not complete when
described. In these companies the period described could be seen as a part of the
total assault on absenteeism which the companies are undertaking. The new
125
127
The case studies derive from eight European countries, namely Norway, the
UK, the Netherlands, Belgium, Germany, Austria, Portugal and Italy. Compared
with the national strategies described in chapter 5 the case studies take place in
companies which are more active then others in the field of absenteeism
reduction and improvement of working conditions. The companies often opt for
new innovative activities to reduce ill-health absenteeism. Moreover 'being
ahead of one's time' at the national level does not necessarily mean doing
something which is innovative at an international level. In this way the
companies also demonstrate the fact that the various countries in Europe can
learn from each other how to reduce absenteeism related with ill health.
Although 'hard facts' are often missing the analyses gave quite a clear picture
of the aspects which are of importance to reduce absenteeism in a successful
way at the workplace. These factors are:
systematic approach
clear tasks and responsibilities for the persons involved in the activities
active support from senior and line management
In the last part of this chapter three aspects (worker participation, reintegration
of long-term absentees and costs and benefits) will be discussed in more detail.
Information on these aspects relates to the main lessons from the case studies.
Although differences between countries have been established, it is evident that
participation is one of the key elements in workplace activities related to ill
health. That is why participation should be an explicit goal of workplace
activities directed at the reduction of absenteeism related to ill health.
Reintegration of long-term absentees is an underrated aspect of workplace
activities directed at the reduction of absenteeism. It has a major influence on
the level of absenteeism and there are a lot of possibilities to reduce long-term
absenteeism and to reintegrate long-term absentees. Increasingly questions are
raised about the costs and the benefits of workplace activities. In view of the
large amount of money which is involved in absenteeism and disability (see
Chapter 1) this is also an interesting question for workplace absenteeism
activities. That is why this subject has been included in the case study
questionnaire. From this material can be learned that 'pace-setting companies'
look further than the direct financial benefits of workplace activities directed at
the reduction of absenteeism related to ill health and are prepared to invest in
the health of their staff.
Participation
groups on specific and more concrete subjects. In these working groups the
participants should take part in all phases of the process from the definition of
the problem (and the discussion about the solutions) to the (final implementation and) evaluation. A more general lesson from these experiences is that
workers should be better prepared to participate in preventive activities at the
workplace. This could be achieved by setting up training courses for workers.
A participatory approach has been mentioned as an important enabling factor
which, especially in the Northern European countries, positively influenced the
start of the initiative and the continuity of the process. The significance of
participation for workplace initiatives directed at absenteeism related to ill
health is not surprising. Their daily work experience makes workers the primary
experts on their work and their work environment. However most companies are
not aware of this creative and problem solving capacity of their employees and
make hardly any use of it (Johannes, 1993). Worker participation promotes the
effectiveness of a prevention project. Health improvement, for example, cannot
be inflicted on employees from above (Wynne et al, 1995). Organisational
change in companies is much more easy when all parties involved - including
the workers - participate in the decision-making about the change of the
organisation, the direction and the time table.
Reintegration of long-term absentees
Reintegrative activities - even among these national 'pace-setters' in the field of
combating absenteeism - are not yet taking place consistently. Guidance of sick
employees, by keeping contact and by return-to-work interviews, is not much
mentioned. The same applies for utilisation of rehabilitation/redeployment
activities. In some countries (Portugal, Italy and the UK) medical care is given
in the case study companies to the employees as a part of the reintegrative
activities (surgery, treatment by company physiotherapists and specialists.).
This might be related to a lack of experienced staff or a lengthy waiting period
for national health care in these countries.
The low level of reintegration measures needs attention, because it is from these
activities in particular that the greatest gains can be expected in a relatively short
period. The level of (temporary) absenteeism is mainly determined by long-term
absences. Long-term absences are only a very small part of the number of
spells, but cause the majority of the number of days. By long-term absenteeism
we mostly mean absence lasting over six weeks. Short-term absence generally
is a big nuisance for the companies. It disturbs the planning of the work and asks
for direct action. Long-term absence is less of a hindrance to many companies,
because the consequences for the work have often been dealt with already. The
economic costs of long-term absenteeism are however much greater than those
131
costs and benefits of absenteeism and health activities, are actually looking for
arguments to enable them not to get involved in such activities? For companies
which do wish to develop those activities, a notion of a positive gain may be
sufficient for them to set those activities in motion. Another factor is that a large
proportion of the gains, such as a better motivated workforce, an increased
problem-solving capacity, better industrial relations, etc. cannot be immediately
expressed in money terms. A broadly-based survey in eight countries in the
European Union (Wynne & Clarkin, 1992) showed that many companies
develop activities focusing on the health of their employees. The principal
motives for undertaking these activities related to regulations and legislation
and to promoting the motivation of the workforce. Many companies also
reported positive gains as a result. Almost two-thirds of companies noted a
reduction in absenteeism through illness as a result of the activities in the field
of work and health. Other gains related to better motivation in the workforce
(78% of companies), better health among employees (76%), increased
productivity (62%) and a better company image (64%).
This supports the assertion that companies which initiate absenteeism and
prevention activities do not generally require detailed statistical support. These
companies often launch such activities based on a broader vision, in which
immediate costs and benefits are not the primary concern. An example of this is
the UK case study of Unipart described in this chapter. This company is
investing in its workforce by means of health-promotion activities, while
absenteeism through illness is low. The costs of the measures are considerable,
totalling over ECU 1.1 million (over ECU 600 per employee). In the company
the motive cited for the health-promotion activities is that great value is attached
to the workforce and that by investing in employees the company expects to be
able to produce competitively. Unipart expects increasing numbers of changes
in the work in the years ahead. The rapidly changing working conditions will
lead to more stress and more physical and mental problems. The company's
strategy aims to teach employees how to deal with this stress and to view change
as a symptom of progress. In the Dutch case study of the Waterland Hospital
management argues that it wishes to be an above-average hospital, both for
patients and for staff. So that the image of the organisation is an important
stimulus for initiating the absenteeism activities. One of the gains of the project
is that the Waterland Hospital has no longer any problems in recruiting new
staff, despite a tight labour market in the region. One can observe that 'pacesetting companies' regard their staff highly and are prepared to invest in the
health of their staff, even if the financial benefits cannot be precisely quantified
in advance.
133
Conclusions and
recommendations
7.1
Conclusions
/. There is a major disparity between the human and economic scale of
the issue and the priority given to it in practice by the key players
Governments are employers too and are also challenged by the changes in
legislation to reduce the absenteeism related to ill health of their civil servants.
In most countries these staff have (or had) separate regulations, which are (or
were) often more favourable than the regulations for employees working for
private companies. Civil servants also often have (or had) higher levels of
absenteeism than employees in other sectors. Since these higher levels of
absenteeism are often linked with the higher benefits, these differences may
disappear in the near future.
Employer organisations are also worried about the competitive position of
national industry. In general they support an active government policy regarding
workplace absenteeism, but are against too much financial responsibility for
companies. The trade unions are opposed to increasing financial responsibilities
for employees; they emphasise the relationship between ill health and aspects of
work and argue that employers are responsible for the working environment.
Still unions mainly respond to policies and initiatives from governments and
employers organisations and essentially do not take a different position on the
issue of absenteeism and ill health.
i. Regulations on absenteeism and disability vary markedly between the
European countries
Great differences have been found in the regulations governing absences due to
illness and disability in the various Member States. In one country a person unfit
for work will be paid normally for a period, while temporary unfitness for work
in another country may mean a halving of the person's income. However
countries which have a favourable system of benefits for temporary absences do
not necessarily have favourable regulations on extended or permanent disability.
If the illness concerned is the result of an occupational disease or accident at
work, there is, in most EU countries, a more favourable arrangement. Civil
servants have also, in most countries, more favourable arrangements than those
employed in the private sector.
At the same time there is a big difference between the formal regulations and
real experience; practice in most countries is much more favourable than the
official regulations. In many countries employees receive a top-up from their
employers for a shorter or longer period in case of absenteeism. The proportion
of workers covered by these financial contributions of employers differ from
country to country and mostly concern employees working for the bigger
137
participation; and evaluation. The case study companies show that an alternative
approach is feasible and fruitful.
Although 'hard' impact data are often lacking the analyses give a rather clear
picture of the aspects which are of importance to successfully reducing
absenteeism. These factors are closely related to criteria for health promotion at
work, as these have been discussed in previous publications of the European
Foundation (see for example Wynne & Clarkin, 1992) and are supported by
Norwegian (Andersen & Nytrf, 1994) and Dutch (Kompier et al, 1996) research
in this field. Success factors are:
systematic approach;
a co-ordinating project team;
clear tasks and responsibilities for the persons involved in the activities;
active support from senior and line management;
an active role for employees and the recognition of employees as experts;
good information and communication with all staff;
involvement of the personnel department, the company medical service or
external guidance;
involvement of the workers council, the safety, health and well-being
committee or trade unions;
a balanced package of measures and
the treatment of workplace absenteeism as a normal company
phenomenon.
Within the EU, regional differences have been identified with regard to the use
of a project team and the participatory approach. In the Southern European case
studies both aspects were less evident. The establishment of a specific project
team to co-ordinate the absenteeism and health activities does not seem to be
necessary for a successful result in the Southern countries. Southern European
case study companies mostly used existing structures in the organisation to
coordinate the absenteeism and ill health activities in the company.
The case study companies in the Southern part of Europe also had more
participation in the workplace activities by representatives, rather than direct
forms of participation. However, and in conclusion, a workplace initiative can
only be successful, when activities address specific health problems in the
company and fit into the culture of the organisation and the country.
140
7.2
Recommendations
/. Awareness raising
Absenteeism and its causes should be placed much higher on the
agenda of the EU, national governments, employers organisations and
unions. This attention should go beyond financial and economic aspects
to include health aspects (healthy workers and healthy workplaces).
The current report should be used to place absenteeism and ill health much
higher on the agenda of the major key players. Awareness of the major
economic and human significance of absenteeism caused by ill health has to be
raised. At the same time the key players should become aware of the potential
and practicality of reducing absenteeism.
This understanding should lead to improved monitoring and recording systems
for absenteeism and ill health (recommendation 2), to national action
programmes, directed at the improvement of the health of the workers and the
work environment, to reduced long-term absenteeism and to the extension of the
working life of older workers (recommendation 3.1 to 3.5) as well as to
practical activities at the workplace (recommendations 4.1 and 4.2). It is
possible that reduction of absenteeism can also have a negative effect on
unemployment in the short term, which is one of the other major problems at
this moment in the EU. However the case studies show that in the longer term
the reduction of absenteeism related to ill health increases the competitive
capacity of companies and can increase employment.
2. Monitoring systems for absenteeism and ill health
Standardised data on absenteeism and ill health need to be made
available on the national and European levels. This will make it
possible to make a proper comparison of absenteeism and ill health in
the EU, to analyze national trends in absenteeism, to assess the impact
of legislative changes and to evaluate the effects of national action
programmes.
This project has demonstrated the difficulty of collecting and using the existing
statistical information on absenteeism and disability. The available data show
great differences in levels of absenteeism and disability. They evoke questions
about the influence of specific characteristics of the social security system as
well as regarding the influence of the composition of the working population in
terms of age, gender, education, industrial sector and company size. However
141
These
The Foundation should also consider adding such questions to the European
Survey on the Work Environment. Eurostat could make possible the collection
of comparable data on absenteeism and ill health within the European Union.
The academic community could contribute to the development of standard
measures, although implementation would depend upon support from
employers organisations. It would be helpful if these standards were incorporated into management information systems. In this way more valid and
reliable data will become available, which could also be used to evaluate the
effects of national programmes.
3.1 National action
programmes
143
Some European countries such as Finland and Denmark have already initiated
programmes to maintain health during working life and to avoid exclusion from
the workforce due to reduced work capacities. In Norway the government and
the social partners agreed on a national programme to reduce absenteeism in
1991. In Portugal the government and the organisations of employers and
employees signed a historical agreement on health and safety at work in 1991.
This agreement included activities directed at the prevention of occupational
diseases and the rehabilitation and reintegration of disabled workers. In the
Netherlands a tripartite working group - composed of representatives of the
main organisations of employers and unions and representatives of the
government - was set up in 1989 to work out practical steps which might be
taken to cut down absenteeism and disability and ways to reintegrate the
partially disabled in to the workforce. These discussions are the bases of the
legislative changes in the Netherlands during recent years (see chapter 3).
Governments can support workplace health activities with financial resources
and information. Public health authorities and (health) insurance funds could
also play a role by reducing barriers in the health care system (for example
reducing the waiting lists for medical treatments). In companies which have no
relationship with occupational health services - which applies to most SMEs public health institutes could also support the introduction of workplace health
promotion activities. Insurance companies (private and public) could also
contribute by developing incentives for preventive and reintegrative activities.
Employers (including government organisations) could contribute to the
increased emphasis on health and safety at work by using only suppliers who
can demonstrate good health and safety practice. Employers and employee
organisations could use the collective bargaining process to propose workplace
health promotion activities in companies, including specific demonstration
projects.
It is possible that occupational health services (OHS) could play an important
initiating role, but this depends on some rethinking of their role. They cannot
take the lead in workplace health initiatives as long as they remain bound by the
traditional role of medical 'expert' and do not move to prevention and health
promotion on a participatory basis. Occupational health personnel would also
need additional training to organise preventive and health promotion projects
(see recommendation 3.3). OHS should start or increase cooperation with
general practitioners and other health specialists to support the rehabilitation of
144
145
programmes
147
149
health. They can learn from their different perspectives on this issue. However,
the reduction of absenteeism and ill health cannot be the exclusive responsibility
of these staff services. As argued before there is a lot of money involved in
absenteeism and ill health at the workplace, not only for the society but also for
companies. An absenteeism percentage of 6% means that 6% of working time
is lost by absenteeism and ill health. Reduction of absenteeism related to ill
health can have a great impact on the productivity and the competitive position
of the company. Furthermore many management decisions have a direct
influence on absenteeism and the health of the workers. Although there is a lack
of awareness within enterprises of the potential of many activities to influence
health (Wynne & Clarkin, 1992), particularly in relation to organisational
interventions, reduction of absenteeism and ill health should primarily be
management responsibilities. HRM and OHS could of course support
management on this issue. Management should use their knowledge and
experience when they start workplace activities to reduce absenteeism related to
ill health. Line management should be responsible for the level of absenteeism
related to ill health in their department. By incorporating measures of
absenteeism and ill health into quality and other systems, these issues could be
integrated into organisational policy and practice.
7.3
ask their suppliers for proof of their good health and safety practice
151
fund research into the costs and benefits of interventions directed at the
reduction of absenteeism related to ill health
support the development of standardized registration systems for
absenteeism
The academic community should:
play a role in the development of new models and methodologies
(especially for SMEs), in evaluation of existing prevention programmes, in the
development of monitoring systems, and in research on aspects such as costs
and benefits of specific interventions at the workplace.
The national initiatives should be supported at the European level by the EU.
This contribution could include the following aspects:
152
REFERENCES
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three-phase strategy). Sintel' IFIM, Trondheim.
Andriessen, S. & Reuling, A.H. (1992). Stimulans tot aanwezigheid
(Incentives to be present). VUGA, Den Haag.
Balcombe, J. & Tate, G. (1995). Ill-health and workplace absenteeism in the
United Kingdom: initiatives for prevention. European Foundation for the
Improvement of Living and Working Conditions, Dublin (Working Paper).
Bum, J.F. (1978). Effectiveness of an attendance control policy in reducing
chronic absenteeism. Personnel Psychol. 31, 71-81.
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Volume-effecten van het gewijzigde arbeidsongeschiktheidscriterium (Overall
effects of the modified work disability criterion). CTS V, Zoetermeer.
Bruin, A. de & Picavet, H.S.J. (1996). Health interview surveys. Towards
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(1975). Job demands and worker health; main effects and occupational
differences. Government Printing Office, Washington DC.
Dalton, D.R. & Perry, J.L. (1981). Absenteeism and the collective bargaining
agreement: an empirical test. Acad.Manag.J. 24, 425-31.
Damme, J. van (1996). Ill-health and workplace absenteeism in Belgium:
initiatives for prevention. European Foundation for the Improvement of Living
and Working Conditions. Dublin (Working Paper).
Davies, N.V. & Teasdale, P. (1994). The costs to the British economy of work
accidents and work-related ill health. Health & Safety Executive, London.
Dijk, F.J.H, van, Dormolen M. van, Kompier, M.A.J. & Meijman, T.F.
(1990). Herwaardering model belasting-belastbaarheid (Revaluation of the
model of work load and capacity). Tijdschrift Sociale Gezondheidszorg 68, 310.
Doherty, N.A. (1979). National insurance and absence from work. Econom. J.
89. 50-65.
Doukmak, B. & Huber, B. (1995). Ill-health and workplace absenteeism in the
Federal Republic of Germany: initiatives for prevention. European Foundation
153
154
155
benefits
and
absenteeism.
156
Appendix
157
158
involvement of middle management; role of steering committee (takes too much out of the
hands of rest of management and management subsequently shirks responsibility); slow
progress because of limited brief of steering committee; involvement of staff in steering
committee; prioritizing of problems difficult
- follow-up
priority given to continued increase in responsibility of management; steering committee
dissolved; measures integrated in existing organization
159
160
161
162
none
- target groups
whole company
163
164
- reintegrative activities
offering alternative work in case of sickness; return-to-work interview with line manager,
personnel (industrial relations) and trade union representative
Phase 5: Evaluation and consolidation
- effects on absenteeism
sharp fall from 9% to 2.3%
- other results
social conflict
- costs and benefits
annual benefits, etc. estimated att almost 1591 ECU pp fall in wage bill costs: strikes which
may result from absenteeism policy
- enabling factors
fear of loss of job (rotating unemployment)
- barriers
lack of clarity on monitoring and arbitration procedures; alternative work imposed
- follow-up
slight increase in absenteeism; social tensions remain high
165
166
167
168
169
170
back complaints, cardiovascular diseases and stress; physical and mental problems
- target groups
whole organization
Phases 3 and 4: Organising solutions and implementation
- procedural activities
not part of this project
- preventive activities: work-oriented
good ergonomie furniture; clean production; alert safety policy; risk inventories in order to
prevent motor system complaints
- preventive activities: person-oriented
opening of fitness centre: fitness, sport and treatment and therapy (eg physiotherapy), nutritional
advice and beauty parlour; distribution of working conditions handbook; course in defensive
driving; information on safety through newsletters and training; periodic check-ups
- reintegrative activities
physiotherapy; offer of alternative work
Phase 5: Evaluation and consolidation
- effects on absenteeism
litter and healthier workforce, longterm effects on absenteeism not measurable
- other results
of the 1800 staff 1300 make regular use of facilities
- costs and benefits
costs: overl million
- enabling factors
financial success of company; organizational culture of care for and investment in staff:
establishment of staff needs proximity of health specialists
- barriers
none, given the commitment of the chief executive
- follow-up
centre still exists, no new activities planned
171
172
173
174
175
176
177
- target groups
whole company
Phases 3 and 4: Organising solutions and implementation
- procedural activities
conditions of employment incentives like performance bonuses, no absenteeism and complying
with safety regulations (up to 20% of basic salary); devolution of personnel affairs to immediate
line managers
- preventive activities: work-oriented
management training for young managers; socio-technical design of industrial facilities
continuous monitoring: improvement of working conditions
- preventive activities: person-oriented
personal protective equipment (helmet, goggles, hearing protection); periodical examinations:
flu and hepatitis vaccinations: HIV test at commencement of employment; information on
improving lifestyle (smoking, alcohol and drugs); drug and alcohol test; company magazine:
training on occupational health and safety: cultural, sporting and recreational activities; social
facilities in the communities close to the mine
- reintegrative activities
surgery; medical care for urgent cases: treatment of alcohol and drug addiction: return-to-work
check
Phase 5: Evaluation and consolidation
- effects on absenteeism
absenteeism had been running at 3.6% (compared with an average of 9% in all business sectors
and an average of 4.5% in banking and insurance); absence due to illness and/or accidents
totalled 2.7%
- other results
number of accidents per million man-hours worked has been decreasing from 48 in 1989 io 7 in
1995: proportion of hours lost due lo accidents is now lower (13%) than in 1989 (27'7r)
- costs and benefits
benefits: compared with 7% absence through illness the savings in wages total ECU 450 pp
against costs: ECU 250 pp paid oui in bonuses: positive balance ECU 200 pp
- enabling factors
young average age of staff, many protective measures laken; staff motivated; delegation of
personnel responsibilities lo immediate line managers: corporale culture: written health policy
and yearly action plan
- barriers
too much pressure from team not lo take time off work so as not to miss bonus
- follow-up
continued
178
- company size
1266 (municipality) plus 499 (municipal waterworks)
- proportion of production staff
63% (municipality)
- proportion of women
34% (municipality)
Short description of case:
The local authority has an health and safety scheme, which is run in association with an
insurance company. This was launched in 1989 and is still a pioneering project in Portugal. The
local authority prides itself on being "the only local authority with an occupational-health
service for workers", in anticipation of legislation in the area of health and safety at work. The
unique and specific nature of this scheme lay essentially in the principles of: (i) the integration
of health care, (ii) the organization and operation of multidisciplinary teams, (iii) the
involvement of key actors, (iv) management through action schemes or programmes, (v) the
definition of a written health and safety policy, and (vi) the co-funding of activities by
insurance companies (23). Absenteeism caused by incapacity for work as a result of illness and
occupational accidents has averaged at 6.3%. The incidence of accidents at work in the structure
of absenteeism has. by contrast, been falling (2% in 1990 and 1 % in 1994). The Occupational
Health Service has not undertaken a cost/benefit study.
179
180
181
Case 16: Bormioli Rocco CaSa, glass industry (I: 1992 - 1998)
Characteristics:
- type of organization
profit: local plant
- company size
300 employees
- proportion of production staff
5/6 production staff
- proportion of women
1/3 women
182
183
184
:,'
185
186
187
188
- company size
7700 employeeslincluding 500 staff involved in project. 300 in I district)
- proportion of production staff
95% production staff
- proportion of women
74% women
189
190
191
192
193
194
195
196
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EF/97/14/EN
PREVENTING ABSENTEEISM AT
THE WORKPLACE
EUROPEAN RESEARCH REPORT
This is the first study of workplace absenteeism and illhealth to cover all Member States of the European Union.
The report describes and assesses national regulations
and statistics, documents the perspectives of government
and social partners, and reviews strategies to reduce
workplace absenteeism. The main focus of the study is
upon analysis of the experiences in leading companies
with measures to address the causes of absenteeism
related to ill-health- the key lessons for successful practice
are identified. The recommendations emphasise the need
for greater awareness, action, and analysis to respond to
the major economic and human significance of workplace
absenteeism due to ill-health.
ISBN
12-flsa-ma-b
789282"804186
L-2085 Luxembourg