Work promotes health: a new approach to absenteeism
Work promotes health. This philosophy underpins Royal A-ware's updated absenteeism policy, introduced in 2025 to create a uniform approach across the organisation with a focus on prevention. When absenteeism cannot be prevented, the emphasis shifts to supporting employees in their return to work by focusing on what they can do, rather than what they can no longer do.
The policy outlines how Royal A-ware aims to prevent absenteeism, clarifies expectations for managers and employees, and details available support. With this policy, we aim to reverse the trend of rising absenteeism levels, says HR Project Manager Marjolein Willems.
‘Absenteeism has slowly crept up over the last few years, signalling that we needed to change our approach. One that is consistent for all employees, whether they work at the office or in our production facilities.’
Managers as first line of support
Managers play a crucial role. ‘We are providing managers with the training and support they need to have open and honest conversations with employees when they suspect something is wrong,’ Marjolein explains. ‘That isn't always easy, but showing concern goes a long way in preventing absenteeism. Managers now also have the tools to take the next step.’
One of those tools is mental health support from psychologists through online platform OpenUp. ‘We know that absenteeism is often related to mental health issues. Reasons vary: they include being an informal caregiver for a family member, work-life balance or issues at home. Employees can make an appointment to talk with and get help from a psychologist. Anonymously and free of charge. Importantly, given our international workforce, coaching is available in 25 languages.’
Supporting return to work
When absenteeism cannot be prevented, external case managers and occupational health advisors provide an extra layer of support. ‘They follow up with the employee to see how they are doing and offer support. They also look at possibilities for employees to return to work in some capacity, for example with adjusted schedules or responsibilities.’
The policy outlines expectations for absent employees too. ‘About staying in touch, for example, with regular check-ins. Keeping that connection is important. The longer someone is out of touch, the harder it becomes to return to work.’
Absenteeism down
There are early signs the policy is having an impact, with absenteeism down compared with 2024. The goal is for absenteeism to be in line with or lower than the industry average. In 2026, new tools will be introduced, such as consultations with a workplace physiotherapist. These are important instruments in addressing absenteeism, Marjolein explains. So is creating a culture where it's normal to talk about health and well-being. ‘We encourage all employees to reach out when they need help. We are here to support you.’
