Absenteeism as a Development Challenge for the Region

The SAŠA Development Agency, under which the SAŠA Just Transition Centre operates, held the first of two interconnected professional workshops titled “Best Practices for Managing Absenteeism” on April 21, 2026 , in the lecture hall of the Paka Hotel in Velenje . The event, organized by the Savinja-Šaleška Chamber of Commerce in collaboration with the company Invel, is part of a broader program in which companies, the healthcare system, and management in the SAŠA region are addressing the challenges of rising sick leave and the need for systemic changes in the field of occupational health.

The first workshop in 2026 was dedicated to sharing experiences, understanding the causes of absenteeism, and identifying organizational practices that can help reduce it. The second workshop, scheduled for June 5, 2026, will focus on developing concrete, measurable, and practical solutions for companies in the region.

REGISTRATION: Click on the LINK to register. The detailed PROGRAM can be found HERE.

Opening of the event and introductory remarks

The event was opened by Rok Plankelj, director of the Savinjsko-Šaleška Chamber of Commerce, who highlighted the challenges of absenteeism in recent years and emphasized the importance of collaboration among companies and the active role of management in strengthening the Savinjsko-Šaleška Region’s performance. In his address, he also highlighted the need for awareness-raising at the national level.

The keynote speaker at the workshop was Aleš Bizjak, M.A., Chair of the Strategic Council for Health at the Chamber of Commerce and Industry of Slovenia (GZS), who presented to participants the concept of managing absenteeism through the lens of leadership, organizational culture, and management accountability. He pointed out that absenteeism is becoming a “serious obstacle to the development of the Slovenian economy” and that “systematic, responsible, and data-driven management of sick leave” is essential.

Absenteeism as a Reflection of Organizational Culture

It was emphasized several times during the discussion that absenteeism is not merely a health-related phenomenon, but often a reflection of organizational culture, the quality of communication, and leadership style. Participants agreed that relationships, communication, and management accountability are key factors in creating a healthy and stable work environment. It also states that “sick leave is a reflection of day-to-day decisions and behaviors within companies.”

Special emphasis was placed on the role of management, which must actively respond to changes, understand its responsibilities, engage in continuous learning, and implement innovations that support employees. Management plays a key role in ensuring employee well-being and a sense of belonging, as well as in establishing clear and fair rules.

The Employees’ Perspective: Inclusion, Fairness, and Stability

Employees want to be involved in decisions that affect their work and working conditions. Clear communication throughout the hierarchy is important, as is ongoing monitoring of the effects of measures and establishing routines that provide a sense of stability. Employees identify “a fair and equitable environment where the rules are clear, understandable, and consistently enforced” as a key value.

Best Practice Example: Poclain Hydraulics d. o. o.

One of the central parts of the workshop was a case study presentation on Poclain Hydraulics d. o. o., a company that addressed rising absenteeism in a systematic and responsible manner. The company:

• set clear goals,
• precisely defined responsibilities at all management levels,
• strengthened communication with employees,
• stabilized the situation and strengthened trust within the team.

It was emphasized that sick leave is not solely the responsibility of the human resources department, but primarily that of management, which must understand the facts, respond to them quickly, and take action.

Data and Trends in Absenteeism: Alarming Figures

During the discussion, a number of statistics were presented that highlight the seriousness of the problem:

• The average number of calendar days lost per employee is 21–29%;
• The highest rate of absenteeism is in the public sector;
• the frequency of sick leave rose to 279 absences per 100 employees in 2024, which is 93% higher than in 2015;
• Absences due to caring for a family member are three times higher than in 2015;
• absences due to injuries remain constant, even though they should be decreasing due to increasing automation of production processes and improved ergonomics;
• infectious diseases are reportedly on the rise;
• On average, the duration of sick leave for musculoskeletal disorders has increased by 2 days;
• Younger generations have longer sick leaves than older ones.

Participants wondered whether we are “really getting sicker,” since data on infectious diseases do not confirm the increase indicated by sick leave figures.

Non-health-related factors: psychological safety and organizational culture

Psychological safety is one of the key non-health-related factors that influence absenteeism. It is strengthened by fair responses to violations and by consistently addressing problems. Organizational culture is built within a company in response to external influences and cannot be imported from outside. “No one from the outside can build a culture. Employees build it themselves by setting an example.”

Leaders must be present among the people, because “the truth about problems lies on the ground, not in reports.” As an interesting example of organization, the “Kings of the Street” model was highlighted, in which a volunteer organization successfully establishes clear rules and structure even in very challenging circumstances.

Management Responsibility: Between Fault and Responsibility

The workshop highlighted the difference between management’s responsibility and management’s fault. It was emphasized that management is not to blame for all external circumstances that affect work processes or absenteeism. However, it is responsible for its response, for how it manages situations, and for creating conditions that reduce risks and foster a stable work environment.

Management accountability thus refers to the ability to take appropriate action, monitor the situation, identify problems in a timely manner, and make decisions that contribute to the smooth operation of processes and the well-being of employees—regardless of whether the challenges arise within or outside the organization.

System Changes: Movement Regime, SPOT, and Mandatory Inspections

Participants discussed the new classification of activity levels during sick leave and the upcoming automation of communication between healthcare providers and employers via the SPOT portal.

Today, April 24, 2026, the ZZZS General Assembly adopted an amendment that tightens the conditions for the payment of sick leave benefits. An insured person must be examined in person by their chosen primary care physician no later than the fourth day after the start of sick leave. Before a primary care physician submits a request to the Health Insurance Institute of Slovenia (ZZZS) to extend a patient’s sick leave for the first time, the physician must must be reviewed. The checkup will be mandatory for every insured person who is in more than twice in three months on short-term sick leave. The insured person must no later than the next business day outpatient clinics of their primary care physician to report the reasons for their sick leave. Exceptions will include hospitalization and inpatient spa treatment. Participants will be able to learn more about the details at the second workshop on June 5, 2026 (LOGIN).

New rules regarding mandatory medical examinations are also being drafted. The Health Insurance Institute of Slovenia (ZZZS) proposes that insured persons must be examined in person no later than the fourth day after the start of their sick leave. The reason for this is an increase in sick leave cases that were approved solely on the basis of an electronic message without an examination. The examination will also be mandatory for insured persons who are on sick leave three or more times within a three-month period. Before a primary care physician submits the first request to the designated ZZZS physician (e.g., to extend sick leave beyond 30 days), they must examine the patient. The goal is to ensure a more well-founded assessment of the need for continued absence from work. This is a measure through which the ZZZS aims to reduce frequent short-term absences. The examination will not be mandatory in cases where it would not contribute to treatment or would be pointless, such as hospitalization, recovery from surgery, intensive chemotherapy or radiation therapy, or the risk of transmitting an infection. In these cases, the doctor will make a decision based on the medical records.

The Role of Leaders: Communication, Consistency, and Empowerment

Managers play a key role in reducing absenteeism. They should not be subordinate to employees but should work with them as partners. A normal rate of sick leave in a company is 4–5 percent; a higher rate indicates a problem. Intimidating employees with disproportionate sanctions is not effective, as the problem is often limited to a small portion of the workforce.

Key elements of effective leadership include:

• clear responsibilities throughout the hierarchy,
• planning, monitoring, and goal-setting,
• an information system,
• direct communication from top management,
• the use of a company confidant,
• data analysis and identification of seasonal patterns.

Managers must know how to communicate effectively, ask the right questions, and ensure that all employees are treated equally.

An Example of Routine Meetings: The SQCDP Method

Mr. Bizjak also presented an example of best practice involving routine daily meetings based on the SQCDP principle (Safety, Quality, Cost, Delivery, People). He emphasized the importance of reiterating the rules and returning to the basics of leadership, which must include both technical and soft measures. Managers must be approachable, and employees must feel that they can speak openly with their manager.

Conclusion and Outlook

The first workshop confirmed that open communication, employee engagement, and a clearly guided organizational culture are the foundation for long-term reduction of absenteeism. Key changes begin when everyone takes responsibility within their own sphere of influence—management through example and decision-making, and employees through active participation and trust in shared agreements.

The event was organized by the SAŠA Development Agency – SAŠA Just Transition Centre, and carried out by the Savinja-Šaleška Chamber of Commerce in collaboration with Invel d. o. o. The findings of the workshop will serve as the direct basis for a second workshop to be held on June 5, 2026, where concrete recommendations for companies in the region will be formulated.