Wincanton reduces sickness absence by 10,000 days

Abstract

PurposeThis paper aims to demonstrate how supply‐chain company Wincanton has reduced sickness absence, improved productivity and heightened morale.Design/methodology/approachDraws upon the experience of Wincanton's sickness absence management program, driven by the partnership between the HR department, Wincanton employees and absence‐management specialist active health partners (AHP).FindingsDescribes the significant variation in staff‐absence levels across different sites and types of work contract and the detrimental effects of such absence on Wincanton's performance. The company selected an absence‐management service led by nurses in order to provide effective, timely medical advice, encouraging staff to take responsibility for their health while at the same time facilitating a prompt return to work.Practical implicationsShows how taking an active approach to staff absence and aligning reporting systems to identify and share good practice have had a positive impact on staff morale, productivity and profitability.Originality/valueHighlights a significant reduction in average absence figures per employee and cost savings for the business.