Productive attendance
Measurable & Sustainable
Together, we develop a culture of leadership and collaboration that promotes productive attendance, offers guidance, and helps you achieve your goals in the long term.
The challenge in
manufacturing companies
According to the Federal Statistical Office, absenteeism in Germany reached a record high in 2024, with an average of 14.8 sick days per employee. But high absenteeism is not just a cost factor—it is often a symptom of deeper organizational problems.
Do you know this situation?
- High absenteeism rates impact your production targets and generate costs of around 450 € per day of absence.
- Employees who are present become frustrated: ‘I’m working for others’ – a growing sense of unfairness.
- There is uncertainty in the grey area between being sick and being healthy, among both employees and managers.
- Individual measures such as bonuses, health days or check-up meetings have little to no effect.
- Misconduct is tolerated too much, creating a sense of arbitrariness that weighs on the working atmosphere.
- Managers are uncertain about how to handle illness, return-to-work interview and discussions about absenteeism.
The science is clear:
“Absenteeism says something about the health of an organization, not about the health of an individual. And it says nothing about the health of those who are present.” Prof. Bernhard Badura, professor emeritus and co-founder of the Faculty of Occupational Health Management at Bielefeld University.
Systematic, multidimensional approaches have been proven to be effective—isolated individual measures have not.
Our approach goes beyond reducing absenteeism: we support manufacturing and value-adding companies in sustainably increasing the productivity and effectiveness of all those present.
Our approach
Productive attendance is not achieved through more ground rules or pressure, but through clarity, fairness, and consistent action. This is where our four-pillar model comes in:
Work safety first, quality before productivity: these priorities should provide uncompromising guidance for action. This is complemented by the pillar of collaboration as a unifying framework.
Together with employees, we analyze how existing rules are applied in everyday life and how management and teams react when agreements are not adhered to. Employees help shape how deviations are dealt with – transparently, comprehensibly, and consistently.
This creates a common understanding of the purpose of the ground rules and a willingness to comply with them consistently. This builds trust, strengthens motivation, and increases not only attendance but, above all, the productivity of those who are on site.
What you get –
measurable results
Our structured and systematic process delivers concrete, measurable results:
During our collaboration, we jointly measure the following KPIs:
Sickness rate: Target value is defined
Occupational safety: Fewer accidents and near misses
Quality: Fewer rejects and complaints
Productivity: Higher added value per employee present
Collaboration: Higher satisfaction and inspiration
Cost-effectiveness:
On average, one sick day costs €450 (including opportunity costs). The program often pays for itself through savings in salary costs of approximately €250 per day of absence.
In addition, there are positive effects on occupational safety, quality, productivity and employee satisfaction.
What we expect from you: a sincere willingness to actively join us on the path to a healthy attendance culture.
We can do that
– our services
We bring experience from numerous shop floor projects and accompany you on your journey as a partner:
- Synchronizing corporate culture and practical procedures: actively utilizing existing culture in the production area
- Secure the process and support continuous implementation: structured support from qualified and certified trainers with extensive practical experience over 9 to 12 months
- Train, coach, and synchronize those involved (depending on the situation and requirements): all management levels synchronize with each other but act independently.
- Strengthen personal responsibility and adaptability: with Janssen’s Model®
- Incorporate practical experience: experienced consultants with shop floor expertise on site, virtually, and on demand.
- Involving all stakeholders: transparent processes with management, works council, and all levels of leadership
- Raising awareness among the workforce: team workshops on safety, quality, productivity, and well-being
- Data-driven management: regular KPI tracking and effectiveness analysis, as well as providing guidelines, workshop materials, and checklists
> 28 years of experience in production
Production reality: pressure to deliver quality and quantity, shift work, large management spans, diverse teams.
Systemic and sustainable instead of individual measures
Holistic approach: We combine key performance indicators with social dynamics and leadership development with cultural work.
International
expertise
With 7 locations on 3 continents: expertise in the cultural characteristics of different regions.
Scientifically
based
Exclusive partner of the Four Rooms of Change Theory (Janssen’s Model®). Current findings from change management and leadership research.
This is how we proceed – the process
Our methodology
Our systemic capability building approach ensures that changes are not just superficial, but are deeply embedded in the organization.
It combines desire (motivation), ability (skills), and enablement (systemic support) for real transfer and long-term behavioral change.
Change processes are supported with psychological expertise using Janssen’s Model®.
What makes our approach unique
We not only reduce absenteeism, but also increase productive attendance through a systemic, culturally grounded transformation program based on Janssen’s Model®, which truly understands production. We are so confident of its success that we are willing to share the financial risk with you:
- System instead of symptoms: We combine safety, quality, productivity, and collaboration into an integrated cultural and leadership approach—instead of isolated measures.
- Double proof of effectiveness: We measure 12 months with support and 12 months without. Our system pays for itself.
- Experience in a real production environment: Our trainers and consultants have personal experience in everyday production and know the reality of the shop floor.
- Culture instead of control: Less monitoring, more leadership, fairness, and clear ground rules. Motivation through meaning and community instead of sanctions.
- Science + 25 years of shop floor practice: Research meets production experience. Evidence-based and actionable – not theoretical.
- Holistic ROI: We simultaneously improve safety, quality, productivity, collaboration, and absenteeism. A cultural and economic multiplier.
- Measurable success: In addition to traditional production KPIs, we also systematically measure employee satisfaction and inspiration.
- Works council as a partner: We work transparently and FOR the employees—this creates trust and collaboration for all involved instead of resistance.
- Scalable production program: From pilot to movement throughout the entire group. Specially developed for shift work and high spans of control.
- Success-based risk sharing: On request, we work with success-based fees. We share the financial risk and stand by measurable results.
We strengthen a culture in which productive attendance becomes a matter of course.
Measurable. Sustainable. Systemic.
Who is the program suitable for?
Primary target group:
Manufacturing companies with:
- Over 50 blue-collar employees
- Clear safety, quality, and productivity ground rules
- Shift work or team structures with shift supervisors and foremen
- Measurable key performance indicators (safety, quality, productivity)
- Noticeable or increasing sick leave
- Frustration in teams due to unfairness or inconsistent leadership
Important prerequisites:
The program is most effective when:
- Management is fully committed and willing to take responsibility.
- The framework conditions allow for impact – i.e., basic working conditions are in place.
- The approach is not intended as a means of pressure, but as a genuine development measure.
We only work with companies that are serious about moving toward a healthy attendance culture.
Once the process has been successfully implemented in one area, it can be transferred to other areas and locations. We support you with the rollout and adapt the approach to the local conditions.
This turns a pilot project into a company-wide movement for productive attendance.
Want to learn more right away?
Book a free, no-obligation appointment with Jens Witte, Shop Floor Expert, for a 30-minute exchange! Receive your appointment confirmation directly by email.
Further information
Your contact persons
Are you interested in a non-binding consultation?
Our experienced consultants are happy to assist you with our “Productive Attendance & Absenteeism Reduction” program.
Jens Witte
Consulting personnel and organizational development
Your contact persons
Are you interested in a non-binding consultation?
Our experienced consultants are happy to assist you with our “Productive Attendance & Absenteeism Reduction” program.
Jens Witte
Consulting personnel and organizational development
FAQ’s
Our approach is not just another package of individual measures – it is a systemic transformation program that combines occupational safety, quality, productivity, and collaboration on the basis of a shared culture.
Instead of control and pressure, we focus on clear ground rules, fairness, and genuine leadership – developed together with employees.
As an exclusive partner of Janssen’s Model®, we combine scientific methodology with over 28 years of shop floor experience.
We measure the impact both during and 12 months after the support period – because our goal is for the system to be self-sustaining.
The program is primarily aimed at manufacturing companies with at least 50 blue-collar employees who work in shifts and maintain measurable key performance indicators in the areas of safety, quality, and productivity.
A prerequisite is that management is seriously prepared to take responsibility and actively shape cultural change – not as a control measure, but as a genuine development program.
The accompanied program phase lasts 9 to 12 months. After that, we measure effectiveness for another 12 months without active support – because our goal is for the system to be self-sustaining.
The process includes synchronization of all management levels, team workshops, data-based KPI tracking, coaching, and training – tailored to the specific situation in the company, both on-site and virtually.
We pursue jointly defined KPIs: reduction in sick leave, fewer accidents and near misses, less waste and fewer complaints, higher added value per employee present, and increased satisfaction and inspiration within the team. Since one day of absence costs around €450 on average, the program often pays for itself through the savings in salary costs alone.
Janssen’s Model® – also known as “Four Rooms of Change” – is a scientifically based change model that describes the emotional states of individuals and teams undergoing change processes: satisfaction, inspiration, censorship, or confusion.
CONTUR is the exclusive partner of this model and uses it to specifically develop the attendance culture in companies – away from resistance and frustration, toward motivation and productive collaboration.
Our approach is not just another package of individual measures – it is a systemic transformation program that combines occupational safety, quality, productivity, and collaboration on the basis of a shared culture.
Instead of control and pressure, we focus on clear ground rules, fairness, and genuine leadership – developed together with employees.
As an exclusive partner of Janssen’s Model®, we combine scientific methodology with over 28 years of shop floor experience.
We measure the impact both during and 12 months after the support period – because our goal is for the system to be self-sustaining.
The program is primarily aimed at manufacturing companies with at least 50 blue-collar employees who work in shifts and maintain measurable key performance indicators in the areas of safety, quality, and productivity.
A prerequisite is that management is seriously prepared to take responsibility and actively shape cultural change – not as a control measure, but as a genuine development program.
The accompanied program phase lasts 9 to 12 months. After that, we measure effectiveness for another 12 months without active support – because our goal is for the system to be self-sustaining.
The process includes synchronization of all management levels, team workshops, data-based KPI tracking, coaching, and training – tailored to the specific situation in the company, both on-site and virtually.
We pursue jointly defined KPIs: reduction in sick leave, fewer accidents and near misses, less waste and fewer complaints, higher added value per employee present, and increased satisfaction and inspiration within the team. Since one day of absence costs around €450 on average, the program often pays for itself through the savings in salary costs alone.
Janssen’s Model® – also known as “Four Rooms of Change” – is a scientifically based change model that describes the emotional states of individuals and teams undergoing change processes: satisfaction, inspiration, censorship, or confusion.
CONTUR is the exclusive partner of this model and uses it to specifically develop the attendance culture in companies – away from resistance and frustration, toward motivation and productive collaboration.