Tanja Kocbek for HR&M: Inside Adacta’s Path to the Healthy Place to Work Certification

Adacta is the first Slovenian company to receive the international Healthy Place to Work (HPTW) certificate, thus taking an important step in the strategic management of its employees' health and well-being. We talked about why they decided to take this step, how the whole process went, and what the certificate means to them with Tanja Kocbek, head of the HR department at Adacta.

"We wanted honest feedback from employees and insight into how they feel with us," says the interviewee. With the help of the HPTW methodology, which covers the areas of purpose, Mental Resilience, Connection, and physical Health, Adacta received recognition for their past practices, but above all, a signpost for future activities.

We spoke with Tanja about how Adacta approaches care for well-being in practice, what role leaders have in this, why employee response is of key importance, and what, in her opinion, the ideal employer of the future should be like.

Adacta is the first Slovenian company to obtain the Healthy Place to Work certificate. What motivated you toward this certification, and what does this achievement mean?

The acquisition of the Healthy Place to Work (HPTW) certificate was motivated by the desire to have a globally recognized confirmation that would include all our offices and have international weight. Until now, we had participated mainly in different local surveys and initiatives to measure employee satisfaction and well-being, but we felt the need for a unified, global approach that would give us a more holistic picture.

When we found out that a survey on employee well-being is required to obtain the certificate, we accepted it immediately – after all, who wouldn't want to hear how employees really feel? The survey itself, led by an independent organization, is based on four key pillars – Purpose, Mental Resilience, Connection, and Physical Health – and gave us an in-depth insight into organizational culture and well-being.

The certificate recognizes our work so far and commits us to continuing to invest in people, their well-being, and a connected organizational culture. It confirms that we are on the right path and carries with it a responsibility to upgrade this level of care and awareness about the importance of health in the workplace. 

How did you approach the certification process? What key steps did you have to carry out?

As the project lead, I first took on some initial, more administrative steps, arranging necessary documentation and establishing cooperation with the HPTW organization. A good leader includes their team  from the very beginning. Hence, they know the entire process and can more easily contribute to the final picture when their expertise is needed.

Together, we reviewed all the questions that would be included in the employee survey. The HPTW methodology is based on standardized questions but understandably allows for some adjustments, especially when the company operates in several countries and cultures. This allowed us to adapt specific questions slightly. Hence, they covered all our employees regardless of which office they were in.

Our first goal was not the certificate itself but honest feedback from employees.

Then, we prepared a complete list of all employees from various departments and locations, and together with HPTW, we tested the survey's technical implementation.

A crucial step that happened even before the official start of the survey was its promotion. It was necessary to explain to employees what the HPTW certificate is, why we are entering into this process and what we want to achieve with it – primarily, that we want to hear their voices and understand their experience in the company. When the survey was shared with our employees, it was available for about two weeks. During this time, we, together with the global HR team and leadership, actively encouraged participation, monitored response rates and regularly communicated to achieve the highest possible response rate.

Our first goal was not the certificate itself but honest feedback. We wanted real insight into how people feel about us. During the results presentation, we found out that in addition to high participation, we also met the conditions to obtain the certificate, and the joy was immense.

How did employees feel about acquiring the certificate? Did you notice any concrete impact on the company culture?

We received the certificate with pride, as it is the recognition we achieved together, as a team. Although we first shared the news virtually through our internal communication channels, we also wanted to symbolically mark this moment. In Ljubljana, we organized a photo shoot with the certificate for social media promotion. Only a small part of the team is in the photo. Still, more than 300 people from different countries stand behind us, and their contribution was key to such a positive result.

High participation in the survey confirms that our colleagues took this process seriously and engaged with it on a large scale. More importantly, now that we have clear insights, we are actively working on areas where we saw room for improvement. Culture does not change overnight, but each concrete step, based on employee feedback, contributes to a healthier and more connected work environment.

Our colleagues most strongly felt that their voice matters and that the certificate is not merely a snapshot of the company's past but a basis for a future we are building together.

How do you systematically deal with employee well-being? Which areas are most important to you?

At Adacta, we are aware that employee well-being is crucial for long-term company success. Therefore, we approach it systematically and strategically – not as a set of individual activities but as part of our organizational culture.

The HPTW certificate results gave us a structured framework for thinking about health in the workplace—not only physical but also mental, social, and even purposeful. Based on the survey results, we formed concrete goals and measures covering these four key areas: mental well-being, employee connectedness, physical health, and sense of purpose and belonging.

Recently, we've particularly focused on leadership development, support in employee career growth, and establishing open communication. We introduced a new performance and development management system – My Career at Adacta, which enables more structured conversations between employees and managers and better visibility of advancement opportunities. We also ensure good information sharing and employee inclusion through internal channels, regular meetings, and local initiatives.

It's also important to us that activities are adapted to the needs of each team or location. What works in Slovenia does not necessarily work in Germany, Serbia, or the Netherlands. That's why we have local ambassadors who help transform initiatives into concrete actions in their environments.

In short, employee well–being is not just something we talk about in theory but something we live every day through small but consistent steps.

How do leaders contribute to building a culture of well-being? What is their role in implementing these practices?

We know that culture is built where daily collaboration happens – within teams. That's why we strive for leaders to not only be operational implementers of change but also role models – in how they communicate, listen, support employees, and foster an open, respectful environment. It is important to us that they understand that well-being is not separate from results but goes hand in hand with them. In implementing new practices, leaders are actively involved, both in goal communication and consistently monitoring their teams' well-being. We also regularly involve them in internal workshops and meetings where we build their awareness about psychological safety, team connection, and emotional intelligence in leadership.

Leaders are actively involved in implementing new practicesin goal communication and in consistently monitoring their teams' well-being.

We know it's a process, so we don't expect perfection, just presence, engagement, and a willingness to learn. Our goal is that every leader understands they do not lead projects but people. 

Do you notice a direct link between employee well-being and business success? Can you share a concrete example?

Employee well-being undoubtedly affects many factors connected with business success—from engagement and collaboration to innovation and team efficiency. Investing in well-being creates a positive work atmosphere, better relationships among colleagues, and greater trust, which, in the long term, contributes to stability and better goal achievement.

Although it is sometimes difficult to measure a direct correlation in numbers, we notice that in teams where relationships among employees matter, day-to-day work runs more smoothly, responses to changes are more constructive, and a culture of responsibility and belonging is easier to build.

How is investment in well-being reflected in employee engagement or reduction of absenteeism?

Investment in employee well-being is most reflected in their engagement—participation and communication are, therefore, key indicators of their attitude toward the company. An explicit confirmation of this was the 15% increase in response to the HPTW survey—from 68% in 2023 to 83% in 2024. This proves that employees recognize the importance of such initiatives and believe their voice is truly heard.

Care for well-being is not something that can be measured overnight. Still, in the long term, we notice that open communication, psychological safety, and support from leaders build trust and belonging. Employees believe more in the shared vision and overcome challenges more easily, which is also reflected in less so-called "silent dissatisfaction," which is often not documented in analyses but strongly impacts culture.

It is difficult to make a direct link between a single initiative and lower absenteeism, but we believe that an organization in which people feel heard, appreciated, and supported encourages a more responsible and healthier attitude toward work. Our goal is not just reducing absence but creating an environment people like to come to and in which they can build a future.

What was the biggest obstacle in introducing well-being practices, and how did you overcome it?

The biggest challenge was achieving high participation in the survey. Our first task was to clearly tell employees that this is not just "another survey" but a tool with which we want to understand their rounded experience and feelings within the company. We needed their trust and honest answers. Otherwise, the whole process would have no real effect.

Once we had the data, implementing improvements was easier than one might think. Of course, we faced limitations here and there. Nevertheless, we found creative and accessible solutions that affected all employees concretely.

Another critical challenge is understanding that changes take time. We have strong leadership support and many good ideas. Still, sometimes it's necessary to take a step back, wait for the right moment, and introduce changes gradually—with feeling and sustainability.

How will you further upgrade your activities in employee well-being?

We see employee well-being as a dynamic process, so we want to continue upgrading it. At the forefront of our plan for this year is the formation of a clear and transparent career development program, with which we want to give employees better visibility of opportunities within the company and support them in achieving their career goals.

In addition, we will upgrade the recognition and reward program because we know how important it is that individuals' efforts, contributions, and successes are properly noticed and praised—not only formally but also personally.

Special attention will also be given to mental health, where we plan additional activities and support mechanisms accessible to employees in all our offices. From training for leaders to individual support and awareness-raising initiatives, we won't care for mental health to be as self-evident as physical safety at work.

Our goal is that every employee feels they have space for growth, that they are heard, and that they work in an environment where they can develop as professionals and as people.

In your opinion, what should the ideal employer of the future be like when discussing a healthy work environment?

An ideal work environment is not perfect. But it is a space where things move in the right direction. Where nothing is ignored but addressed. With respect for employees and their time, employees will also respect the company's vision and management decisions.

The ideal employer of the future understands that employee well-being is a long-term investment and not a temporary fashion trend. Who doesn't make changes because it is expected but because they believe that good ideas start with happy employees.

It is essential that the company knows what it wants and can transfer its vision and priorities to the employees. Clear expectations, open communication, respect for time and the ability to admit when something doesn't work are key. We value these things today and will value them even more in the future.

A healthy work environment is mainly one where things are well organized, communication is clear, and relationships are respectful.