Work-related suicides in Europe

The Irish Times has reported on a speech made by Dr Jukka Takala, Director of EU-OSHA, in Spain in November 2009.

“[Dr Takala] said since the publication of a recent study showing a very high level of work-related suicides by French Telecom workers, there was an urgency about getting this information. “Personally, I favour a system such as they have in Japan where the families are compensated for the suicide of a relative, and the debate has already started in this organisation and in the commission and some of the member states,…”

It is not uncommon in OHS to hear calls for further research and more research on work-related suicide is definitely needed.  (Australia has some very good work in this area.)

Caution has to be voiced on the risk that suicides be seen as the mental health version of workplace fatalities.  Research and OHS statistics often focuses on fatalities for various reasons including that the statistics are easy to quantify.  If a worker dies from being crushed by a machine, its a workplace fatality.  There is a trap in terms of suicides where the cause and effect is not so clear, or mechanical.

Only recently have workplace fatalities begun to be investigated with consideration of the social or non-work contributing factors.  If the machine operator was pulled into the machine because they were inattentive, why were they inattentive?  In terms of suicides, the agency of injury will be fairly obvious but the contributory factors could be far more complex.  And if the suicide victim has not left a note explaining the reasons for their action, it is even harder to determine “cause”.

Looking at suicides runs the risk of  not paying enough attention to the mental health issues that have not reached the suicide level.  The focus should not be researching suicides but researching the combination of issues leading to suicide.  It is a much greater challenge but is likely to have more long term benefits.

Takala’s comments about family compensation and the need to acknowledge the reality of work-related suicides gained the attention of The Irish Times because they meet the imperatives for a newsworthy angle.  Takal’s speeches at the Healthy Workplaces European Summit 2009 covered much greater territory than the Irish Times article and should be read to better understand the comment’s context.

There are hundreds of work risks that require assessment and psychosocial hazards is one of those areas.  A full list of speakers at the conference is available by looking at the program.  Abstracts of most presentations are available for download.

Kevin Jones

Managing stress the Wall Street Journal way

When a financial newspaper or website posts an article about workplace safety, it is worth reading.  The fact of such an article does not mean, though, that safety management is the focus of the story.

A 17 November 2009 article in the Wall Street Journal, ” Workers Denied Company Help Due to Stress-Related Complaints” understandably reports on new workplace stress statistics in a way attractive to its readers.  Sadly it reports on “how can the problem be managed?” rather than the next step that OHS professionals should always take, “how can this problem be eliminated?”

The paragraph that clearly illustrates this myopia is

“Companies are now faced with critical decisions over how to tackle stress. The first step, according to Dr. Wright, is to provide workers with access to a dedicated help line service. “Picnics, parties … those things are nice to have when the times are good, but it is the fundamental things – like making sure your role fits your skills and having the support of your manager – that matters the most now.”

A help line as a first step?  The article is full of statistics that illustrate the reality of the hazards.  Talking to a sympathetic counselor throws the responsibility (blame?) onto the individual and away from the organisation.

Earlier in the article Aviva’s Dr Wright said that workers are

“…being pushed to work harder, longer hours, in roles they are often not trained for…”

He acknowledges that workload and excessive hours is a contributory factor but makes no recommendations for changing these hazards.  Dr Wright accepts the traditional wisdom that harsh economic times leads to these pressures and individuals must cope, with some assistance from the employer.

It is probably unfair to expect the Wall Street Journal to publish an article that proposes fundamental change to the corporate order on the basis of valuing the mental health of employees.  But OHS professionals and advocates, those speaking from a position of independence, must keep reminding business, and (sadly) some OHS regulators, that long-term sustainability will only come from valuing the workforce as human beings and not as cogs in the race for executive performance bonuses.

Kevin Jones

Below is a list of links to some of the reports mentioned in the WSJ article.

National Institute for Health and Clinical Excellence

Aviva UK Health of the Workplace 2009 (report not found)

Chartered Institute of Personnel and Development

Global OHS statistics and trends

It is very easy to forget that workplace health and safety is a global issue.  The pressures of work and the daily OHS issues can constrict our perspective for so long that we are surprised when we are reminded that people work everywhere and are therefore in danger in some way.

An article (citation below) from the  Scandinavian Journal of Work, Environment & Health released online on 12 November 2009 is just one of those reminders that we need every so often.  The article is called “The global and European work environment – numbers, trends, and strategies” and says

“We have estimated that globally there are 2.3 million deaths annually for reasons attributed to work.”

For the statistics junkies, the article goes on to report that 1.95 million of the annual deaths are due to illness and

“The average rate of disability and absence from work can be some 25% of the workforce in Europe.”

“The biggest causes of work-related illness in Europe are musculoskeletal diseases and psychosocial disorders (mental health)….”

“Work-related stress….affect(ed) an estimated 22% of EU workers in 2005…”

By looking at a variety of statistical records, the authors conclude that

“In the present political situation and serious economic downturn, legal measures need to be supplemented with economic justification and convincing arguments to reduce corner-cutting and avoid long-term disabilities, premature retirement, and corporate closures due to a poor work environment.”

The relationship between fatalities and other outcomes of work injuries and illnesses

The researchers advocate an integrated approach to managing safety in a workplace and list a “toolbox” of suggested areas.  Many of these are already in place in many management systems.

This sort of global data is not going to change the management or operational practices in individual workplaces.  That change will mostly come in response to site-specific events or initiatives.  Governments need to know these statistics and trends so that they may plan strategic programs or structure their legislation but it is equally important for citizens and OHS professionals to be aware of this data for it is the citizens who hold governments accountable.

Kevin Jones

Takala J, Urrutia M, Hämäläinen P, Saarela KL. The global and European work environment – numbers, trends, and strategies. SJWEH Suppl. 2009;(7):15–23.

How to make positive training programs attractive to OHS professionals

Yesterday’s article on positive training programs and behaviour-based safety (BBS) has generated a great deal of interest and attention.

The article’s title should maybe have specified the “OHS context”.   Like with Return-To-Work, OHS professionals need BBS and positive training to be explained to their understanding so they see how it fits with their own safety management systems.    They need to have their own “light-bulb moment on the relevance of the training not be convinced of the need by a sales person.

HR professionals may be more receptive to positive training concepts because they are more familiar with the psych babble but OHS still has engineering as the basis for the profession.   Only in the last 10 years have OHS professionals accepted (not universally) the legitimacy of psychosocial hazards and that, primarily, because the OHS regulators released guidance on the hazards.

Don’t try to apply leadership and training to OHS through HR because the jargon confuses.  Introduce yourself to some OHS people and listen to them talk of their profession.  Research the attitudes of the OHS people directly.  Do not rely on external research surveys as it is more important for you to understand OHS people than for a survey to report “47% of OHS professionals think resilience training programs are twaddle”.

Once you have listened, go personally to other OHS professionals and practitioners with training programs that can be readily integrated into safety management systems.  Don’t expect your potential clients to exert effort to understand you, it’s your job to understand them.

And don’t expect a quick decision.  Good OHS professionals will ask their colleagues and peers what they think of your programs and concepts before getting back to you.  They may even approach their OHS associations for an opinion.

iStockphotos evangelist

Past approaches to OHS professionals on BBS and similar training have been embarrassing.  One notable BBS advocate from the US spoke around five years ago to about 400 OHS people in Australia.  At morning tea time around half left the (expensive) seminar convinced that BBS was a crock.  That advocate is still highly regarded in the US but Australians just didn’t “get it”.

Slapping up a couple of pictures of the Sydney Opera House in a presentation, or  walking the room like an evangelist, does more harm than good.  Come prepared and prepared to listen and the OHS professional may “get it”…..even just a little bit.

Kevin Jones

Behavioural-based safety put into context

Yesterday Associate Professor Tony LaMontagne spoke at the monthly networking meeting of the Central Safety Group in Australia.  His presentation was based around his research into job stress and its relationship with mental health.

LaMontagne was talking about the dominant position in personnel management where negative thoughts generate a negative working environment, one of stress, dissatisfaction and lower productivity.  SafetyAtWorkBlog asked whether this was the basis for many of the positive attitudinal programs, or behaviour-based safety programs, that are frequently spruiked to the modern corporations.

He said that this was the case and that such programs can have a positive affect on people’s attitudes to work.  But LaMontagne then expressed one of those ideas that can only come from outside an audience’s general field of expertise.  He said that the limitations of such programs are that they focus on the individual in isolation from their work.  He wondered how successful such a program will be in the long-term if a worker returns from a “happiness class” to a persistently large workload or excessive hours.  The benefits of the positive training are likely to be short-lived.

This presented the suggestion that positive training programs, those professing resilience, leadership, coping skills and a range of other psychological synonyms, may be the modern equivalent of “blaming the worker”.  The big risk of this approach to safety is that it ignores the relationship of the worker with the surrounding work environment and management resources and policies.  Even the worker who is furthest from head office does not work in isolation.

It is unclear what the positive training programs aim to achieve.  Teaching coping skills provides the worker with ways of coping with work pressures, but what if those pressures are unfair or unreasonable?  What if those pressures included bullying, harassment, excessive workloads?  Will the employer be meeting their OHS obligations for a safe and healthy working environment by having workers who can cope with these hazards rather than addressing those hazards themselves?

Professor LaMontagne reminded the OHS professionals in attendance yesterday that the aim of OHS is to eliminate the hazards and not to accommodate them.  He asked whether an OHS professional would be doing their job properly if they only handed out earplugs and headphones rather than try to make the workplace quieter?

Recently SafetyAtWorkBlog received an email about a new stress management program that involves “performance enhancement, changing the way people view corporate team dynamics”.  Evidence was requested on the measurable success of the program.  No evidence on the program was available but one selling point was that the company had lots of clients.  This type of stress management sales approach came to mind when listening to Professor Montagne.

When preparing to improve the safety performance of one’s company consider the whole of the company’s operations and see what OHS achievements may be possible.  Think long-term for structural and organisational change and resist the solutions that have the advantage of being visible to one’s senior executives but short on long-term benefits.

And be cautious of the type of approaches one may receive along the lines of programs that can change

“…high performance habits so employees can operate at 100% engagement and take their achievement to the next level while achieving a healthier culture in the workplace”.

Kevin Jones

Note: Kevin Jones is a life member of the Central Safety Group.  The CSG is just finalising its website (http://www.centralsafetygroup.com/)where information of forthcoming meetings will be available.

The personal cost of surviving a major hazard explosion

As one gets older, the “where are they now?” columns in the newspapers or the summer magazine supplements become more interesting.  The articles of faded pop stars and political one-time wonders are diverting but every so often one makes you stop and think.

OHS is not renowned for “where are they nows?”.  The discipline and the profession has few celebrities but there are important people.  One such person is Jim Ward.  Jim’s story is long and involved but he came to the public’s attention as a survivor of the 1998 gas explosion at the Esso gas plant in Longford Victoria.  The blast, which killed 2 workers, crippled the State’s gas supply for almost 2 weeks.  A Royal Commission was held into the disaster.

Usually a worker’s evidence may be reported on for a day or two in such an investigation but Jim Ward became more than that primarily due to the attempt, according to some, by Esso Australia (a subsidiary of ExxonMobil) to scapegoat Jim.  This attempt was roundly condemned in the Royal Commission.

Pages from AMS_Post_Traumatic_StressIn the Australasian Mine Safety Journal, Jim Ward has written a short personal account of what happened that day but, more importantly, how that day has changed his life.

After the failure of steel exchanger and before the fatal explosion, Ward writes:

“I raced to a doorway and looked out into the gas plant where I saw a thick white fog rolling down the walkway. This white fog was a cloud of vaporised hydrocarbon. Gas – highly flammable gas.

Out of the fog stumbled two zombie-like creatures. Two men – blackened from head to toe. They were covered in soot which had been blown from the inside of the huge steel exchanger when it violently ruptured. They had their arms out in front of them trying to feel their way through the fog, blinking as if trying to catch some daylight to help guide them to safety.

Over the roar of the jet–engine–like sound of gas spewing into the atmosphere I yelled – I yelled at them to get into the control room. Into the control room and to relative safety. Ninety seconds later the gas found a source of ignition and a second, much louder explosion shook the control room building again.

What followed from that moment on was sheer unadulterated terror.”

In his article he goes on to explain the psychological impact of that day and the diagnosis of his post-traumatic stress syndrome.  Ward rightly points out that mental health is poorly understood in the workplace.

Many employers are satisfied if they get through a single day without a problem or complaint but silence is not compliance and there may be mental health issues that require attending to even though they are difficult to identify.

Ward’s article is a timely reminder that the measurement of a successful OHS management system or a more personal “safe system of work” has changed and that business needs to scrutinise OHS auditors on the mental health assessment criteria.

Perhaps, most particularly to Australia, it is necessary to gauge OHS laws through contemporary hazards, such as mental health.  The law will exist for decades and need to be able to adapt to emerging hazards, many of them not coming from the physical.

His article also means that workers need to consider colleagues as more than just colleagues and look to their humanity.  In the past many of us are inclusive and dismissive when we refer to someone as a work mate.  People are more than that.

It may be, as this article is written on 9 November 2009, that Jim Ward’s message has already been learnt by the survivors and emergency workers of the World Trade Center from 2001.  But for many outside the United States it is also two days before Armistice Day, the end of the World War which really brought  shell-shock or combat stress reaction and post traumatic stress disorder to the public mind.

When remembering the fallen in war and work we should also ask “where are they now?”

Kevin Jones

More on leave retention and mental health

The research statistics quoted in an earlier blog article have finally been located.

Page 1 from Research dataIt is important to understand the limitations of the study.  Firstly, these are not statistics from the Australian Bureau of Statistics so they do not have the same weight as the regularly issued Labour Force statistics.  It would be great if the government began collating this useful economic and business information.

The data released by Tourism Australia also does not include owner-operators or part-time employees.  Part-time employees account for over 3 million Australians out of a total population of 22 million*. That seems a large number to leave out of the calculation.

Nor does the study include any annual leave that does not involve travel.  So if one takes annual leave and recuperate in one’s backyard for four weeks or some quality time with the kids, this is not included.

These restrictions alone show that official statistics on leave use and retention are needed.

The Research Data has some comments specifically about the workplace

“There is a consistent and widespread perception that leave is harder to take than it used to be. Two separate shifts have contributed to this feeling: that it is harder to take time off from work and that it is more difficult to plan holidays.”

Whether it is harder to plan holidays is not relevant to SafetyAtWorkBlog but why is it harder to take time off from work? It is unclear if this is a perspective of the employee or the employer. What is easier to accept is that

“Organisations were no longer seen to factor leave-taking into employee workloads, but expected people to work 52 weeks per year.”

From an OHS perspective this is unforgivable, unhealthy and unsafe. Any companies that do this are breaching their OHS obligations of providing a safe and healthy working environment.

“People are shifting into ‘work addiction’ behaviour irrespective of how they feel about it. They’re working longer hours and are under pressure to perform. Despite a higher consciousness of the importance of work/life balance, many believe things are going in the other direction.

Rather than the onus of planning leave being on the organisation as in the past, it was viewed that this has shifted to the individual. Whereas many organisations used to have cover for people going on leave, it was seen that it is now the responsibility of individuals to organise their workloads if they want to take leave.”

Further research on what caused the change of attitude would be fascinating. It is suspected that the survey frenzy generated by the global financial crisis may be showing results soon on this issue.

What the research data indicates is that there may be “employers of choice” and one’s awareness of work/life balance is high but the reality is vastly different.   There may be financial, organisational and career barriers to achieving some form of stability in mental health and productivity.  What is undeniable is that having leave from work is as important for one’s mental wellbeing as sleep, and to neglect either is not healthy or productive.

What we need is hard and authoritative evidence so that those who motivate change can do so from a position of authority rather than from impressions.

Kevin Jones

*As with all statistical calculations in SafetyAtWorkBlog, please verify them from the original data. (Arts graduates can describe “alliteration” but can’t count very well) If wrong, please advise us immediately.

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