Make it a strong one – policy that is
August 1st 2008

When it comes to alcohol and the workplace, a clear policy leaves less room for misunderstanding than an informal 'understanding,' says British Safety Council chief executive Brian Nimick Alcohol misuse at work is becoming a common issue and should be everyone's concern. Not only can it lead to serious consequences for health and safety, but it can also have a significant impact on a company's performance.

The Health and Safety Executive estimates that up to 14 million working days are lost each year due to alcoholrelated problems, costing British industry an estimated £2 billion each year. In 1994, ninety per cent of personnel directors from top UK organisations surveyed stated that alcohol consumption was a problem for their organisation.

Furthermore, employers who knowingly allow staff under the influence of alcohol to continue working when it could place people at risk can face prosecution.

Equally, individual workers have a legal duty to take reasonable care of themselves and others who could be affected by their actions. Employees who continue working while under the influence of alcohol can rapidly become a hazard to themselves and others, for example when driving vehicles or operating dangerous equipment.

A prudent solution would be to apply a very stringent alcohol limit, as drinking even small amounts of alcohol before or while carrying out work that is 'safety sensitive' can increase the risk of an accident. Evidence shows that even at blood alcohol concentrations lower than the legal drink/drive limit, alcohol reduces physical co-ordination and reaction speeds.

Alcohol misuse can lead to a host of additional problems that can affect the business, including:

• Loss of productivity and poor performance

• Lateness and absenteeism

• Safety concerns

• Effect on team morale and employee relations

• Bad behaviour or poor discipline

• Adverse effects on company image and customer relations

• The indirect consequences of an accident also have to be considered. Lost licences, or worse accidents involving innocent parties, will have to be dealt with which is not only detrimental to a company but could involve hefty insurance payouts.

But it's not just drinking during working hours that can put people at risk – firms also need to know if workers are drinking during breaks or before coming on shift.

One solution to address the issue would be to draw up a written workplace alcohol policy to identify whether alcohol misuse is creating a safety risk, and put in place measures to address the problem. This approach has many advantages, for example leaving less room for misunderstanding than an informal 'understanding'. Such policies should clearly state the responsibilities of the employer, staff and associates such as contractors or suppliers. It should include a statement identifying what constitutes the misuse of drugs and alcohol and any restrictions and prohibitions on the consumption of alcohol or use of drugs, including a cut-off rate and which drugs are considered under the policy.

Clear ownership of the policy from the organisation's leadership should also be evident. Communication will be important and may include wallet cards, posters, team meetings and use of a company intranet to ensure the fullest understanding of the policy and rules. You may also wish to consider an amnesty period so that anyone with an existing known problem has the chance to come forward for support.

Another strategy for tackling the problem is to introduce alcohol screening. Employers can adopt three main types of screening: Pre-employment screening Unannounced random screening Post-incident screening (to establish whether alcohol was a causal factor in an incident) It should be borne in mind that workforce acceptance is highly desirable before the implementation of any strategy and the efforts must be put in place to ensure that the policy and processes are regarded as fair and nondiscriminatory.

Therefore, for example, random screening should not exclude certain work groups such as senior management.

It is evident that staff briefing combined with management training is crucial for the successful implementation of an alcohol misuse policy. Managers should remember that employees with a drink problem have the same rights to confidentiality and support as they would if they had any other medical or psychological condition. According to the HSE, disciplinary action should only be used as a last resort.

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