Risk Management
BEGINNING THE JOURNEY TO A DRINK AND DRUG FREE ENVIRONMENT
Words: David Whiffin
The dangers of drink and drugs in the transport industry are immense. Here we explain how managers can start tackling the problem
I
n the last article, we explored how different industries approached the challenges of managing the risks of having an impaired member of staff carrying out their duties, especially within the context of a safetycritical environment. Here, we look at the early stages of implementing a Drugs and Alcohol Policy and Programme that is designed to protect both an organisation and its employees from the perils associated with substance misuse in the workplace. When we consider an organisation’s staff and their behaviour, we usually start from a position of ‘positive intent’ and assume that people are intrinsically conscientious in their duties – that is to say that they would not intentionally choose to endanger themselves, their colleagues or the public through their actions, including working while being impaired. We of course remain conscious of the fact that an employee may be wilfully participating in risky behaviour and we would look to account for this in a solid workplace policy. Assuming, however, that employees do not want to attend work under the influence, endanger others and generally feel less than positive, it is reasonable to conclude –and important to consider – that there may be something else underlying the matter. This could be anything from a lack of education around substance use/misuse, to workplace performance concerns, or even deeper, personal problems which have led to the employee using one of many maladaptive coping strategies. Regardless of the cause, the route to managing the associated problems is broadly similar – Engage, Educate, Inform and Manage.
It is important for people to understand that a good programme is not about penalising the minority. It should be about protecting the majority, with channels and support available for those that need it, but routes of action available to the organisation when support is not a viable one. A programme should be framed by the perspective of wellbeing and safety and the emphasis should be on a non-punitive approach based on education, supported by an everpresent deterrent that ensures compliance across the organisation. Early engagement with the workforce and unions is therefore key in encouraging the support for and approval of a programme. A good programme should ensure that:• The workforce (including management) is given appropriate education and training on the organisation’s stance on and approach to substances in the workplace • Appropriate employee support programmes are available and suitably informed • The right type of testing (which is dignified yet robust, rigorous, and transparent) is deployed and
Engage and Educate OdiliaClark often sees a very mixed response from the workforce and indeed the unions. These responses are often based on preconceived ideas around ‘drugs and alcohol’ testing, which can often carry quite negative connotations.
46
|
S T A N D A R D
M A G A Z I N E
summer 2022
Below: Drink and drug testing is crucial to protect workers in safety-critical environments
