Managing psychosocial risks at work – A European Perspective

1. Managing psychosocial risks at work – A European Perspective 23 October 2015 Tim Tregenza Network Manager

2. EU-OSHA The European Union body responsible for the collection, analysis and dissemination of relevant information to serve the needs of those involved in safety and health at work

3. Campaigning and raising Awareness • Without awareness there is no prevention • EU-OSHA uses a range of awareness-raising tools to address a diverse target audience • EU-OSHA materials are available for download and use free of charge

4. What is work-related stress? Violence, harassment, bullying Negative outcomes Emotional Cognitive Behavioural Physical and mental ill-health Psychosocial risks poor work design, organisation and management unfavourable social context of work Work-related Stress demands at work are beyond worker’s capacity to cope with them Non work-related factors major life events, serious illness, bereavement, etc.

5. Stress risk factors at work (psychosocial risks) • Excessive demands • Lack of control (lack of consultation and influence) • Inadequate support • Poor relationships (poor cooperation, blame culture, harassment) • Violence from third parties (verbal or physical aggression, threats, unwanted sexual attention) • Role conflict or role clarity • Poor management of change (poor communication, job insecurity) • Injustice (unfair distribution of work, rewards, promotions) • Poor work-life balance

6. Stress – consequences (personal) • Emotional (irritability, anxiety, low mood, sleeping problems, tiredness) • Cognitive (difficulty in concentrating, learning new things, making decisions, negative thinking) • Behavioural (making errors, becoming withdrawn or aggressive, substance abuse • Physical and mental ill-health (depression, anxiety, burnout, musculoskeletal and cardiovascular diseases, diabetes)

7. Stress – consequences (business / societal) • Poor overall business performance • Increased absenteeism • stress is one of the main causes of lost working days (Europe) • stress-related sick leaves usually last much longer than sick leaves caused by other issues • Presenteeism • Increased accident rates • High turnover • Health care costs • Early retirement

8. The scale of the problem Eurobarometer (2014) • Exposure to stress considered to be the main workplace health and safety risk (indicated by 53% of European workers) • 27% of workers suffered from stress, depression or anxiety caused by or worsened by work (during last 12 months) EU-OSHA opinion poll (2013) • around 4 in 10 workers think that stress is not handled well in their workplace.

9. ESENER-2 – Risk factors present in the establishment (% establishments, EU-28). Base: all establishments in the EU-28. Note: psychosocial risk factors shaded in orange.

10. Managing psychosocial issues • Just over half of all surveyed establishments in the EU-28 report having sufficient information on how to include psychosocial risks in risk assessments (Cyprus 50%) • Psychosocial risk factors are perceived as more challenging than others • Almost one in five of the establishments that report psychosocial risk factors say they lack information or adequate tools to deal with the risk effectively • There is reluctance to talk about psychosocial risks (30% of establishments) • Only 63% of establishments said that workers had a role in design and set up of psychosocial risk prevention measures (Cyprus 43%)

11. Strategic dimensions of occupational safety and health and psychosocial issues

12. Framework Directive: The hierarchy of control • Avoid risks • Evaluate the risks that cannot be avoided • Combat risks at source • Adapt the work to the individual • Adapt to technical progress • Substitute the dangerous for the less dangerous • Have an overall coherent prevention policy • Collective measures over individual measures • Give appropriate instructions

13. Managing psychosocial risks • Despite its sensitive nature, stress and psychosocial risks at work can be successfully managed • Holistic approach is the most effective: • Providing necessary help, back to work programmes • Improving the psychosocial work environment • Workplace health promotion • Leadership and worker participation is essential • Middle managers have a crucial role to play

14. Managing psychosocial risks • Managing stress and psychosocial risks involves the same basic principles and processes as for other workplace hazards 1) Raising awareness 2) Assessing risks 3) Developing an action plan: - can stress risk factors be eliminated? - if not, decide what preventive/protective measures need to be put in place - give priority to organisational measures (before individual solutions to deal with stress) 4) Monitoring and evaluation

15. Implementing preventive measures (examples) • Ensuring enough time for workers to perform their tasks, deciding about priorities • Adjusting workloads to the capabilities and resources of each worker, designing tasks to be stimulating • Giving workers control over the way they do their work, allowing them to take part in decisions that affect them • Providing support • Resolving conflicts • Providing clear job descriptions and rewarding good performance • Transparency in terms of job security, clear promotion procedures • Enabling workers to make complaints and have them taken seriously • Minimise physical risks • Providing opportunities for social interaction

16. E-guide for managing stress and psychosocial risks Explains work-related stress and psychosocial risks, their causes and consequences Gives practical examples of actions that fit small companies Addresses concerns and misconceptions Directs to national resources Available in 30 national versions

17. Thank You! EU-OSHA: www.osha.europa.eu Healthy Workplaces Manage Stress: www.healthy-workplaces.eu ESENER: www.esener.eu