Violence in the Workplace

Training for Employees

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 Workplace Violence
 Workplace homicides are the second leading cause of fatalities in the workplace. 1

 Nearly 1 million people become victims of violent crime while working or on duty each
year. Workplace violence accounts for 16 percent of the more than 6.5 million acts of
violence experienced by individuals over the age of 12. 2
 An estimated 1 million workers—18,000 per week—are victims of nonfatal workplace
assaults each year. 3
 Women are five times more likely than men to be attacked at work by an intimate
partner and account for approximately 13,000 violent attacks against women each
year. 2

• 1.BLS Census of Fatal Occupational Injuries, 2. US Department of Justice , 3. NIOSH

 Background Information
 It is recognized that a safe working environment for all is essential to a productive,
profitable and secure workplace.
 Furthermore, all employees share in the responsibility of ensuring such an environment is
maintained without compromise.
 Consistent with this commitment, the Company has established this policy concerning the
 prevention of workplace violence.
 Introduction
 Awareness is increasing about exposure
to workplace violence

 Recognizing workplace violence is the

first step towards preventing it

 Physical injuries and death are obvious

consequences of violence but emotional
stress can have serious occupational
health effects on employees
 Introduction
 Recognizing the hazards of violence is the
first step in assessing it and controlling it.

 Workplaces are not in a position to change

societal views but they can establish
policies and procedures to ensure their
workers are protected at work.
 Why Are We Here?
We need to understand . . .

 What Workplace Violence Is

 How to Prevent It
 How to Deal with It
What is Workplace Violence?
 Any act of physical aggression directed at another person,his/her property
or Company property.

Any verbal statement that could reasonably be perceived by another person

as threat that could lead to physical violence.
 Some Examples
 Making direct or indirect threats
 Throwing or striking objects
 Intimidating or frightening others
 Stalking, harassing or showing someone undue
focus
 Concealing or using a weapon
 Physically or sexually assaulting a co-worker
 Actions which damage, destroy or sabotage property
 Physically aggressive acts, like shaking fists or kicking
 Homicide, suicide
Alcoa’s Management System Cycle

• Based on Dr
Deming’s Principles
for TQM Act - Management
Review
• TQM looks for
continual
improvement Continual
Improvement
Checking &
Corrective Action
1. Monitoring & Measurement
2. Nonconformance & Corrective
& Preventive Action
Policy
3. Records
4. EMS Audits

Environmental Focus
Compliance, Air, Water, Waste,
Land Management, Chemical
Release, PCBS
Remediation, Training, Risk
Management
Health Focus
Medical Surveillance,
Compliance, Ergonomics, Noise
Control, Training, Risk Mgmt
Do - Implementation &
Planning
Operation
1.Structure & Responsibility
2.Training, Awareness, Competence
1. Aspects
2. Legal & Other Requirements
3. Communication
3. Objectives & Targets
4. EMS Documentation
4. Management Program
5.Document Control
6.Operational Control
7.Emergency Response
• The PDCA (Plan, Do, Check, Act) cycle
Safety Focus can be applied to any process.
Incident Mgmt, Best Practices, Critical
Four and Program Areas, Compliance, • It is always represented as a circle since
Training, Risk Management improvement is never ending!
 Alcoa's Expectations

 Alcoa is committed to providing a safe working

environment for its employees, visitors and
customers;

 Violence will not be tolerated;

 Everybody is accountable for their actions;
 Help will be available to prevent personal/
workplace violence and deal with the
consequences.
 Four Steps to Prevention
 Develop roles and responsibilities for responding
 Educate and recognize

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 Follow procedures for addressing violence

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Step 1. Develop Roles/Responsibilities

Who Do We Report the

Incident To?
Designated resource, some examples . . .
 Threat Assessment Team
 Local EAP Professional
 Human Resource Director
 Others

Each location assigns their

designated resource
Step 2. Educate and Recognize

Prevention Begins With Recognition

Signs of potential violent behavior . . .
 Unusual/change in Behavior
 Attendance problems
 Decreased productivity
 Inconsistent work patterns
 Fascination with guns/weapons
 Evidence of alcohol/drug abuse
 Evidence of serious stress
 Continual excuses/blame
 Unshakable depression

People DON’T
Just Snap!
Step 3. Follow Procedures for Addressing Violence

When To Do Something
If you . . .
 Observe the warning signs or potentially
violent behavior
 Experience --
 Threatening, intimidating or harassing remarks
of potential violence
 Bizarre or irrational behavior
 Actual violence
Step 3. Follow Procedures for Addressing Violence
If You Observe . . .
Warning Signs or Potentially Violent
Behavior

 If you are trying to determine if your

co-worker needs help, follow your
instincts; you may be preventing a lot of
physical and emotional pain
 Be sure to document your observations.
Step 3. Follow Procedures for Addressing Violence

If You Experience . . .
Threatening, Intimidating or Harassing
Remarks
Ask yourself . . .
 Were they written or verbal ?
 Were the threats about other employees?
 If not literally a threat, was the intent of the
statement to harass or intimidate the
recipient?
 Could the employee’s behavior be read as being
threatening or intimidating?
If yes to one or more,
take immediate action!
Step 3. Follow Procedures for Addressing Violence

If You Experience . . .
Bizarre or Irrational Behavior
Ask yourself . . .
 Is the behavior bizarre, disruptive,
strange?
 Is the behavior affecting performance?
 Are other employees complaining?
Step 3. Follow Procedures for Addressing Violence

If You Observe/Experience .

Ask yourself . . .
Violence
 Were firearms or other weapons used?
 Was physical violence without firearms
enough to make you think the employee
poses an immediate danger to the
workplace?

If yes to one or both,

take immediate action!
Step 3. Follow Procedures for Addressing Violence

Alcoa’s Procedure
 Contact your supervisor

 Supervisor contacts the designated

resource

 Designated resource determines

intervention

We are not expected to become

counselors or psychologists!!
Step 3. Follow Procedures for Addressing Violence

What Else Can We Do?

 Care for your personal well-being

 Cooperate with designated resource

professionals

 Notify local security staff of

suspicious individuals

 Know local emergency procedures

Step 3. Follow Procedures for Addressing Violence

Provide Care for the Ill or

Injured
 Check . . . The scene and those affected

Call . . . For help

Care . . . For those affected

REMEMBER . . .
Respond according to your
level of training
Step 3. Follow Procedures for Addressing Violence

Why Are Incidents

Investigated?
To . . .
 Find out what happened

 Identify causes and their corrective

actions
 Get information to be analyzed
Preventing recurrence is the
true objective of incident investigation
 Location???
Injury Response Guidelines
 The Injury Response Guidelines are to be
Ad
used to assure prompt response leading to
d
Inf yo
treatment of an injured employee. Since it
orm ur
is impractical to document a procedure for
every particular circumstance, some
ati
on
judgment is required to secure timely
treatment.
 Medical Department Hours: ……
 Radio Channel ….
 Emergency Phone ……
Step 4. Foster a Healthy Communication Environment

Creating a Healthy
Communication Climate
 Foster open, direct and relevant flow of
information
 Don’t rely on the “grapevine” or informal
information
 Follow these steps . . .
• If information is incomplete, ask for more
• If feedback is needed, provide it
• If it’s confusing, ask for clarification
Your Role in Prevention
 Pay attention to changes in co-workers behavior
 Take action. . . notify your supervisor
 Notify local security of suspicious individuals
 Know local emergency procedures
 If you are a victim or witness an act of violence
 Report it immediately even it is seems minor
 Don’t gossip about the event
 Don’t take action into your own hands
 Employee Assistance
Program (EAP)
 EAP External Counselor:
Ad
 Initial visits and referrals are provided free
d
of charge to active employees, retirees, and
Inf yo
family.
orm ur
 Contacts and Services are confidential
ati
 Topics for counseling can include stress
on
management, emotional problems, depression,
child abuse, rape, sexual abuse, family
problems, marital problems, domestic violence,
problem pregnancy, alcohol, or drug abuse
 For more info, contact….
 In summary
The key to workplace violence
prevention is :
• Encourage an environment that supports
open communication
• Utilize resources such as EAP…
• Be able to recognize it
• Treat all threats seriously
• Take action !