Violence in the Workplace For Supervisors A

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 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? What Workplace Violence Is How to Prevent It 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 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 Follow procedures for addressing violence Foster a healthy communication environment Develop roles and responsibilities for responding Educate and recognize Follow procedures for addressing violence Foster a healthy communication environment

Who Do We Report the Incident To? 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

Prevention Begins With Recognition 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!

When To Do Something If you . . . 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

If You Observe . . . Warning Signs or Potentially Violent Behavior 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.

If You Experience . . . Threatening, Intimidating or Harassing Remarks 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!

If You Experience . . . Bizarre or Irrational Behavior 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?

If You Observe/Experience . Violence Step 3. Follow Procedures for Addressing Violence If You Observe/Experience . Violence Ask yourself . . . 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!

We are not expected to become counselors or psychologists!! 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!!

What Else Can We Do? Care for your personal well-being 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

Provide Care for the Ill or Injured Step 3. Follow Procedures for Addressing Violence Provide Care for the Ill or Injured 4 Check . . . The scene and those affected % Call . . . For help Care . . . For those affected Notes: REMEMBER . . . Respond according to your level of training

Why Are Incidents Investigated? 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 used to assure prompt response leading to treatment of an injured employee. Since it is impractical to document a procedure for every particular circumstance, some judgment is required to secure timely treatment. Medical Department Hours: …… Radio Channel …. Emergency Phone …… Add your Information

Creating a Healthy Communication Climate 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: Initial visits and referrals are provided free of charge to active employees, retirees, and family. Contacts and Services are confidential Topics for counseling can include stress 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…. Add your Information

Video: Back With A Vengeance By A.B.C. News

Indicators of Higher Risk: Psychotic Chemical dependency Violent history Blamer Severe depression

Risk Factors of an Aggressor: Severe psychological problems Chemical dependency - Drug or alcohol Violent history Previous threats / threatening actions Continual excuses / blame Unshakable / Severe depression

Risk Factors of an Aggressor: Serious stress in personal life Fascination with weapons Attendance problems Excessive demand on supv./mgr. time Decreased productivity Inconsistent productivity

Risk Factors of an Aggressor: Reduced job efficiency Poor on-the-job relationships Concentration problems / confusion Safety issues Poor health / hygiene Unusual / changed behavior

What do you do? Foster an environment that support open communications E.A.P. Be able to recognize it

What do you do? Treat all threats seriously Report threat Never, never handle alone!

When threatened: Ask clarifying questions State concern Remain calm / non-confrontational Focus on behavior not attitude Set limits on behavior

When threatened: Establish the context of threat Personally Professionally Physically

Perceived threats: What do you mean? How would they / you do it? Who would they / you do it to? State concern

Role Playing Supervisor and Employee Supervisor overhears employee conversation What Would you do?

Immediate Danger: Are firearms or other weapons involved? Is there violence? Is the emotion enough to make you think there is an immediate danger? (Follow your instincts) Call 4333

Who would be involved in evaluating a threat? E.A.P. Management

Threat Assessment Team: Investigate Evaluate Intervene Address - doing nothing is the worst

Workplace Violence Prevention Process Conduct Worksite Risk Analysis Develop & Implement Preventive Measures Training Respond To Incidents Revaluate Program Identify Workplace Violence Categories Present: -worker to worker -interpersonal relationship -criminal -customer Assess degree of risk Put control measures in place to minimize risk: -written program & policy -organizational (commitment) -behavioral -environmental (lighting/fencing/etc.) Employees/Supervisors/Contractors -Company& Location Policy -Awareness -Threatening Behaviors -Reporting -Recognition -Emergency Response -Reporting -Injuries -Major Incident -Crisis Management -Notify authorities -Investigation -Corrective Actions -Annual Plan review -Review Incidents -Audit Program -Revise Program

Workplace Violence Incident Response Process Emergency Response Reporting Investigation Corrective Action Immediate -individuals involved System -environmental/organization/etc. Internal -supervisor/plant manager -threats Alcoa -Injuries -Major Incident -Crisis Management External -Notify authorities -immediate -team -interviews -Etc. -Control of Workplace -Medical Assistance -Secure scene -Summon security/ law enforcement Recognize & Report -Employees/Supervisor -Assess -act -threat A