1. Workplace Violence & Prevention
An Overview of Policy, Identification of Risks &
Preventative Tasks

3. Purpose of Today’s Presentation
To understand what constitutes workplace violence and the behaviors considered by Alcoa as threatening
To review the statistical risk of violence at Alcoa
To appreciate why this topic is important to Alcoa
To understand the risk indicators for potential violent behavioral and the worksite factors that can increase the risk of an incident
To learn how to manage the risk
Obtain information regarding available Alcoa resources

4. Definition: Workplace Violence
“ Any workplace or employment related act, whether it be physical, verbal, electronic or otherwise, that causes fear, intimidation or physical injury to an employee, vendor, customer, or visitor, including any incident prompted by an employee’s significant other or one who perceives such a relationship, or any member of the general public, which causes harm to the employee as well as any workplace or employment related statement (threat), verbal, implied or electronic, that instills fear of present/future harm to the receiver.”
Alcoa’s Threat of Workplace Violence Policy Statement (draft) May, 2005

5. Scope of Definition Within Alcoa, the definition includes: _ bullying
_ intimidation (group shunning, stalking)
_ vandalism
_ harassment
_ verbal threats, including implied threats

6. Background Facts: National Context
Homicide is second leading cause of occupational injury death, second only to motor-vehicle related death
One million people are assaulted while at work each year
Firearms account for 76% of work-related homicides; 49% of such deaths occur in the South and 23% in West
Non-fatal assaults account for 22,400 incidents (year 2000)…..half of all assaults go unreported
Most harassment, bullying, intimidation and verbal threats go unreported

7. Background Facts: Alcoa Context
Manufacturing sites, in general, sustain only 7% of the total workplace homicides; 75% of U.S. total related to robbery and to occupations handling money
Manufacturing sites experienced only 3% of reported incidents that resulted in lost work days
In non-fatal assaults, the victim was usually female who knew the offender; 5% of time the offender was an “intimate” of the victim
Alcoa’s focus will be on threatening behaviors and prevention

8. Risk Indicators Repeated inappropriate and aggressive behavior
Numerous conflicts of an employee with peers, customers, and/or supervisors
Statements of an employee indicating desperation
Direct or veiled threats of harm
Substance abuse along with unfair treatment, loss of face, or feeling threatened by others
Extreme changes in normal behavior
Reports from other employees of fearing an individual due to bizarre or unusual behaviors
An employee reporting/talking of domestic violence
Sustained supervisor/subordinate conflict
Poor work environment (poor morale, forced overtime for prolonged periods, adversarial labor/management, high stress levels)
Easy access to weapons from worksite

9. Workplace “Triggers” Unclear rules of conduct
Inadequate screening of potential employees
Inconsistent discipline
Failure to address complaints or needs
No employee support system
Harsh or bullying supervision
Poor management relations
High rate of injury or frequent grievances
Terminations or lay-offs
Negative performance review of already disgruntled employee or perceived unfair treatment

10. Why is Alcoa Concerned with this Topic?
Alcoa Principles related to Health & Safety, and Accountability
Legal
Financial
Human concern

11. Key “Truths” in Managing Risk
Most violent incidents are preventable
Warning signs are demonstrated
Employee knowledge of workplace violence facts and having a “zero tolerance” culture are critical to prevention effort
Intervention and prevention of violence are possible

12. Most Incidents are Preventable
Have a local Workplace Violence Policy
Encourage awareness & have knowledge of the dynamics of violence and of risk indicators (train)
Have a reporting system, an investigation process, and case handling roles defined
Have expert in threat evaluation and a core group for local planning available (Threat Assessment Team)
Maintain a healthy & communicative work environment

13. Encourage Awareness & Stimulate Knowledge (Train)
Review Workplace Violence Prevention Policy
Recognizing warning signs
Means of diffusing volatile situations
Methods of self-protection and protecting co-workers
Reporting requirements and help chain
Actions to take in threatening situations
Resources for assistance
Review site-specific procedures for alarms
Develop sensitivity to racial and ethnic issues & differences
Review Alcoa’s Substance Abuse Policy

14. Have a Reporting System, Investigation Procedures & a Case Handling Process
Establish written report format, process for gathering information, and who is to evaluate the information (Is there a threat, who is the offender, who/what is the target, how urgent is a response, who is to be informed, what is the plan for intervention)
Make certain employees know who to contact, their responsibility to report, and management’s response
Establish guidelines for a Response Plan
Document evaluation, actions, impact

15. Have an Expert in Threat Evaluation and a Core Work Group Available for Assessment & Planning
Threat Assessment Team
Human Resources
Site Management
EHS/Safety
EAP Manager
Legal
Security
Medical
Employee or Union rep (union sites)
Corporate Communications

16. Assure Employee Knowledge of Their Responsibility and Create a “Zero Tolerance” Culture for Threats
Creating a Zero Tolerance Culture
Repeated statements of CEO supporting Policy
Provide continued reminders and encouragement to report incidents
Repeated training and messages re: respectful workplace
Investigate all reports and report actions to reporters
Focus on concerns for employee safety
Enforce Code of Conduct
Enforce performance expectations
Lead by example
Assure employees know their options if confronted with incident or threat
Focus on employee “duty to report”
All actions done with care, concern, respect, and desire to help the victim AND offender.

17. Use of the EAP Can support the victim
Can support and guide the manager/HR
Can provide initial assessment of the accused employee
Can arrange for an IME (independent medical evaluation) with psychiatrist
Can facilitate emergency care 24/7
Can locate local protective housing/care
Can provide TOV training to employees
Can provide Critical Incident Trauma Debriefing
Call Cigna EAP in U.S. at or Alcoa’s EAP manager, Rick Kinyon, at for sites outside U.S.

18. Questions Are there any questions?
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