Let’s Take Action on Alcohol Problems in the Workplace · workplace policies and practices that are clear, comprehensive, well-promoted, and well-enforced. An effective workplace

LET’S TAKE ACTION ON ALCOHOL PROBLEMS IN THE WORKPLACE i

Let’s Take Action on Alcohol Problems in the Workplace. A practical guide to policy developmentfor employers, employees and others concerned about health, safety and liability.© Alcohol Policy Network, Ontario Public Health Association, September 2001. Updated, April 2004.

AcknowledgementsSpecial thanks to Brian Hyndman, Health Promotion Consultant with theHealth Communica-tions Unit, for researching and writing the majority of this document, and to the followingindividuals for their comments and contributions:♦ Ana Almeida, Annex Consulting♦ Donna Basler, Regional Municipality of Niagara♦ Dorothy Birtalan, Independent Consultant♦ Angelina Chiu, Centre for Addiction and Mental Health♦ Ginette Delaurier, Porcupine Health Unit♦ Denise DePape, Toronto Public Health Department♦ David Fell, Peterborough County-City Health Unit♦ Anne Keyes, Independent Consultant♦ Paula Neves, Ontario Public Health Association♦ Ben Rempel, Ontario Public Health Association

Other guides in this series include:Let’s Take Action on Alcohol Problems in Schools and on Campus. A practical guide to policy

development for administrators, educators, students and others concerned about health,safety and liability.

Let’s Take Action on Alcohol Problems in Community Halls and Rental Facilities. A practical guide topolicy development for non-profit leaders and others concerned about health, safety andliability.

The series is available in PDF form free of charge on the APN website <www.apolnet.ca>.Printed copies are $15 each, including shipping and handling. They can be ordered online, by fax,or for more information, please contact:

Alcohol Policy Network (APN)Ontario Public Health Association700 Lawrence Avenue West, Suite 310Toronto, Ontario, M6A 3B4Tel: 416-367-3313 / 1-800-267-6817Fax: 416-367-2844Email: [email protected] or

[email protected]: www.apolnet.ca

Let’s Take Action onLet’s Take Action onLet’s Take Action onLet’s Take Action onLet’s Take Action onAlcohol Problems in the WorkplaceAlcohol Problems in the WorkplaceAlcohol Problems in the WorkplaceAlcohol Problems in the WorkplaceAlcohol Problems in the Workplace

LET’S TAKE ACTION ON ALCOHOL PROBLEMS IN THE WORKPLACE ii

LET’S TAKE ACTION ON ALCOHOL PROBLEMS IN THE WORKPLACE iii

Table of ContentsTable of ContentsTable of ContentsTable of ContentsTable of Contents

Introduction .................................................................................................................................................................................................. 1Why the concern? ....................................................................................................................................................................................................... 1Why target alcohol? .................................................................................................................................................................................................... 1Why focus on policy? ................................................................................................................................................................................................. 2About this guide ........................................................................................................................................................................................................ 2

Alcohol at Workplace Parties: Let the employer beware ..................................................................................................................... 3A. Alcohol and the Workplace .................................................................................................................................................................. 5

What is low-risk drinking? ........................................................................................................................................................................................ 5Drinking and workers ................................................................................................................................................................................................ 6The link between drinking patterns and drinking problems ................................................................................................................................ 7What sectors are at risk? ............................................................................................................................................................................................. 7Emerging research ...................................................................................................................................................................................................... 7The link between policy and prevention .................................................................................................................................................................. 8The role of workplace policies ................................................................................................................................................................................ 10A comprehensive approach ..................................................................................................................................................................................... 11A final word .............................................................................................................................................................................................................. 12

Public Health Units Promote Workplace Health: the Peterborough experience ............................................................................ 13B. Developing a Policy: 7 steps to a safer, healthier workplace ......................................................................................................... 15

Are these problems in your workplace? ................................................................................................................................................................. 16Step 1: Get buy-in .................................................................................................................................................................................................... 17Step 2 : Recruit a good policy development team ................................................................................................................................................. 18Step 3: Gather information ..................................................................................................................................................................................... 20Step 4: Make your case (or go back to the drawing board) .................................................................................................................................. 22Step 5: Draft a policy ................................................................................................................................................................................................ 26Step 6: Do a reality check .......................................................................................................................................................................................... 30Step 7: Take action! ................................................................................................................................................................................................... 32A final word .............................................................................................................................................................................................................. 34

Workplace Wellness in Action: Regional Niagara’s Drug and Alcohol Policy ................................................................................. 35C. Implementing Your Policy - Tips and Tools for Success: Lessons from the field .................................................................. 37D: Policy Implementation Tool Kit ........................................................................................................................................................ 41

Three checklists to help you stay on track .............................................................................................................................................................. 43A final word .............................................................................................................................................................................................................. 46

The Member Assistance Program — a peer-led approach to addressing alcohol problems in the workplace ....................... 47E. Key Contacts and Resources .............................................................................................................................................................. 49

Organizations ........................................................................................................................................................................................................... 49Online and on paper: More sources and resources ............................................................................................................................................... 51Appendix 1 Regional Niagara’s Workplace Alcohol and Other Drug Policy ..................................................................................................... 53

About the Alcohol Policy Network ....................................................................................................................................................... 57Evaluation Form...................................................................................................................................................................................................... 58

LET’S TAKE ACTION ON ALCOHOL PROBLEMS IN THE WORKPLACE iv

LET’S TAKE ACTION ON ALCOHOL PROBLEMS IN THE WORKPLACE 1

Why the concern?The use of alcohol and other drugs by employeescan, and often does, have a negative impact onwork performance. It also presents a potentiallyserious safety risk for sectors of the economy suchas transportation and construction. Various studieshave linked alcohol and other drugs with a long listof problems. These include:♦ tardiness, absenteeism and increased sick days♦ poor decision-making♦ errors in production or service delivery♦ unsafe work practices♦ decreased productivity or increased need for

overtime♦ conflicts among employees♦ low morale♦ high turnover♦ early retirements and loss of experience and

knowledge.♦ rise in grievances, arbitration and disciplinary

actions♦ inappropriate or extended use of a supervi-

sor’s time and attention♦ preventable injuries on and off the job

involving both workers and the general public♦ theft, fraud or embezzlement♦ damage to the organization’s public image

increased vulnerability to lawsuits.

The estimated cost to Ontario of alcohol andsubstance abuse is $9.2 billion per year in healthcare, law enforcement, and lost labour productivity.Alcohol use alone accounts for about one-half ofthese costs (Ministry of Health and Long TermCare, 2002).

Why target alcohol?Alcohol is the most widely used substance in oursociety — 78% of Canadians consume alcohol atleast once a year — and its impact on health and

safety is well documented (Canadian Centre onSubstance Abuse, 2004). According to the Centrefor Addiction and Mental Health (1998), alcohol:♦ is associated with a wide range of chronic and

acute problems. Acute problems may be felt bypeople who occasionally drink too much orwho may not drink at all but fall victim tothose who do. Examples include: traffic andrecreational vehicle crashes, pedestrian injuries,suicide, violence in the home, in bars and othersettings, unplanned and/or unprotected sex,fire-related injuries, drowning, alcohol poison-ing and complications from alcohol/druginteractions. Chronic problems are most oftenassociated with heavier drinking over a longerperiod of time. Examples include: high bloodpressure, cardiac dysrhythmias, pancreatitis,gastritis, psychosis, liver disease and addiction.However, not all chronic problems involveheavy drinking. Increased rates of breast canceror babies with birth defects, for example, havebeen found among women who consume aslittle as two drinks a day.

♦ has a harmful effect on the friendships, sociallife, physical health, home life, marriage, work,studies, employment opportunities orfinancial position of one in three Ontarians asdetermined by opinion surveys.

♦ either alone or in combination with otherdrugs, is a problem in 85% of the 75,000 caseshandled annually by addictions treatmentagencies in Ontario.

♦ plays a role in approximately 2,400 deaths,30,000 hospitalizations and 330,000 days spentin hospital annually in Ontario. Seventy percentof alcohol-related deaths are due to cancer,alcohol dependence syndrome, alcoholic livercirrhosis, motor vehicle crashes, falls, suicideand self-inflicted injury.

“One of the“One of the“One of the“One of the“One of thechief problemschief problemschief problemschief problemschief problemsin combatingin combatingin combatingin combatingin combatingdrug anddrug anddrug anddrug anddrug andalcohol abusealcohol abusealcohol abusealcohol abusealcohol abusein thein thein thein thein theworkplace andworkplace andworkplace andworkplace andworkplace andin society liesin society liesin society liesin society liesin society liesin thein thein thein thein thewidespreadwidespreadwidespreadwidespreadwidespreadacceptance ofacceptance ofacceptance ofacceptance ofacceptance ofthe socialthe socialthe socialthe socialthe socialconsumption ofconsumption ofconsumption ofconsumption ofconsumption ofalcohol, andalcohol, andalcohol, andalcohol, andalcohol, andincreasingly,increasingly,increasingly,increasingly,increasingly,drugs .”drugs .”drugs .”drugs .”drugs .”

— International LabourOrganization

IntroductionIntroductionIntroductionIntroductionIntroduction


“ W h e n“ W h e n“ W h e n“ W h e n“ W h e nmeasuring themeasuring themeasuring themeasuring themeasuring theimpact ofimpact ofimpact ofimpact ofimpact ofsubstance abusesubstance abusesubstance abusesubstance abusesubstance abuseon youron youron youron youron yourcompany,company,company,company,company,ignoring theignoring theignoring theignoring theignoring therole of alcoholrole of alcoholrole of alcoholrole of alcoholrole of alcoholis almost likeis almost likeis almost likeis almost likeis almost likeignoring theignoring theignoring theignoring theignoring theproblemproblemproblemproblemproblemaltogether.”altogether.”altogether.”altogether.”altogether.”

— Working Partners for

an Alcohol and Drug-Free Workplace

♦ accounts for two-thirds — some $1 billionannually — of the costs associated withsubstance abuse in the workplace.

Why focus on policy?Steps to prevent and reduce employee alcohol andother drug problems can have a significant impacton health and safety in the workplace and thecommunity. But not all strategies are equallyeffective.

Research shows that education alone is likely tomake little difference on drinking norms anddrinking problems. To have an impact, educationmust be backed by an organizational culture thatvalues and promotes healthy lifestyles, along withworkplace policies and practices that are clear,comprehensive, well-promoted, and well-enforced.

An effective workplace alcohol (and other drug)policy allows employers and employees to be clearabout what is acceptable and not acceptable in theworkplace. It provides a framework for the preven-tion, screening, early intervention and treatment ofalcohol problems experienced by workers. Ulti-mately, it provides a way to ensure that corporategoals related to productivity, safety, and employeerelations are met.

Having a policy however, does not ensuresuccess. Sometimes the top-down process used todevelop the policy creates resistance among employ-ees. Sometimes the policy infringes unnecessarily onthe rights of workers. Sometimes it is enforcedunfairly, unevenly, or not at all.

About this guideLet’s Take Action on Alcohol Problems in the Workplaceprovides a step-by-step process for developing aworkplace alcohol or other drug policy. It offerspractical tips and suggestions, highlighting many ofthe challenges and issues that organizationsencounter in the development and implementationphases. Whether you are revising an existing policyor developing a new one, we hope this guide willoffer valuable assistance.

We recognize that the development ofworkplace alcohol policies involves a broad rangeof stakeholders. That is why we have tried toinclude information that will be particularly usefulto:♦ health promotion, injury and substance abuse

prevention practitioners♦ human resources staff♦ occupational health nurses♦ employee assistance professionals♦ senior managers and supervisors♦ union representatives♦ workplace health and safety coalitions and

committees.

Let’s Take Action is divided into four sectionsbeyond the introduction. Section B discusses therole of policy as a means of preventing alcoholproblems in the workplace. Section C presents a7-step process for developing workplace alcoholpolicies. Section D includes practical tips andsuggestions for effective policy development basedon discussions with colleagues in the field. It alsoincludes a policy tool kit and three checklists tohelp you evaluate the process, content, andimplementation of your policy. Section Eprovides a list of key contacts and resources, alongwith a sample workplace substance abuse preven-tion policy developed by the city of Niagara Falls.Each section opens with a community story tohelp ground the content.

We hope this guide will help make yourworkplace a safer, more health-promoting place foremployees. We look forward to hearing about yourown policy development experiences — andsuccesses.


Alcohol consumption is often a part of workplacesocial events such as company holiday parties,farewell and retirement banquets. Because alcohol isan intoxicating drug, law regulates its sale anddistribution. In Ontario, the Liquor Licence Actspecifically prohibits the sale and service of alcoholto anyone who appears to be intoxicated or is underthe legal drinking age of 19 years. It also establishesfines and liability for noncompliance. Liabilityestablished by law is known as statutory liability(Cameron, 1996).

There is a second form of liability, common-law liability, which applies to the sale of alcohol inOntario. Common law liability exists in the form oflegal principles, which are considered and applied bythe courts on a case-by-case basis. Previous rulingscan be used as precedents. These accumulate overtime as new applications of a particular principle areaccepted by the courts (Solomon and Usprich, 1994;Cameron, 1996).

In Ontario, the Ontario Superior Courtreinforced common law liability in a recent decision.It ruled that Sutton Group Realty, a real estate firmin Barrie, Ontario, must pay more than $300,000 indamages to an employee who was allowed to drivewhile intoxicated after attending an office Christmasparty in 1994. In it’s ruling, the court noted that theduty to protect employees from harm applies tomore than company premises and extends to harmon the road. During the party, which featured anunsupervised bar, the employer offered to call theemployee’s partner to pick her up. However, thecourt’s judgment deemed this response to beinsufficient since no effort was made to monitor theemployee’s alcohol consumption and prevent herfrom becoming intoxicated (Tyler, 2001).

While liability is obviously a primary concernfor employers sponsoring an event where alcohol isserved, there are other important issues to consider.The presence of intoxicated participants who engagein rowdy drunken behaviour may mar the enjoy-ment of the event for others. This concern was

highlighted in a recent U.S. Survey of 2,450 humanresource managers. One third of respondentsreported observing inappropriate behaviour atcompany holiday parties, including excessivedrinking (25%), rowdy behaviour (11%), unwantedsexual overtures or advances (6%) and fistfights orother altercations (2%).

To reduce the likelihood of alcohol problemsat work-related social events, here are a few do’s anddon’ts:

DO♦ ensure that organizers know about your

company alcohol policy and how it applies towork-related events.

♦ review the special occasion permit applicationpackage to ensure you understand your legalobligations regarding responsible alcohol salesand service, as well as advertising and promo-tion of the event.

♦ do a walk-through of the event location toidentify and remove potential safety hazards.

♦ provide food throughout the event.♦ promote the Low-Risk Drinking Guidelines

through appropriate signage and educationalmessages on coasters, table tents, etc. (seeSection B).

♦ offer a variety of non-alcoholic and low-alcohol beverages.

♦ set a limit on the number and size of alcoholicbeverages served at any one time.

♦ set a time limit for alcohol service, and stopserving alcohol at least one hour before theparty ends.

♦ use Smart Serve-trained bartenders and servers(see Section E for contact information).

♦ train staff organizing the event to monitordrinking behaviour of guests and intervene ina non-confrontational way.

♦ provide taxi chits or a designated driverprogram to ensure that no one gets behind thewheel drunk.

Alcohol at Workplace Parties: Let theAlcohol at Workplace Parties: Let theAlcohol at Workplace Parties: Let theAlcohol at Workplace Parties: Let theAlcohol at Workplace Parties: Let theemployer bewareemployer bewareemployer bewareemployer bewareemployer beware


DON’T♦ make alcohol the focus of the event.♦ combine alcohol with potentially dangerous

recreational activities such as boating, swim-ming, skiing or snowmobiling.

♦ organize drinking games or competitions thatpromote over-consumption.

♦ provide unlimited free booze.♦ serve “doubles” or extra-strength beverages.♦ have a self-serve or unsupervised bar♦ allow anyone who is intoxicated or under 19 to

drink.♦ allow anyone to drink to intoxication —

remember, you’re liable for his or her actionsuntil they are sober!

♦ promote the event as an opportunity to getdrunk and go wild. See above.

By taking these steps employers can help toreduce liability and ensure that all employees are safeand have fun.

For tips and information about alcohol andthe law and how you can reduce the risk ofproblems at work-related social events, contactthe Alcohol and Gaming Commission inToronto at 416-326-8700, Toll free in Ontario at1-800-522-2876 or visit online at www.agco.on.ca.As well, see the other guides in this series.

“Sutton, as the“Sutton, as the“Sutton, as the“Sutton, as the“Sutton, as thedefendant’sdefendant’sdefendant’sdefendant’sdefendant’semployer, didemployer, didemployer, didemployer, didemployer, did… owe a duty… owe a duty… owe a duty… owe a duty… owe a dutyto the plaintiffto the plaintiffto the plaintiffto the plaintiffto the plaintiffas its employeeas its employeeas its employeeas its employeeas its employeeto safeguardto safeguardto safeguardto safeguardto safeguardher from harm.her from harm.her from harm.her from harm.her from harm.This duty …This duty …This duty …This duty …This duty …extended to aextended to aextended to aextended to aextended to aduty to makeduty to makeduty to makeduty to makeduty to makesure that shesure that shesure that shesure that shesure that shedid notdid notdid notdid notdid notenterenterenterenterenterinto suchinto suchinto suchinto suchinto sucha state ofa state ofa state ofa state ofa state ofintoxicationintoxicationintoxicationintoxicationintoxicationwhile on hiswhile on hiswhile on hiswhile on hiswhile on hispremises andpremises andpremises andpremises andpremises andon duty so ason duty so ason duty so ason duty so ason duty so asto interfereto interfereto interfereto interfereto interferewith her abilitywith her abilitywith her abilitywith her abilitywith her abilityto drive hometo drive hometo drive hometo drive hometo drive homeafterwards.”afterwards.”afterwards.”afterwards.”afterwards.”

— Ontario Superior

Court Justice Marchandin Hunt v Sutton Realty


What is low-risk drinking?In 1997, the Centre for Addiction and MentalHealth, the Ontario Public Health Association andAssociation of Local Public Health Agencies joinedforces to promote a new set of guidelines to helpOntarians make more informed choices aboutalcohol.

The Low-Risk Drinking Guidelines (LRDGs)recommend daily and weekly drinking limits andpractices based upon the most current research.1

These guidelines take into account the documentedbenefits of alcohol for people at risk of coronaryheart disease, while minimizing its overall risks tohealth and safety.

The LRDGs advise healthy people who chooseto drink, and are of legal drinking age to:♦ Drink no more than 2 standard drinks on any

day♦ Limit their weekly intake to 14 or fewer

standard drinks for men and 9 or fewerstandard drinks for women

♦ Consume alcohol with food♦ Drink slowly to avoid intoxication♦ Wait at least one hour between drinks♦ Space drinks with non-alcoholic beverages such

juice, water, or pop.

In Canada, a standard drink contains 13.6grams of alcohol, the amount in:♦ 341 ml / 12 oz of beer (5% alcohol) or♦ 142 ml / 5 oz glass of table wine (12%

alcohol) or♦ 85 ml / 3 oz of fortified wine such as sherry

or port (18% alcohol) or♦ 43 ml / 1.5 oz of spirits (40% alcohol).

Note: Higher strength beer, coolers, and over-proof liquor contain more than 1 standard drink.

The Low-Risk Drinking Guidelines alsorecommend that:♦ If you don’t drink alcohol, don’t start for its

protective effect against heart disease. Lessrisky alternatives include more exercise, betternutrition and not smoking.

♦ If you choose to drink, the protective effect ofalcohol can be achieved with as little as onedrink every other day.

♦ If you are seeking help for a drinking prob-lem, follow the advice of your counsellor orhealth professional.

The LRDGs recognize that there are somepeople who should not use alcohol, or whoshould limit their drinking to less than themaximum amounts above. These groups include:♦ people with health problems such as liver

disease or certain psychiatric illnesses♦ people taking medications such as sedatives,

sleeping pills and painkillers♦ people with a personal or family history of

serious drinking problems♦ women who are pregnant, trying to conceive,

or breast-feeding♦ people who are or will be operating vehicles

such as automobiles, motorcycles, boats,snowmobiles, all-terrain vehicles or bicycles

♦ people who need to be alert. For example,those responsible for public order or the safetyof others; those working with machinery ordangerous equipment; those performingchallenging physical activities

♦ people who are under any legal or otherrestriction on drinking – personally or becauseof the environment they are in. For example,many Ontario municipalities have rules aboutalcohol consumption on their property or atsponsored events.

The Low-Risk Guidelines advise individualswho belong to any one of these groups to talk to ahealth professional about alcohol. For moreinformation visit www.lrdg.net.

A. Alcohol and the WorkplaceA. Alcohol and the WorkplaceA. Alcohol and the WorkplaceA. Alcohol and the WorkplaceA. Alcohol and the Workplace


1 The Low-Risk Drinking Guidelines will be reviewed and revised as necessary by the Centre forAddiction and Mental Health and its partners. For more information visit www.lrdg.net.

Drinking and workersThere are few Canadian surveys on the prevalenceof substance abuse in the workplace. However,population-based research on alcohol and otherdrug use can provide a window on the drinkingpatterns of people in various types of occupations.

According to the National Population HealthSurvey, 1996-97, drinking rates among Canadiansaged 15 and older ranged from 68% among thoselooking for work to 87% among those in technicalor manufacturing jobs.

Approximately one in four workers exceed theLow-Risk Drinking Guidelines1. Rates of heavyepisodic drinking —having 5 or more drinks in asingle occasion — tend be fairly similar for skilled,unskilled and technical/ manufacturing sectorworkers. Those in professional and semi-profes-sional occupations have the lowest rates of heavyor high-risk drinking while those looking for workhave the highest. The tables below summarizesome of the findings of the National PopulationHealth Survey, 1996-1997.

Table 1. Drinking Status of Canadians, 15 years or more, by employment

(Source: Canadian ProfileCanadian ProfileCanadian ProfileCanadian ProfileCanadian Profile, Canadian Centre on Substance Abuse, 1999)

Employment S ta tusEmployment S ta tusEmployment S ta tusEmployment S ta tusEmployment S ta tus Neve r DrankNeve r DrankNeve r DrankNeve r DrankNeve r Drank Former Dr inkerFormer Dr inkerFormer Dr inkerFormer Dr inkerFormer Dr inker PPPPPas t a s t a s t a s t a s t YYYYYea r Dr inkea r Dr inkea r Dr inkea r Dr inkea r Dr inke r se r se r se r se r s

Semi- or Professional 5.1% 8.4% 86.5%

Technical/Manufacturing 4.5% 8.3% 87.1%Skilled/Semi-Skilled 5.6% 10.4% 84.0%Unskilled 8.4% 11.6% 79.9%Looking for Work 20.8% 11.2% 68.0%Student 14.5% 17.4% 68.1%Family Responsibility 12.3% 19.0% 59.1%Retired 12.3% 19.0% 59.1%Other 12.9% 28.0% 78.3%

Ontar ioOntar ioOntar ioOntar ioOntar io 11 .8%11 .8%11 .8%11 .8%11 .8% 12 .0%12 .0%12 .0%12 .0%12 .0% 75 .3%75 .3%75 .3%75 .3%75 .3%

Table 2. Percentage of Past Year Canadian Drinkers who report high-risk or heavydrinking

(Source: Canadian ProfileCanadian ProfileCanadian ProfileCanadian ProfileCanadian Profile, Canadian Centre on Substance Abuse, 1999)Employment StatusEmployment StatusEmployment StatusEmployment StatusEmployment Status One or more heavyOne or more heavyOne or more heavyOne or more heavyOne or more heavy One or more heavyOne or more heavyOne or more heavyOne or more heavyOne or more heavy Drinkers who exceedDrinkers who exceedDrinkers who exceedDrinkers who exceedDrinkers who exceed

drinking occasionsdrinking occasionsdrinking occasionsdrinking occasionsdrinking occasions drinking occasions drinking occasions drinking occasions drinking occasions drinking occasions Low-Risk Drinking Low-Risk Drinking Low-Risk Drinking Low-Risk Drinking Low-Risk Drinking(((((>>>>>5 drinks) in past year5 drinks) in past year5 drinks) in past year5 drinks) in past year5 drinks) in past year ( ( ( ( (>>>>>5 drinks) weekly5 drinks) weekly5 drinks) weekly5 drinks) weekly5 drinks) weekly Guidelines Guidelines Guidelines Guidelines Guidelines

Semi- or Professional 39.2% 3.2% 21.8%

Technical/Manufacturing 48.% 6.1% 28.4%Skilled/Semi-Skilled 50.5% 8.0% 26.9%Unskilled 51.0% 7.8% 27.8%Looking for Work 54.4% 13.4% 32.8%Student 53.8% l7.2% 21.3%Family Responsibility 26.9% 2.3% 13.7%Retired 17.0% 2.6% 14.1%

Other 37.6% 8.0% 24.0%

Ontar ioOntar ioOntar ioOntar ioOntar io 39 .0%39 .0%39 .0%39 .0%39 .0% 7 .4%7 .4%7 .4%7 .4%7 .4% 21 .4%21 .4%21 .4%21 .4%21 .4%


The link between drinking patternsand drinking problemsAccording to the US National Institute on AlcoholAbuse and Alcoholism, the frequency of absentee-ism, arriving late to work or leaving early, perform-ing inadequate or less work, and arguing with co-workers are positively associated with:♦ drinking at work♦ problem drinking and♦ frequency of getting drunk.

What sectors are at risk?While Canadian research is scarce, internationalresearch has identified some sectors of theeconomy where alcohol and other drug problemsmay be more prevalent. These include:♦ foodservice industry♦ maritime sector♦ construction♦ processing and assembly line workers♦ military♦ recreation and entertainment sector.

Young workers, workers in lower-status jobs,and working males are three separate groups thatappear to be particularly vulnerable to alcohol andother drug abuse. However, high consumptionrates have also been found among senior managers,lawyers, doctors, police officers, marketing and salesprofessionals, and others.

Factors thought to increase employee alcoholuse and misuse include:♦ a workplace culture that accepts or encourages

drinking as a way to bond with clients andcolleagues, or to deal with stresses. Workplaceculture is influenced by factors such as organi-zational policies and practices; regional,occupational or industry norms; the attitudes,preferences and behaviours of individuals orgroups with power and influence; the socio-

economic and ethno-cultural make-up of theworkforce; and the promotion and availabilityof alcohol in the community-at-large

♦ workplaces where people feel alienated or unsupportedeither because of the work they do (i.e. boring,isolating, stressful), or the environment inwhich it is done (i.e. poor working conditions,long periods away from family and friends,tolerance of sexual harassment, verbal/physicalaggression, disrespectful behaviour)

♦ workplaces with poor controls on alcohol consumptiondue to poor on-the-job supervision, (com-mon in shift work, for example), lack ofpolicies on alcohol consumption, impairment,possession, availability, etc., or limited aware-ness or enforcement of existing policies.

Emerging researchResearch from the US is shedding some light ontwo popular myths. The first is that the majority ofalcohol-related performance problems are caused byalcohol-dependent employees. The second is thatperformance is only a concern if employees aredrinking on the job.

According to a comprehensive study con-ducted by Mangione (1998), employees defined byCAGE2 as alcohol-dependent, were responsible forless than half of alcohol-related problems such as:absenteeism, arriving late or leaving early, doingpoor quality work, doing less work and havingarguments with co-workers. The reason: theycomprise only one-fifth of the workforce. Non-dependent drinkers reported fewer problemsindividually, but because they make up the majorityof the work force, are collectively responsible for agreater share of the problems.

Mangione’s findings also suggest that it is notdrunkenness or drinking at work, but rather low-level alcohol exposure and hangovers that areassociated with the most problems in theworkplace. According to Mangione (1998), “lowblood alcohol concentrations (BACs) can increase

“If corporate“If corporate“If corporate“If corporate“If corporatemanagers directmanagers directmanagers directmanagers directmanagers directtheirtheirtheirtheirtheirintervent ionintervent ionintervent ionintervent ionintervent ioneffortsef fortsef fortsef fortsef fortsprimarilyprimarilyprimarilyprimarilyprimarilytoward alcohol-toward alcohol-toward alcohol-toward alcohol-toward alcohol-dependentdependentdependentdependentdependentemployees ,employees ,employees ,employees ,employees ,they arethey arethey arethey arethey aremissing themissing themissing themissing themissing thesource of asource of asource of asource of asource of asubstantialsubstantialsubstantialsubstantialsubstantialnumber ofnumber ofnumber ofnumber ofnumber ofalcohol-relatedalcohol-relatedalcohol-relatedalcohol-relatedalcohol-relatedproblems.”problems.”problems.”problems.”problems.” — Thomas W. Mangione,

researcher

2 CAGE is a screening instrument commonly used in clinical settings. It is an acronym for: have you everfelt the need to Cut down on your drinking? Have people ever Annoyed you by criticizing your drink-ing? Have you ever felt bad or Guilty about your drinking? Have you ever had an Eye opener (a drinkfirst thing in the morning)? Employees who answered yes to two or more of four questions on theCAGE questionnaire were determined to be alcohol-dependent.


the likelihood of impaired performance even whenthe employee is not, nor appears to be, intoxicated… alcohol’s residual effects (hangovers) are suchthat even at zero BAC and without obviousphysical symptoms, work performance can beimpaired the day after a night of heavy drinking.”

Taken together, these findings suggest that tohave an impact, efforts to address substance abusein the workplace must:♦ target all workers, not just those thought to be

at risk of problems♦ try to influence drinking practices within and

outside the workplace.

The link between policyand preventionOne of the most effective ways to reduce alcohol-related problems is through policy development.The Alcohol Policy Network defines policy simplyas “what governments or institutions do — ordon’t do — about a particular problem and theconditions that give rise to it.”

At the broadest level, policies that affect thephysical, social and economic availability of alcoholcan have a significant impact on drinking rates andproblems in society. Examples of such policiesinclude:♦ alcohol prices and taxes♦ number, location, days and hours of operation

of alcohol outlets♦ sales and service practices♦ minimum drinking age♦ control of alcohol advertising and promotion♦ enforcement of laws related to drinking and

driving, liquor licensing, etc.

If alcohol is widely available, or if existingcontrols are ineffective, poorly enforced or weak-ened, resulting problems will likely be felt in allsectors of the community, including the workplace.Efforts focused solely on the workplace are unlikelyto prevent the full extent of the damage.

Those concerned about workplace health andsafety are t encouraged to monitor changes inalcohol availability, and work with key agencies andgroups to support comprehensive policies that

prevent and reduce alcohol-related harm. Those thatplay an important role in alcohol policy in Ontarioinclude:♦ The Alcohol and Gaming Commission of

Ontario. Among other things, the AGCO isresponsible for enforcing the Liquor Licence Actand Regulations. These make it illegal, for exam-ple, to sell or serve alcohol to minors and theintoxicated. The AGCO regulates licensedestablishments and “special occasion permit”events where alcohol is served (for example;weddings, office parties). The AGCO alsooversees alcohol manufacturers and theirrepresentatives, brew-on-premise facilities andalcohol delivery service operators. It conductshearings on liquor licence applications, renewalsand violations. It also works with Smart ServeOntario and others to educate operators aboutliquor laws and responsible alcohol servicepractices.

♦ The Liquor Control Board of Ontario. TheLCBO is a provincial agency set up by theGovernment of Ontario to control sale ofalcohol in over 1600 liquor, beer and wine storesacross the province. It has special responsibilityto ensure that all beverage alcohol sold inOntario meets strict public health and safetycriteria. It also fulfills a social responsibilitymandate by educating the public about responsi-ble alcohol use and training liquor board staff tospot and refuse sales to minors and the intoxi-cated.

♦ The Centre for Addiction and Mental Health.CAMH is a provincial research and treatmentfacility offering education and training, commu-nity-based health promotion and preventionservices, and direct patient care for people withmental health and addiction problems. Amongother things, it conducts alcohol and other druguse surveys, publishes policy and research papers,operates a fee-for-service workplace healthconsulting service, and provides advice togovernments and others on mental health andaddiction issues.


♦ Public Health Units. There are 37 regionalhealth units across Ontario. They areoverseen by regional Boards of Healthcomposed of municipal politicians, theMedical Officer of Health, and communitymembers. Public health units deliver a coreset of programs in keeping with guidelinesestablished by the province. These programsmay be categorized into three areas: healthprotection (i.e., food and water safety, toxicwaste handling, air pollution, vaccinations);screening (i.e., speech, language, dental,cancer); and health promotion (i.e., chronicdisease prevention, substance abuse/injuryprevention, reproductive health.). Mosthealth units are active in developing alcoholpolicies at the municipal and provincial levelsand educating the public about alcohol andother drug use, injury prevention, etc. Somealso offer comprehensive workplace healthservices to organizations within their region.

♦ The Government of Ontario. The provin-cial government defines the overall policyframework within which decisions affectingalcohol regulation and funding for preven-tion and treatment services are made.Individual government departments alsoplay a role. The Ministry of Consumer andBusiness Services, for example, oversees theAGCO. The Ministry of Economic Develop-ment and Trade oversees the LCBO. TheMinistry of Health and Long-Term Careoversees CAMH and funding for local publichealth, substance abuse prevention andtreatment services.

There are many ways to get involved inalcohol policy discussions. For example:♦ Subscribe to free or low-cost publications

that keep you up-to-date on alcohol policyissues. Three recommended sources are:Licence Line (quarterly newsletter of theAlcohol and Gaming Commission), AlcoholPolicy Update (quarterly fax-newsletter of theAlcohol Policy Network) and The Journal ofMental Health and Addiction (Centre forAddiction and Mental Health). Another way

to keep up-to-date is by visiting the websitesof the Ontario government, www.gov.on.ca,the Ontario Legislature, www.ontla.on.ca, orthe organizations listed above.

♦ Participate in discussions on alcoholpolicy. You may be interested in attendinglocal seminars or workshops organized by localhealth, safety or substance abuse preventiongroups. Often these events are organized tostimulate debate and action on problems suchas: lax enforcement of liquor, traffic and relatedlaws; an over-concentration of licensedestablishments in vulnerable neighbourhoods;or underage drinking or irresponsible alcoholads and promotions. Another way to partici-pate in alcohol policy discussions is by joiningan email discussion group. The APOLNETdiscussion list, for example, is a free servicedevoted exclusively to Canadian alcohol policyissues. For instructions on how to subscribe,visit www.apolnet.ca.

♦ Join a local drug awareness committee orcommunity coalition. There are groupsthroughout the province actively working onissues related to substance abuse, drinking anddriving, parenting, violence, community safetyand health and wellness. Many are volunteer-driven, non-profit or charitable groups. Theycan be great sources of information andresources — some provide speakers andmaterial for distribution in workplaces, forexample. Most rely on in-kind and financialcontributions and welcome people withenergy, commitment and good ideas to helpthem carry out their mission.

For contact information, please see Section Eor download the Directory of Substance Abuse andInjury Prevention Contacts from the Resources/Publications section of the Alcohol Policy Networkwebsite, www.apolnet.ca.


The role of workplace policiesBroad-based policies are the most effective way toreduce and prevent problems that spill over into theworkplace. However, they will have a bigger impactif complemented and reinforced by policies thataddress factors within the employer’s control. Forexample:♦ the availability, promotion and consumption

of alcohol on the job, on company property orat company events

♦ the expectations of workers in safety-sensitivepositions and

♦ the extent to which health and safety regula-tions are enforced.

We define a workplace alcohol policy as aformal set of principles, guidelines and rulesgoverning the job-related behaviour of directors,employers, employees, contractors, volunteers,agents, students and others with regard to the use,misuse and abuse of alcohol. Often, the workplacealcohol policy is part of a broader policy coveringthe use of other psychoactive substances, includingtobacco, illicit drugs, over-the-counter medicationand prescription drugs. For the purposes of thisguide, a workplace is defined as a site where theconsumption of alcohol or other drugs occurs,and/or where the negative consequences ofconsumption are felt.

Workplace alcohol policies generally serve fourgoals:♦ to increase productivity♦ to reduce safety risks♦ to improve employee health and♦ to reduce employer liability.

According to the US Center for SubstanceAbuse Prevention (CSAP), successful policiesinclude:

1. A rationale• why the policy was developed, how it was

developed and what it is meant to accom-plish.

2. Policy application• Information on who the policy applies to

and under what circumstances. For exam-ple: will it cover volunteers and boardmembers or only paid staff ? Will it coveralcohol and other drug use during workhours or on company property only? Willit also include drinking at social eventsorganized by the company?

3. Expectations and prohibitions• what substances and behaviours are

unacceptable• supports available from the company and

the community to help those covered bythe policy to comply.

4. Consequences• progressive penalties• procedures for dealing with incidents and

the appeal process• how principles of confidentiality, fairness,

consistency and access to needed supportswill be respected.

5. Implementation Considerations• how the policy will be implemented and

evaluated• the role of various people/departments• process for reviewing the policy, including

the date of the next review.


Get involved!

♦ Subscribe

♦ Participate

♦ Join

A comprehensive approachIdeally, workplace alcohol and other drug policiesshould be part of a comprehensive health promo-tion program that also includes: 1) employeeeducation and awareness 2) training and ongoingsupport for supervisors, managers and unionrepresentatives and 3) a comprehensive employeeassistance program that supports all workers, notjust those experiencing problems.

1. Employee education and awarenessEmployee education and awareness programs

often highlight the impact of alcohol and otherdrug use on health and safety. In addition, theseprograms define low-risk drinking practices andpromote effective programs offered by the em-ployer, or available in the community to prevent,diagnose, deal with, or reduce harm. Educationalcampaigns also serve to inform employees aboutworkplace alcohol/drug policies and procedures.

Health messages will likely have more impactif they are communicated in different ways and atdifferent times throughout the year. For example,basic information may be included in employeeorientation sessions, policies and proceduresmanual, and/or on the company’s internal website.Additional information could be disseminatedthrough more interactive means as part of seasonalcelebrations (December holiday season) or annualawareness campaigns (Drug Awareness Week heldannually in November). There are many ways toreach workers. Below are a few examples:♦ paycheque stuffers♦ newsletter articles♦ lunch-and-learn sessions♦ health fairs♦ interactive displays♦ posters and brochures in high traffic areas,

such as the kitchen or washrooms♦ effective use of email and the corporate

intranet/website.

2. Training and ongoing support forsupervisors, managers and unionrepresentativesTraining helps managers, supervisors and

union representatives to understand the rationale,goals and requirements of workplace alcohol andother drug policies. People need to know how todeal with employees who are known or suspectedof having a problem with alcohol and/or drugs,and what to do when an incident occurs. Ongoingtraining often focuses on effective ways to manageworker performance, including observation,feedback and referral skills. Follow-up supportfrom senior management, Human Resources, oroutside consultants is also important to helptroubleshoot and/or manage specific situations.

3. An employee assistance programEmployee assistance programs have been

around for many years. Whether delivered in-houseor subcontracted to fee-for-service providers, EAPsoffer a range of confidential counselling andinformation and referral services related to issuessuch as:♦ health and wellness. Examples include: alcohol

misuse and abuse, substance abuse andmisuse, stress management, smoking cessa-tion, fitness, nutrition, eating disorders, AIDSprevention, diabetes, heart health, bloodpressure checks, depression, anxiety, compul-sive behaviours, coping with work-relatedinjuries, assertiveness training, and post-traumatic stress disorder

♦ family and financial difficulties such as maritalproblems, child/parent relationships, childcare, in-law issues, elderly care, domesticviolence, debt and financial problems, legalissues and pre-retirement planning

♦ environmental and occupational issues including:indoor air quality, noise levels, handlinghazardous substances, co-worker relationships,supervisor conflict, role conflict, out-placementcounselling, shift work, retraining and careerdevelopment.


In many instances EAPs also help reintegrateworkers in recovery back into the workforce. Forexample, by helping to develop a “return to work”agreement; monitoring worker compliance andcoaching supervisors on effective management ofpeople recovering from alcohol and other drugabuse.

While EAPs are more likely to be implementedin larger or unionized settings, they have beenshown to improve performance and overallproductivity and reduce absenteeism, lost-workhours, workers’ compensation claims, and labourgrievances.

Despite their benefits, fee-for-service EAPsare not for everyone. They require an initialinvestment of resources. Also, their impactdepends on the extent to which they are pro-moted and used, and the quality and relevance ofthe services offered.

Some employees also prefer to take advantageof services in the community - those set up to meetthe needs of particular religious, linguistic orcultural groups — or to be part of self-help groupssuch as Alcoholics Anonymous.

What constitutes “employee assistance” willtherefore differ between workplaces. From a healthpromotion perspective, the important thing is thata range of effective resources and supports beavailable and accessible to all workers, includingthose coping with issues that have not yet resultedin work-related difficulties.

A final wordEffective workplace policies do not happen bychance; they are developed through a carefulassessment of possible policy components weighedagainst the nature of the problem. The next sectionprovides a simple step-by-step process to guide thedevelopment of workplace substance abusepolicies.

Your written policystatement is youropportunity toexpress clearly yourposition onemployee substanceabuse. For someworkers, theknowledge that thecompany is active onthe issue and theywill be heldaccountable for theirbehavior is enoughto deter futuresubstance abuse.For others, knowingthat their company isaware of theproblem and istrying to respond toit will strengthentheir commitmentto being loyal andproductive workers.Still others who maybe struggling with aloved one’ssubstance abuseproblems willappreciate theopportunity toobtain support andassistance throughtheir company.

— US Departmentof Labor


In Ontario, health units must comply with theMandatory Core Programs and Services Standardsfor Public Health Services. Among other things,these require health units to provide consultation,health promotion resources, skills developmentprogramming, policy development, assessment andawareness-raising activities to workplaces, workplacepersonnel, occupational health and safety practition-ers and trade/business associations. As a result,public health staff is forging new and innovativepartnerships with the private sector.

According to David Fell, a workplace healthpromoter with the Peterborough County-CityHealth Unit, the nature of workplaces poses anumber of challenges for health promotioninitiatives. First, the purpose of business is tomake a profit and satisfy shareholders, not to tendto the health needs of employees. Second, unlikemany of the traditional settings for health promo-tion, the workplace is not a ‘public place;’ healthpromoters are essentially ‘guests’ of the employer.Third, employers drive the agenda, as they controlaccess to the organization and the ultimate clientsof any health promotion initiative, the workers.Lastly, the workplace is a political environment.Health is not a neutral issue that brings employersand workers together. Rather, health issues areembedded in other workplace issues, includinginternal workplace politics, supervisory practices,and bargaining around working conditions andlabour standards.

To overcome these challenges, Fell recom-mends that health promoters emphasize three keyreasons why employers should support and investin workplace health promotion. First, researchindicates that a healthy workforce yields a positivecost-benefit ratio to the employer. Second, employ-ees will be able to improve their quality of life byadopting healthier lifestyles. Third, the workplace

itself is an important determinant of health and,therefore, should fall within the sphere of publicpolicy.

To ensure that its programming effortsaddress the health needs of employees, thePeterborough City-County Health Unit is in theprocess of developing a Family Friendly WorkplaceAudit Tool, and a Corporate Health AssessmentTool. These provide a ‘snapshot’ of employeehealth relative to recognized standards such as theOntario Health Survey and the Low Risk DrinkingGuidelines. Both tools can be used to assess thehealth status of employees at a particular workplaceand help the employer, workers and health unitpartners to negotiate an appropriate interventionstrategy.

The health unit has also initiated a series ofeducational and awareness raising activities in localworkplaces. A good example of this is the Sub-stance Abuse Awareness month activity at PanOsten - a local manufacturer of steel checkoutcounters,. The activity included a poster campaign,payroll inserts, an alcohol staff awareness presenta-tion, and a computer simulation-exercise using theCentre for Addiction and Mental Health’s BloodAlcohol Calculator Software. As a result of positivefeedback from management and employees alike,the health unit developed a resource binder foremployees. The health unit hopes to developsimilar binders for all of its workplace healthpromotion content areas. To date, several employ-ers in the health unit’s catchment area have ex-pressed an interest in these products. To ensure theaccessibility of workplace health information, thehealth unit has also modified its website to includeinformation on workplace health promotionpolicies and links to relevant materials and websites.

Public Health Units Promote WorkplacePublic Health Units Promote WorkplacePublic Health Units Promote WorkplacePublic Health Units Promote WorkplacePublic Health Units Promote WorkplaceHealth: the Peterborough experienceHealth: the Peterborough experienceHealth: the Peterborough experienceHealth: the Peterborough experienceHealth: the Peterborough experience

FFFFFor more informationor more informationor more informationor more informationor more information

about these workplaceabout these workplaceabout these workplaceabout these workplaceabout these workplace

health promotionhealth promotionhealth promotionhealth promotionhealth promotion

activities, contact theactivities, contact theactivities, contact theactivities, contact theactivities, contact the

PPPPPeterborough County-Cityeterborough County-Cityeterborough County-Cityeterborough County-Cityeterborough County-City

Health Unit atHealth Unit atHealth Unit atHealth Unit atHealth Unit at

705-743-1000 or705-743-1000 or705-743-1000 or705-743-1000 or705-743-1000 or

www.pcchu.peterborough.on.ca



One of the most effective ways to change behav-iour in the workplace is through a carefully craftedand well-implemented policy. This section willguide you through the seven steps in our recom-mended policy development process. These are:

Step 1 - Get buy-in• do some research• identify stakeholders• secure initial support

Step 2 - Recruit a good policy developmentteam

• recruit power brokers and champions• invite outside experts• analyse existing policies and practices• find out what others have done• find out what works

Step 3 - Gather Information• collect data; assess needs• review existing policies and practices• find out what others have done• find out what works

Step 4 - Make your case• assess support for action• present your business case

Step 5 - Draft a policy• set goals and objectives• identify policy components• draft a written policy

Step 6 - Do a reality check• assess resources and capacity for imple-

mentation• consult with stakeholders• finalize policy

Step 7 - Take action!• develop policy implementation plan• tips for evaluation

Below is a questionnaire to get you thinkingabout some of the alcohol and other drug-relatedissues that may need to be addressed in yourworkplace. We suggest you take a few momentsto complete it before proceeding.

B. Developing a Policy:B. Developing a Policy:B. Developing a Policy:B. Developing a Policy:B. Developing a Policy:7 steps to a safer, healthier workplace7 steps to a safer, healthier workplace7 steps to a safer, healthier workplace7 steps to a safer, healthier workplace7 steps to a safer, healthier workplace


Are these problems in your workplace?Are these problems in your workplace?Are these problems in your workplace?Are these problems in your workplace?Are these problems in your workplace?

YES NO UNSURE

Drinking before coming to work. ___ ___ ___

Drinking at breaks or lunch. ___ ___ ___

Bringing alcohol to work. ___ ___ ___

Coming to work drunk. ___ ___ ___

Coming to work hung over. ___ ___ ___

Doing a lot of “team building” in bars. ___ ___ ___

Drinking too much when out with friends from work. ___ ___ ___Made to feel embarrassed if one stops at one or two

drinks or doesn’t drink at all. ___ ___ ___Calling in sick or missing work because of drinking

or hangover. ___ ___ ___

Not doing job because of drinking. ___ ___ ___Problems at work because family members

abusing alcohol. ___ ___ ___

Getting into fights/altercations because of alcohol. ___ ___ ___

Posing a risk to self or others because of alcohol. ___ ___ ___

Being injured because of own or other’s drinking. ___ ___ ___

Drinking and driving to/from work or company events. ___ ___ ___Rowdy, inappropriate behaviour at work-related

eventswhere alcohol is served. ___ ___ ___Living/working in community where alcohol is

readily available and widely promoted. ___ ___ ___

Managers/supervisors unsupportive of workers

experiencing problems related to alcohol/other drugs. ___ ___ ___Unclear, unfair, or non-existent policies on alcohol/

drugs in the workplace. ___ ___ ___

Other: ___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________


Step 1: Get buy-inGood policies are not developed in isolation. Theymust reflect the priorities of your workplace, bebased on good research and information and counton the support of key people at all levels of theorganization. Convincing colleagues and superiorsthat alcohol is an issue in your workplace – and onethat you can help tackle – is your first task.

Not everyone will have the same level ofknowledge, or be as convinced about the need foraction. You may therefore have to spend some timecollecting information on alcohol and theworkplace, along with external sources of fundingand support. Section E includes a list of Canadianand international organizations offering a wealth ofstatistics, resources and useful advice. There are alsonumerous industry, professional and regionalassociations, too diverse to be listed here that mightbe able to offer assistance. We recommend that youcontact these groups or visit their websites toobtain information specific to your needs or thoseof your colleagues.

It is important that the information gatheredand disseminated in the early stages be comprehen-sive, research-based and representative of both theemployer and employee perspectives. It is alsoimportant not to overwhelm your key stakeholderswith facts. The purpose of disseminating informa-tion is to create awareness and interest for policydevelopment.

Identifying stakeholdersAlthough successful policies have been developedby individuals with expertise or responsibility forworkplace health and safety, we recommend thatthis task be done by a small group or committee ofkey stakeholders.

You can anticipate that employees, supervisors,senior management, human resource staff, unionrepresentatives, health and addictions serviceproviders, occupational health and safety organiza-tions, and the broader community will have aninterest in a comprehensive workplace alcoholpolicy. You cannot, however, assume that membersof a particular group will share the same opinions.For example, some may feel that a policy is toodifficult to develop or enforce; others may feel drugtesting is the only policy you need.

The identification of these stakeholders willhelp you to:♦ determine who should be involved in the

development of your policy;♦ assess the degree of support and opposition

among different groups.

Below are a few questions to help you get started.1. Who is affected by alcohol use in the

workplace or the alcohol-related problems ofemployees?

2. How do some stakeholders stand to benefitfrom a policy on alcohol use in yourworkplace? How strong is their support likelyto be?

3. Are there others who you might bring on sideif the issue was brought to their attention?

4. Why would some stakeholders object to apolicy addressing alcohol-related problems inyour workplace? How strong is their opposi-tion likely to be?

5. What information, strategies, or resources willyou need to bring key stakeholders on side?

Thinking through some of these questionswill also help you to determine whose support youneed to get in the early stages of the process – andto begin to make a case for policy development.

Committees can be difficult to manage andmay require more time to complete the task than adedicated individual might need. But they can alsobe very useful in policy development because they:♦ allow people with different views and exper-

tise to interact, negotiate, and arrive at aconsensus on how best to tackle a problem

♦ spread the workload and ensure that policydevelopment continues even if someone isreassigned or leaves the organization

♦ help sustain energy and commitment to policyintegration and ongoing implementation –elements that can “make or break” your policy.

Even if there is no general consensus on theneed for a workplace policy on alcohol and otherdrugs, securing initial support from the top tobring together a work group to look at substanceabuse issues in your workplace – or persuading anexisting committee to accept this task is animportant first step.

Just aboutJust aboutJust aboutJust aboutJust abouteveryone haseveryone haseveryone haseveryone haseveryone hassomethingsomethingsomethingsomethingsomethingsignificant tosignificant tosignificant tosignificant tosignificant tocontr ibute…contr ibute…contr ibute…contr ibute…contr ibute…besides, asbesides, asbesides, asbesides, asbesides, asemployees takeemployees takeemployees takeemployees takeemployees takepart in thepart in thepart in thepart in thepart in thedevelopment ofdevelopment ofdevelopment ofdevelopment ofdevelopment ofthe policy,the policy,the policy,the policy,the policy,they gain athey gain athey gain athey gain athey gain asense ofsense ofsense ofsense ofsense ofownership forownership forownership forownership forownership forit, whichit, whichit, whichit, whichit, whichincreases theincreases theincreases theincreases theincreases thechances ofchances ofchances ofchances ofchances ofwinning theirwinning theirwinning theirwinning theirwinning theirsupport.support.support.support.support. — Working Partners for

an Alcohol and Drug-Free Workplace (US)


Step 2 : Recruit a good policydevelopment teamWhen recruiting committee members, it’s impor-tant to secure the participation of power brokersand “champions” – people whose leadership,dedication and effort will contribute directly to theimproved health and well-being of employees.Some examples include:♦ the director of human resources♦ occupational health nurse♦ union steward♦ formal and informal leaders from key depart-

ments, professional designations or work teams.

It’s also important that the committee chargedwith developing your policy include representativesof the key stakeholder groups identified above.This will help to ensure that:♦ your policy is able to meet the needs and

concerns of key stakeholders♦ your policy is realistic and appropriate, reflect-

ing the norms and values of your workplaceand community

♦ employees and other stakeholder groups willsupport your policy and comply with itsrequirements.

Invite outside expertsDeveloping an effective and appropriate policy

requires time and more importantly, people withknowledge and expertise in areas such as:♦ the nature and scope of alcohol-related

problems in the workplace or in your industry♦ effective strategies to prevent alcohol problems♦ addiction treatment services for employees

with, or at risk of developing, alcohol prob-lems

♦ effective procedures for dealing with alcohol-related incidents

♦ current laws governing alcohol use andenforcement issues.

In most communities, there are groups andorganizations with an interest in preventingalcohol-related problems in the workplace. Seniorvolunteers or staff members from these agenciesmay have a history of involvement in the develop-

ment of workplace alcohol policies, and may beprime candidates for your committee. Someexternal experts to recruit to your committeeinclude:♦ staff of local public health units or commu-

nity health centres (i.e., community healthnurses, health educators, etc.)

♦ Centre for Addiction and Mental Healthconsultants

♦ law enforcement officials♦ Employee Assistance Program (EAP)

provider♦ representative from industry or occupational

health and safety organization.

How many people should be on thecommittee?A committee of five or six individuals is

usually sufficient to manage the task, although thesize of the workplace will dictate, to some extent,the number of participants on the committee andthe amount of work and time needed to developthe policy.

Much has been written on creating effectivecommittees and work groups. Prior to embarkingon this process, we recommend that you takesome time to re-familiarize yourself with some ofthis material. Below are two online resources youmay find useful:♦ Rural Development Handbook and Fact Sheets

from the Ontario Ministry of Agriculture,Food and Rural Affairs. These documentsinclude tips on effective communications,managing change, planning meetings,forming and working with groups and more.Visit www.gov.on.ca/OMAFRA.

♦ Community Tool Box. Although developedwith a community audience in mind, thisresource compiled by the University ofKansas, contains lots of useful information.Particularly recommended is Part E, thesection focusing on Leadership, Managementand Group Facilitation. Visit www.ctb.ku.edu.

For links to these and other resources visit thePolicy-making Information Pack on APOLNET,www.apolnet.ca.


Suggested agenda for first meeting of the committeeThe first meeting of your committee is a key milestone in the policy development process. Careful advanceplanning will help to ensure that all involved understand the purpose of the group and their roles andresponsibilities. Below are some items you may want to cover in your first meeting.1

Introductions♦ describe the purpose of the first meeting and rationale for the committee♦ invite committee members to introduce themselves, identify skills, interests and

experiences they bring to the table, and amount of time they are able to contribute.

Focus of committee’s work♦ facilitate roundtable discussion on the impact of alcohol in the workplace and effective

ways to prevention and reduce problems.♦ discuss potential role of the committee♦ identify who else should be informed about the committee or asked to endorse

its formation.

Roles and expectations of committee members♦ identify the roles for committee members (organizing and facilitating meetings,

taking minutes, conducting background research, writing/revising drafts of thepolicy, serving as a liaison with other groups)

♦ identify who can and is willing to take on these roles♦ determine whether anyone else should be approached to join the committee♦ identify resource needs (photocopying, postage, e-mail, clerical support, etc.)

Wrap-up♦ list next steps (draft Committee Terms of Reference, develop communications strategy)♦ create contact list for members♦ select time, date and location for next meeting♦ decide who will facilitate/chair the next meeting.

“The more“The more“The more“The more“The morebroadlybroadlybroadlybroadlybroadlyparticipativeparticipativeparticipativeparticipativeparticipativeand inclusiveand inclusiveand inclusiveand inclusiveand inclusivethe … processthe … processthe … processthe … processthe … processis, the moreis, the moreis, the moreis, the moreis, the morelikely it is to belikely it is to belikely it is to belikely it is to belikely it is to behealth-health-health-health-health-promoting inpromoting inpromoting inpromoting inpromoting inits own rightits own rightits own rightits own rightits own rightand thereforeand thereforeand thereforeand thereforeand thereforepart of thepart of thepart of thepart of thepart of thesolution tosolution tosolution tosolution tosolution toorganizationalorganizationalorganizationalorganizationalorganizationalproblems thatproblems thatproblems thatproblems thatproblems thatmay bemay bemay bemay bemay beidentif ied”identif ied”identif ied”identif ied”identif ied”

— Martin Shain andHelen Suurvali,

researchers

1 Adapted from Prevention Works: A Community Guide to Prevent Alcohol Problems. Homewood HealthServices, 1996.


Step 3: Gather informationTo guide the development of your policy, it’simportant to understand the nature and scope ofalcohol and drug problems in your workplace, inyour industry, and in your community. Collectingrelevant background information will help toensure your policy will meet the needs of yourorganization. It will also help you to assess itsimpact later on.

Prior to embarking on data collection, how-ever, you may want to give careful thought to whatinformation would be most useful and how youwill go about collecting it. In particular, your teamwill want to come to an agreement on principlesand practices you will follow to ensure that privacyand confidentiality are respected and the datagathered is valid and reliable.

Some possible sources of information aboutalcohol issues at your workplace include:♦ Workplace Records — Human resources

may be able to provide you with someimportant data. For example, the number ofincidentsof incidents of drinking or drunken-ness on the job, on company property or atsponsored events; documented cases whereworkers were absent, late, injured, involved inaltercations or had performance problems as aresult of being drunk or hung over; suspen-sions and related disciplinary action wherealcohol played a factor. While these are oftenkey indicators of alcohol problems in theworkplace, they are not always tracked or readilyavailable.

♦ Employees — Employees can be valuablesources of information on alcohol problemsand solutions. They are also importantbarometers of corporate culture. Ways to taptheir expertise include: confidential opinionsurveys, suggestion boxes or informalmeetings or discussion groups. Each of thesemethods has pros and cons. As always, it’simportant to select a method that will be

sensitive to the needs and concerns ofemployees, particularly with respect to literacy,official language fluency, confidentiality, etc.

♦ Key Individuals — These include humanresource managers, union stewards, supervi-sors and employee assistance program (EAP)representatives. Talking to these individualsone-on-one will give you a better idea of thenature and extent of alcohol-related problemsin your workplace. Alternatively, you may wantto convene focus groups or short meetings toobtain their perceptions about the problemsand what can be done to address them.

Review existing policies andpracticesAlthough your workplace may not have a policy onalcohol and other drug use, you can be certain theissue is being addressed either under the guise ofexisting policies or through practices that may ormay not be very effective. Your committee willtherefore want to spend time reviewing yourcompany’s policies and procedures, both writtenand informal, to discover:♦ how alcohol and other drug misuse has been

dealt with in the past♦ what messages about alcohol and other drugs

are communicated to employees eitherofficially or implicitly

♦ how issues such as absenteeism, tardiness,safety infractions, poor performance, etc. arehandled

♦ what training supervisors and managersreceive

♦ what types of employee assistance yourcompany currently provides or supports

♦ what controls are in place to deal with alcoholat company events or on company property

♦ the strengths and weaknesses of the existingsituation.

“Supervisors“Supervisors“Supervisors“Supervisors“Supervisorsshould not beshould not beshould not beshould not beshould not beexpected to actexpected to actexpected to actexpected to actexpected to actas drug oras drug oras drug oras drug oras drug oralcoholalcoholalcoholalcoholalcoholcounsellors orcounsellors orcounsellors orcounsellors orcounsellors orto diagnoseto diagnoseto diagnoseto diagnoseto diagnoseemployees; butemployees; butemployees; butemployees; butemployees; butthey can referthey can referthey can referthey can referthey can referan employee toan employee toan employee toan employee toan employee tosources of helpsources of helpsources of helpsources of helpsources of helpa n da n da n da n da n dinformation forinformation forinformation forinformation forinformation forpossiblepossiblepossiblepossiblepossibleproblems thatproblems thatproblems thatproblems thatproblems thatare tied toare tied toare tied toare tied toare tied tospecificspecificspecificspecificspecificperformance-performance-performance-performance-performance-relatedrelatedrelatedrelatedrelatedobservat ions.”observat ions.”observat ions.”observat ions.”observat ions.”

— Substance Abuse Prevention in the

Workplace,An Employer’s Guide


A thorough assessment of alcohol issues inyour workplace is an important milestone in yourpolicy development process. Because the rules andprocedures stipulated in your policy will stem fromthe way in which these issues are defined andidentified, it’s a step worth the considerable timeand effort it will likely take.

Find out what others have doneYou may want to collect sample policies from otherworkplaces in your region or industry. This can saveyou time and effort as a policy developed at asimilar workplace could help to guide the develop-ment of your own policy. From a decision-maker’sstandpoint, it may also be less risky to implement apolicy when successful precedents have beenestablished elsewhere. The following are somequestions to consider when modifying or adoptingan existing policy:♦ when was the policy developed? Why was it

developed? Who was involved?♦ how has it been implemented? What did

challenges were encountered?♦ has it been evaluated/ revised? What aspects

have been most/least successful?♦ is the policy still in place?

When considering the content, additionalquestions include:

1. Do different laws or policies apply to yourworkplace, industry or jurisdiction?

2. Are the philosophy and goals of the policyconsistent with those of your organization?

3. Do the policy components meet your needswith respect to:• who its covers and under what circum-

stances• drugs, behaviours, and situations addressed• progressive disciplinary action• drug testing• staff training and employee awareness• implementation, enforcement, and

evaluation• cost-effectiveness.

4. Will adopting another company’s policyweaken the stakeholders’ interest or organiza-tional commitment to substance abuseprevention in your workplace?This last question is a very important one.

This is because the policy development process isoften crucial to building group consensus andcohesion and securing needed resources forimplementation.

Find out what worksMuch is being done to address alcohol issueswithin and outside the workplace. The questionresearchers, decision-makers, and funding organiza-tions increasingly, fundersoften ask is: are theseinitiatives effective? Although it may be importantto find out what others are doing, it’s equallyimportant not to duplicate policies or programsthat have not been properly evaluated or worse,that do not work.

Access to good research on workplacehealth promotion and substance abuse preven-tion is not as difficult to obtain as it might seem.Here are a few useful — and free — onlineresources.

♦ CCSA Workplace Section, <www.ccsa.ca>.This section of the Canadian Centre onSubstance Abuse website is devoted exclu-sively to workplace alcohol and other drugissues. It includes upcoming events, statistics,recent court cases, research papers and codes ofpractice related to alcohol and other drugtesting, searchable databases of employeeassistance programs, treatment services andmuch more.

♦ Health Canada’s Workplace HealthStrategies Bureau, <www.hc-sc.gc.ca/hecs-sesc/workplace/index.htm>. This resourceincludes guides on improving absenteeism,helping employees to juggle work and family,influencing employee health, best advice onstress risk management in the workplace, andlinks to Health Promotion Online.

“There is no“There is no“There is no“There is no“There is nosuch thing as asuch thing as asuch thing as asuch thing as asuch thing as amodel policymodel policymodel policymodel policymodel policythat will fit allthat will fit allthat will fit allthat will fit allthat will fit allcompanies ’companies ’companies ’companies ’companies ’needs…Muchneeds…Muchneeds…Muchneeds…Muchneeds…Muchdepends ondepends ondepends ondepends ondepends onyour company’syour company’syour company’syour company’syour company’sexperience withexperience withexperience withexperience withexperience withsubstancesubstancesubstancesubstancesubstanceabuse, as well asabuse, as well asabuse, as well asabuse, as well asabuse, as well asyour business’your business’your business’your business’your business’location,location,location,location,location,resources ,resources ,resources ,resources ,resources ,c ircumstancescircumstancescircumstancescircumstancescircumstancesand overalland overalland overalland overalland overallneeds . ”needs . ”needs . ”needs . ”needs . ”

— Working Partners

for an Alcohol andDrug-Free Workplace


♦ APOLNET, the Alcohol Policy Network’swebsite, <www.apolnet.ca>. The AlcoholPolicy Network’s website contains links to bestpractices, a sample alcohol policy collection andsearchable online databases of publicationsand resources on alcohol and other drug issuesas well as useful links and information onalcohol and the law, and substance abuse in theworkplace.

♦ Ontario Health Promotion E-Bulletin,<www.ohpe.ca>. This excellent weekly emailbulletin produced by The Health Communica-tion Unit and the Ontario PreventionClearinghouse is full of tips, resources andinformation on a variety of health promotiontopics. While not exclusively focused onworkplace issues, its contents will be ofparticular interest to human resource manag-ers, EAP providers, and union representatives.

♦ Barbara Butler and Associates, ManagementConsultants, <www.butlerconsultants.com>.Barbara Butler is a leading Canadian expert onworkplace alcohol and other drug issues. Hercompany’s website contains summaries ofrecent court decisions, background informa-tion on drug testing, advice on policy develop-ment, and useful links to more comprehensivesites.

See Section E for additional contacts.

Step 4: Make your case(or go back to the drawing board)Before you begin to develop your policy, it’s vital toassess the amount of support you have. You needto know whether or not your key stakeholdergroups agree that the development of a policy is anappropriate response to alcohol problems at yourworkplace. If they don’t, you may have difficultyimplementing your policy due to non-complianceby employees and/or non-enforcement bysupervisors or union officials.

Without the support of key stakeholdergroups, your committee may need to suspend itswork until certain key stakeholders can be broughton side. But this may not be as daunting as itappears. Most surveys show high levels ofsupport for health promoting policies aimed atpreventing alcohol problems in workplaces.

Assessing degree of support foractionTwo levels of support are needed for the successfuldevelopment and implementation of workplacealcohol policies:♦ Internal (Workplace) Support - You will need

the active support and commitment ofemployees, supervisors, senior management,human resources personnel, union representa-tive, EAP representatives, and occupationalhealth and safety personnel to implementyour policy and comply with its requirements.

♦ External (Community) Support - You willneed to know that the broader community,including family members of employees,other businesses, and law enforcementofficials, views alcohol use in the workplace asa serious problem and supports a comprehen-sive alcohol policy as an appropriate solution.


Here are some questions to help you assess thedegree of workplace and community support foryour policy:1. Are there other programs in local workplaces

addressing the use of alcohol and drugs byemployees? How long have they been run-ning? How successful have they been?

2. Has the local media (radio, TV, newspapers)featured news articles on alcohol or other drug-related stories recently?

3. Is your industry or sector concerned aboutworkplace substance abuse?

4. Does your workplace value its employees?5. Do you have access to potential sources of

funding or resources to undertake a compre-hensive program?

Decision-makersWhen assessing the degree of support for policydevelopment, it’s important to be aware of the roleof decision-makers. Decision makers, also knownas opinion leaders and power brokers, are thosepeople with the power to make changes in yourworkplace and community. Some have actualdecision-making power, such as plant managers orpresidents of local union affiliates; others may nothave official decision-making power but areextremely influential nonetheless. To assess yourdegree of support, you need to determine who inyour workplace has influential and official powerand solicit their views on the scope and flow ofyour work.

The climate for changeThe climate for change refers to the combination ofevents, values, attitudes and stakeholders in yourworkplace and community affecting the likelihoodof your policy being adopted. The climate forchange can be very difficult to gauge as it can changevery quickly. It’s also important to remember thatthe climate for change can affect the rate at which anew idea or approach is adopted. For example, ifyour workplace has recently experienced a rash ofserious alcohol-related incidents, then the climatefor change may favour the quick adoption of yourpolicy. If, by contrast, your workplace has been

preoccupied with other issues, such as downsizingor the negotiation of a collective agreement, thenthe climate for change may not be receptive to thetime and effort needed to address alcohol issues.

Force field analysisTo predict how well your policy will be received, itmay be useful to examine your workplace andcommunity to determine the forces that will helpand hinder you. You need to identify:♦ the positive forces (who will support the

development of your policy?)♦ the negative forces (who will hinder the

development of your policy?)

Force field analysis, a process developed byKurt Lewin, maps these opposing forces andstudies their relative strengths. Force field analysisis particularly useful for identifying and respondingto potential counter-arguments against theadoption of your policy.

You can conduct your own force field analysisby listing all of the forces and viewpoints thatcould help / hinder your efforts in developing aworkplace alcohol policy. Below is a hypotheticalexample of a force field analysis for a workplacealcohol policy:

As you set about assessing the degree ofsupport for your policy, try to consider all of thefactors affecting the perception of alcohol issues inyour workplace and community. Support fromyour key stakeholder groups is vital; without it,your policy will not succeed. Here are somepointers to keep in mind when building supportfor your policy:♦ look for signs that indicate a need for change

(e.g., dissatisfaction with the “status quo”)♦ create a situation where people are interested in

your proposed policy. Present your ideas in apositive manner, emphasizing all possiblebenefits while being clear about the resourcesand time commitment involved.

♦ view problems as a chance to be creative.♦ be innovative; try the untried.♦ plan for success. Try to ensure you have the

optimal environment for adopting yourpolicy.


Driving forces for policy (+)

♦ reduce alcohol-related incidents in theworkplace (injuries, fighting, etc.)

♦ improve productivity and decrease absentee-ism

♦ enhance reputation as a responsible corporatecitizen

♦ clarify expectations, responsibilities andconsequences regarding alcohol use in theworkplace

♦ promote workplace health and safety

♦ ensure that employees at risk of alcoholproblems have access to information,counsellingcounseling, and referral.

Adapted from Making a Difference in Your Community: A Guide for Policy Change. Ontario Public Health Association, 1995.

Restraining forces for policy (-)

♦ limited resources to develop and imple-ment policy, given other demands placedon employees and management (i.e.,organizational restructuring)

♦ workplace is not currently experiencingalcohol-related problems (i.e., “if it ain’tbroke, don’t fix it ”)

♦ employees aren’t allowed to drink on thejob, so why do we need a policy?

♦ workplace alcohol policies don’t addressthe root causes of employee stress andother health related concerns

♦ workplace policies are too punitive, rigidand inflexible

♦ workplace should not be held responsiblefor dealing with substance abuse prob-lems of employees.

Don’t forgetDon’t forgetDon’t forgetDon’t forgetDon’t forgetthe biggerthe biggerthe biggerthe biggerthe biggerpicture.picture.picture.picture.picture.Remember thatRemember thatRemember thatRemember thatRemember thata workplacea workplacea workplacea workplacea workplacealcohol policy isalcohol policy isalcohol policy isalcohol policy isalcohol policy isone part of aone part of aone part of aone part of aone part of abroaderbroaderbroaderbroaderbroaderresponseresponseresponseresponseresponseneeded toneeded toneeded toneeded toneeded toprevent health-prevent health-prevent health-prevent health-prevent health-relatedrelatedrelatedrelatedrelatedproblems andproblems andproblems andproblems andproblems andenhance theenhance theenhance theenhance theenhance thehealth and well-health and well-health and well-health and well-health and well-being ofbeing ofbeing ofbeing ofbeing ofemployees .employees .employees .employees .employees .


Develop a business caseOnce your committee has collected data, found outwhat others have done and analysedanalysed thesupport for change, it’s time to ensure your keystakeholders are informed of your progress andsupport your recommendations. Althoughcommunication should be ongoing, your commit-tee may want to compile a short report or presenta-tion containing:♦ background information on your committee♦ a list of activities undertaken to date♦ a summary of your findings♦ 3-4 strategic recommendations (i.e., develop/

update alcohol and other drug policy, introduceEAP programs, conduct an employee aware-ness campaign, provide training to supervisorsand managers, etc.)

♦ an estimate of resources needed, includingbudget

♦ next steps.

This step will allow you to share your keyfindings, make changes based upon feedback andsecure needed resources. It will also ensure that allcommittee members agree on and are clear aboutwhat is to be done and who is responsible.

The report and/or presentation should besuccinct. It should present a vision for the futurewithout overwhelming its intended audience.Above all, it should be practical and attentive toyour particular workplace culture and readiness forchange.

While this Guide highlights the important rolethat policy plays in preventing and reducing alcoholproblems, not all workplaces will be receptive tothis message ? and some may actively resist it. Yourcommittee may therefore want to strategize abouthow best to present its findings and whether tomake policy development a milestone or anoutcome of the first year’s efforts. Similarly youmay want to determine whether to present yourfindings and make recommendations solely onalcohol and other drugs or anchor them within acomprehensive workplace health framework.

Change is difficult for many organizations.While it’s important to keep the big picture inmind, it’s equally important not to let opportuni-ties slip by — even when they appear small bycomparison. If there is interest in developing aworkplace alcohol and other drug policy, don’t waituntil you have support for a broader set of goalsto get started. On the other hand, if there isinterest in looking at other issues such as work-lifebalance, nutrition, physical activity, etc., by allmeans integrate them into your plan — as long asalcohol and other drug use are there included aswell.

Whatever the scope of your business case, thefollowing websites may be helpful:♦ Benefits Canada

<www.benefitscanada.com>. The WorkplaceHealth Section features articles published inpast issues of Benefits Canada, including TheWellness Package by Calgary consultant,Dianne Dyck.

♦ National Quality Institute <www.nqi.ca>.This Ssite features excellent resources onworkplace health, including The Business Casefor a Healthy Workplace, and documents oncomprehensive workplace health promotionby well-known Canadian researcher, Dr.Martin Shain. The Ssite also features profilesof healthy workplace award recipients.

♦ Human Resource Development CanadaWork-Life Section <www.hrsdc.gc.ca>. ThisSsite has lots of practical information,including a business case for work-life balanceand sample policies, programs and practiceson employee assistance, wellness, flex-time,leaves and benefits, etc.

♦ Active Living at Work<www.activelivingatwork.com>. Sponsoredby Health Canada, this site is devoted topromoting health through physical activity.Site includes case studies and a business casetemplate for active living.

“Organizations“Organizations“Organizations“Organizations“Organizationsshould approachshould approachshould approachshould approachshould approachhealth as anhealth as anhealth as anhealth as anhealth as aninves tmentinves tmentinves tmentinves tmentinves tmentrather than arather than arather than arather than arather than acost. Researchcost. Researchcost. Researchcost. Researchcost. Researchhas shown thathas shown thathas shown thathas shown thathas shown thatcompaniescompaniescompaniescompaniescompanieswhich focus onwhich focus onwhich focus onwhich focus onwhich focus ondetection anddetection anddetection anddetection anddetection andprevent ionprevent ionprevent ionprevent ionprevent ionactivities can,activities can,activities can,activities can,activities can,and do, realizeand do, realizeand do, realizeand do, realizeand do, realizelower failurelower failurelower failurelower failurelower failurecosts (such ascosts (such ascosts (such ascosts (such ascosts (such asdealing withdealing withdealing withdealing withdealing withattendance andattendance andattendance andattendance andattendance anddisability,disability,disability,disability,disability,accident, EAPaccident, EAPaccident, EAPaccident, EAPaccident, EAPutilization and/utilization and/utilization and/utilization and/utilization and/or staffor staffor staffor staffor staffturnoverturnoverturnoverturnoverturnoverrates) .“rates) .“rates) .“rates) .“rates) .“

— Dianne Dyck,Consultant


“Corporate“Corporate“Corporate“Corporate“Corporatedr ink ingdr ink ingdr ink ingdr ink ingdr ink ingpolicies will bepolicies will bepolicies will bepolicies will bepolicies will bemore effectivemore effectivemore effectivemore effectivemore effectivein reducingin reducingin reducingin reducingin reducingalcohol-relatedalcohol-relatedalcohol-relatedalcohol-relatedalcohol-relatedperformanceperformanceperformanceperformanceperformanceproblems ifproblems ifproblems ifproblems ifproblems ifthey addressthey addressthey addressthey addressthey addressboth low-levelboth low-levelboth low-levelboth low-levelboth low-levelexposures, suchexposures, suchexposures, suchexposures, suchexposures, suchas drinking atas drinking atas drinking atas drinking atas drinking atlunch, and thelunch, and thelunch, and thelunch, and thelunch, and theresidual effectsresidual effectsresidual effectsresidual effectsresidual effectsof heavyof heavyof heavyof heavyof heavydrinking ondrinking ondrinking ondrinking ondrinking onnext daynext daynext daynext daynext dayperformance. “performance. “performance. “performance. “performance. “— Thomas W. Mangione,

researcher

Step 5: Draft a policy

Set goalsWhen you have determined that you have sufficientsupport to proceed with developing your policy,your next step is to establish goals and objectives.This task helps to clarify the purpose of your policy.It also helps you to determine what should/should not be included in your policy.

A goal is a broad statement summarizing theultimate direction or desired achievement of yourpolicy. When setting policy goals, you need toconsider:♦ what aspect of alcohol use you

want to address♦ what your policy can achieve over

the short-term♦ what your policy can achieve over

the long term.

Here are some tips for developing goals foryour alcohol policy:♦ make your goals realistic and attainable by

breaking them down into smaller, moremanageable chunks, or more specific objectives

♦ a comprehensive alcohol policy will probablyentail multiple goals

♦ each goal should focus on a desired change orresult. Write each goal separately to help youidentify what strategies are needed to accom-plish them

♦ rank your goals in order of importance.

Here are some examples of goal statementsthat could be incorporated into workplace alcoholpolicies:♦ to ensure a safe, healthy environment for

employees, volunteers, customers/ clients andboard members

♦ to ensure that employees at risk of alcoholproblems have access to appropriatecounsellingcounselling, referral, treatmentand support services

♦ to prevent alcohol-related injuries in theworkplace.

Set objectivesAn objective is a brief statement specifying thedesired impact or effect of your policy (i.e., howmuch of what, should happen to whom, bywhen). Characteristics of good objectives includespecificity, credibility, measurability, continuity,compatibility and freedom from data constraints.The SMART acronym is an easy way to rememberthe key features of well-crafted objectives. Goodobjectives are:

Specific (clear and precise)Measurable (amenable to

evaluation and monitoring)AttainableRealisticTime-limited.

Here are some examples of objectives for aworkplace alcohol policy:♦ To reduce the incidence of alcohol-related

injuries in the workplace by 90% by the year X♦ To implement an intervention and

counsellingcounselling protocol for employeesat risk of alcohol and drug-related problemsby year Y

♦ To review and update the portions of theworkplace health education curriculum dealingwith alcohol and drugs by date Z.

Identifying policy componentsHaving set your goals and objectives, you nowneed to determine what kind of policy compo-nents are required to achieve them. Policy compo-nents are the major strategies or groups ofactivities comprising the “meat” of your policy(i.e., what you will do to prevent alcohol-relatedproblems in your workplace). You will need todecide which combination of components toinclude in your policy, and how many compo-nents should be pursued over time. Measurepolicy components against your availableresources.


Workplace alcohol policy expert, Barbara Butler(2000) notes, there is no ‘typical’ workplace alcoholpolicy. Each policy reflects the unique organizationalculture and values of the workplace, the fundamen-tal aspects of the business they are in, the regulatoryenvironment within which they operate, and, mostimportant, the specific health needs of employees.

There are, however, a number of key areas thateffective workplace policies should address. Butler(2000) identifies four key components that shouldbe included in any workplace alcohol policy:awareness and education programs; access toemployee assistance; training for those involved inpolicy implementation; and a protocol for identify-ing and dealing with those found to be in violationof the policy.

To summarize, workplace alcohol policies need to:♦ be written down and broadly communicated

to employees♦ provide clear direction on the objective and

application of the policy♦ outline applicable rules and responsibilities♦ clarify ways of accessing assistance and condi-

tions for return to work♦ specify consequences for policy violation.

Butler recommends that, to be effective andworkable, workplace policies address the followingnine areas.1. Scope and Application of the Policy: Your

committee needs to determine who is coveredby the policy and the circumstances underwhich they are covered. This includes a detailedassessment of whether there are job categoriespresenting significantly higher risk if per-formed in an intoxicated state, and if there isjustification for higher standards (or stricterconsequences) for those holding these posi-tions. It also includes a determination ofwhether the policy applies to contractors, orwhether contractors are expected to implementtheir own policy meeting the minimumstandards set out by your committee, orsome appropriate combination of the two.

2. Key Definitions: To ensure clarity andunderstanding, your policy needs to includesome key definitions as required. These couldinclude definitions of employees, supervisors,

contractors, company premises, risk or safety-sensitive positions, drugs (including alcohol,illicit drugs and medications) and fitness for duty.

3. Standards to be Met: Your workplace’sposition on alcohol and other drug useshould be consistent with the overall goals ofyour policy. Clear expectations should be setaround illicit drug use and possession, alcoholuse and possession, medication use andfitness for duty. Any higher standards forcertain job categories should also be specified.

4. Responsibilities: A core set of responsibili-ties will need to be set out for employees,supervisors, contractors and management.This list of responsibilities, which supple-ments the policy standards, comprises the“how-to” part of implementing your policy.

5. Prevention, Assessment/Rehabilitationand Aftercare: Your policy needs to specifythe range of programs and services availableto employees to prevent potential problems,assist employees with an alcohol or drug-related problem, and monitor and supportthe recovery of employees returning from atreatment program. Steps to consider include:

• holding meetings to explain why the policyis important (including some informationof the health and social impacts of drugand alcohol use in workplaces) and rein-force these messages through variousworkplace health and safety initiatives

• providing access to a contracted EmployeeAssistance Program (EAP), a structuredinitiative designed to assist and supportemployees with substance abuse problems,or community-based assistance services

• establishing peer intervention programsto allow for early identification andreferral of those with a problem

• ensuring that those responsible for imple-menting the policy (e.g. supervisors) havebeen trained on performance managementprocedures and understand the servicesoffered by the EAP


• having a degree of accommodation forsomeone that needs assistance with analcohol or drug problem.

6. Procedures: While procedures for imple-mentation do not necessarily form the coreof your policy, decisions need to be madeabout the following situations involvingalcohol and drug use by employees:

Social and Business Hosting: As noted inTake action - Alcohol at workplace parties: Let theemployer beware, companies may be held liable fordamages if they are found negligent in servingalcohol at workplace events or functions. Tominimize this risk, companies should haveguidelines or procedures to minimize the riskof an incident and associated liabilities in anycircumstances where alcohol is provided.

Investigation and Escort Procedures:Negligence issues may also result from analcohol or drug-impaired employee at theworksite or in a company vehicle, or fromletting impaired employees drive themselvesor others away from company property.Accordingly, procedures should be estab-lished for those situations where an employeeor contract worker is unfit for work, orotherwise in violation of your policy while atthe workplace.

Impaired Driving Charge/Conviction:If your policy prohibits the use of alcohol ordrugs in conjunction with company busi-nesses or premises, and driving a companyvehicle is included in that situation, then animpaired charge may constitute a violationof that policy, and appropriate follow-upsteps should be outlined.

Searches: If possession of banned sub-stances is prohibited under your policy, thenyour workplace needs to establish theprinciples of conducting a search wherethere are reasonable grounds to believe that thebanned substance is present, and the proce-dures specifying how the search will beconducted.

7. Standards for Contractors: Standards forcontractors engaged by your workplace shouldbe set out and clearly communicated.

8. Consequences of Policy Violation:If an employee or contract worker violates theprovisions of your policy, or fails to meetsatisfactory performance standards as a result ofalcohol or other drug use, appropriate discipli-nary action should take place. Your policyshould specify a standardized procedure fordealing with such incidents, including: theclarification of circumstances of immediatetermination, progressive disciplinary procedures,and conditions for continued employment.

9. Alcohol and Drug Testing: Your committeewill need to make a careful assessment ofwhether alcohol and drug testing should orshould not be included in your policy. Theintroduction of drug testing in any workplace isa controversial decision, and should be madewith the full understanding of its’ role in acomprehensive workplace policy, as well asconsideration of whether it is justified forcertain job categories. If you decide to includedrug testing as part of your policy, you willneed to determine: who to test, the circumstancesunder which testing takes place, the technologyused to conduct testing, and the consequences forfailing a test or refusing to be tested.

Circumstances for testing can include: pre-employment or pre-assignment (e.g., to a higher riskjob); random, at a specified rate per year; after anaccident or drug-related incident in the workplace aspart of a full investigation; as a condition ofcontinued employment after a policy violation; or aspart of a monitoring agreement after treatment.Some companies may decide that testing will betriggered for all employees under certain circum-stances, or for certain job categories (i.e., highrisk). Any testing policy needs to be absolutelyclear about the situations when testing applies andthe procedures to be used.

“If used,“If used,“If used,“If used,“If used,alcohol andalcohol andalcohol andalcohol andalcohol anddrug testingdrug testingdrug testingdrug testingdrug testingshould beshould beshould beshould beshould bespecified asspecified asspecified asspecified asspecified aso n eo n eo n eo n eo n ecomponent of acomponent of acomponent of acomponent of acomponent of acompany policycompany policycompany policycompany policycompany policyon substanceon substanceon substanceon substanceon substanceuse thatuse thatuse thatuse thatuse thatincludesincludesincludesincludesincludeseducation,education,education,education,education,training,training,training,training,training,prevention,prevention,prevention,prevention,prevention,employeeemployeeemployeeemployeeemployeeassistance andassistance andassistance andassistance andassistance andmonitor ing.”monitor ing.”monitor ing.”monitor ing.”monitor ing.”

— Alberta Alcohol and

Drug Abuse Commission


There is a considerable degree of controversysurrounding the ethics and legality of alcohol anddrug testing programs in the workplace. In particu-lar, concern has been expressed about the extent towhich such programs violate the employee’s right toprivacy, and increase the potential for discriminationbased on a substance abuse problem (Macdonald,1997; Butler, 2000). Workplace testing programs canbe challenged through a variety of venues, themost likely being a grievance or complaint to thefederal or provincial human rights commission.There are, at present, no provincial or federal lawsthat specifically prohibit drug and alcohol testing inthe workplace, and there have been no SupremeCourt decisions in this area. However, a series of

arbitration decisions and a recent Ontario Court ofAppeals decision indicate a general trend towards theacceptance of testing in “reasonable cause” situations,such as an investigation into a serious workplaceaccident, a condition for assignment to a high riskposition, or a condition for return to work follow-ing treatment for a substance abuse problem.

Below is a summary of the Ontario HumanRights Commission’s position on alcohol and otherdrug testing based on an analysis of recent casesprepared by the legal firm Ogilvy Renault (2000). Ifyour policy includes drug testing, we recommendthat you have it reviewed by a lawyer or otherprofessional with expertise in this area prior toimplementation.

ALCOHOL / DRUG TESTING and the ONTARIO HUMAN RIGHTS CODE

Pre-employment♦ Drug testing violates Ontario Human Rights Code.

Safety-sensitive Positions♦ Random alcohol testing of employees in safety-sensitive positions where supervision is limited or non-existent is allowed as long as

appropriate testing method/tool is used.♦ Drug and alcohol testing for certification of employees in safety-sensitive positions is allowed if part of a comprehensive assessment.

Testing does not necessarily indicate present impairment.♦ Drug and alcohol testing of employees coming back to work after being suspended for alcohol/drug abuse is allowed if it is part of a

reinstatement plan and more comprehensive assessment methods are also used.

Non-safety sensitive positions♦ Random drug testing violates Ontario Human Rights Code.

General workforce♦ Alcohol testing is allowed if there is reason to suspect alcohol was a factor in the incident.♦ Drug testing is allowed if drugs are suspected and testing is part of a comprehensive assessment. Impairment can also be detected

by observation. A positive test does not necessarily indicate present impairment. Urinalysis, for example, only shows that drugs wererecently consumed; not when or how much was consumed.

Implementation considerations♦ Employees cannot automatically be fired for a positive alcohol or drug test. Employer response must be tailored to individual

circumstance.♦ Prospective employees must be notified during hiring process if they will be subjected to alcohol/or drug testing.♦ Current employees must be given reasonable notice of policy implementation.

If an employee is suspected to be under the influence of alcohol or drugs, employers have the right to investigate and takenecessary steps to maintain workplace safety and efficiency

Source: Employer Substance Abuse Policies: Do’s and Don’ts, Ontario Labour and Employment Law Group,Ogilvy Renault, August, 2000. Available online at www.ogilvyrenault.com.


The Writing ProcessOnce you have selected the required policy compo-nents and identified the people and resourcesneeded to implement them, you are ready todevelop a written draft of your policy. To ensureeffective implementation, a workplace alcohol anddrug use policy should include the following:♦ a preface or preamble describing the purpose

of the policy and the principles and valuesunderlying the policy (e.g. commitment to thehealth and safety of employees, promotion ofresponsible alcohol use, respect for others)

♦ policy goals and objectives♦ a description of the policy components and

the associated activities and regulations♦ procedures for dealing with ‘failure to

comply with the regulations’ specified in thepolicy, including clearly specified consequences

♦ a plan for promoting and disseminating thepolicy

♦ a plan for monitoring compliance with thepolicy and evaluating its impact.

The creation of clear, comprehensive policystatements takes time. Most policies go throughmultiple revisions before they are finally adopted.To keep the writing process as painless as possible,we recommend this task be delegated to a smallgroup of two or three individuals. This group,perhaps headed by a designated lead writer, couldbe responsible for:♦ developing drafts of the policy♦ sharing draft versions of the policy with the

policy development committee♦ obtaining feedback from other stakeholders (as

deemed appropriate by the policy developmentcommittee)

♦ undertaking the revisions agreed to by thelarger committee.

Appendix 1 contains a sample policy devel-oped by the City of Niagara Falls. For additionalexamples, please visit the Alcohol Policy Networkwebsite (www.apolnet.ca) and browse through thesample policy collection.

Step 6: Do a reality checkHaving a draft policy is one thing. Ensuring that itis realistic — or implementable — is quite another.Therefore, the next important step in the policydevelopment process is to assess resources andcapacity for policy implementation, develop arealistic, long-term plan for action and do a finalround of consultations to ensure all the importantissues have been addressed.

What you need, what you want,and what you haveWhen considering resources for implementation,most people tend to focus exclusively on moneyand materials. In many cases, however, you may beable to achieve your policy objectives without muchof either. The time, commitment, and energy ofthe people responsible for the development,implementation, and monitoring of your policyare your greatest assets.

TimeThe time required to successfully implement andmonitor a workplace alcohol policy is an over-looked and undervalued resource. Remember thatthe people you are counting on to review, under-stand, comply with and enforce your policy –supervisors, union representatives, humanresource personnel. – have other commitmentsthat limit the amount of time they have to focuson your policy issues. It’s also important toaccount for the time required to train and educatethose who will be responsible for implementingcomponents of your policy.

Answering the following questions will helpyou assess the time needed for the effectiveadoption of your policy:♦ How much time is required to inform and

educate employees about our policy? Whenis the best time to do this?

♦ How much time is required to train thoseresponsible for implementing and enforcingthe policy? How much time do we have to dothis?

“Simply“Simply“Simply“Simply“Simplyworded,worded,worded,worded,worded,straight-straight-straight-straight-straight-forward andforward andforward andforward andforward andconciseconciseconciseconciseconciselanguage willlanguage willlanguage willlanguage willlanguage willincrease theincrease theincrease theincrease theincrease thelikelihood thatlikelihood thatlikelihood thatlikelihood thatlikelihood thatall yourall yourall yourall yourall youremployees andemployees andemployees andemployees andemployees andjob applicantsjob applicantsjob applicantsjob applicantsjob applicantswill understandwill understandwill understandwill understandwill understandthe policy andthe policy andthe policy andthe policy andthe policy andbe willing tobe willing tobe willing tobe willing tobe willing toabide by it.”abide by it.”abide by it.”abide by it.”abide by it.”

— US Departmentof Labor


♦ How much time will those responsible forimplementing, enforcing and monitoring thepolicy be expected to contribute? How muchtime can they realistically contribute?

MoneyThe amount of money required to implement yourpolicy will vary depending on the policy compo-nents you select. Regardless of the policy activitiesyou choose, you can anticipate costs associated witheducation, training, and promotion.

Lack of money may not be your biggestchallenge, but it can impair your progress. Todetermine the financial resources you need, askyourself:♦ How much money do you require to develop

and implement your policy? How much doyou have? Do you need to secure more money,or can you proceed without additional funds?

♦ Where can you obtain additional funding foryour policy? Are there sources you are aware of,or does securing the necessary funding need tobe a priority?

♦ Where can you find out about additionalfunding sources?

PeopleThe knowledge, skills, energy and commitment ofthe people responsible for implementing yourpolicy are your greatest resources. To determine theoptimal mix of people and skills needed to carryout your policy, you need to determine:♦ What are the specific roles and tasks needed to

implement the policy?♦ Which particular skills are required to perform

these roles and tasks?♦ Who within your workplace has these skills?

Who requires additional training and educa-tion?

♦ How many people do we need?

InformationComplete and accurate information about theissues addressed by your policy is one of the maincriteria for successful implementation, so double-check to make sure that data, needs, and assump-tions on which your policy is based are valid,

reliable, and up-to-date. Here are some questionsthat may help you to assess the quality of theinformation upon which your draft policy is based:♦ Are you using data and research from credible

sources such as those listed in Section E?♦ Is the data/information applicable to your

particular industry, region, or workplace?♦ How will you know if your policy’s goals and

objectives are being met? How accurate anduseful are your data gathering and monitoringsystems?

LegitimacyLegitimacy is a rarely recognized yet powerful asset.It can be achieved through:♦ policy processes that are consultative, inclusive

and without hidden agendas♦ policy documents that are clear, fair, well-

researched, and able to be implemented andevaluated

♦ policy stakeholders that are engaged, support-ive and able to carry out their roles andresponsibilities.

The following are some questions that mayhelp your committee to strengthen its legitimacy:1. Is your policy development team officially

sanctioned by senior management and otherkey people within your organization?

2. Do committee members represent a goodcross-section of stakeholders, leaders andexperts?

3. Is your committee effective? Are meetingswell-attended and well-chaired? Are expecta-tions clear? Do you handle conflict well?

4. Does your proposed policy reflect the bestadvice of researchers, legal experts andcolleagues within and outside your organiza-tion?

5. Are your methods of consulting with/gettingfeedback from people consistent with theculture, values and practices of yourorganization?


Are you ready?Answering the following questions will enable youto determine whether or not your policy is ready forimplementation:1. Have you identified and analyzeanalysed the

drug and alcohol issues that your policy needsto address?

2. Do you have sufficient understanding of theseissues to support and justify the implementa-tion of your policy?

3. Are your policy goals reasonable, and yourobjectives measurable?

4. Do you have the required support andapproval of key decision-makers? If not, howwill this be obtained?

5. Have you selected your policy components andprepared a written policy that describes thesecomponents and a strategy for implementa-tion?

6. Is there accurate knowledge of the resourcesneeded to implement and monitor yourpolicy?

7. Is the time-line for implementation realistic?8. Does your policy specify who is responsible for

doing what?9. Have you identified the barriers to implemen-

tation you are likely to encounter?10. Have you shared your draft policy with other

key stakeholders who will be responsible forimplementation?

11. Have you integrated key stakeholders’ com-ments and suggestions into the final policyand reported back on the results?

12. Has the policy been officially endorsed orsigned off by senior management/boardmembers?

13. Is this the right time to begin implementation?

If you answered “yes” to all of the abovequestions, you are ready to proceed with theimplementation of your policy. If you answered“no” to one or more of these questions, additionalwork is required before your policy is ready forimplementation.

Step 7: Take action!Now that you have analysed the resources at yourdisposal, you are ready to develop a policy imple-mentation plan. As noted earlier, your planshould address five key issues:♦ employee orientation and awareness♦ supervisor/manager training♦ program management and evaluation re:

alcohol/drug testing and employee assistance♦ policy monitoring and review, including date

of periodic progress reports♦ overall accountability and budget.

Ideally your plan should be “institutional-ized” into the day-to-day operations of yourorganization. This not only controls cost, it alsoensures that implementation becomes a way ofdoing business. Regardless of how implementa-tion is done, however, it is important to identifyone person or group that will be accountable forcompiling information, producing periodicprogress reports or conducting a program evalua-tion or policy review at a specific date in the future.

Some points to considerwhen implementing your policy♦ Time management is critical, as you will

probably be involved with multiple activities.For example, if you are implementing aworkplace alcohol policy, you may need todivide your efforts between a range of tasks,such as education and promotion of yourpolicy to employees, meetings with peopleresponsible for carrying out your policy (e.g.supervisors), arranging training sessions, andmonitoring policy infractions.

♦ You will need to be flexible, so you canrespond quickly when things don’t turn out asplanned. Remember that workplaces aresubject to a lot of changes. Some can beanticipated, i.e., turnover in committeemembers or key stakeholders. Others, such aseconomic downturns or new laws related toalcohol availability, drug testing, and workplace


liability, are more difficult to predict. Brain-storm a process to monitor and respond tochanges quickly.

♦ No policy will be entirely flawless, especiallywhen it is being implemented for the firsttime. A thorough evaluation plan will enableyou to quickly identify what is not working andmake the necessary changes.

♦ Those involved in the development of aworkplace alcohol and other drug policy are notnecessarily the right people to champion oroversee its implementation. As you move intothe policy implementation phase, yourcommittee may want to revise its Terms ofReference and review its membership to ensurekey people accountable for policy implementa-tion are at the table.

♦ Making everyone accountable sometimesmeans no one is accountable. In order toensure that your policy is being well-imple-mented and having its intended impact,consider keeping your policy implementationcommittee active at least until the first policyreview; generally two or three years from thedate on which the policy was first endorsed bysenior management.

Evaluating progress and outcomesEvaluation is the systematic gathering, analysis,and reporting of data about a policy or program toassist in decision-making. A thorough evaluationwill enable you to:♦ collect evidence on the effectiveness of your

policy (i.e. was it successful in achieving itsstated goals and objectives?)

♦ be accountable to the stakeholders whosupported the development and implementa-tion of your policy

♦ identify ways of improving your policy by: 1)determining what works, what doesn’t workand why; 2) improving the usefulness of theresources and materials needed to implementyour policy (e.g. brochures, training protocols)and 3) assessing the extent to which people arecomplying with your policy.

Process and outcome evaluationThere are two basic types of evaluation; Processand Outcome. Process evaluation monitors theimplementation of your policy. It examines theprocedures and tasks involved in carrying out apolicy in an effort to determine “what is happeningto whom?” Process evaluation includes:♦ tracking the number of people reached by

your policy (e.g., number of supervisorscompleting an EAP training program;number of employees attending a meeting toreview a policy; number of policy infractions;number of requests for educational materials)

♦ tracking the quantity and type of activitiescarried out to implement your policy (e.g.counsellingcounseling and referrals, promo-tional events, training sessions, etc.)

♦ assessing the quality of activities carried out toimplement your policy (e.g. evaluating partici-pant satisfaction with a workshop or trainingsession)

♦ tracking modifications to your policy over time.

Outcome evaluation assesses the results orimpacts of a policy, both intended and unin-tended, in an attempt to determine whether or notthe policy made a difference. Outcome evaluationscan assess both short-term results, such asincreased knowledge about the harmful effects ofalcohol, as well as long-term results, such as adecreased incidence of alcohol-related injuries atyour workplace. Outcome evaluation includes:♦ changes in awareness, knowledge and attitudes

(i.e. do employees know about the Low-RiskDrinking Guidelines? Are they aware of yourcompany alcohol and other drug policy? Dothey know how to access confidential informa-tion and support services from the community,or through an EAP?)

♦ changes in behaviour or risk practices (i.e. adecrease in the number of alcohol and drug-related incidents at your workplace)

♦ changes in corporate culture (i.e. improvedmorale; less tolerance of risky practices such asdrinking on the job or heavy drinking; greateracceptance of no or low-risk drinking in socialsituations)

“Until we build“Until we build“Until we build“Until we build“Until we builda livinga livinga livinga livinga livingbusiness case –business case –business case –business case –business case –and lock healthand lock healthand lock healthand lock healthand lock healthvalues into thevalues into thevalues into thevalues into thevalues into thefabric of ourfabric of ourfabric of ourfabric of ourfabric of ourworkplaces, weworkplaces, weworkplaces, weworkplaces, weworkplaces, werun the veryrun the veryrun the veryrun the veryrun the veryreal risk thatreal risk thatreal risk thatreal risk thatreal risk thatwellness iswellness iswellness iswellness iswellness issimply a ‘flavorsimply a ‘flavorsimply a ‘flavorsimply a ‘flavorsimply a ‘flavorof the CEO’.”of the CEO’.”of the CEO’.”of the CEO’.”of the CEO’.”

—- Danielle Pratt,

The Business Case for a Healthy Workplace


♦ reductions in alcohol-related injuries, accidents,morbidity and mortality.

♦ improvements in productivity (i.e. reduction inabsenteeism, sick days).

Tips for designing a policyevaluationHere are some important points to consider whendesigning an evaluation for your policy:♦ Link your evaluation measures to the goals

and objectives of your policy♦ Select easy, realistic methods to collect the data

you need, such as questionnaires, interviewsand focus groups

♦ Make sure that you systematically collect datafrom the moment you begin to implementyour policy. Don’t wait until your policy hasbeen in place for a long period of time beforeyou begin to measure your success

♦ Review your evaluation results on an ongoingbasis to guide appropriate changes andmodifications to your policy

♦ Your evaluation should collect a mix ofquantitative (i.ei.e. statistics) and qualitative(i.e. employee awareness) data. You need bothtypes of data to fully understand the impactof your policy.

A final wordEffective alcohol and drug policies are not static.They are flexible enough to incorporate insightsgained from past experience, while responding toanticipated developments and trends. Once youhave succeeded in your efforts to develop andimplement a policy for your workplace, you maywant to take a step back from the process todetermine where you are and where you’re going.

Step backAssess the current situation at your workplace as aresult of your policy. Ask yourself:1. Have we made progress in preventing alcohol

and drug-related problems? By how much?2. Is the situation at our workplace better than it

was before the policy was adopted?

3. If the policy has not been as effective as wethought, why not? What could we have donedifferently?

4. Are the people who were involved in thepolicy development and implementationprocess happy with the results of their efforts?

5. How do our stakeholders, employees,supervisors, union representatives, etc. regardthe policy? Do they have a favourable viewof the policy? If not, what can be done toaddress their concerns?

Look aheadNow think about the future of your policydevelopment committee in light of its achieve-ments. Ask yourself:1. Does more need to be done to implement

our policy and prevent alcohol and drug-relatedproblems at our workplace? If so, what andwhen?

2. Do the members of your committee want todo more?

3. What will happen to your committee? Has itfulfilled its purpose, or is there a reason to staytogether?

4. Can you foresee any developments, eitherwithin or outside of your workplace,thatworkplace that may affect your policy? Ifso, how will you respond?

Each time you step back and look ahead, youare conducting a form of evaluation. Evaluationhelps you to determine the extent to which yourpolicy was successful in achieving your objectives,and gives you directions about what should bedone next.

“Like the addict“Like the addict“Like the addict“Like the addict“Like the addictor theor theor theor theor thealcoholic,alcoholic,alcoholic,alcoholic,alcoholic,companiescompaniescompaniescompaniescompaniesbecome excitedbecome excitedbecome excitedbecome excitedbecome excitedabout theabout theabout theabout theabout theprospect ofprospect ofprospect ofprospect ofprospect ofchange-thenchange-thenchange-thenchange-thenchange-thenlose interestlose interestlose interestlose interestlose interestwhen it doesn’twhen it doesn’twhen it doesn’twhen it doesn’twhen it doesn’thappen quicklyhappen quicklyhappen quicklyhappen quicklyhappen quicklyenough. Resultsenough. Resultsenough. Resultsenough. Resultsenough. Resultsusually cannotusually cannotusually cannotusually cannotusually cannotbe tracked untilbe tracked untilbe tracked untilbe tracked untilbe tracked until12-24 months12-24 months12-24 months12-24 months12-24 monthsinto theinto theinto theinto theinto theprogram.”program.”program.”program.”program.”

—Jerry Gjesvold,coordinator of

employer services


Regional Niagara’s drug and alcohol policy is an essential part of its workplace wellness program. Thepolicy is designed to promote a safe physical environment, provide a set of guidelines for dealing withemployee drug consumption and educate employees about healthy practices.

The policy states that employees are not to be impaired by any drug while performing their workduties. Being impaired at work can lead to injuries and/or fatalities, particularly in dangerous job situations.Any type of drug consumption (including the consumption of prescription drugs) that may alter perform-ance is to be reported before starting work. This requirement ensures that alternative arrangements, such asthe temporary reassignment of duties, can be made if necessary

In addition to providing a safe working environment, the policy offers a standard set of guidelines fordealing with any type of drug consumption. This ensures that employees will be treated equally and fairly.Employees with a substance abuse problem are able to access educational and employee assistance pro-grams. There is also a disciplinary procedure for dealing with those who repeatedly violate the policy. Thisreduces confusion or the likelihood of inappropriate decisions.

Finally, the policy aims at creating an overall awareness about the potential harms of alcohol and otherdrug misuse. Regional Niagara educates employees about responsible decision-making and healthy lifestylesthrough pamphlets, posters, displays, pay stub attachments and other resources. It also trains supervisorsand managers on recognizing the signs of alcohol and other drug use, supporting workers who may beexperiencing problems and addressing any related performance, safety or team-building issues.

A copy of the policy is included in Appendix 1. For more information, please contact theRegional Niagara Public Health Department at 905-688-8248 or visit: www.regional.niagara.on.ca.

Workplace Wellness in Action:Workplace Wellness in Action:Workplace Wellness in Action:Workplace Wellness in Action:Workplace Wellness in Action:Regional Niagara’s Drug and AlcoholRegional Niagara’s Drug and AlcoholRegional Niagara’s Drug and AlcoholRegional Niagara’s Drug and AlcoholRegional Niagara’s Drug and AlcoholPolicyPolicyPolicyPolicyPolicy



C. Implementing Your Policy -C. Implementing Your Policy -C. Implementing Your Policy -C. Implementing Your Policy -C. Implementing Your Policy -Tips and Tools for Success:Tips and Tools for Success:Tips and Tools for Success:Tips and Tools for Success:Tips and Tools for Success:Lessons from the fieldLessons from the fieldLessons from the fieldLessons from the fieldLessons from the field

Efforts to address alcohol-related issues atworkplaces have yielded valuable insights into theprinciples of effective policy development. Beloware twelve recommendations for the planning andimplementation of workplace policies based on theexperiences – some successful, some not– ofcolleagues in the field. In order to make this sectionas practical as possible, we have also included apolicy implementation tool kit, and three checklists:one dedicated to policy development, another topolicy content, and the final one to policy imple-mentation.

1.1.1.1.1. TTTTTakakakakake the time to create a policy that’e the time to create a policy that’e the time to create a policy that’e the time to create a policy that’e the time to create a policy that’s right fors right fors right fors right fors right foryour wyour wyour wyour wyour workplaceorkplaceorkplaceorkplaceorkplace..... Don’ Don’ Don’ Don’ Don’t just copt just copt just copt just copt just copy or adopt a policyy or adopt a policyy or adopt a policyy or adopt a policyy or adopt a policyfrom another companyfrom another companyfrom another companyfrom another companyfrom another companyLearn from what others have done. But at thesame time recognize that successful workplacepolicies are designed to meet the needs ofindividual companies, and conform withtotheir distinct organizational cultures. Ensuringthat your policy is ‘tailor made’ for yourparticular workplace will make it easier tocommunicate its objectives and requirementsto employees, foster compliance, and defend itif challenged.

2 .2 .2 .2 .2 . Never develop a policy without theNever develop a policy without theNever develop a policy without theNever develop a policy without theNever develop a policy without thesupport of top managementsupport of top managementsupport of top managementsupport of top managementsupport of top managementSuccessful policies need a strong commitmentfrom the top-level management in a workplaceto support their full implementation. Ideally,management must not only be informed, butshould also be involved in policy decisions.Otherwise, the effectiveness of the policy willbe seriously undermined and you may findyourself with an excellent policy that managersignore or the organization forgets to imple-ment.

3.3.3.3.3. Never develop a policy in isolationNever develop a policy in isolationNever develop a policy in isolationNever develop a policy in isolationNever develop a policy in isolationAn effective policy development processeducates stakeholders about the issues. It alsoensures that the final product reflects theconsensus, goodwill and good ideas of allaffected. Alcohol and drug abuse issues aredifficult to deal with at the best of times. Inworkplaces, action is often spurred by an‘incident’ or legislative change. This meansthat not everyone will see a need for a policyand quite a few may actively resist its develop-ment. Take the time to involve people at alllevels of the organization in your work, andbe prepared to listen and act on their concernsand advice. In unionized workplaces, it isparticularly important to ensure that the policyprocess be consistent with good labourrelations principles.

4.4.4.4.4. Get expert adviceGet expert adviceGet expert adviceGet expert adviceGet expert adviceDeveloping a good policy may seem like a bigjob but it doesn’t have to be, particularly ifyou get good advice from key people atdifferent stages in the process. A lawyer orconsultant with a proven track record inworkplace alcohol and other drug issues, forexample, can be invaluable with industrieswhere drug testing is prevalent or the worksiteis large and complex.

5 .5 .5 .5 .5 . Ensure your policy covers all employees, ratherEnsure your policy covers all employees, ratherEnsure your policy covers all employees, ratherEnsure your policy covers all employees, ratherEnsure your policy covers all employees, ratherthan a particular group, or class or personnelthan a particular group, or class or personnelthan a particular group, or class or personnelthan a particular group, or class or personnelthan a particular group, or class or personnelAlcohol and drug-related problems can befound among all types of occupations. Basicpolicy standards should therefore apply toeveryone in your workplace. Additionalrequirements for groups in safety-sensitivepositions, for example, can be developed,however, they should not drive or compriseyour entire policy.


6.6.6.6.6. Respect the confidential ityRespect the confidential ityRespect the confidential ityRespect the confidential ityRespect the confidential ityConfidentiality is the cornerstone of a success-ful EAP. It should only be breached by theEAP counsellor under very specific conditionsestablished under the policy and in acceptedEAP practices. In addition, the results of drugor alcohol testing should only be available on a“need to know” basis. Companies shouldminimize any unwarranted intrusion intoemployee’s privacy and stress the importanceof maintaining responsibility to managers andsupervisors.

7 .7 .7 .7 .7 . Ensure testing programs meet appropriateEnsure testing programs meet appropriateEnsure testing programs meet appropriateEnsure testing programs meet appropriateEnsure testing programs meet appropriates tandardss tandardss tandardss tandardss tandardsUtilizing anything short of the higheststandards for alcohol and drug testing,including trained collectors, a certified labora-tory, an experienced medical review, canseriously compromise the integrity of yourworkplace policy, and may lead to a legalchallenge.

8 .8 .8 .8 .8 . Enforce your policies in a fair and consistentEnforce your policies in a fair and consistentEnforce your policies in a fair and consistentEnforce your policies in a fair and consistentEnforce your policies in a fair and consistentmannermannermannermannermannerIn Ontario, workplaces have considerablelatitude when developing alcohol and drugpolicies. Once the policy is adopted, however,it should be followed closely and consistently,applied and enforced. Failure to do so willultimately lead to decreased acceptance of thepolicy by employees and increased challenges tothe policy.

9 .9 .9 .9 .9 . Make employee education and supervisor trainingMake employee education and supervisor trainingMake employee education and supervisor trainingMake employee education and supervisor trainingMake employee education and supervisor trainingan ongoing part of policy implementationan ongoing part of policy implementationan ongoing part of policy implementationan ongoing part of policy implementationan ongoing part of policy implementationThese are two critical components of asuccessful workplace policy. Employees shouldhave information about alcohol and drugs,their effects on performance, how to accessassistance, and what the company policy is.Supervisors, or those responsible for carryingout the policy, should have information abouttheir specific responsibilities and how tosupport implementation.

To increase awareness of, and support for aworkplace alcohol policy, it’s essential thatpromotional activities be carried out to explainthe policy to employees. These should beconducted on an ongoing basis to ensure thatnew employees are aware of the policy andunderstand the consequences for non-compliance.

Here are some strategies for promotingworkplace alcohol policies:

♦ prepare and distribute brochuressummarizing the policy (these could bedistributed in the pay slip envelopes ofemployees)

♦ post the policy on the company website♦ write an article about the policy for

publication in the union or companynewsletter

♦ provide new employees with a copyof the policy as part of theirorientation package

♦ convene a meeting of employees tointroduce and discuss the policy

♦ design a poster demonstrating whythe policy is important (i.e. howeveryone will benefit).

10.10.10.10.10. Address the broader social and enAddress the broader social and enAddress the broader social and enAddress the broader social and enAddress the broader social and environmentalvironmentalvironmentalvironmentalvironmentalfactors contributing to alcohol-relatedfactors contributing to alcohol-relatedfactors contributing to alcohol-relatedfactors contributing to alcohol-relatedfactors contributing to alcohol-relatedproblems in the workplaceproblems in the workplaceproblems in the workplaceproblems in the workplaceproblems in the workplaceAn effective alcohol policy can help to reducethe incidence of alcohol-related problems inthe workplace. It is not, however, a sufficientmeans of addressing the social and environ-mental factors that may contribute to em-ployee stress and substance abuse problems.These determinants can be addressed throughthe implementation of health promotingpolicies and supports in the workplace.

These include:♦ reduction of organizational stress or safety

hazards♦ providing safety training♦ introducing flexible work hours


“ I f“ I f“ I f“ I f“ I f[supervisors][supervisors][supervisors][supervisors][supervisors]address theaddress theaddress theaddress theaddress theworkplaceworkplaceworkplaceworkplaceworkplaceperformanceperformanceperformanceperformanceperformanceproblems thatproblems thatproblems thatproblems thatproblems thatsubstance abusesubstance abusesubstance abusesubstance abusesubstance abusecauses, and ifcauses, and ifcauses, and ifcauses, and ifcauses, and ifcompaniescompaniescompaniescompaniescompaniesprovideprovideprovideprovideprovideemployees withemployees withemployees withemployees withemployees withprevention andprevention andprevention andprevention andprevention andeducationeducationeducationeducationeducationprograms, clearprograms, clearprograms, clearprograms, clearprograms, clearpolicies, EAPs,policies, EAPs,policies, EAPs,policies, EAPs,policies, EAPs,and healthand healthand healthand healthand healthbenefits thatbenefits thatbenefits thatbenefits thatbenefits thatpay forpay forpay forpay forpay forsubstancesubstancesubstancesubstancesubstanceabuseabuseabuseabuseabusetreatment, thetreatment, thetreatment, thetreatment, thetreatment, thenegative effectsnegative effectsnegative effectsnegative effectsnegative effectscan becan becan becan becan beel iminated.”el iminated.”el iminated.”el iminated.”el iminated.”

— CEO of a leading

US public utilitiescompany

♦ improving employer-employeecommunication

♦ job sharing♦ improving equipment maintenance♦ clean air policy♦ training supervisors to be more

sensitive to employee concerns♦ part-time employment arrangements♦ increased decision making by employees

in the organization of work♦ health-related courses and seminars

(fitness, weight, stress, smoking, etc.)♦ space for an employee fitness facility♦ monthly health information

bulletins/magazines.

11.11.11.11.11. Don’ Don’ Don’ Don’ Don’t stop at policy developmentt stop at policy developmentt stop at policy developmentt stop at policy developmentt stop at policy developmentDeveloping a workplace policy is not an end ?it’s a beginning. Some organizations spend anenormous amount of time, money and energydeveloping a perfect policy that never getsproperly implemented. Map out a realisticlong-term implementation plan and stick to it.It will pay off in the long-runlong run.

12. Be patient!12. Be patient!12. Be patient!12. Be patient!12. Be patient!Change doesn’t happen overnight. Sometimesit doesn’t appear to be happening at all. Goalsare important but so too is the pace of change.Sometimes when results are evident in a shortspan of time, companies lose interest inimplementation, figuring the problem hasbeen solved. Alcohol and other drug-relatedissues wane and peak, but are unlikely to goaway entirely. Workplaces that take a long-termview are more likely to see measurable changein employees’ attitudes and practices, resultingin productivity gains as a result of a healthier,safer, more motivated workforce.



The Policy Implementation Tool Kit is a useful listof resources and organizations that may be able toassist your implementation efforts. This tool kithighlights a few sources — including thoserecommended in previous sections — to get youstarted.

Training for managers,supervisors & event organizers♦ The Drug-Free Workplace: A Guide for

Supervisors and Managers<www.health.org/govpubs/workit/guide.htm>. This practical resource reviews theresponsibilities of supervisors and managersand ways to identify and deal with employeeperformance problems. Although targeted toan American audience, the information isapplicable to any setting.

♦ Ontario Human Rights CommissionPublications <www.ohrc.on.ca>. Particularlyrecommended are the Commission’s Policy onDrug and Alcohol Testing; Policy and Guide-lines on Disability and the Duty to Accommo-date; and Human Rights at Work.

♦ Smart Serve Library <www.smartserve.ca>.Includes information on host liability, respon-sible service tips and links to training videosand packages for alcohol servers, event organiz-ers, and others.

♦ Alcohol and Gaming Commission ofOntario <www.agco.on.ca>. See alcohol andpublications sections for tip sheets on liability,recognizing intoxication, special occasionpermits, alcohol advertising and promotions,and more.

♦ about.com, the Human Internet,<alcoholism.about.com/mlibrary.htm>. Thisextensive US-based website is a guide to over50,000 subjects. The information is wide-ranging, well-written, and well-organized. Thesection on alcoholism is extensive andincludes good information on policy develop-ment, and links to online drinking assessmenttools, resources, etc.

Employee awarenessand assistance♦ Alcohol-related Media Database

<www.apolnet.ca>. Searchable databasecontains order information and in some cases,direct links, to free or low-cost fact sheets,brochures, posters, guides, and other materialsappropriate for use in Ontario. Materials covertopics such as drinking and driving, alcoholand pregnancy, low-risk drinking, alcohol andyouth, and more.

♦ Liquor Control Board of Ontario<www.lcbo.com>. Click on About LCBO,Social Responsibility Section Visit website foralcohol-free mocktail recipes and informationon seasonal public awareness campaigns.

♦ ABC Fact Sheets from the Alberta Alcoholand Drug Awareness Commission,<www.gov.ab.ca/aadac>.

♦ Canadian Health Network <www.canadian-health-network.ca>. National bilingualwebsite full of user-friendly information andlinks to over 10,000 internetInternet resources.

♦ Employee Assistance Programs andAddictions Services in Canada. Searchabledatabases on the Canadian Centre for Sub-stance Abuse website <www.ccsa.ca> and theDrug and Alcohol Registry of Treatment,<www.dart.on.ca>.

D: Policy Implementation Tool KitD: Policy Implementation Tool KitD: Policy Implementation Tool KitD: Policy Implementation Tool KitD: Policy Implementation Tool Kit


♦ How to start and maintain a self-help group<www.selfhelp.on.ca/start.html>. User-friendly guide on organizing a self-help group,and links to nearly 500 groups province-wide.

♦ Low-Risk Drinking Guidelines website,<www.lrdg.net>. Bilingual website maintainedby the Centre for Addiction and MentalHealth, the Association of Local Public HealthAgencies and the Ontario Public HealthAssociation. Features basic information andcampaign resources on low-risk drinking.Appropriate for workers, as well as thosecoordinating alcohol-related awareness events.

♦ MagellanAssist, <www.magellanassist.com>.Magellan Behavioral Health is a leadingprovider of workplace health services in theUS. The site contains self-assessment toolsrelated to substance abuse and mental health,information on health and wellness, tips forworkers, and much more. Due to differencesbetween the Canadian and US approaches toworkplace alcohol and other issues, informa-tion related to drug testing should be usedwith caution.

Program planning & organizationalchange♦ Health Communications Tools and

Resources, <www.thcu.ca>, from The HealthCommunication Unit at the University ofToronto. Includes links to newsletters,workshop materials, practical guides, andexternal resources.

♦ Organizational development publicationsfrom the Ontario Prevention Clearinghouse,<www.opc.on.ca>, covers topics such as thelearning organization, creating a climate forchange, leadership, and much more.

♦ The Change Management ResourceLibrary from the US Quality LeadershipCentre <www.change-management.org>.Includes links and full-text articles on a widerange of work-related change managementissues. While much of the content is based onthe experiences of large US corporations, manyof the models, primers and tool kits may alsobe applied to alcohol policy development inthe Canadian workplace.

♦ APOLNET website <www.apolnet.ca>.Particularly recommended are the Policy-making and Workplace Policy InformationPacks, which feature many of the documentsmentioned in previous sections of this guide,and the Resources Section, which includes linksto free searchable online databases, best practicedocuments, sample policy collection, scholarlypublications, email discussion lists, and publiceducation materials.

♦ CCSA Workplace Section <www.ccsa.ca>.This section of the Canadian Centre onSubstance Abuse website is devoted exclusivelyto workplace alcohol and other drug issues. Itincludes upcoming events, statistics, recentcourt cases, research papers and codes ofpractice related to alcohol and other drugtesting, searchable databases of employeeassistance programs, treatment services andmuch more.

♦ Employers Online,<www.hrmanagement.gc.ca>. Comprehensivesite maintained by the Government ofCanada. Includes a vast array of informationand links on human resource issues useful tosmall and medium-sized businesses. A sectionon occupational health and safety includeslinks to Health Canada’s Workplace HealthPage, information on selecting EAP providers,workplace health assessment tools, safetytraining, legislative and regulatory require-ments, etc.


THREE CHECKLISTS TO HELP YOU STAY ON TRACK

The following three checklists are designed to help you evaluate your policy process, content and implementation.

They are based on earlier sections and bring together our recommendations for policy success.

1. POLICY PROCESS

√

� We formed a small workgroup composed of key stakeholders to oversee the policy development process.

� We consulted with colleagues in our industry/sector to get practical advice.

� We collected sample policies, educational materials, and other resources developed by industry leaders, health and substance abuse prevention groups, and others in our

community.

� We held meetings with and/or surveyed workers at all levels to identify priorities for action.

� We did an analysis of existing organizational policies, procedures, and practices to identify potential barriers and supports.

� We made recommendations to senior management and union representatives based on our findings.

� We secured support to develop a comprehensive workplace alcohol and other drug policy.

� We drafted a policy and implementation plan based on careful consideration of the health, safety and legal issues affecting our workplace.

� We consulted with workers at all levels of the organization to ensure both the policy and implementation plan addressed their concerns.

� We made adjustments to the policy and plan based on feedback.

� We kept key stakeholders informed throughout the process.

� The policy was officially adopted by our organization.

� Our policy development team was consultative and inclusive of a diversity of views.

� Our policy process was respectful of confidentiality and privacy.

� Team members were focused, strategic, action-oriented and able to reach a consensus.

� Other :_________________________________________________________


2. POLICY CONTENT

√

� We have a written policy governing alcohol and other drug use in our workplace.

� The policy effectively balances health and safety considerations with basic human and worker rights.

� The policy recognizes that alcohol sales, service and promotion practices in the broader community have an impact on problems experienced by the people in our workplace.

� The policy covers all employees.

� The policy covers volunteers and others who occasionally work in our organization.

� The policy covers work-related events where alcohol is sold or served.

� The policy reinforces low-risk drinking practices outside the workplace.

� The policy is clear about what alcohol-related behaviours and practices are unacceptable in the workplace.

� The policy has progressive penalties.

� The policy outlines the rights of workers and includes an appeal process.

� The policy acknowledges the special needs of workers in recovery.

� The policy is clear about the responsibilities of supervisors and managers.

� The policy supports workers who want to take advantage of community-based prevention, early intervention, and treatment services.

� The policy supports workers who want to start or get involved with self-help/mutual aid groups.

� The policy is part of a comprehensive workplace health program.

� Other :_________________________________________________________


3. POLICY IMPLEMENTATION

√

� We have a written plan to implement our workplace alcohol and other drug policy.

� The plan covers 1) employee awareness, 2) alcohol/drug testing procedures if appropriate, 2) access to prevention, early intervention and treatment services, 3) training of key

supervisors and managers, and 4) monitoring and evaluation activities.

� The plan is overseen by a team composed of key stakeholders in our workplace and/or human resources.

� We have the resources we need to implement our policy/plan effectively.

� We have identified key indicators to assess policy effectiveness.

� We collect information/data appropriately.

� We analyse data periodically and make adjustments to our implementation plan as needed.

� We conduct a formal review of the policy every three to four years to ensure it continues to meet legal requirements, best practices in the field, and the needs of the

workplace.

� Employees receive information about the policy in a variety of ways and at different times during the year.

� This policy information is appropriate to the socio-cultural, literacy, linguistic and other needs of workers.

� The policy is included in orientation and training packages, and policy and procedures manuals.

� There is an effective employee assistance program (EAP) in place.

� Workers and supervisors know about the EAP and use it appropriately.

� New supervisors and managers receive comprehensive training on how to apply the policy.

� Supervisors and managers know how to manage worker performance effectively, including the performance of people at risk of, or those already experiencing alcohol problems

due to their own or others’ drinking.

� People who organize company functions know about alcohol liability and ways to minimize problems.

� Our alcohol and other drug policies arey is enforced fairly and consistently.

� Our policy is complemented by a comprehensive workplace health program that addresses other factors such as such as nutrition, physical activity, tobacco, etc.

� We monitor developments in alcohol availability in our community and make our views known to the appropriate agencies.

� Other :____________________________________________________.


A final wordThe purpose of this guide has been to give you anoverview of alcohol-related issues in the workplace,and to show what is involved in the developmentof comprehensive policies to prevent alcohol-relatedproblems in these settings. While you may find thepolicy development process time-consuming, weknow such efforts will pay off in the form ofreduced alcohol problems and a supportive health-promoting workplace environment.

Policy is not a panacea for eliminating all of thealcohol-related incidents and problems arising atworkplaces, but it does ensure the capacity to dealwith issues as they arise. In spite of the challengesand frustrations that invariably occur, the policydevelopment process is an effective way of mobiliz-ing people and providing them with the skills,capacities and resources to address their sharedconcerns.

Preventing alcohol problems in the workplaceis in everyone’s interest. To support your efforts, wehave compiled a selected list of organizations andwebsites to contact for more information, as well asa bibliography of useful print materials.

If you need additional assistance or want toshare ideas for action with others, please contact theAlcohol Policy Network.

Alcohol Policy NetworkOntario Public Health Association700 Lawrence Avenue West. Suite 310Toronto, Ontario, Canada, M6A 3B4Tel: 416-367-3313 / 1-800-267-6817Fax: 416-367-2844Email: [email protected] or

[email protected]: www.apolnet.ca


A 1996 survey conducted by the Addiction Research Foundation (now the Centre for Addiction and MentalHealth) revealed that, while 40 percent of construction trade workers in Ontario experienced problems withalcohol use, only 8 percent were offered health promotion programs, EAPs, or information about sub-stance abuse. (Thomas, 1996). One exception is the International Brotherhood of Electrical Workers, aunion representing power workers in the United States and Canada, whose members voted to implementthe Member Assistance Program (MAP) in 1992. What distinguishes MAP from other workplace efforts toaddress employee substance abuse is its reliance on peer-led activities.

Peer Group Assistance, a key component of the MAP, educates workers about substance abuse andtreats those with alcoholism and other addictions. Peer group members are trained to identify co-workers inneed of treatment. With the help of their fellow union members, these employees are taught to ‘unlearn’alcohol-related problem behaviours. MAP peer groups meet on a regular basis for additional training andongoing mutual support.

Through September 1999, over 1,050 employees, spouses, and children have used the program. Anevaluation of the MAP, which is supported by the Union Benefits Fund and contributions from em-ployers, identified benefits such as decreased health care costs and increased member satisfaction.

For more information about the MAP, visit the IBEW website at www.ibew.org.

The Member Assistance Program —The Member Assistance Program —The Member Assistance Program —The Member Assistance Program —The Member Assistance Program —a peer-led approach to addressinga peer-led approach to addressinga peer-led approach to addressinga peer-led approach to addressinga peer-led approach to addressingalcohol problems in the workplacealcohol problems in the workplacealcohol problems in the workplacealcohol problems in the workplacealcohol problems in the workplace



OrganizationsAlberta Alcohol and Drug Abuse Commission

10909 Jasper AvenueEdmonton, Alberta, T5J 3M9Tel: 780-427-7935Fax: 780-427-1436Email: [email protected]: www.gov.ab.ca/aadac

Alcohol Policy NetworkOntario Public Health Association700 Lawrence Avenue West, Suite 310Toronto, Ontario, M6A 3B4Tel: 416-367-3313 / 800-267-6817Fax: 416-367-2844Email: [email protected]: www.apolnet.ca

Alcohol and Gaming Commission of Ontario20 Dundas Street West, 7th FloorToronto, Ontario, M5G 2N5Tel: 416-326-0336 (Inspections)Fax: 416-326-0330 (Inspections)Web: www.agco.on.ca

Association of Community Information Centres inOntario InformOntarioc/o Community ConnectionPO Box 683, Collingwood, Ontario, L9Y 4E8Tel: (705) 444-0040 ext 226Web: www.informontario.on.ca/

Canadian Centre on Substance Abuse75 Albert Street, Suite 300Ottawa, Ontario, K1P 5E7Tel: 613-235-4048Fax: 613-235-8101Web: www.ccsa.ca

Canadian Centre for Occupational Health and Safety135 Hunter Street EastHamilton, Ontario, L8N 1M5Toll Free: 1-800-263-8466Phone: 1-905-572-4400Fax: 1-905-572-4500Web: www.ccohs.ca

Centre for Addiction and Mental HealthWorkplace Health Consulting Services1001 Queen Street WestToronto, Ontario, M6J 1H4Ontario toll-free: 1-800-463-6273Tel: (416) 595-6111Web: sano.camh.net/workplac.htm orwww.camh.net

Canada’s Drug Strategy SecretariatHealth CanadaPostal Locator 1917C Tunney’s PastureOttawa, Ontario, K1A-9K9Tel: 613-957-8337Fax: 613-957-1565

Conference Board of Canada255 Smyth RoadOttawa, Ontario, K1H 8M7Toll Free: 1-866-711-2262Tel: 613-526-3280Fax: 613-526-4857Web: www.conferenceboard.ca

Drug and Alcohol Registry of Treatment232 Central AvenueLondon, Ontario, N6A 1M8Tel: 519-439-0174Fax: 519-439-0455Email: info ref [email protected]: www.dart.on.ca

Health, Work and Wellness Institute of Canada68 Water Street, Suite 502Vancouver, British Columbia, V6B 1A4Tel: 604-605-0922Toll Free: 877-805-0922Fax: 604-689-4486Web: www.healthworkandwellness.com

The Institute for Work and Health481 University Avenue, Suite 800Toronto, Ontario, M5G 2E9Tel: 416-927-2027Fax: 416-927-4167E-mail: [email protected]: www.iwh.on.ca

E. Key Contacts and ResourcesE. Key Contacts and ResourcesE. Key Contacts and ResourcesE. Key Contacts and ResourcesE. Key Contacts and Resources


Liquor Control Board of Ontario55 Lake Shore Boulevard EastToronto, Ontario, M5E 1A4Tel: 416-365-5900Toll Free: 1-800-ONT-LCBOEmail: [email protected]: www.lcbo.com

National Quality Institute2275 Lake Shore Blvd. West, Suite 307Toronto, Ontario, M8V 3Y3Tel: 1-800-263-9648 / 416-251-7600Fax: 416-251-9131Email: [email protected] or [email protected]: www.nqi.ca

Ontario Health Promotion Resource Systemc/o Ontario Prevention Clearinghouse180 Dundas Street West, Suite 1900Toronto, Ontario, M5G 1Z8Tel: 416-408-2249Toll Free: 1-800-263-2846Fax: 416-408-2122Email: [email protected]: www.ohprs.ca

Ontario Human Rights Commission180 Dundas Street West 8th FloorToronto ON M7A 2R9Tel: 416-314-4500 / 800-387-9080Fax: 416-326-9520Email: [email protected]: www.ohrc.on.ca

Prevention Dividend ProjectQueens Ave. Suite 614London, Ontario, N6A 1J3Tel: 519-433-3913Fax: 519-433-3914Email: [email protected]: www.prevention-dividend.com

Prevention Source BC1675 West 8th Ave., Suite 333Vancouver, British Columbia, V6J 1V2Toll-free: 1-800-663-1880Fax: 604-874-9348Web: www.preventionsource.bc.ca

Self-help Resource Centre4 0 Orchard View Blvd, Suite 219Toronto, Ontario, M4R 1B9Tel: 416-487-4355Toll-free: 888-283-8806Fax: (416) 487-0344Email: [email protected]: www.shrc.on.ca

Smart Serve Ontario405 Eglinton Avenue West, Suite 106Toronto, Ontario, M9C 5K6Tel: 416-695-8737, 1-877-620-6082Fax: 416-695-0684E-mail: [email protected]: www.smartserve.ca

Statistics CanadaStatistical Reference Centre(National Capital Region)Rm. 1500, Main BuildingHolland AvenueOttawa, Ontario, K1A 0T6Tel: 1-800 263-1136Fax: 1-877 287-4369Email: [email protected]: www.statcan.ca

Workplace Resource Centre (US)Center for Substance Abuse PreventionSubstance Abuse & Mental Health Services Administration5600 Fishers Lane, Rockwall II Building, Room 815Rockville, MD, 20857Tel: 301-443-6780Email: [email protected]: workplace.samhsa.gov


Online and on paper: More sources andresources

Alcohol Use in the WorkplaceButler, B. Alcohol and Drugs in the Workplace. Toronto:

Butterworths, 1993.Cork Bibliography: Workplace. USA: Project Cork Resource

Centre, September 2000. Available on-line at<www.vermont.gov>

Guide to Online Research and Statistics. Toronto: AlcoholPolicy Network, Ontario Public Health Association, 2001.Available on-line at <www.apolnet.ca>

Mangione, T. W., and J. Howland, M. Lee. “Alcohol and Work.Results of a corporate Drinking Study” In Robert WoodJohnson Foundation Anthology. New Jersey: RWJF, 1998.Available on-line at www.rwjf.org/publications/index.jhtml

National Institute on Alcohol Abuse and Alcoholism. AlcoholAlert: Alcohol and the Workplace No. 44. Washington D.C:NIAAA, 1999.

Pearson, S.J., and P. Jacobs, R.H.M. Plain. Assessing Costs:Substance Abuse in the Workplace. Ottawa: CanadianCentre on Substance Abuse, 1995. Available on-line at<www.ccsa.ca/wiseawk.htm>

Single, E., and M. Van Truong, E. Adlaf, A. Ialomiteanu. Cana-dian Profile 1999: Alcohol Tobacco and Other Drugs.Toronto: Canadian Centre on Substance Abuse, and Centrefor Addiction and Mental Health, 1999. Available on-line at<www.ccsa.ca>

Statistics Canada. National Population Health Survey. 1999.Available on-line at <www.statcan.ca>

Van Truong, M., and B. Williams, G. Timoshenko. OntarioProfile 1998: Alcohol and Other Drugs. Toronto: Addic-tion Research Foundation, 1998.

Program and Policy DevelopmentAddiction Research Foundation. ON TRACK: Guidelines to

Creating an Employee Assistance Program. Toronto:ARF, 1993.

Addiction Research Foundation. Workplace Testing for Drugsand Alcohol: Where to Draw the Line. Toronto: ARF,1999.

Alberta Alcohol and Drug Abuse Commission. Position onEmployment-Related Alcohol and Drug Testing. Edmon-ton: AADAC, 2000.

American Productivity & Quality Center. “Corporate HealthPromotion” taken from APQC White Paper Based onfindings from APQC’s Corporate Health PromotionConsortium Benchmarking Study. Texas: APQC, 1999.Available on-line at <www.apqc.org/free/whitepapers>

Bacharach, S.B., and P.A. Bamberger, W.J. Sonnenstuhl. “Labor-based peer assistance in the workplace” Industrial Relations35(2). 1996. 261-275.

Batstone, T. Best Start - Workplace Health Promotion Pro-gram Implementation. Toronto: Best Start Resource Centre,1998. Available on-line at <www.opc.on.ca/beststart/pract>

Butler, B. Drugs and Alcohol in the Workplace: Creating andImplementing an Effective Alcohol and Drug Policy.Toronto: Barbara Butler and Associates, 2000. Available on-line at <www.butlerconsultants.com/bb_pol.html>

Cameron, J. Municipal Alcohol Policy: A Policy Response toReduce Alcohol-Related Risk in Municipal Facilities andArenas. Toronto: Alcohol Policy Network, 1996. Available on-line at <www.apolnet.ca>

Canadian Model for Providing a Safe Workplace. A bestpractice guide of the Construction Owners Associationof Alberta. Edmonton: COAA, February 1999.

Casner-Lotto, J. Holding a job: having a life, strategies forchange. New York: Work in America Institute, 2000. Avail-able on-line at <www.workinamerica.org/PDFandJPEGs/CompleteW-LStudy.pdf>

Centre for Addiction and Mental Health. Guided Self-Change forEmployee Assistance Programs. Toronto: CAMH, 1998.

Danaher, A., and C. Kato. Making a Difference in Your Com-munity: A Guide for Policy Change. Toronto: OntarioPublic Health Association, 1995.

Davis, A. Helping hands. Toronto: Benefits Canada, November2000. Available on-line at <www.benefitscanada.com/Content/2000/11-00/helpinghands.html>

Department of Health and Human Services, Public Health Service,Substance Abuse and Mental Health Services Administration,Center for Substance Abuse Prevention. Making yourworkplace drug free: a kit for employers. USA, 2004.Available on-line at <www.health.org/govpubs/workit>

Eakin, J., and N. Weir. “Canadian approaches to the promotion ofhealth in small workplaces.” Canadian Journal of PublicHealth 86 (2). 1995. 109-113.

The Globe and Mail. “Employee counselling keeps firms healthy.”August 13, 1999.


Fell, D. “Workplace health promotion: a public health perspective.”In J. Thesenvitz (Ed.) OHPE Bulletin #170.1: WorkplaceHealth - Three Experiences. 1-7. 2000. Available on-line at<www.ohpe.web.ca>

Flynn, C.F. et al. “Alcoholism and treatment in airline aviators: onecompany’s results.” Aviation, Space and EnvironmentalMedicine. 64 (4). 1993. 314-318.

Foote, A., and J.C. Erfurt. “Effects of EAP follow-up onprevention of relapse among substance abuse clients.”Journal of Studies on Alcohol 52 (3). 1991. 241-248.

Health Canada. Workplace Health System: Corporate HealthModel Booklet. Ottawa: Health Promotion and ProgramsBranch, Health Canada, 1996a.

Health Canada. Workplace Health System: Small BusinessHealth Model. Ottawa: Health Promotion and ProgramsBranch, Health Canada, 1996b.

Health Canada. Healthworks Guide: A How-To for Health andBusiness Success. Ottawa: Health Promotion and ProgramsBranch, Health Canada, 1999.

International Labour Organization. Safe Work. A ConsensualApproach to workplace substance abuse prevention, fromrehabilitation to prevention. Switzerland (Head Quarters):August 2000. Available on-line at <www.ilo.org/public/english/protection/safework/drug/impiss.htm>

Leong, D.M., and D.K. Every. “Internal and external EAPs: is onebetter than the other?” Employee Assistance Quarterly. 12(3). 1997. 47-62.

McBride, B., and B. Lehigh, P. Hartigan. A Workplace Responsefor the Prevention of Alcohol Problems: ImplementationGuide for the Workplace Alcohol Education Programand Workplace Brief Intervention Program. Guelph,Ontario: Community Alcohol Resource Homewood HealthServices, 1997. Available on-line at <www.apolnet.ca>

Ministry of Health and Long Term Care. Ontario Programs forHealth Promotion and Disease Prevention. Ontario:Queens Printer for Ontario, 2002.

Ontario Human Rights Commission. Policy on Drug andAlcohol Testing. Toronto: OHRC, 2000. Available on-line at<www.ohrc.on.ca>

Ontario Labour and Employment Law Group. EmployerSubstance Abuse Policies: Do’s and Don’ts. Toronto:Ogilvy Renault, August 2000. Available on-line at<www.ogilvyrenault.com/en/data/pu/158e_g.pdf>

Scanlon, W.F. Alcoholism and Drug Abuse in the Workplace:Managing Care and Costs Through Employee AssistancePrograms (second edition). New York: Praeger, 1991.

Shain, M. Best Advice on Stress Risk Management in theWorkplace. Ottawa: Ministry of Public Works and Govern-ment Services, 2000.

Shain, M. and H. Suurvali. Investing in ComprehensiveWorkplace Health Promotion. A Resource for thePursuit of Organizational Excellence. Ottawa: HealthCanada, November 2000. Available on-line at <www.nqi.ca>

Snow, D.L., and M.L. Kline. “Preventive interventions in theworkplace to reduce negative psychiatric consequences ofwork and family stress.” In C.M. Mazure et al. (Eds.) DoesStress Cause Psychiatric Illness? Washington D.C.:American Psychiatric Press, November 2000. 221-270.

Solomon, R., and S.J. Usprich. Canadian Alcohol Liability.Canada: Study commissioned by the Insurance Bureau ofCanada and Insurance Institute of Canada, 1994.

Substance Abuse Prevention in the Workplace, an Employ-er’s Guide. New York: Thirteen/WNET and Public AffairsTelevision, Inc. 1998. Available on-line at <www.pbs.org/closetohome> or <www.wnet.org/closetohome>

Thomas, S. “Construction industry tackles substance use.” TheJournal (Nov/Dec), 9. 1996.

Tyler, T. “Court awards drunk driver $300,000.” The TorontoStar. February 6, 2001, A1, A17.

Whitehead, P.C. Alcohol Education in the Workplace: AnEvaluation. Guelph, Ontario: Homewood Health Services,1992.

Working Partners for an Alcohol- and Drug-Free Workplace.Taking a stand against substance abuse with a writtenpolicy statement.US Department of Labour: No date available. Available on-line at <www.dol.gov/dol/workingpartners.htm>


Policy StatementThe Regional Municipality of Niagara is committedto ensuring the health and safety of our employeesand the public we serve. The consumption ofalcohol and/or other drugs by employees mayimpact on-the-job performance, threaten their ownsafety, the safety of the public, and other employees- particularly in safety sensitive positions.

ObjectivesThe intent of this policy is to:♦ clarify the respective responsibilities of the

region and its employees to ensure an alcoholand drug-free working environment

♦ identify, assist and where appropriate, accom-modate employees who may have a drug and/or alcohol related dependency

♦ implement appropriate remedial or correctiveaction for employees who violate this policy,noting that each case will be assessed on itsindividual merits.

DefinitionsIn interpreting this policy, the following definitionsapply:

Alcohol: Any beverage that contains ethylalcohol; including beer, wine liqueurs, spiritsand low alcohol products (e.g. beer with 0.5%alcohol by volume) are included in thisdefinition (Ministry of Health).

Corrective Action: May include givingguidance on the use of alcohol and otherdrugs, guidance on the side effects of prescrip-tion medication, referral to an EAP, a verbal orwritten reprimand, a suspension or othermeasures up to and including discharge; to bedetermined on a case by case basis.

Employee: Any permanent, temporary,contractual, or probationary employee hired bythe region but does not include any personholding elected office.

Illicit Drugs: Drugs which cannot be legallypossessed under Canadian law, including a widerange of “street” drugs (e.g., marijuana, cocaine,heroin) and prescription drugs obtainedwithout a physician’s prescription (Ministry ofHealth).

Impairment: Dysfunction resulting fromalcohol or other drug use which negativelyaffects an employee’s ability to carry out his/herjob functions in a safe, efficient or competentmanner. This is distinguished from “Underthe Influence” which means once consumed,alcohol and other drugs ultimately enter thebloodstream where they impair normal brainfunction. In this context, the term “under theinfluence” refers to the presence of any alcoholor other drugs in the bloodstream. It suggeststhat employees will allow adequate time for thebody to remove all alcohol or other drugs fromthe bloodstream before coming to work orotherwise assuming job responsibilities(Ministry of Health).

Prescription Drugs: Drugs which have beenlegally obtained with a physician’s prescription,or purchased as an over-the-counter medicationand taken as directed (Ministry of Health).

Workplace: Any land, premises, location, orthing at, upon, from or near which an employeeworks and includes a motor vehicle operated byan employee in the course of his or her duties.

Appendix 1

Regional Niagara’s Workplace Alcohol and Other Drug PolicyRegional Niagara’s Workplace Alcohol and Other Drug PolicyRegional Niagara’s Workplace Alcohol and Other Drug PolicyRegional Niagara’s Workplace Alcohol and Other Drug PolicyRegional Niagara’s Workplace Alcohol and Other Drug Policy(Source: Public Health and Human Resources Departments, Regional Municipality of Niagara FallsRegional Municipality of Niagara FallsRegional Municipality of Niagara FallsRegional Municipality of Niagara FallsRegional Municipality of Niagara Falls, June 3, 1999. Reprinted with permission.)


Procedure

Responsibilities of EmployeesAs a condition of employment, all employees areexpected to comply with the following:♦ not to be impaired by alcohol at the workplace,

or while otherwise performing job responsi-bilities

♦ not to be impaired by illicit drugs while in theworkplace, or otherwise performing jobresponsibilities

♦ not to be impaired by prescription drugs at theworkplace, or otherwise performing jobresponsibilities

♦ to determine from their doctor or pharmacistwhether prescription or over-the-countermedication they are taking has any potentialside effects that could adversely affect perform-ance. If, following such consultation, theemployee has a concern that their performancemay be adversely affected, the employee has anobligation to report that concern to theirmanager, and may request temporary reassign-ment of duties.

Responsibilities of the CorporationThe Regional Municipality of Niagara is committedto ensuring the safety of employees, residents andthe public. The corporation will support a workingenvironment free from the use of alcohol and otherdrugs through the following actions:♦ educational/training programs will be offered

to inform all employees of the policy, aware-ness regarding the responsible use of alcoholand other drugs, recognition of alcohol ordrug problems, and resources available toassist employees with alcohol or drug prob-lems

♦ reasonable steps will be made to accommodateemployees to the point of undue hardship incases where alcohol and/or other drug use incontravention of this policy is caused by a“handicap” within the Human Rights Code.Alcohol and/or drug dependency will beconsidered a “handicap” for this purpose. Aspart of its commitment to accommodation,

the corporation will allow budgetary provisionfor the Employee Assistance Program toprovide assistance for employees with alcoholand/or drug problems

♦ every effort will be made to reasonablyaccommodate employees whose therapeuticuse of medication may impact their ability toperform their duties

♦ impose corrective action on employees whoviolate their responsibilities under this policy

♦ the corporation encourages employees toexercise reasonable judgement when consum-ing alcoholic beverages at off-site events wherethe employee attends on behalf of thecorporation. Employees who are unable todrive home safely from such events areexpected to make alternate arrangements

♦ the corporation will refrain from sponsoringon-site workplace events and unique entertain-ment events/situations where alcohol isserved. The corporation will take reasonablemeasures to ensure that employees who areunable to drive home safely are provided withalternate transportation. Unique events/situations where alcohol is served on-sitemust be approved by the Corporate Manage-ment Committee in consultation with theRegional Chair

♦ the corporation recognizes that alcohol is partof the residents culture in the ‘Homes for theAged’ and therefore, this policy does notapply to its residents.


Policy ImplementationIt is the occupational health and safety responsibil-ity of all employees to report where they havereasonable grounds to suspect violation of thispolicy. Reasonable grounds may include: smellingalcoholic beverages on breath, slurred speech, glassyeyes, unsteadiness in walking or standing, flushedface, disorientation or drowsiness, mood changes,repeated errors in job performance, and safetyinfractions. The manager, union/employeerepresentative and employee will meet to give theemployee an opportunity to provide an explana-tion, and allow both parties (union/employeerepresentative and manager) to further investigatethe alleged violation. The manager will excuse theemployee for the remainder of the shift.

Arrangements to transport the employeehome in a safe manner, via taxi, will be themanager’s responsibility. If an employee refuses toaccept the initial offer of safe transportation, themanager will formally register his/her concern inthe presence of a witness (union/employeerepresentative) and reissue the offer of safetransportation. Should the employee continue todispute the manager’s offer and/or proceed tooperate a vehicle, the manager will alert policeauthorities.

Following investigation of the allegedviolation:♦ the parties (employee, employee’s representa-

tive, manager) will meet within the timeframedetermined in the collective agreement todiscuss the investigation and appropriateaction

♦ the employee will receive written confirmationof the incident, encouragement to access theEmployee Assistance Program, and/or othercorrective action, if appropriate

♦ any corrective action will be consistent with therespective collective agreement and terms andconditions of employment

♦ payment of wages will be determined by theoutcome of the investigation.

Should a second or subsequent violationsoccur, the above protocol will apply:♦ if investigation confirms a second violation

of the policy and/or a pattern of frequency,the parties will meet and, if appropriate,corrective action will apply

♦ the employee may be referred to the Em-ployee Assistance Program, will receive writtenconfirmation of the incident, recommenda-tions, and be advised of corrective action,should a third violation occur.

If a violation of this policy occurs when anemployee suffers from an alcohol and/or drugdependency, the corporation will co-operate withthe employee towards a goal of rehabilitation. It isthe employee’s obligation to advise his/hermanager or Corporate Occupational HealthManager, in confidence that he/she suffer from analcohol and/or drug dependency as soon aspossible. Objective clinical findings deemedappropriate by the Corporate Occupational HealthManager must be presented prior to accessingtreatment where an employee requests that his/herabsence be acknowledged as a medical leave. Theemployee has a duty to cooperate with therehabilitation offered. Follow up guidelines will beestablished and agreed upon by the parties toassist the employee in their rehabilitative efforts.

Accommodation will be offered in keepingwith the Ontario Human Rights Code, whereappropriate. Each rehabilitative effort will beassessed individually, and, should the employeerefuse this referral and/or rehabilitative effort isnot achieved, he/she will be offered the opportu-nity to resign. Should he/she refuse this opportu-nity, termination may result. However, each casewill be assessed on its individual merits.

This policy will be reviewed by the WorkplaceAlcohol and Other Drug Committee and theCorporate Management Committee one-yearfollowing implementation.



About the Alcohol Policy NetworkAbout the Alcohol Policy NetworkAbout the Alcohol Policy NetworkAbout the Alcohol Policy NetworkAbout the Alcohol Policy Network

Who we areThe Alcohol Policy Network (APN) is aprovince-wide network of individuals andorganizations working to improve thehealth of Ontarians. We are governed by amulti-sectored coordinating committeecomposed of representatives from publichealth, police, substance abuse preventionagencies, impaired driving groups and thecommunity-at-large. The committee acts asa forum for information sharing, consen-sus building, priority-setting and action-planning around alcohol policy issues.APN is a project of the Ontario PublicHealth Association and a member of theOntario Health Promotion ResourceSystem.

Our missionWe facilitate the development of policiesthat prevent problems associated withalcohol use, and enhance the health, safetyand well being of individuals and commu-nities across Ontario.

Our philosophyWe believe that:♦ individuals have a right to be involved

in decisions that affect their health andthe health of their communities.

♦ alcohol, although enjoyed by many,has widespread health, social andeconomic consequences.

♦ by creating a social, economic andphysical environment conducive tohealthy living, we can prevent orreduce alcohol-related harm.

♦ by complementing harm reductionstrategies with policies affecting thephysical, social and economic availabil-ity of alcohol, we can promote thehealth and safety of all Ontarians.

Our products and servicesInformation & Referral and Networking& Consultation on current legislativeinitiatives, the policy process, communitymobilization, alcohol policy basics,sources of funding and support, etc.Consultation may include a documentreview, advice on local policy developmentor a facilitated meeting. Services aredelivered via phone, email, and through alimited number of site visits.♦ Publications. These include:

research reports on alcohol advertis-ing, alcohol delivery services, air rage,alcohol policy and public health; theannual Directory of Substance Abuseand Injury Prevention Contacts in PublicHealth; the Directory of FundingSources for Injury & Substance AbusePrevention Projects; a how-to Let’s TakeAction series on policy developmentin workplaces, educational institu-tions, and community organizations;a special issue of Contemporary DrugProblems on alcohol policy and injuryprevention.

♦ APOLNET, our popular website(www.apolnet.ca), features a widevariety of resources and links toresearch papers, government bills,legislative debates, etc. on alcohol-related issues such as impaireddriving, alcohol advertising, low-riskdrinking (www.lrdg.net), municipalalcohol policy, and alcohol and thelaw. It also has three searchabledatabases to which you can addinformation: an Events Calendarfeaturing alcohol and other drug-related events; a Key ContactsDatabase of colleagues within thefield, funders, speakers, consultants,etc.; and an Alcohol-Related Media

Database, a collection of resourcesothers have used in campaigns andeducational support.

♦ The APOLNET Listserv is an emaildiscussion list designed to facilitateinformation sharing, networking anddiscussion on Canadian alcohol-related issues. Features include a bi-weekly Alcohol in the News digestand the Alcohol Research Quarterly.To join, send an email to: apolnet-l-

request @list.web.net. Leave thesubject line blank. Type: subscribeapolnet-l in the body of the message.

♦ Distance education/self-guidedlearning and regional workshopsand seminars on topics such asliquor licensing, local policy develop-ment, low-risk drinking guidelines,orientation to the substance abusefield, etc. Upcoming training eventsare listed on the website’s EventsCalendar, and supporting materialsare publicly available on the site afterthe event. Follow-up networking andpeer support is also providedthrough policy tele-roundtables.Education and training events areusually organized in conjunction withlocal and provincial partners.

For more information, please contact:Alcohol Policy NetworkOntario Public Health Association,700 Lawrence Ave. West, Suite 310,Toronto, Ontario, M6A 3B4Tel: 416-367-3313 / 1-800-267-6817Fax: 416-367-2844Email: [email protected] or

[email protected] Site: www.apolnet.ca


EVALUATION FORM

1.1.1.1.1. Ho Ho Ho Ho How did you hear about w did you hear about w did you hear about w did you hear about w did you hear about ‘Let’‘Let’‘Let’‘Let’‘Let’s Ts Ts Ts Ts Takakakakake e e e e Action on Action on Action on Action on Action on Alcohol Problems in the Alcohol Problems in the Alcohol Problems in the Alcohol Problems in the Alcohol Problems in the WWWWWorkplace?orkplace?orkplace?orkplace?orkplace?

� At a conference/workshop � Flyer � Newsletter

� Email/E-bulletin/Listserv notice � Colleague/Word-of-mouth � Other: ________

2. How would you rate this resource in terms of:2. How would you rate this resource in terms of:2. How would you rate this resource in terms of:2. How would you rate this resource in terms of:2. How would you rate this resource in terms of:

PPPPPoo roo roo roo roo r Fa i rFa i rFa i rFa i rFa i r G o o dG o o dG o o dG o o dG o o d VVVVVererererery Goody Goody Goody Goody Good Exce l l en tExce l l en tExce l l en tExce l l en tExce l l en t

Usefulness 1 2 3 4 5

Clarity 1 2 3 4 5

Timeliness 1 2 3 4 5

Other: ______________ 1 2 3 4 5

3.3.3.3.3. Which sections of this resource did you find most useful?Which sections of this resource did you find most useful?Which sections of this resource did you find most useful?Which sections of this resource did you find most useful?Which sections of this resource did you find most useful?

4. How will you use this resource? (Check all that apply)4. How will you use this resource? (Check all that apply)4. How will you use this resource? (Check all that apply)4. How will you use this resource? (Check all that apply)4. How will you use this resource? (Check all that apply)

� To develop an alcohol policy � To build on others’ expertise � To share resources

� To distribute to others � To improve planning/programs � Other: ____________

5.5.5.5.5. What changes wWhat changes wWhat changes wWhat changes wWhat changes would you likould you likould you likould you likould you like to see in future editions?e to see in future editions?e to see in future editions?e to see in future editions?e to see in future editions?

6. Other comments or suggestions:6. Other comments or suggestions:6. Other comments or suggestions:6. Other comments or suggestions:6. Other comments or suggestions:

7. Please tells us about yourself (Please check all that apply)7. Please tells us about yourself (Please check all that apply)7. Please tells us about yourself (Please check all that apply)7. Please tells us about yourself (Please check all that apply)7. Please tells us about yourself (Please check all that apply)

Focus of your work: � Injury Prevention � Substance abuse Prevention � Other

Employer : � Health unit � Addictions agency � Other

Area of province: � Central � Southwest � Southeast

� Northwest � Northeast � Outside Ontario

Please fax back to the Please fax back to the Please fax back to the Please fax back to the Please fax back to the Alcohol PAlcohol PAlcohol PAlcohol PAlcohol Policy Netwolicy Netwolicy Netwolicy Netwolicy Network at 416-367-2844.ork at 416-367-2844.ork at 416-367-2844.ork at 416-367-2844.ork at 416-367-2844.

Thank you!

Documents

Let’s Take Action on Alcohol Problems in the Workplace · workplace policies and practices that are clear, comprehensive, well-promoted, and well-enforced. An effective workplace