ࡱ> gif )bjbj"e"e q^@_@_O mDDDDD$hhhP,h5:25454545454545$7m:X5DX5DDm5 ^DD25 25 0O4¡N ^^4L55054L:~:4:D4( X5X5< 5:X : * INTERPRETATION - "Department" means College/School/Department/Centre/Unit as relevant. 18. 18.1 INTRODUCTION Occupational stress can be defined as environmental or job-related factors, which exert undue strain or pressure on a person. Stress is an ever-present facet of modern-day lifestyles. A certain amount of positive stress is essential to self-motivation and facing the world each day. In its guide 'Stress at Work' the Health and Safety Executive claim that whilst stress can involve various ill health effects, if work pressures are for a short period only the effects are less likely to cause long term harm. However, excess stress in the workplace is a major occupational health problem, costing employers in the UK, about 1.3 billion a year and causing the loss of 90 million working days a year. The personal costs can also be huge and include long-term ill health, job insecurity, loss of promotional prospects, adverse effects on personal relationships. While there is no single piece of legislation that requires employers specifically to prevent stress. However, the Health & Safety at Work Act places a duty on employers to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all employees. The management of health & safety at work require employers to assess the risks to the health and safety of employees. Although not explicitly stated, the employer's duty to protect employees' health and assess risks to health should be taken to mean both physical and mental health. Also, the Guidance to the Display Screen Equipment Regulations identifies mental stress as a principal risk of VDU work. Under these Regulations employers are required to analyse workstations and assess the health and safety risks to VDU users. (See Section 18.3) Employers have a particular duty to respond pro-actively to reduce/ manage sources of stress particularly in cases where employees have already incurred instances of stress related illnesses. Employees also have a duty not to be a source of stress to their immediate supervisors by virtue of unreasonable demands, non-acceptance of operational/resource constraints, lack of co-operation and unpleasant/impolite social interaction. It should also be noted that additional consideration should be given to stress factors that may be brought about due to isolation and working from home during the Covid-19 pandemic. 18.18. 2 HAZARDS Stress can be dangerous, damaging and costly to both employers and employees, so steps should be taken to understand it and tackle its causes. 18.18. 2. 1 RECOGNISING STRESS PHYSICAL EFFECTSBEHAVIOURAL EFFECTSSHORT TERMLONG TERMWorry about not copingRaised heart rateHigh blood pressureIrritabilityIncreased sweatingHeart diseaseDrinking more alcohol HeadachesThyroid disordersSmoking moreDizzinessUlcersSleeping difficultiesBlurred visionRisks to pregnancyPoor concentrationAching neck and shouldersFertility problemsAnxietySkin rashesDepressionLower resistance to infectionsAccident pronenessDifficulty dealing with everyday tasks and situations 18.18. 2. .2 VULNERABLE GROUPS: Anyone can suffer from work-related stress, but some groups of workers are particularly vulnerable: Lower grades and junior staff: because lower grade and junior staff have less say in, and control over, their work they are likely to be the worst affected by stress. Because of sexism and racism in society women and black people tend to be over-represented in lower grade jobs. Working with the public: jobs which place heavy emotional demands on workers can be very stressful and so too can those that pose the possibility of violence or danger. Female workers: are often balancing the needs and demands of work with those of home and family. People who work long hours: or do shift work. 18.18. 2. .2 VULNERABLE GROUPS (Cont.): Workers who 'hot-desk': these workers do not have their own office space or desk; on arrival at the office each day they compete with colleagues for a desk to use for that day. The practice can be very stressful: there is an obvious lack of control over the work environment and pressure to find somewhere suitable and convenient to work. It is a practice often used with groups of workers who do not attend the office every day -it's a space saving technique used in overcrowded offices. Poor environmental conditions, particularly things such as distracting noise levels, overcrowding and lack of privacy can contribute to stressful situations. Job pressures, such as monotonous work, too much or too little responsibility and supervision and poor training also cause stress. But perhaps most importantly are 'psychosocial' factors including: conflicts and tensions between workers social isolation harassment and bullying violence Bullying is perhaps one of the most significant factors in stress at work and, according to a leading stress expert, accounts for between a third and a half of all stress- related illness. Other examples of sources of stress are: Work organisation/ organisational changes Strained working/ interpersonal relationships with colleagues New Technologies/ Computer Software Un-attainable/ constant deadlines Skill shortfalls to cope with new situations/ job requirements Non work-related matters (social, personal, family, financial, health, dependencies / addictions) 18.18. 3 RISKS The risks associated with the aforementioned hazards are to be assessed by the Department (using the appropriate input from the Human Resources Department where necessary). These assessments shall be carried out using: The Duty of Respect and Right to Dignity Policy. 18.18.4 ARRANGEMENTS AND CONTROLS REQUIRED These hazards and risks will be minimised by the following arrangements and controls: TACKLING WORKPLACE STRESS When 'experts' talk about tackling workplace stress the emphasis is usually on helping individual sufferers to cope and deal with their own stress. Instead the emphasis should be placed on reducing at source stress levels at work. This usually means changes in working and management practices and improving the working environment. Before any changes are made the nature of the stress problem needs to be understood. Below is a step by step plan towards understanding workplace stress: Step 1 Carry out an inspection of the working environment to identify all the potential physical causes of stress. Step 2 Conduct a survey of members to discover feelings about the work and the workplace and to find out how health is affected by stress. Step 3 Investigate absence and accident figures. Step 4 Negotiate a policy with procedures for dealing with stress at work. (See also Section 19.3.4.1 Stress Checklist) Staff who are subject to stressors with which they are unable to cope or are experiencing personal problems or difficulties may avail of the College Employee Assistance Programme. The Employee Assistance Programme (EAP) is a confidential counselling and referral service that is provided by the College via an external agency of qualified practitioners. It is designed to give employees a resource in the event of personal problems. Employees voluntarily choose to use the programme. No information regarding the employees problems or participation in the programme will be released to anyone without his/her written consent. The programme can help with relationship difficulties, family problems, bereavement; financial worries etc. Full details of the Employee Assistance Programme are available from the department of Human Resources or the departments website. 18.18.5 ARRANGEMENTS AND CONTROLS The details of the Arrangements and Controls in place and those required in the short, medium and long term, shall be set out by the Department in the forms provided in Document No.4 i.e. Departmental Safety Action Plan (D.S.A.P.). These Arrangements and Controls shall be reviewed and updated on a yearly basis. 18.18.6 RESPONSIBILITIES The following personnel are responsible in the Department/Office/Area for ensuring the implementation and ongoing compliance with the aforementioned arrangements and controls. AREA/LOCATIONPERSON RESPONSIBLE1.2.3.4.5.6.   DEPARTMENT SAFETY STATEMENT DOCUMENT NO.2: Requirements for the Control of Hazards and Risks SECTION 18.14. 0 - Stress in the Workplace Rev.2 PAGE 3  PAGE 1 of  NUMPAGES 3 Common\Doc2 \Sect14 DOCUMENT NO.2: Requirements for the Control of Hazards and Risks SECTION 18.14. 0 - Stress in the Workplace (Cont.) Rev.2 Z[pq   3 C b    #Zuvw$%789IJK_`kuv游歭hWVy5CJOJQJhWVy5CJOJQJhWVy hWVy5@ hWVy@ *hWVy5@CJOJQJhWVy6@CJOJQJhE@CJOJQJhWVy@CJOJQJhWVy5@CJOJQJ;Z[q3  vw89JK_$If $$Ifa$ $ 0*$a$$*$a$_`kuv|sssm$If $$Ifa$kd$$Ifl4FF%0    4 laf4lffff$Ifkd$$Ifl\ F% 04 la'(1289:PQ_`rst GHIi!"34hE5@CJOJQJhE@CJOJQJhWVy5@CJOJQJhWVy@CJOJQJhWVyPlffff$Ifkd$$Ifl\ F% 04 la'lffff$IfkdP$$Ifl\ F% 04 la'(29:Plffff$Ifkd$$Ifl\ F% 04 laPQ`stlffff$Ifkd$$Ifl\ F% 04 lalffff$IfkdT$$Ifl\ F% 04 lalffff$Ifkd$$Ifl\ F% 04 la lffff$Ifkd$$Ifl\ F% 04 la Glffff$IfkdX$$Ifl\ F% 04 laGHIiljddZPF $ & F!*$a$ $ & F *$a$ $ & F*$a$$*$a$kd$$Ifl\ F% 04 la FGWX]'0Di./>JLMwx˰ˤ˔˄˔}} hEhWVyhEhWVy6@CJOJQJhEhWVy5@CJOJQJhE@CJOJQJ$hEhWVy@CJOJQJmH sH hEhWVy5hEhWVy@CJOJQJhE5@CJOJQJhWVy5@CJOJQJhWVy@CJOJQJ1FG0Di./>L $ 0*$a$ $ & F*$a$ $ & F$*$a$ $ & F#*$a$$*$a$ $ & F"*$a$LMx D!!"O"P"}"~"$$%%&&B'C'\']' (($ & F& *$ $ 0*$a$$*$a$ D!!!"O"P"}"~""""2#Y#l######$$%$$$$%%%%&&&&B'C'['\']'' (((/(0(2(3(4(5(8(9(:(=(>(?(B(C(D(G(H(I(L(M(N(O(P(Q(h djh dU hWVyCJhWVy@CJOJQJhWVy5@CJOJQJhEhWVy5@CJOJQJ hEhWVyhEhWVy@CJOJQJE((/(0(3(4(5(||6Ekdz$$Ifx0B#4 xax 0Z6$*$If`kd$$Ifx0B#  4 xaxp$ 0Z6$*$Ifa$5(8(9(:(=(>(?(B(C(cEkdl $$Ifx0B#4 xaxEkd$$Ifx0B#4 xax 0Z6$*$IfC(D(G(H(I(L(M(cEkd^ $$Ifx0B#4 xax 0Z6$*$IfEkd $$Ifx0B#4 xaxM(N(O(Q(R(T(U(V(W(Y(Z(\(]({(|,$ $d%d&d'd*$NOPQa$d $ 0*$a$Ekd $$Ifx0B#4 xax Q(R(S(T(U(V(W(Y(Z(\(]({((((((((())))))) ) ))))))) )!)")6)7)x)))))))̻֫~ hWVyCJhWVyCJOJQJ!h/0J#CJOJQJmHnHuhWVy0J#CJOJQJjhWVy0J#CJOJQJUhWVy0J#mHnHu hWVy0J#jhWVy0J#UhWVyhE5@CJOJQJhWVy5@CJOJQJjh dUh d.{(((()))")6)7){$ 0$d*$Na$"$,Q&#$+D@a$""&`#$($$d%d&d'd*$NOPQa$,$ 0$d%d&d'd*$NOPQa$ 7)x))))) $ 0*$a$%$d%d&d'd*$NOPQ) $d%d&d'd*$NOPQ=....()()))()000P8$BP. A!n"n#$%5 Dp0....()()))()008$BP. A!n"n#$%5 $$If!vh#v#v#v:V l40555/ / / / 4f4$$If!vh#v #v#v#v:V l05 555/ / / 4$$If!vh#v #v#v#v:V l05 555/ / 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ 4$$If!vh#v #v#v#v:V l05 555/ / / 4$$Ifx!vh#v:V x  5/  / / 44 xaxpw$$Ifx!vh#v:V x5/  / / 44 xaxw$$Ifx!vh#v:V x5/  / / 44 xaxw$$Ifx!vh#v:V x5/  / / 44 xaxw$$Ifx!vh#v:V x5/  / / 44 xaxw$$Ifx!vh#v:V x5/  / / 44 xax$$Ifx!vh#v:V x5/ / / / 44 xax%x666666666vvvvvvvvv66666686666666666666666666666666666666666666666666666666hH6666666666666666666666666666666666666666666666666666666666666666666866666662 0@P`p2( 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p(8HX`~8XV~ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@ 0@66666_HmH nH sH tH L`L Normal1$ CJOJQJ_HaJmH sH tH X@X  Heading 1$$*$@&a$5@CJOJQJ\aJRR  Heading 2 $<56OJQJ\]^JFF  Heading 3 $< OJQJ^JLL  Heading 4 $<5OJQJ\^JT@T  Heading 5$$@&a$5CJOJQJ\^JaJJ@J  Heading 6$@&5CJOJQJ\aJV@V  Heading 7 $*$@&5>*@CJOJQJ\aJDA`D Default Paragraph FontVi@V 0 Table Normal :V 44 la (k ( 0No List 4+@4  Endnote Text>* > Endnote ReferenceH*66  Footnote Text@& !@ Footnote ReferenceH*ZZ TOC 1) $ 0*$]^`0 mH sH uVV TOC 2% $ 0*$]^`0 mH sH uVV TOC 3% $ p0*$]^p`0 mH sH uVV TOC 4% $ @ 0*$]^@ `0 mH sH uVV TOC 5% $ 0*$]^`0 mH sH uNN TOC 6 $0*$^`0 mH sH uFF TOC 70*$^`0 mH sH uNN TOC 8 $0*$^`0 mH sH uNN TOC 9 $ 0*$^`0 mH sH uZ Z Index 1% $ `*$]^`` mH sH uZ Z Index 2% $ 0*$]^`0 mH sH uJ.J  TOA Heading *$ $ mH sH u*"* Caption:/: _Equation Caption44 Header ! 9r 4 @"4 Footer " 9r .)@1.  Page NumberTB@BT  Body Text$$ 0*$a$@CJOJQJaJPK![Content_Types].xmlN0EH-J@%ǎǢ|ș$زULTB l,3;rØJB+$G]7O٭Vj\{cp/IDg6wZ0s=Dĵw %;r,qlEآyDQ"Q,=c8B,!gxMD&铁M./SAe^QשF½|SˌDإbj|E7C<bʼNpr8fnߧFrI.{1fVԅ$21(t}kJV1/ ÚQL×07#]fVIhcMZ6/Hߏ bW`Gv Ts'BCt!LQ#JxݴyJ] C:= ċ(tRQ;^e1/-/A_Y)^6(p[_&N}njzb\->;nVb*.7p]M|MMM# ud9c47=iV7̪~㦓ødfÕ 5j z'^9J{rJЃ3Ax| FU9…i3Q/B)LʾRPx)04N O'> agYeHj*kblC=hPW!alfpX OAXl:XVZbr Zy4Sw3?WӊhPxzSq]y !\?] llllloQ()#&+_'P GL(5(C(M({(7)) !"$%'()*,-o!!iO Q R T U V W Y Z \ ] !!  O Q R T U V W Y Z \ ] !!3Y u ! " 3 4 WXN O !!!Y u ! " 3 4 WXN O !!!#;g ~ G3#| G37?~_XD`i:hD*/wG3lG3h!~[# dk{$G3uE)G3Q-D`+0]1M?:G3h;]a>Lt3% A&Cz-D2LZFEdGJ[IrZHG3:@nM d^PD`}NThD*[~nCf1QAf"6k6qROGr~2>t bUL"zG3f,(z2Wt * z^`zOJQJo( ^`OJQJo( ^`OJQJo( z^`zOJQJo( z^`zOJQJo( z^`zOJQJo( ^`OJQJo( ^`OJQJo( z^`zOJQJo(z^`zo(- ^`OJQJo( ^`OJQJo( z^`zOJQJo(z^`zo(- ^`OJQJo(z^`zo(- Th^T`OJQJo(@^`()]^`]5o(]^`]5o(.0^`05o(..0^`05o(... 0^`05o( .... 88^8`5o( ..... 88^8`5o( ...... `^``5o(....... `^``5o(........@^`.@^`56>*CJOJQJo(18.. @^`() ^`OJQJo(z^`zo(- z^`zOJQJo( z^`zOJQJo( z^`zOJQJo(Th^T`B*OJQJo(@^`56>*CJOJQJo(. @^`) z^`zOJQJo(z^`zo(- ^`OJQJo(@^`56>*CJOJQJo(() '-D-DLZFEAfk6q% A% Af,(zdGnCfa>&C2>tGrh![;g 7?:@nM[#}NTi:h;+0_XQ-^PIrZHlUL"zk{$ /w#| 1M?:uE)s\ @^`.x\@^`()`.x\ @ ^`OJQJo(p~\ @ ^`OJQJo(*{\ @ ^`OJQJo(## dWVyE/O Q @!@UnknownG.[x Times New Roman5^Symbol3. *Cx ArialSCG Times 12ptCambriaC.,*{$ Calibri Light7.*{$ Calibri;^MWingdingsA$BCambria Math"9)Tl gw'k<&}:}:!)20? ? ) HP $P'/2!xx u1 ,18.13 Filing Cabinets A. C. PatrickStewart, Robert#                           ! " Oh+'0 (4 T ` l x'18.13 Filing CabinetsA. C. Patrick Normal.dotmStewart, Robert3Microsoft Office Word@Ik@̃dE@HB@N} ՜.+,0  px  ' j:?  18.13 Filing Cabinets Title  !"#$%&'()*+,-./12345679:;<=>?@ABCDEFGHIJKLMNOPQRSTUWXYZ[\]_`abcdehRoot Entry FáNjData 01Table8;WordDocumentq^SummaryInformation(VDocumentSummaryInformation8^CompObjr  F Microsoft Word 97-2003 Document MSWordDocWord.Document.89q