Alcohol addiction|in the company

• He only provides around 75% of his full performance.
• Alcohol plays a role in approx. 20% of accidents at work, and alcoholics are 3.5 x more likely to be involved in accidents at work.
• Alcoholics are absent for 1.4 x longer after accidents.
• Alcoholics are 16 x more likely not to adhere to working hours (arriving late, too long breaks, short-term incapacity for work).
• Alcoholics are ill 2.5 x more frequently than healthy employees.

The aim should be: an alcohol-free workplace and an alcohol-free working day!

• Even 0.2 per mil influences performance, increases willingness to take risks and worsens perception.
• From 0.5 per mil, concentration is reduced, reaction times are increased and overestimation of one's own abilities increases.
• From 1 per mil, performance is significantly impeded, the field of vision is narrowed (tunnel vision) and balance problems occur.

Alcohol-related indications:

• Drinking alcohol during work time, including lunch breaks
• Drunkenness in the workplace
• Sometimes shivering and sweating, red eyes, general unease
• Smell of alcohol or of breath fresheners, such as mouth wash, peppermint oil, eucalyptus
   

Work-related indications:

• Above-average sick leave, often absent for individual days
• Leaving the workplace for a short time, extended breaks, unpunctuality.
• Unreliability, tense way of working, hasty and secret drinking
• Avoiding superiors for fear that alcohol problems will be recognised
   

Individual indications:

• Mood swings with overestimation of one's own abilities and fear, depression, memory gaps
• Mistrust of superiors and colleagues, lack of distance
• Denial and trivialisation of alcohol consumption
• Financial problems, debt, loss of driving licence
• Loss of family ties, social decline and neglect

1. You are a superior, not a therapist, and would like to support your employee.

2. Compile the facts:

• Absences
• Fluctuating performances
• Unreliability
• Nervousness - irritability
• Neglected personal hygiene

3. Only confront the employee with facts, not with rumours, without attacking them.

4. Clarify the professional performance profile with your employee, what you expect from them and agree goals.

• Offer them guidance for action
• Agree a follow-up meeting
• Adhere to the follow-up meeting
• Feedback from treating physician