Planning and implementation

• Pages: 13-19

MEVSWS-COP-2003-10-0201-1-EN.Doc/v2

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4. Planning and implementation

4.1. Review

The organization’s existing violence management system and relevant arrangements

should be reviewed as appropriate. This should cover an informal understanding of the

current state of affairs with regard to acts of violence.

4.1.1. Current situation

Employers and workers and their representatives should jointly assess the effects of

violence in the workplace. The following indicators, among others, should provide useful

information for identifying and assessing the nature and magnitude of the problem at a

given workplace:

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national and local surveys on the extent of violence in the community where the

service is carried out;

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surveys that have been carried out in similar workplaces/types of services;

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absenteeism;

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sick leave;

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accident rates;

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personnel turnover;

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opinions of supervisors and managers, workers and their representatives, safety

personnel, occupational health and social services personnel.

4.1.2. Risk assessment

Risk assessment should be conducted with participation and support from employers

and workers. The extent of the risk in particular areas, the circumstances under which it

arises, and the risks related to vulnerable groups should be identified. Checklists of areas

or aspects that should be considered for violence risk assessment at the workplace may be

a useful tool, and should be developed jointly.

In conducting a risk assessment of workplace violence, account should be taken of the

following possible signs of workplace tensions:

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physically injuring or assaulting a person, leading to actual harm;

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intense ongoing violent abuse, such as:

– verbal abuse, including swearing, insults or condescending language;

– aggressive body language indicating intimidation, contempt or disdain;

– harassment, including mobbing, bullying, racial and sexual harassment;