Tobacco Documents Online

looked group, nonsmokers. The classes are designed to help those who do not smoke understand the problems faced by smokers trying to quit and to urge them to encourage fellow workers to quit or to refrain from smoking. At Rainier Bank, Seattle, Washington, stress management classes were offered to help smokers adjust to the policy as well as to assist those who were trying to quit. While there are not national data available on worksite quit rates, strong worksite programs claim anywhere from 20 to 50 percent quite rates after one year. However, most published studies report six- month abstinence rates of 30 percent or less.6 As a result of an intensive smoking cessation campaign, Johnson & Johnson, New Brunswick, New Jersey, reports a two-year success rate of 23 percent of all smokers in the company, not just 23 percent of those who went through a program or completed it.7 Zacentives Many companies go a step beyond offering cessation classes by providing incentives for smokers to quit. The most widely used incentives for smokers are monetary, often tied to completing a cessation program and/or stopping smoking. Many companies offer cessation classes free to employees and their families, often during company time, or reimburse them for the cost of taking a community-based class. Others, like the Utah State Department of Health, reward smokers who actually quit. The "Healthy Utah" programs pays smokers who quit $25 at the end of three smoke-free 147

philosophy. There were to: o provide a healthful and safe working environment; o ensure high quality in all TI products; and o initiate the company's clean air approach rather than be forced to react to legislation (including the possibility of legislation from many different states and municipalities). From these objectives grew TI's Clean Air Policy. "It is the goal of Texas Instruments to provide for its employees a healthful and safe working environment. In accord with this goal, Texas Instruments will prohibit smoking in all TI owned and leased facilities, except for specific locations in each facility which are designated as smoking areas." Education and Trainina To underscore the importance of the new policy, the eight-month, phased-in implementation process took a top-down track, with the President and CEO Jerry Junkins working directly with a key operating manager and the personnel director from each location throughout the organization. During the session, emphasized the organization's complete commitment Mr. Junkins to the new personnel policy and each individual manager's responsibility for its successful implementation. These teams then headed up similar training programs in their own locations. Training sessions were 156

difficult aspect of developing and implementing its policy. As TI and many other companies have found out, designating even a few smoking areas within a company can still pose serious health hazards for employees because smoke from lounges, cafeterias, hallways, and enclosed offices, gets into the ventilation system and is circulated throughout the building, including into no smoking sections. (See "Case Studies: Pacific Northwest Bell.") As an interim step in a phased-in nonsmoking work environment, Pacific Mutual Life Insurance Company, Newport Beach, California, installed electronic filters in the temporary smoking area of its cafeteria. TI chose to avoid this problem by eliminating smoking from the worksite except for designated smoking areas which were. to the extent nossible, seDaratelv ventilated. Similarly, the headquarters complex of General Telephone of California prohibited smoking in all areas except a small portion of the cafeteria that has its own ventilation system. For others like American Family Insurance Group, Madison, Wisconsin, Pennsylvania Blue Shield, and UNUM Life Insurance Company, Portland, Maine, the choice to provide separate ventilation was either too expensive or physically impossible, so they chose to ban smoking completely at the worksite. on October 1, 1987, Ralston Purina's headquarters in St. Louis, Missouri, became the first Fortune 500 company to completely ban smoking in 138

Communication workers of America, believes that with motivational information and education, there is the potential for unions to eventually become a proactive force for nonsmoking policies. "Policies seem to eliminate in-fighting," she says. "Without a policy, the issue is messy and polarizing."s Education A companion element of virtually every successful workplace no smoking policy is an educational program designed to inform employees about the new rules and to provide opportunities for smokers to kick the habit. While behavior modification programs are the most commonly presented, some companies have offered innovative approaches such as acupuncture, hypnosis, aversion therapy, self-help materials, hot lines, and multi-day intensive programs for hard-core smokers. In addition to on-site opportunities, businesses have gotten good results by encouraging participation in community-sponsored stop smoking classes merely by providing lists of sessions available through reputable groups such as cancer and lung associations, hospitals, Ys, and for-profit organizations. Because quitting can be very difficult and often is greatly enhanced by peer and family support, many companies make cessation opportunities available to spouses and other immediate family members, as well. (See "Incentives.") UNUM Life Insurance Company offers classes for a usually over- 00 a 146 m O Gb W CO C!t

that the process involves many individuals and groups, and that deliberations often are emotionally charged. This chapter contains a series of case studies outlining how several companies have successfully approached this process. But before discussing company-specific examples, there is merit in examining some of the key issues that must be looked at by any company considering developing a no smoking policy. Among the questions to be answered are: o What kind of specific smoking restrictions are best for the company? c What benefits can be realistically anticipated from the policy? o How should employees be involved? o How should unions be involved? o What kind of education should be offered and to whom? o what kind of incentives should be offered? o How should the policy be enforced? Further details about each of these steps are contained within the "Case Studies" section of this chapter. Options for smokina Restrictions Restrictions on smoking in the worksite are not new. For year--even decades--businesses have had policies that banned smoking in specific areas such as elevators, hallways, auditoriums, 136

smokino Policy Enforcement Without a doubt, one of the most difficult questions asked by companies considering a smoking policy is "How can a no smoking policy be enforced?" The response from most businesses that have moved to a ban is that the company must first demonstrate to employees that it is serious about eliminating smoking in all or parts of the building. Second, it must handle violations in the same way that infractions of all other personnel policies are dealt with. Cardinal Industries had a highly visible and dramatic way of demonstrating its commitment. Its president, Austin Gurlinger, a cigar smoker, stated to all employees that he would refrain from smoking at the workplace. Most companies say that no people have quit their jobs because of the new rules. However, most also point out that employees have "tested" the policy, with some pushing it all the way to probation. According to Dick Becker, employee services representative for American Family Insurance Group, "Some employees tested the waters, sneaking cigarettes in the restrooms. Supervisors let it be known that smoking would be treated like any other violation of policy, for example, inappropriate dress."3 Holiday Corporation follows its usual procedure for any company rule--first a verbal warning, then a written warning, followed by a"final" warning, and if 149

of cigarettes, offered an easy place to keep track of how much was smoked, when and why, in the hope that the information would assist the smoker in altering his/her habits. However, all communication was not downward! Employees were given opportunities to ask questions and voice concerns during educational programs. Special attention was paid to employees concerns and complaints in in-house communication vehicles, as well. Facilities Modification Because TI chose to designate a limited number of areas in each building as smoking areas rather than to completely ban tobacco, it faced the problems of recirculatinq contaminated air. Thus, where necessary and possible, facilities were modified to provide separate ventilation. In addition, all cigarette machines were removed from TI facilities and a decision was made that no new ones would be installed. Snforeemeat TI made it clear from the beginning that a new personnel policy had been established that would be monitored and enforced in the same way as all other policies, such as attendance. Thus, anyone found smoking in non-designated areas would be given an oral warning. If there were no further problems, no further action would be taken. However, with subsequent smoking incidents, the 158

One year prior to the ban, Cardinal, the nation's largest manufacturer of modular homes, had taken an even more dramatic step by instituting a multi-faceted policy that included hiring only nonsmokers as new employees. Benefits Anticinated Although insurance carriers are saying it will take 12 to 18 months to see any decrease in insurance rates, Cardinal's management expects to significantly lower operating costs, increase productivity, reduce absenteeism, and eventually pay lower insurance premiums as a result of the new policy. Even more importantly, it expects to improve the health of its key asset-- its human resources. But employees at Cardinal's Sanford, Florida, location--one of four regional sites throughout the country--are convinced they would have gone smoke free even without the corporate edict. Why? Because employees wanted it, and because management recognized the negative impact of smoking on employees' health and productivity. The passage of Florida's Clean Indoor Air Act in October, 1985, focused attention on the plant's efforts and established it as one of the most progressive worksite no-smoking policies in the state, stimulating a letter of commendation from the governor. Because of the nature of materials used at Cardinal, the second 151

months, another $25 after six months, and $50 at the end of a year of not smoking.a Nonmonetary incentives, too, can be appealing. Employees who participated in a 24-hour "Cold Turkey" stop smoking day at MSI Insurance, Arden Hills, Minnesota, became eligible for a drawing for a frozen turkey. Those who quit for six months were eligible for a drawing for a free YMCA membership, and anyone who stayed off cigarettes for a full year was eligible for a weekend vacation.10 Some companies have gotten creative in finding ways to reward employees who are nonsmokers or who quit before a policy goes into effect. Employees who take a health risk appraisal at Westlake Community Hospital, Melrose Park, Illinois, receive a $50 "bounty" for participating plus several "good health bonuses" including $25 for not smoking. Weekly paychecks at Speedcall Corporation, Hayward, California, include an extra $7.00 for those who do not smoke at work. Backsliders who light up one week and lose their reward are encouraged to get back quickly to not smoking; so the next week without smoking earns the $7.00 bonus again.0 Businesses also offer nonsmokers discounts on life and health insurance, a very visible and tangible incentive to stop smoking and improve health. 148 ~ ~ m C m CJ ~

largest residential builder in the country, the company had a long- standing policy prohibiting smoking in its five manufacturing plants. But at the Sanford location, the real push for a tough policy that extended beyond the manufacturing facility came through its Employee Advisory Council in late 1985. Made up of employees elected by the workers within each department, the Council meets regularly with top management. Based on employees' suggestions, a three-phase policy was developed and implemented Jan. 1, 1986, that gradually eliminated smoking in meeting rooms, the cafeteria, and other common areas during the year. As part of the policy, which was designed to make Cardinal smoke-free by the end of the year, only non-smoking personnel were hired. Current employees' smoking privileges (in designated areas) were grandfathered for the remainder of the year. But before the policy was implemented, it required approval by top management, including the company's 33 year-old founder and president who was a cigar smoker--a situation that has stopped many other companies with good intentions. "We had been looking for ways to reduce our health care costs and at the same time improve efficiency and productivity," said a company spokesperson, "and the evidence about the health consequences of smoking were too powerful to ignore. When you add the fact that Cardinal pays for 100% of employees' health insurance, the decision seemed inevitable." Enforcement Q~ ~ CL 152 m O F+