Blog, COVID-19
As companies around the world start coming to terms with the spread of COVID-19, what human rights considerations can responsible business implement? In the second edition of our blog series on COVID-19, GBI Director and business, human rights and mental health specialist Jo Reyes explores some of the mental health impacts companies need to take into account as the virus and its effects progress.
In my first blog on COVID-19 I shared a digest of considerations to support business practitioners and prompt further thought and action. During GBI discussions, the mental health impacts of the virus and actions taken - or not taken - by companies to safeguard mental health came up again and again. Companies should be aware of the potential stress and exacerbation of underlying mental health concerns. This is such an important and under-explored area that I have dedicated this second blog to business, mental health and COVID-19.
Mental health and business
Mental health, as an issue, is receiving increasing attention in all regions and has moved steadily up the Global Burden of Disease indices. A study in the US shows work to be the number one cause of stress – around a quarter of the working population claiming severe stress through work, and 61% stating workplace stress had made them physically sick, with 7% hospitalised due to psychological impacts.
Governments are increasingly thinking about regulating and guiding companies in this area as the impact of increased mental illness strains resources. And companies are increasingly realising that poor mental health can significantly affect operations (for example through days lost to illness). It can damage reputations, and it can present complex challenges to the provision of effective remedy. Now, add to this already critical situation the spread of the virus and associated stresses and anxieties of economic, social and health implications, and we start to get a fuller picture of the scale of the potential issue.
Much of international human rights law and guidance is now based on an understanding that mental health affects access to human rights, and human rights abuses affect mental health. We have witnessed such impacts in cases of sexual harassment, excessive working hours, and in adverse impacts by business on communities. So, identifying mental health issues, whether internally or externally, can be a red flag for other human rights risks, as well as being a risk in and of itself.
Business has a responsibility not to cause, contribute to or be directly linked with mental health harms – and may also have a valuable role to play to support positive mental health interventions. And in a moment of extreme circumstances, it is helpful to feel like a part of a larger community united against the outside threat. This is a moment where companies can help all its workers, throughout the supply chain, feel included and supported. Companies can make a significant positive contribution to mental health. Our Chair, Andrea Shemberg – currently in lockdown in Italy - reminded us:
“The UNGPs are very clear: a company’s human rights responsibility is tied directly to its involvement in adverse impacts. However, that does not mean that companies are not also active parts of our society that can bring much-needed help to a crisis beyond what the UNGPs would require. In Italy, it is heartening to see what companies are doing to help facilitate teleworking, to support people and families who are isolated at home and to support entities and people to weather the economic fallout of COVID-19.”
The cumulative impacts of COVID-19
An understanding of the potential mental impact of COVID-19 is extremely important to responsible business practice. Mental health impacts can be cumulative – so employees, workers and their families may be absorbing a disproportionate amount of stress and anxiety from a combination of financial concerns, isolation from family, friends and colleagues, together with the toll of the actual or perceived risk of infection. It seems safe to assume that some people will be more vulnerable as a result. Currently, entire groups of the workforce and communities are facing these challenges.
Companies need to be aware that they may be dealing with an already mentally vulnerable individual or group at this time. And the possible mental impact of any human rights abuses on this pre-existing vulnerability may increase the impact on the individual. Longer working hours, poor accommodation, lack of job security, abuse, harassment or discrimination – the impact of these on the individual may be ‘dialled up’ against the background of existing anxieties and lack of social and familial structure to support them at this time.
Additional stress and vulnerabilities can also be created by:
- asking parents to continue to telework while children are home from school, and without support of babysitters or grandparents who must also stay home
- asking people who are also carers for elderly relatives to continue to report to work and expose themselves to the risk of contagion
- differentiating the response among workers, such as offering some employees paid time off while asking others to use vacation or sick leave
And for those unfortunate enough to lose loved ones at this time, companies should also review their bereavement leave and associated support policies – including how to support additional issues of prejudice and ostracisation which these workers may face.
Considerations for steps to safeguard mental health
Stress associated with the financial burden of the outbreak seems to be increasingly matching the levels of stress of risk of catching the virus. So, reducing the financial stress and anxiety associated with the financial impacts can also be helpful. Andrea told me that in Italy …
“… the government has taken an active role in encouraging companies to step up. The role of the government in coordination with banks has also been essential here in Italy. The industry association representing banks has agreed to suspend mortgages from enterprises suffering because of the COVID-19 outbreak, even for families who have lost work or had to deal with death or grave illness. That collaboration will prove essential to recovery.”
Also in Italy, some NGOs are working with professional associations to offer support or psychological counselling on the virus. Similar services may be available elsewhere too and companies may wish to follow suit where appropriate. Additionally, existing worker wellbeing programmes and ensuring occupational health and safety functions fully understand the links between mental health and stress-related illness (e.g., stroke and heart attack) will be important at this time.
All such support should be informed by relevant local and cultural considerations e.g., not instituting formalised psychological support where existing traditional support structures are more effective, or where engaging in such sessions could marginalise, ostracise or jeopardise the wellbeing or prospects of workers.
Finally, and tragically, in previous situations of crisis and isolation, we have seen an increase in substance and alcohol abuse, also resulting in heightened instances of domestic violence and child abuse. Worker welfare programmes and hotlines should provide adequate training and capacity, and be prepared to support those affected.
These are just some of the considerations around mental health which companies should be mindful of at this time. Safeguarding mental health during the COVID-19 pandemic is a huge challenge for business, but one which can’t be ignored if we are to take a humane and effective approach to the crisis.
Access more on COVID-19 and responsible business:
- COVID-19 and business and human rights: adopting a responsible business response
- COVID-19 and stigma: a responsible business approach
- COVID-19 and contract non-performance: wise companies are guided by business and human rights thinking
- COVID-19 and the right to water: the crucial role of responsible before and after the pandemic
- Pandemic shows need to integrate human rights specialists into crisis management teams