Drug Dealers Look for Weak Points

Diligently working to keep workplaces substance free requires staying informed about drug users and dealers. A strong zero tolerance policy is a good start, but its effectiveness will depend on how well it “plugs the holes.” That is merely a euphemism for saying that people determined to sell, buy and use drugs will look for opportunities in the workplace as well as in their personal lives. A drug dealer or pusher, in particular, has a livelihood dependent on being able to sell illicit drugs. Like any good sales person, the goal is find new customers, which is why the workplace is one target.

The truth of these statements recently made headlines again as the Queensland mining workers and the police spoke out about the drug culture in fly-in and fly-out camps. The opportunities for drug pushing are numerous. The location remoteness makes it more difficult for the police to monitor the situation and easier for drug manufacturers to make and sell drugs. The high stress level of workers coupled with few available activities during their off-times, and the fact workers are well-paid, also makes miners likely targets of drug dealers and pushers.1

No Complacency Allowed

It might be tempting for employers in large cities to read about the drug problems at mines and get complacent by assuming that they are less likely to attract drug dealers for reasons like they are more police accessible. However, workplace investigations have shown that drug dealers are expert at embedding themselves into businesses. Someone intent on finding a comfortable place for pushing drugs may enter a business as a new hire or may be an employee who begins using drugs and wants others to do so also. In one case in the U.S., a risk management firm investigated a food processing business and discovered it was a temporary worker bringing drugs into the workplace.2

Chances are the people who decide to use drugs in the workplace or decide to make them available to co-workers are good planners. They must be good at hiding the drugs, escaping detection, finding ways to pass the drugs to co-workers, and scheduling the drug use or sales. It is unfortunate these people do not use those organisational skills to advance in their jobs instead of advancing illicit activities. Despite the growing rates of drug use and the increasing use of powerful drugs like heroin, many businesses still do not have effective drug and alcohol policies and procedures.

Every employer should ask certain questions about their place of business. The questions represent a self-audit that gives employers a perspective on workplace substance use. These questions apply to all sizes of businesses, including small businesses with a few employees.3

What would be the impact on the business if workers use substances, taking into consideration measurements like increased turnover, accounting errors, increased injuries, reduced productivity, etc?

Have drug

s or alcohol ever been detected in the workplace, and how do workers react to substance use and detection? What is the organisational culture concerning substance use? Is there a drug and alcohol policy in place? Are workers trained on the policy? Are their procedures in place for random alcohol testing? Are supervisors prepared should substances be detected or a worker experiences substance related issues? Do employees know the procedure to follow should a co-worker be caught using substances or if substance abuse is revealed in some manner?

Is the company prepared to offer resources to staff members with substance abuse problems, i.e. Employee Assistance Plan, referrals to counselling centers, temporary absence from job to complete rehabilitation program, etc.

Weak Points Make Strong Opportunities

Weak points in a business represent opportunities to drug dealers. For example, a business that does not have a random drug testing program in place, nor has one that is not rigorously implemented, is creating an ideal situation for drug dealers. It does not take long for the word to get out that a business is lax in enforcing drug and alcohol testing. In addition, some workplaces must also deal with unique features of their workplaces that may increase the likelihood of employee substance abuse. For example, the remote mining location presents special challenges in that workers have little to do at the end of their shifts, and they work in high stress jobs. 

Employers can develop a mix of stress-relieving activities coupled with a random drug and alcohol testing program.

Weak points in a business can take many forms. For example, an employer may not do pre-employment testing. In some cases, there are no consequences should workers test positive, creating an organisational culture of substance tolerance. Employers also need to be particularly attuned to situations that create opportunities for potential substance abuse, like workers in remote areas, driving company vehicles, or working in safety sensitive positions.

Though a remote mine may seem as if it has no similarity to a city office building, the reality is that drug dealers do not care about location, per se. They care about opportunity, and that can be found in any location; instead, employers must care about risk. Doing a needs assessment by asking the right questions is the first step. Making sure opportunities are minimised is the next step, and that means having effective drug and alcohol policies and procedures in place. Finally, it is important to choose an experienced company like CMM Technology (http://cmm.com.au/index.php) that is able to supply quality products and testing services to meet employer needs in a variety of workplace circumstances and locations.

This article has been taken from http://mediscreen.net.au/articles/?p=2265