Unhealthy Work

Foxconn workers sickened by N-Hexane - a letter from 2 workers

2012-02-22T09:09:00.001-08:00

The letter below was written by Gou Rui-Qiang and Jia Jing-Chuan, and translated from Chinese for SumOfUs members. They worked in an Apple factory in Suzhou, China cleaning iPhone touch screens until their nerves were permanently damaged by chemicals used during cleaning.

Share their message

Dear SumOfUs Members and Friends –

You don't know us but you have seen our work. Until recently, we worked long hours assembling Apple’s iPhone touch screens in Suzhou, China. In early 2010, it was independently confirmed that 137 workers, including us, were poisoned by a chemical called n-hexane which was used to clean iPhone screens. N-hexane is known to cause eye, skin and respiratory tract irritation, and leads to persistant nerve damage. Apple admitted to gross labour rights violations more than a year later.

If more people know about what we went through, Apple will feel pressured to change so other workers don’t have to suffer like we did.

Can you share this letter with your friends, and ask them to join you in signing our petition calling for a reform of working conditions at their factories?

We have been pressuring Apple, and its new CEO Tim Cook, for years to compensate those of us who were injured working for them, and demanding reform of working conditions at their Chinese factories so that their workers don’t suffer like we do. Now we need your help as customers or potential customers of Apple.

We need your help to send a message to Apple before their shareholder meeting on Thursday, Feb. 23rd. We want to see a strict corporate social responsibility and reform of the audit system to prevent similar tragedies in the future. He will listen to you as current or potential consumers.

You’ve already signed the petition, and 82,000 others have too -- for that, we thank you. We believe it’d be symbolicly powerful if 100,000 people signed the petition before SumOfUs delivers it to Tim Cook on Thursday at their shareholder meeting. We’re really close to that goal, but we need you to share our request with your friends to get over the edge.

Can you share our letter with your friends, and ask them to sign the petition too?

It has been over two years since many of us were hospitalized and treated but our debilitating symptoms continue. Rui-Qiang still can't find work because he can no longer stand for the long hours most jobs require. Jing-Chuan has to spend nearly $100 a month on health supplements.

But with all of us working together to pressure Apple to change, we can make sure what happened to us doesn’t happen to others too.

- Gou Rui-qiang and Jia Jing-chuan

Are recent salary increases announced by Foxconn going to solve the problems at Foxconn?

2012-02-19T09:51:00.000-08:00

by Peter L. Schnall, MD MPH

David Barbosa reported in The NY Times today, Feb 19^th 2012, that Foxconn has announced it will sharply raise salaries for workers in its Chinese factories by 16 to 25% bringing wages to about $400 month which is $16 day (1).

This is a large wage increase but will it really solve the problems related to overtime as well as those due to the organization of work at Foxconn which includes a militaristic work environment, reports of punitive actions for rule breaking, monotonous work, lack of breaks, low social support, inability to talk with co-workers during working hours, among many other issues?

One psychosocial factor associated with work is called “effort reward imbalance” or ERI for short. This model of work stress was pioneered by Johannes Siegrist and defines threatening job conditions as a “mismatch between high workload (high demand) and low control over long-term rewards" When ERI is present this results in stress and has serious health outcomes (e.g., depression and hypertension) See www.unhealthywork.org for more details about psychosocial work stressors.

Long-term rewards include job security and possibility for upward mobility (promotion prospects) as well as wages. So raising wages may help here but the key issue is not simply the absolute level of wages but the nature of the rewards and the imbalance between effort and reward. Workers by all reports are putting in enormous effort (80 hours of work per with overtime), and the rewards workers are looking for include support on the job, job security, opportunity for advancement and a sense of purpose (2). After all, what is the point of having money if one doesn’t have a community in which to live and a future.

Most of the problems reported at Foxconn have little to do with whether workers are receiving an adequate wage. This is implicitly acknowledged by Foxconn, which also announced yesterday that they would begin reducing “mandatory” overtime hours at its factories. Unfortunately 60 hours of work per week, which is the law in China, is not enforced and is also excessive and harmful. Still moving toward 60 hours work/week with higher wages are both steps in the right direction.

When will Foxconn and Apple begin to acknowledge and address the issues of work organization, which many have been documenting over the past several years? When will China enforce its own labor laws regarding work hours?

1 http://www.nytimes.com/2012/02/19/technology/foxconn-to-raise-salaries-for-workers-by-up-to-25.html?ref=davidbarboza

2 http://unhealthywork.org/effort-reward-imbalance/effort-reward-model/

Schnall PL, Landsbergis PA. Job Strain and Cardiovascular Disease. Ann. Rev. Public Health 1994, 15:381-411.

What is wrong with the approach of the Fair Labor Association to Foxconn

2012-02-17T12:50:00.000-08:00

The following article "Apple iPad plant conditions better than the norm" was published in the Chicago Tribune on Feb 15, 2012. The article is an interview with Auret van Heerden, a famed South African Labor Activist, who is currently head of the FLA (The Fair Labor Association). The FLA has been asked by CEO Tim Cook of Apple Corporation to investigate possible violations of Apples Fair Labor Practices by Foxconn and other Chinese corporations that have contracted with Apple Corporation to produce iPads and iPhone. At this time, I have no doubt that Auret van Heerden is well meaning and knowledgeable about many aspects of working conditions in China and elsewhere. However, i have serious concerns about his comments as quoted below. I have inserted my thoughts in red after his comments below, which are in black.

Peter L. Schnall

Professor of Medicine, U. of California at Irvine

Apple iPad plant conditions better than the norm - Chicago Tribune

Working conditions at Chinese manufacturing plants where Apple Inc's iPads and iPhones are made are far better than those at garment factories or other facilities elsewhere in the country, according to the head of a non-profit agency investigating the plants.

"Far better" is not the same as "good" and certainly is not the same as healthy working conditions. Yes, electronic assembly plants are clean and well lit. Textile firms don't have these requirements. Anyone who has watched "China Blue," the DVD that documents conditions in a China blue jean manufacturing plant knows that conditions in many Chinese factories are very close to slave labor.

The Fair Labor Association (FLA) is beginning a study of the working conditions of Apple's top eight suppliers in China, following reports of worker suicides, a plant explosion and slave-like conditions at one of those suppliers, Foxconn Technology Group.

If FLA is just beginning a study of conditions at Foxconn, why is it that the President of the FLA is making broad statements, such as conditions "are far better" before all the facts are in? There are many aspects of the work environment that are not detectable by observation alone (see comments below).

Auret van Heerden, president of the FLA offered no immediate conclusions on the working conditions, but he noted that boredom and alienation could have contributed to the stress that led some workers to take their own lives.

Well, it is hard to imagine how workers putting in 80-hour work weeks would only be bored. Exhausted maybe. I can understand "alienated" as it very hard to imagine putting in 12 hour workdays - 7 days a week - in a job with few breaks and no opportunity to talk with one's co-workers and not be alienated. In fact, the production line at Foxconn is a classic example of an alienated (cause (someone) to feel isolated or estranged) job. A sincere thank you to Auret van Heerden for acknowledging the possibility that the suicides at Foxconn may be work-related.

In addition to Foxconn, FLA investigators will later visit facilities of Quanta Computer Inc, Pegatron Corp, Wintek Corp and other suppliers, who are notoriously tight-lipped about their operations. After his first visits to Foxconn, van Heerden said, "The facilities are first-class; the physical conditions are way, way above average of the norm."

Well, maybe yes, if we are referring to just the physical environment which after all is designed for electronics assembly (sterile, clean, well-lit, etc). But there are other aspects of the job that are physical including standing in one place for 12 hours a day. There are numerous reports of workers developing swollen legs after standing for many hours without much movement. Also there are reports of numerous repetitive motion injuries (from repeating the same task again and again) as well as burns from dealing with solder and hot electronic parts.

He spent the past several days visiting Foxconn plants to prepare for the study. "I was very surprised when I walked onto the floor at Foxconn, how tranquil it is compared with a garment factory," he said. "So the problems are not the intensity and burnout and pressure-cooker environment you have in a garment factory. It's more a function of monotony, of boredom, of alienation perhaps."

Yes, Foxconn is not a textile plant in China, so IT may not be as hellish? But how can he know whether workers are suffering from burnout? This is an internal emotional state assessed by a questionnaire - usually the MBI (Maslach Burnout Inventory). You cannot just look at someone and know if they are anxious, depressed or burnt out. You have to ask them.

He noted that the organization has been dealing with suicides in Chinese factories since the 1990s. So young people are committing suicide in plants all over China not just at Foxconn. This undermines the argument made by a number of apologists for Apple that the prevalence of suicides at Foxconn is no different than the population as a whole. This argument ignores the clustering of cases among young people. It does make sense that young people coming from farms or being forced off farms, confronted with horrendous working conditions (despite higher earnings than they had previously) might develop despair, especially if they lose hope that conditions will improve in the future.

"You have lot of young people, coming from rural areas, away from families for the first time," he said. "They're taken from a rural into an industrial lifestyle, often quite an intense one, and that's quite a shock to these young workers. "And we find that they often need some kind of emotional support, and they can't get it," he added. Factories initially didn't realize those workers needed emotional support." Van Heerden dismissed the notion that his organization might paint a cursory and positive picture of Apple's suppliers.

But he already has been cursory by making comments without collecting all his facts. One thing seems clear to date about FLA and Apple Corporation, they appear to believe that 80-hour work weeks are not extraordinary. (Western countries have struggled for 100 years to arrive at a 35-40 hour workweek). Also neither Auret van Heerden nor Tim Cook have yet evidenced any knowledge of 1) the negative health impact that long work days and work weeks has on health, or 2) awareness of the impact that workplace psychosocial factors such as job strain, effort reward imbalance, social isolation, lack of social support from supervisors and co-workers have on mental and physical well being (see our website "Unhealthy Work" for much more on these noxious workplace exposures).  

Companies that join the FLA abide by rigorous commitments, and their interests are balanced by non-governmental organizations and more than 200 universities that sit on the board of the organization with the corporations, he said, FLA evolved from a group originally convened by U.S. President Bill Clinton in 1996 with the goal of reducing sweatshop labor around the world. Its board includes executives from sneaker companies Nike and Adidas. "Apple didn't need to join the FLA," he said. "The FLA system is very tough. It involves unannounced visits, complete access, public reporting”.

This is an excellent point but it is incomplete. Surprise visits focus attention on dangerous environments, underage workers, etc but ignores work organization and long work hours, as issues. But still – my hats off to Apple – they are moving in the right direction by asking for outside help.

It is a shame that the “outside help” aren’t more cautious with their statements about the quality of working conditions and we can only hope they are informed about the full range of workplace surveillance tools available to assess working conditions. "If Apple wanted to take the easy way out there were a whole host of options available to them," he added. "The fact that they joined the FLA shows they were really serious about raising their game." 

RESPONSES ENTERED ON IPADS

Some 30 FLA staff members are visiting two Foxconn factories in Shenzhen in southern China and one in the central city of Chengdu. Each plant has about 100,000 workers, although not all work on Apple products. Over three weeks, some 35,000 workers will be interviewed about 30 at a time to answer questions anonymously, entering their responses onto Apple iPads.

Why are they using apple iPads? Isn't this potentially intimidating? Will workers not believe that Apple will somehow identify them and use the information provided to punish them?

Questions will include:  * how the workers were hired  * if they were paid a fee  * if they were offered and signed contracts and whether they understood them  * the condition of their dorm rooms and food  * if complaints are acted upon  * their emotional well being

These questions are ok, but they don't go far enough. What about breaks, rest time, social isolation, wages, workers perception of fairness and justice, questions about imbalances between effort and rewards. Promotions, job security, etc. Finally, at least one open ended question so workers can mention something not in already covered. These are the kind of items that any U.S. researcher would want to collect.

The data will be uploaded immediately and consolidated, and an interim report will be made public in early March. The eventual FLA report will identify areas the suppliers need to improve and offer suggestions, van Heerden said, "There might not be a clear policy on hiring, that could lead unwittingly to discrimination against hepatitis B sufferers," he said as an example, "There might not be adequate documentation that could lead to the risk that workers get hired with fake documentation, that underage workers come in . We can recommend very specific actions they can take.

Finally, my colleague Paul Landsbergis writes to me upon reading the above, “The biggest problem with the article is that it assumes that the FLA will make a difference. It has not made much of a difference since it was founded. The only way that working conditions will change is when the workers get the right to organize and collectively bargain. Anything else will be a sham”.

Letter from Li Qiang, Director of China Labor Watch to Tim Cook

2012-02-12T17:43:00.000-08:00

To our readers,

Below we are printing the letter from Li Qiang, Director of China Labor Watch to Mr. Tim Cook, CEO at Apple Corporation concerning working conditions and the health of workers at Foxconn Corporation, a supplier of Apple iPads and iPhones. China Labor Watch is one of the foremost authorities on working conditions in China, a country with a seriously under-developed occupational health and safety infrastructure. China also appears to have little commitment to improving the conditions of working people in China. In a subsequent blog this coming week we will expand on the issues raised in the letter from Li Qiang to Apple.

Peter Schnall and Erin Wigger

“Dear Mr. Cook,

…Although the international anti-sweatshop movement has recently trained its focus on Apple's supply chain, I find that the labor conditions in Apple's Chinese supplier factories are actually not the worst of the factories used by multinational electronics companies there.

However, this is what "not the worst" means for workers in the factories that make your products:

- They have to work as long as 11 hours a day, 7 days a week with only one hour-long break during lunch. For this they only make about 2000 RMB a month, which at current exchange rates is only $320.

- Those that work in the iPad case polishing workshop are exposed to vast amounts of aluminum dust and may be injured or even killed in an explosion should the dust ignite. This has happened twice in the past year. First, in May 2011 at a Foxconn plant in Chengdu (3 killed, 15 injured) and then in December 2011 at a Foxconn plant in Shanghai (61 injured).

- At the factories of Foxconn, one of your largest suppliers, 13 workers committed suicide in 2010. Foxconn's response of putting up nets on factory buildings to catch suicidal jumpers indicates that it believes this is an ongoing concern, since many of the environmental factors that may have led to the workers taking their lives -- including long working hours, social isolation and loss of agency -- remain unchanged.

As a result, that Apple's suppliers aren't the worst in the Chinese electronics industry probably says more about other Chinese factories than it does about the ones your company uses.

As you said in your letter of January 26th to Apple's employees, Apple has done more recently to improve these conditions, having disclosed its full list of supplier factories, made efforts to "inspect more factories" and "educate workers about their rights" and even "opened our supply chain for independent evaluations by the Fair Labor Association." This assumes that the problem is with Apple's suppliers, rather than with Apple itself. However, there are still two big questions that Apple needs to answer before it can truly claim that this is the case.

First, how can a company that claims to make working conditions a priority make such astronomical profits at a time when those making its products are obviously suffering? Recently, Apple has seen its profitability soar to new heights. In the first quarter of the 2012 fiscal year, Apple made $46.33 billion in revenue and made a net profit of $13.06 billion, its largest profit ever and one of the largest quarterly profits of any American company in history. And you, personally, received stock options worth $380 million shortly afterwards. Let's do some simple math. The $13.06 billion net profit Apple made in one single quarter is equal to the combined salary of 300,000 workers at Foxconn's assembly line over the course of eleven years. And the value of your options alone could pay for those 300,000 workers' salaries for that extremely profitable quarter. And remember, those workers have to work 240 hours a month or more and some workers are required to stand all day long without a restroom break.

Second, how can a company with as much control over its manufacturing process as Apple has not already know what labor conditions are like in its supply chain? From our research, the production processes (and by extension, the intensity of the work that employees have to perform) at supplier factories have been approved by Apple. Apple's quality controls mean that only those who meet the standards Apple design can get a production order. The raw materials the factories use have to be purchased from the suppliers Apple designates. As a result, most supplier factories manufacture products according to Apple's specific guidelines and have no ability to alter them.

We believe that the answer to these questions is that the problem is not a result of a few "bad apples," in the midst of the supply chain but is rather deeply rooted in your company's business model. It's a systemic problem resulting as much from decisions made in Cupertino, California as from those made in Chengdu, China.

We believe the most basic cause of the problems at Apple's supplier factories is the low price Apple insists on paying its supplier factories, leaving next to no room for them to make a profit. The demand for astronomically high production rates at an extremely low price pushes factories to exploit workers, since it is the only way to meet Apple's production requirements and make its factory owners a profit at the same time.

To be fair, Apple's problems are not unique. They are faced by the entire electronics industry and its customers as they attempt to manage a global manufacturing system that locates factories wherever the cost of production is cheapest. The key choice Apple has to make as a company is whether it will try to shift the attention of journalists and the public towards the individual factories that make their products, or will sincerely acknowledge its responsibility for these factories' deplorable working conditions and make systemic changes to its supply chain.

Over the years, China Labor Watch has sent many letters to Apple about our investigations of its Chinese supplier factories, hoping that we could work together to find a way to solve the problems workers face. But Apple has never responded. However, we now feel that perhaps the time for analysis has ended. There is a simple solution for the problems we have observed in Apple's supply chain. And it doesn't even involve raising the prices on the American consumer who buys its products. It is simply sharing a larger proportion of Apple's sizable profits with the supplier factories it contracts with, and by extension, the people who make its products. And perhaps if Apple's customers no longer have to worry about the ethical implications of buying an iPhone, it will be able to go on to earn even more in the future.

Sincerely,

Li Qiang

Founder and Director, China Labor Watch

Response to Foxconn Workers Threaten Mass Suicide Post

2012-02-11T17:54:00.000-08:00

By Ellen Rosskam, Ph.D., MPH, Center for Social Epidemiology’s European Associate

The conditions described by workers at Foxconn are, unfortunately, not an isolated case. Foxconn just happens to be in the limelight right now because of recently reported worker deaths and its connection with Apple, which stands solidly behind its values of corporate social responsibility. Apple is in a similar press spotlight. Nike got the same kind of bad publicity when descriptions of its Asian sweatshops hit the Western press. Improvements in some Nike manufacturing plants were due largely to student-led movements across the USA, which threatened sales. For a vivid picture of work conditions typical in China’s manufacturing factories, watch the documentary film “China Blue.” The film documents, as an example, workers in textile manufacturing companies in China using clothespins to keep their eyes open while working, because of extreme sleep deprivation from working 18 hours/day (8 a.m. until 2 a.m.), 7 days/week. Those workers earn $0.06 (six cents) an hour, in other words $1.08/day, or $7.56/week. Workers at Foxconn on the other hand, earn $22/week - 3 times more than workers in textile factories.

More skills are required to work in tech manufacturing as compared to other industrial sectors (such as textile manufacturing) so wages will not be the same. Therefore, the focus should not be simply on wages, but the overall working conditions. While work conditions and wages are poor at Foxconn, the textile sector is even worse than the tech sector, and other manufacturing sectors are equally bad - they just haven’t been in the western press as much as Foxconn, Apple, and Nike.

It’s a positive sign that Foxconn made some response to recent worker protests and several suicides at some of their manufacturing plants (e.g. wage increase, payoffs to quit, counselors, introducing stress management programs, building safety netting around the factory.) Even so, not all of the promises made to workers were kept by the company and, the reality is that Foxconn’s responses just barely begin to deal with the working conditions in these factories.

No occupational health and safety or epidemiological data are available to assess what’s happening to workers in these plants, and no one knows what happens to sick or injured workers when they leave a company. If Apple is serious about improving working conditions in its Chinese suppliers’ factories, then its first step should be to ensure that occupational health data is collected.

Hopefully the information, training, and interventions being introduced in some of the plants will be based on state of the art knowledge and practice. For example, stress management programs being implemented by Foxconn aim to teach individual workers skills to cope with existing conditions. Unfortunately, these programs do not aim to change the causes of the stress, which includes excessively long work hours. Moreover, individual stress management programs have been demonstrated to yield more positive results when accompanied by structural changes in the organization of work.

If Management asks “where to begin?” the easiest starting point is to ask workers their priorities for change. Easy-to-use, low-cost tools and solutions exist, e.g. Barefoot Research: A Workers’ manual for organizing on work security[1] and Ergonomic checkpoints: Practical and easy-to-implement solutions for improving safety, health and working conditions.[2]

China needs, as a country, an occupational health system capable of monitoring the working conditions of its people. In addition, they need a solid social protection system that is proactive and prevention oriented. This system needs to be able to provide for the needs of workers who are no longer capable of performing in China’s modern workplaces.

[1] Barefoot Research: A Workers’ manual for organising on work security, M. Keith, J.Brophy, P. Kirby, E. Rosskam, ILO (Geneva), 2002 -- Mandarin and Cantonese versions are available from the Hong Kong Workers’ Health Center,

[2] Ergonomic checkpoints: Practical and easy-to-implement solutions for improving safety, health and working conditions, K. Kogi, I. Kuorinka, et al., ILO (Geneva), 1996 (2^nd printing 2011) -- also available in Mandarin.

Apple Explains: Two letters from Apple’s CEO Tim Cook outlining Apple’s efforts to improve working conditions in its supplier’s factories

2012-01-31T13:53:00.000-08:00

by Peter Schnall

I am providing readers with the full content of the letters written this past two weeks by Apple CEO Tim Cook. The first letter accompanied the Apple Annual Report on Supplier Responsibility and the 2^nd is a general response to criticism directed at Apple this past two weeks as more details about working conditions in China and in specific Apple Suppliers in China have emerged in the press. In my next blog I will address some of the inconsistencies and problems with the content of the two letters written by Tim Cook.

Tim Cook’s First Letter: Released to accompany Apple’s 2012 Annual Supplier Responsibility Progress Report.

Team,

We’ve just released our sixth annual update on conditions in Apple’s supply chain, and I want to personally share some of the results with you.

We insist that our manufacturing partners follow Apple’s strict code of conduct, and to make sure they do, the Supplier Responsibility team led more than 200 audits at facilities throughout our supply chain last year. These audits make sure that working conditions are safe and just, and if a manufacturer won’t live up to our standards, we stop working with them.

Thanks to our supplier responsibility program, we’ve seen dramatic improvements in hiring practices by our suppliers. To prevent the use of underage labor, our team interviews workers, checks employment records and audits the age verification systems our suppliers use. These efforts have been very successful and, as a result, cases of underage labor were down sharply from last year. We found no underage workers at our final assembly suppliers, and we will not rest until the number is zero everywhere.

We’ve also used our influence to substantially improve living conditions for the people who make our products. Apple set a new standard for suppliers who offer employee housing, to ensure that dormitories are comfortable and safe. To meet our requirements, many suppliers have renovated their dorms or built new ones altogether.

Finding and correcting problems is not enough. Our team has built an ambitious training program to educate workers about Apple’s code of conduct, workers’ rights, and occupational health and safety. More than one million people know about these rights because they went to work for an Apple supplier. Additionally, Apple offers continuing education programs free of charge at many manufacturing sites in China. More than 60,000 workers have enrolled in classes to learn business, entrepreneurial skills or English.

Finally, we are taking a big step today toward greater transparency and independent oversight of our supply chain by joining the Fair Labor Association. The FLA is a leading nonprofit organization dedicated to improving conditions for workers around the world, and we are the first technology company they’ve approved for membership. The FLA’s auditing team will have direct access to our supply chain and they will report their findings independently on their website.

No one in our industry is driving improvements for workers the way Apple is today. I encourage you to take some time to read more about these efforts, so that you can be as proud of Apple’s contributions in this area as I am. The details are online now at apple.com/supplierresponsibility.

Tim”

Tim Cook’s Second Letter: In response (?) to the recent NY Times article of January 25^th (there were a lot of other critical articles).

Here is the link to the NY Times article: http://www.nytimes.com/2012/01/26/business/ieconomy-apples-ipad-and-the-human-costs-for-workers-in-china.html?pagewanted=all

“Team,

As a company and as individuals, we are defined by our values. Unfortunately some people are questioning Apple’s values today, and I’d like to address this with you directly. We care about every worker in our worldwide supply chain. Any accident is deeply troubling, and any issue with working conditions is cause for concern. Any suggestion that we don’t care is patently false and offensive to us. As you know better than anyone, accusations like these are contrary to our values. It’s not who we are.

For the many hundreds of you who are based at our suppliers’ manufacturing sites around the world, or spend long stretches working there away from your families, I know you are as outraged by this as I am. For the people who aren’t as close to the supply chain, you have a right to know the facts.

Every year we inspect more factories, raising the bar for our partners and going deeper into the supply chain. As we reported earlier this month, we’ve made a great deal of progress and improved conditions for hundreds of thousands of workers. We know of no one in our industry doing as much as we are, in as many places, touching as many people.

At the same time, no one has been more up front about the challenges we face. We are attacking problems aggressively with the help of the world’s foremost authorities on safety, the environment, and fair labor. It would be easy to look for problems in fewer places and report prettier results, but those would not be the actions of a leader.

Earlier this month we opened our supply chain for independent evaluations by the Fair Labor Association. Apple was in a unique position to lead the industry by taking this step, and we did it without hesitation. This will lead to more frequent and more transparent reporting on our supply chain, which we welcome. These are the kinds of actions our customers expect from Apple, and we will take more of them in the future.

We are focused on educating workers about their rights, so they are empowered to speak up when they see unsafe conditions or unfair treatment. As you know, more than a million people have been trained by our program.

We will continue to dig deeper, and we will undoubtedly find more issues. What we will not do — and never have done — is stand still or turn a blind eye to problems in our supply chain. On this you have my word. You can follow our progress at apple.com/supplierresponsibility .

To those within Apple who are tackling these issues every day, you have our thanks and admiration. Your work is significant and it is changing people’s lives. We are all proud to work alongside you.

Tim”

Foxconn workers threaten mass suicide in response to terrible working conditions

2012-01-29T14:46:00.000-08:00

by Erin Wigger and Peter Schnall

Foxconn (which manufactures iPhones and iPads for Apple) hasexperienced a number of suicides in the last two years – 14 to date, as well asa number of unsuccessful attempts. The company responded by raisingwages 66% at it’s Shenzen plant, boosting its number of counselors, and makingstress management programs available to workers there. It also built safetynetting around the factory to prevent further suicide attempts and requiredthat all employees sign a “no suicide” clause in their contract (effectivelypreventing further payouts to families in the event of a death by suicide).Foxconn also responded with claims that it’s number of suicides, per capita,are not much higher than China’s national average - implying the suicides arenot the result of conditions at the manufacturing plant.

However, on January 2^nd approximately 150 workers took to the roofof Foxconn’s factory in Wuhan threatening mass suicide if their demands forbetter pay were not met. The New YorkTimes reports that workersinvolved in the protest made accused Foxconn of reneging on the salaryinitially offered workers agreeing to leave the Wuhan factory - paying only athird of the previously proposed salary - and cited unfair treatment atthe plant as the reason for their protest. (Recall the many stories that haveappeared in the press of the oppressive working conditions at Foxconn withworkers reporting excessive work weeks of 72 hours or more, militaristicsupervision, low wages, and company induced indebtedness that have preventedmany workers from leaving it's factories.)

A protest of this nature is shocking. It is hard to condonethis type of negotiation or to imagine it is anything but counter-productive interms of entering into a legitimate dialogue between employers and employees.So what drove it into being? Is this an act of absolute desperation on the partof a collectively abused and exploited labor force, or the extremisttactics of workers trying to coerce the company into bending to their demands?

If this were the first step worker’s had made towardresolving their conflict that would be one thing. But this protest came aboutonly after Foxconn rejected workers attempts at bargaining and issued anultimatum: resign and receive compensation or stay and continue on the same payscale as before. In response to these conditions, approximately 45employees resigned, but none received any compensation.

This underlines the fact that Chinese employees have nosafety net. They do not have the avenues of recourse we, as Americans, enjoy –though these rights in the U.S. are being whittled away daily (e.g. recall therecent Wisconsin Union Bill intended to strip public workers of theircollective bargaining rights). In China, Geoffrey Crathall, Director atthe China Labor Bulletin, was quoted to have said “employees feel they have noother option. If there were proper channels for the resolution of grievances,they wouldn’t have needed to resort to such actions” and, after weighing thefacts, it is hard to disagree. Poor working conditions and pure desperationseem to have driven these workers to the roof.

The protest ended eight hourslater after workers were talked down by Foxconn managers and local ChineseCommunist Party officials. It remains dubious as to whether or not the disputeover wages has been adequately settled or not.

http://www.upi.com/Business_News/2012/01/11/Mass-suicide-threatened-at-Chinese-Foxconn-factory/UPI-57621326312862/?spt=hs&or=bn

http://www.nytimes.com/2012/01/13/technology/foxconn-resolves-pay-dispute-with-workers.html?_r=3&pagewanted=all

http://www.businessweek.com/news/2012-01-13/foxconn-workers-at-southern-china-plant-protest-redeployment.html

http://www.digitaltrends.com/international/mass-suicide-threat-at-foxconn-factory/

What a Surprise: Apple Profit Margins Rise at the Expense of Foxconn and Pegatron Corporation

2012-01-05T13:35:00.000-08:00

Bloomberg reports in an article todaythat Apple's margins have widened at the expense of its main supplier asFoxconn Technology Group cuts prices to retain orders for the iPhone and iPad.

The profit spread at Hon Hai PrecisionIndustry, Foxconn's Taipei-listed flagship, has narrowed to 1.5 percent sincethe debut of the iPhone in June 2007 as Apple's operating margin more thandoubled over the past five years, surpassing 30 percent.

Apparently, Foxconn as well as Pegatronare willing to sacrifice profit margins in exchange for volume and scale. Both companies have seen profit margins decline despite increase salesdue to rising salaries and lower sale prices to Apple Corp. on Ipads andIphones.

This process puts both companies underincreasing pressure to get more from workers for less. So if salaries go up itbecomes critical to increase worker productivity.

Maybe this has something to do withrepetitive motion disorders, stress disorders, suicides and explosions atplants not ready for production but which are pressed into service nonethless(see my previous blog).

See http://www.bloomberg.com/news/2012-01-04/apple-profit-margins-rise-at-foxconn-s-expense.html formore information.

Another explosion reported in a Chinese Manufacturer that supplies Apple

2011-12-23T12:32:00.000-08:00

For the third time in little over a year an explosion has rocked a factory that supplies parts in the manufacturing of various Apple devices. The explosion injured 61, and sent 23 to the hospital. Fortunately, there were no fatalities.

This particular plant (which supplies back panels needed in the manufacturing of IPads), according to Pegatron Chief Financial Officer Charles Lin, “…had not started operations yet. Part of the facility is still under pre-operation inspection and part is running trial production.” ¹

Chinese suppliers are under tremendous pressure from Apple to increase supply to keep up with worldwide demand for IPhones and IPads. Manufacturing the aluminum shells is, admittedly, not without risk. The shells need to be polished and the powder used in this process is potentially explosive - requiring a factory environment with adequate ventilation. Still, providing such an environment is not rocket science.

It is not hard to see that under pressure to increase production companies are cutting corners. In this case, a plant which has not yet “started operations” has already experienced an explosion injuring 61 people.

Who is responsible for this (preventable) disaster? Is it the company which rushed, recklessly, into trial production a facility not yet ready for prime-time, the Chinese government with its lax supervision of various regulations (or perhaps no regulations at all), or is it Apple computer corporation which turns a blind eye to the practices of its suppliers so that they may sell a million or so more iPhones and IPads. Apple Corporation made $7.31 billion dollars in profits in their 3^rd Qtr. 2011 financial year alone.

Perhaps there are others who deserve mention. Please share your take on this tragedy.

Peter Schnall

¹“Apple supplier Pegatron hit by China plant blast” By Clare Jim and Argin Chang, Reuters.

Disney: American Dream or Nightmare?

2011-10-26T15:45:00.000-07:00

By: Peter Schnall & Erin Wigger

The name Disney is highly evocative for many Americans. Some think of their favorite childhood movies – Bambi, Pinocchio, Snow White, Lion King, etc., others call to mind one of Disney’s 14 worldwide theme parks and resorts. Disney has, over the last 70 years become a part of what many conceive as the American Dream.

Today, when someone wins a Publisher’s Clearing House award, or the Superbowl, what do they think to scream? Many things I’m sure but, “I’m going to Disneyland” has become a catch-phrase for people who, for whatever reason, have come into enough money or fame to finally elevate themselves into the class of people who can afford to have the magical experience of a Disneyland adventure.

But there’s a darker side to Disney Corporation, which has a long history of labor disputes. As reported by Steve Lopez of the LA Times on October 19th, something new and unwanted has made an appearance in the perfect world called Disneyland. Disney Corp. has begun a new chapter in electronic monitoring of some of its workforce in the form of large TV screen displays in the work area. Workers at Disney’s Paradise Pier Hotel in Anaheim have labeled the large flat-screen monitors in the laundry room the “electronic whip.” This screen, displayed for all to see, visually tracks worker progress by giving “efficiency” percentages in green - for those who are at or above expected productivity - and red for those below it. Not only does this cause anxiety for workers in general, it pits them against one another in a minute-by-minute race to be on top. Workers complain of putting off or missing toilet breaks in order to keep up.

If you look to the left on our blogsite you’ll see snippets from Charlie Chaplin’s movie Modern Times. After reading Lopez’s article on the electronic monitoring of Disney Hotel Workers, Charlie’s satire of the industrial production line appears, once again, prophetic.

This Disney tale is one example of “lean going mean.” Though the Foxconn plants (see earlier blogs re Foxconn) are many thousands of miles away, this speeding up of the workplace has become widespread. Known to be detrimental to worker health, the ever-increasing push to produce more and faster keeps workers locked in a social and biological struggle to meet inhuman demands under inhumane working conditions. But speed ups and social isolation created by competition between workers is just the tip of the iceberg. Workers at Disney not only complain about the pace, they also complain of low wages, job insecurity, lack of respect and the injustice of having to put on a “happy face” and give, even the most slovenly of guests, a “magical experience” when they themselves are looking at dwindling wages and increased health care costs (see psychosocial stressors blog #2).

Why America's unquestioning idolization of Steve Jobs is inappropriate

2011-10-07T21:53:00.000-07:00

Steve Jobs, the co-founder of Apple Computer Corporation died today October 6 2011 at the age of 56 from a rare form of cancer of the pancreas. His death has been accompanied by widespread expressions of admiration for the man and his accomplishments. These accomplishments include the creation of Apple Computer Corporation, apple computers, the iPod, iphone and ipad as well also NEXT computer corporations and Pixar animations including Toy Story. He overcame numerous adversities in his climb to success and fame including being fired from Apple Computer Corporation by a man he hired to manage the company for him while he focused his energies on developing new products. It is probably fair to say of Steve Jobs that he exemplifies much of what many Americans think is the best about America; opportunity to rise from nowhere to stardom, no silver spoon in his case but lots of hard work and a eye on the goal. I admired him. He seems like a good man, there are no terrible stories about him, his company is respected and he is idolized by many. The cofounder of Apple, Wozniak says, perhaps a bit tongue in cheek, that he'll "be remembered for the next hundred years as the best business leader of out time."

You may be wondering, “where’s the beef”? Those of you who have read my recent blogs will know that Steve Jobs is a pivotal figure in one of the most important aspects of globalization – the offshoring and outsourcing of production to the developing nations of the world. Just as Apple has grown in recent years so have the companies that supply apple with the parts and machines that make Apple a successful corporation. One company that supplies Apple is Foxconn a Chinese firm which now employs more than 1 million workers and is one of the fastest growing companies in the world. They manufacture Ipads and Iphones for Apple. If you have read my earlier blogs you realize that one focus has been on the terrible working conditions at Foxconn Corporation in China. Long work weeks – 12 hours a day x 6 days a week, military like working conditions, low wages, and low employee morale has led to more than 15 suicides in the past year. One might argue that Foxconn is not Apple. After all, Apple has a “code of practice and conduct” that they claim they hold each company to. Yet, there is little doubt that the pressures to produce products at Foxconn at competitive prices has contributed to these working conditions.

And now we return to Steve Jobs – the pioneer and great business man – and ask what role does he play in this process that leads to these desperate conditions for Foxconn employees and what responsibility does he have for the conditions that face working people at Foxconn and for that matter in China as a whole? This question is one that has troubled scholars. How much are individual’s (regardless of their position in society) responsible for the exploitation that occurs at the hands of a capitalist economy and how much are they mere “cogs in the wheel” whereby their hands are forced by the pragmatics of business, growth and accountability to shareholders. Some would say that a man with the power of Steve Jobs could have turned his attention and made a difference to the working conditions at Apple’s subcontracted companies. Why he didn’t consider encouraging Apple to pull its contracts with Foxconn is a story we may now never know.

Robots to Play Crucial Role in Foxconn Future Expansion

2011-09-10T15:38:00.000-07:00

by Peter Schnall & Erin Wigger

Foxconn is planning to add one million robots to its workforce within the next three years. This is alarming news for those concerned about China’s working class citizens. Foxconn has been growing at an enormous pace, has doubled its workforce over the last few years and is now ranked third largest employer in the world. They are faced with rising labor costs which they have attempted to address through increased productivity of its workforce and also by expanding west to China’s Chengdu province - home to a still large population of poor agricultural workers and a new source of inexpensive, unorganized labor.

News reports have been appearing in the press for the past five years about Foxconn workers’ struggle for higher wages and better working conditions. Few gains were made by workers however until 2010, when Foxconn received a large amount of bad publicity due to the suicides of 11 of its workers. The sensationalism of the story was due in part to the collective and public nature of the suicides (which involved workers in similar fashion leaping to their death from the roof of Foxconn buildings), paired with the fact that Foxconn’s Shenzhen plant is the major manufacturing headquarters of the popular Apple iPhone and IPad.

Foxconn responded to the public outcry resulting from these deaths by raising the salary of its workers and installing netting around the roofs of its buildings to forestall further suicides. They also required workers to sign a “no suicide” clause in their work contract, which prevents their families from receiving a death benefit.

But Foxconns’ dilemma hasn’t been resolved. As its work force continues to swell so does the threat of organized worker activities. (Of course, Foxconn workers like all other workers in China are represented by an official Chinese Union answerable to the Chinese government and which fails to represent the interests of workers in almost every case. But the threat of organized resistance poses a serious problem for Foxconn: how to continue increasing productivity while lowering costs in a competitive economy.

With pressure to produce still more coming from Apple and other end users and the company complaining of low profit margins, Foxconn has now sought to increase its production processes by means of robotics. According to Terry Gou, the company’s founder and chairman, Foxconn already makes use of some 10,000 robots and sees many benefits in expanding its use of robots. Gou plans to use the new robots to perform tasks such as spraying, welding and assembling. He projects that utilizing up to 1 million robots will improve the working conditions at his plant for Foxconn workers by eliminating those parts of the production process which are repetitive and menial, effectively elevating it’s workforce into positions with increased skill-level and value.

But will the modernization of Foxconn’s plants into a futuristic, automated factory actually mean better working conditions for China’s workers, or just a loss of jobs? Gou’s argument seems to favor the hypothesis of Skill Biased Technological Change (SBTC), which purports to positively favor a shift from an un-skilled labor force to skilled workers. SBTC has, however, become the center of debate on the unequal distribution of power in the workplace (management vs. workers) and the increasing inequality of wealth between social classes in Capitalist societies.

How can Foxconn reduce costs if they hire robots unless their “employment” is accompanied by the layoff of workers (workers being the most expensive part of the production process)?

Despite Gou’s words to the contrary, workers at Foxconn’s plants remain skeptical. Tania Branigan of The Guardian reports that some workers question whether Gou’s announcement was sincere. "I am suspicious," said Liu Kaiming, of the Institute of Contemporary Observation, which supports workers in Guangdong, "Machines can do it, but think about the cost … overall, workers are still much cheaper. This is probably just for sensational effect, [to] put pressure on workers."

And it is difficult to imagine that the small and hard-won improvements workers have fought for at Foxconn are not under attack. In essence, how can workers complain of labor practices which cause them to feel like machines – enforced silence on the production line, short or non-existent breaks, etc – when the company can literally replace them with robots capable of working 24-hours a day without complaint?

In the long run, replacing humans with robots seems a dead-end process. After all, robots are unlikely candidates to purchase the products of their own labors. Without a well-paid labor force capitalism lacks a market for its goods. This problem is a flashback to the issues raised by Jeremy Rifkin in 1995 in his book “The End of Work: The decline of the Global Labor Force and the Dawn of the Post-Market Era” in which he argued that many jobs are never coming back and that we should prepare for a world without work. Of course, the emergence of China and the employment of millions there has been the major argument against his thesis. More on this in a later entry…

Swedish Capitalist Learn U.S. Labor not so Cheap

2011-08-29T12:46:00.000-07:00

I reported on a union organizing effort at the Ikea’s Swedwood Danville Plant in Virginia. I am delighted to follow-up that blog and report that on August 6^th, by a 221-69 vote, workers voted to unionize with the Machinists Union (IAM) overcoming strenuous anti-union efforts by Ikea’s subsidiary. As Tawanda Tarply, a worker at the plant, stated in an article at Labornotes.org “We were fed up with wages, safety concerns, overall communication. We wanted to be treated with respect”. Swedwood used a point system to penalize workers handing out points to a maximum of 9 (at which time workers were fired) for infractions including non-approved restroom breaks (1 pt.), as well as 1 point to a man who collapsed from heat exhaustion and was carried from the plant on a stretcher IAM has said previously that the Danville plant is the most dangerous furniture-manufacturing factory in the U.S., with 1,536 days lost from work due to injury since 2007. Check out their excellent video on Swedwood HERE. As you might expect, management is dragging their feet in agreeing to reach the bargaining table having put off till September a first meeting with the union and agreeing to only 2 days of available meeting time.

The Swedwood plant may be just the tip of the iceberg. Another Ikea affiliated subsidiary, the nearby EBI LLC plant, has been resisting a unionization attempt. Apparently the company has been successful as workers on Monday August 9, 2011 voted against representation by the United Steelworkers in an NLRB-supervised election by a vote of 281 (no) to 118 (yes). This defeat re-emphasizes how difficult it is to organize in “Right-to-work” states (see map taken from the National Right to Work Legal Defense Foundation website).

The U.S. affiliated plants are not the only ones complaining that Ikea is failing to live up to its own Code of Conduct. This summer’s meeting of the Congress of European retail unions saw a statement from the group criticizing Ikea’s failures. Workers in Spain, Turkey, and the U.S. have all been protesting working conditions at Ikea plants. But, perhaps we should not be too hard on Ikea, after all their failure is in part due to high expectations they themselves have set. The Ikea Code of Conduct was, after all, developed for its suppliers. IKEA was an early and high profile leader in openly addressing issues of social and environmental responsibility in the supply chain. IKEA's motto is "low prices, but not at any price."

A footnote about the organization that brings us the Right-to-work map above. The National Right to Work Legal Defense Foundation is a leading proponent of right to work laws supporting what they call “The Right to Work” principle--which asserts idea that every American should be able to work for a living without being compelled to belong to a union. Critics from organized labor have argued since the late 1970sthat while the National Right to Work Committee purports to engage in grass-roots lobbying on behalf of the "everyday worker", the National Right to Work Committee was formed by a group of southern businessmen with the express purpose of fighting unions, and that they "added a few workers for the purpose of public relations" (see Wikipedia http://en.wikipedia.org/wiki/Right-to-work_law).

I hope that the victory at Swedwood is symbolic of rising resistance of workers to the increasingly exploitative working conditions faced by all Americans today.

Globalization, Foxconn and the Chinese working people. What is the problem?

2011-06-26T13:33:00.000-07:00

by Peter Schnall and Erin Wigger

We begin herein a series of blogs looking at the relationship between the processes of globalization and the worldwide development of industrial production as they impact on work organization and affect the lives of working men and women. Central to this exploration will be an in depth look at Foxconn, one of China’s foremost companies, which we will use as an example of issues related to globalization. China has one of the fastest growing economies in the world and has become over the past several decades one of the most powerful countries in the world. While China has always been rich in natural resources, the secret to its success is not a product of its agricultural production or natural resources, but it’s immense population which provides a large, well-trained and inexpensive (relative to the Western world) workforce..

Of China’s many rapidly growing companies, one stands out from the rest; among the Fortune Global 500 with $102 billion in revenue in 2010 and now with almost 1 million workers, Foxconn and it’s parent company Hon Hai have set the standard which many other companies now follow. Founded in 1974 by Terry Gou (currently Chairman and President), the Taiwanese company set out to provide businesses with alternatives to more expensive electronics manufacturing. According to the Foxconn Global website, Foxconn has achieved remarkable sales and growth figures. Between 2009 and 2010 the company’s consolidated revenues grew 52.98% to NT$2.997 trillion (US$104.6 billion) (CNA English News).

CAGR = compound annual growth rate

Image from Foxconn Global website: Milestones

Now the largest electronics manufacturing company in the world and the fifth largest company worldwide in number of employees after Walmart, China National Petroleum, State Grid, & the U.S. Postal Service – Foxconn supplies companies such as Apple, Dell, Hewlett-Packard and Sony with notebooks, desktop computers, monitors, smart phones, iPads and other popular products. “Foxconn has 13 mainland factories in nine cities in China. Planned factories include expanding sites at Chengdu in Sichuan province, Wuhan in Hubei province, and Zhengzhou in Henan province.” (Wikipedia) The first of these plants was its Shenzhen plant, which opened in 1988. Since then, it has become Foxconn’s largest plant, a walled city of more than 1.15 square miles including 15 factories, its own fire department, worker dormitories and a small city of restaurants and shops, all located on one property.

Although the plant is responsible for a large portion of the company’s overall success, it has also been the subject of repeated reports of worker mistreatment. It was in the news repeatedly last year after it experienced a number of suicides – 14 to date. Foxconn responded to the suicides by raising wages 66%, boosting its number of counselors, and making stress management programs available to workers. It also built safety netting around its factory to prevent further suicide attempts and, for a short while, asked its workers to sign an anti-suicide pact. Foxconn has also responded to the suicides at the plant with claims it’s number of suicides, per capita, are not much higher than China’s national average, implying the suicides are not really a problem.

Suicides and employee discontent at the Shenzhen plant are not the only problems facing Foxconn. Foxconn has also been accused of discrimination against main-land Chinese workers and the forcing of many rural farmers off their land to make way for the huge factory developments currently heading farther and farther inland. Foxconn’s Chengdu plant is one of these. You might have already heard of the Chengdu plant; it appeared in the news last month after three workers were killed in an explosion caused by inadequately ventilated combustible dust. Built in the rural southwestern province of Sichuan, Chengdu was rapidly converted into a facility to make iPads in response to high demand from Apple. Currently staffed by 80,000 workers, Foxconn is looking to add another 220,000 workers at the Chengdu facility in coming years.

The cluster of suicides, the explosion at Chengdu, and the long-standing complaints by workers raise serious questions for some. Why did this group of young workers commit suicide? Did Foxconn’s work environment and employee policies play a role in these deaths? What are the labor practices at Foxconn? Is there a connection between Foxconn’s rapid growth, its labor practices and the explosion at Chengdu? Many newspapers and watch-dog groups such as SACOM (Students and Scholars Against Corporate Misbehavior) have charged the company with “dangerous working environment, inadequate measures on work safety, excessive and forced overtime work, and that workers are deprived of a social life.” Can these accusations be substantiated and what is Foxconn’s defense?

In subsequent blogs we will look at these issues regarding Foxconn. And beyond Foxconn, we need to ask if these problems are limited to Foxconn or are these issues typical of China? Finally, we want to raise the question about the relationship between these working conditions in Chinese factories and the overall process of globalization? Stayed tuned for subsequent blogs, the first of which will examine what is publicly known about working conditions at the Shenzhen plant.

References:

"Fortune Global 500 2010: The World's Biggest Companies - Hon Hai Precision I

Industry", Fortune, 2010 Industry"

"Foxconn plans to increase China workforce to 1.3 million". Focus Taiwan News Channel. 2010-08-19. Retrieved 2010-08-19.

About Foxconn: Group Profile Foxconn Technology Group official site

Suicides at Foxconn: Light and Death economist.com, May 27, 2010

iPod City: Apple criticized for factory conditions arstechnica.com, June 12, 2006

Inside Apple's iPod factories macworld.co.uk, Mon, 12 Jun 2006

Foxconn Workers in China Say ‘Meaningless’ Life Sparks Suicides businessweek.com, June 02, 2010, 8:00 PM EDT

"Inside Apple's iPod Factories", MacWorld website, June 12, 2006

Foxconn to raise wages again at China plant reuters.com, Fri Oct 1, 2010 8:42am

Peter's Award Presentation Speech for Bob Karasek on the occasion of his LIFETIME CAREER ACHIEVEMENT AWARD at the 2011 Work and Health Conference

2011-05-21T06:29:00.000-07:00

One nice thing about a blog is that you can post personal stories. I want to share with you an event that occurred Thursday May 19th 2011 at the APA/NIOSH sponsored Work, Stress and Health 2011 Conference which I am attending in Orlando Florida. I was given the honor of introducing Bob Karasek on the occasion of his being awarded the Career Achievement Award by the organizers of the conference. It is the highest honor our profession can bestow on our colleague.

Here is my presentation to Bob on the occasion of his APA/NIOSH Career Achievement Award – May 19 2011

The Job strain hypothesis was formulated 35 years ago and first tested in a paper appearing in the July issue of the AJPH in 1981. Since then Job strain has become the most widely researched psychosocial model in the world, currently being used in 1220 projects in 65 countries.

For four decades now Robert Karasek has championed the JCQ, and the dual hypotheses of job strain as a risk factor for illness, and the active-passive quadrant dimension as a predictor of active learning, human development and social involvement. Each hypothesis has generated important insights into our world of work.

One major reason for the importance of the job strain model resides in the fact that it provides a connection between work organization, and health. It places the individual and his perceptions of his work environment in the forefront of the issues demanding our attention while echoing in a more modern lexicon Marx’s ideas of alienation. It underscores the fact, as well as the degree to which traditional economic analyses of work with their emphasis on productivity, and wealth production ignore the negative human consequences of work in its current form.

Bob, your active role in theory and research has impacted many concerned about work and health. From individuals concerned that their work environment was potentially dangerous, to labor organizations striving for healthy working conditions, to businesses interested in maximizing productivity and to governments setting social policy, all have been impacted by ideas advanced by you Robert often working in collaboration with your lifelong colleague Tores Theorell.

Bob, one of your greatest accomplishments has been the support you have provided to a large number of your colleagues. As you know, much of my own work has been both inspired and shaped by your ideas about the work environment. While I have known you since our participation in the ECHDG in the 1970’s my first involvement in research after leaving the practice of medicine was when I joined your Columbia Job Heart project and with which I worked for 1 year in 1980. My experience working with you Bob, as well as Tores Theorell, Dean Baker, Carl Pieper and Joe Schwartz led me to seek a post-doc to further my training in epidemiology. My thesis proposal ultimately morphed into the 14 year long NYC Worksite BP study in collaboration with Dr. Thomas Pickering (PI) in which you and Jeff Johnson were both active participants.

Over the decades Bob, you and I have collaborated on many projects. From research at Cornell to papers for the AJPH to revisions to the JCQ (now soon to be JCQ 2.0), and conferences from Japan to Amsterdam. I hope that this collaboration will continue for at least another 20 years or longer. Also your work is not yet finished. I found, after an informal poll of your colleagues, that a 2nd edition of your book "Healthy Work" (Basic Books 1990) which builds on your last 20 years of research and experience is wanted from you and Tores.

I want to thank you now Bob for your support and the inspiration you have provided me and many others over the past 4 decades.

Both Tores and I have collaborated on a salute to you, composing a song in your honor, which Tores (the only professional musician among the 3 of us) has volunteered to perform.

For Bob when he received his life time career award in May 2011

Melody by Cole Porter: My heart belongs to daddy

(was sung by Eartha Kitt)

He´s such a man, he knows it all
He started the MODEL, it´s rolling
Demand-control - he made us recall
Why our work is not always strolling

Equilibrium, his newest world
Is offering all of us insight
Once again he is throwing light
He is always on a height

He is father of the DC model
In the seventies he triggered us
Cause he knew the way to coddle
Lots of data and computer-based fuss

Now he harvests all the progress
Let him beam and glory with pride
Dear Bob, we like your success
Let us celebrate now at your side

From Töres Theorell

What is wrong with Long Live 120/80 --- Part 1 of a 2 part answer

2011-05-18T09:32:00.000-07:00

I am assuming that the creators of the advertisement are referring to the blood pressure of the healthy appearing young woman holding her young child and not to the child. Long live 120/80 cannot mean the child's blood pressure since 120/80 would be incredible high for such a youngster. Now I cannot know for sure the mind of the advertiser but i think it is fair to assume they are suggesting the a BP of 120/80 is desirable and that it would be great if this woman continued to have such a BP for an extended period of time.

With these assumptions as my starting point - what is the problem?

The problem begins with the fact that a BP of 120/80, which is a national average in some studies, is neither healthy nor ideal. The authors are making a serious error or equating normality/average with health, a rather common error in medicine.

In fact 120 over 80, representing the systolic and diastolic blood pressures and which are the highest and lowest bp's achieved by the heart during each heart beat, are acknowledged by all major medical institutions, including the AHA, as less than ideal. The Joint National Committee on Prevention, Detection, Evaluation and Treatment of High Blood Pressure the organization responsible for hypertension treatment guidelines stated that BP's of 120-129 systolic over 80-84 diastolic were "prehypertension". (JAMA 2003:289;2560-2571) Ideal or optimal BP is less than 120/80 and in fact the lower one's blood pressure the better (subject to the limitation that very low blood pressures do not cause symptoms).

What no one wants to say is that there is a linear positive relationship between blood pressure levels in a population and increasing risk of stroke and heart attack (the two main consequences of hypertension) and that this increasing risk is apparent even when comparing groups with average bp of 120/80 to those with 110/70 and they in turn are at higher risk than those with 100/60 mm hg. There is no specific # that discriminates the healthy from the unhealthy. Studies, including the Framingham Heart Study (the most famous American epidemiologic study of heart disease), find that as much of 40% of the risk of stroke and heart disease occurs among people with BP's less that 140/90. Also, as we age as a population the average BP increases yearly with increasing risk.

The problem, however, of what is a healthy blood pressure is complicated by a second even more serious problem in the measurement and diagnosis of blood pressure. All of these BP criteria are derived from studies of casual blood pressures, that is bp's taken of patients in a doctors office after several minutes of waiting and relaxing. It is believed these bp's represent accurately what a person's true average underlying bp is and that it is this bp that is the determiner of risk of heart disease.

Recently studies of individual's ambulatory blood pressure obtained using automated monitors that can measure blood pressure while individuals are at work, home, play, and sleep have demonstrated that it is one's average ambulatory bp, especially ones work time ambulatory bp, that is the best predictor of subsequent disease (and not one's casual office obtained bp). And, unfortunately, there is a big discrepancy between most peoples casual office obtained bp's and what their bp is at work. So much so that millions of American are being misdiagnosed as 1) either having hypertension when they do not; that is their bp is up in the doctors office but normal when they wear an ambulatory bp monitor at work (what is called White Coat Hypertension) or 2) there is a failure to diagnosis hypertension because many people have normal bp's in their doctor's office but when they wear an ambulatory bp monitor it is found that their bp is elevated at work and/or at home. Researchers call this problem "hidden hypertension".

Much of this problem of mis-diagnosis could be avoided if individuals routinely were provided with an opportunity to wear an ambulatory bp monitor but the health industry is reluctant to pay for this expense despite the fact that literally millions of people are being mis-diagnosed. Taken together these problems of equating normal/average with healthy and our inaccurate diagnostic methodology means millions of Americans are either being over treated for hypertension they do not have or not being treated for hypertension which is apparent at work but not in the doctors office. This is a major public health disaster.

In Part 2 of this blog we will address the issue of the role that work plays in the creation of the problem of hypertension and how knowing more and doing something about working conditions might provide one pathway to controlling the hypertension epidemic.

What is wrong with this advertisement appearing in the LA Times on Sunday May 8th 2011?

2011-05-09T16:53:00.000-07:00

I will provide an answer to this question tomorrow which will get into the problems that medicine as a profession has with the measurement, diagnosis and labeling of health conditions in our industrial society. Yes, there is something seriously wrong here. Can you leave me a comment and tell me what it is?

An introduction to Globalization and Unhealthy Work

2011-05-07T21:41:00.000-07:00

The following blog is the first in a series looking at globalization. The major part of the blog is a reproduction of my abstract THE ROLE OF GLOBALIZATION IN THE DEVELOPMENT OF UNHEALTHY WORKING CONDITIONS, which I will present at the NIOSH, sponsored conference Work, Stress and Health 2011 to be held May 19-22 at the Doubletree Hotel in Orlando Florida. The focus of the meeting is "Work and Well-Being in an Economic Context. You can visit the APA's website for more information about the meeting.

It may be helpful to the reader to understand that my training is in Medicine and Epidemiology. I study health outcomes (epidemics) for clues to their causes (my main research interest has been examining the impact of working conditions on hypertension and obesity). Research done by myself and many of my colleagues world-wide strongly supports the conclusion that working conditions influenced by the processes of globalization are having a substantial impact on many health outcomes. In my abstract below I outline the basic argument. In subsequent blogs this perspective will be expanded utilizing topical news events to highlight relevant issues. (see for example Blog's #2 and #3 posted earlier for examples of this approach).

Finally, I plan to create a dictionary of relevant terms to help the reader understand the issues. So we will be defining various concepts as we go along and adding this to a blog that consists only of definitions. Aspects of globalization such as offshoring, outsourcing, and contingent labor, inter alia and of work organization and psychosocial stressors such as long work hours and job strain inter alia will be defined.

Finally, here is my abstract!

THE ROLE OF GLOBALIZATION IN THE DEVELOPMENT OF UNHEALTHY WORKING CONDITIONS - Peter L. Schnall M.D. U. of California at Irvine

Cardiovascular Disease (CVD) has become the #1 cause of morbidity and mortality in the world. More than 1.1 billion people have coronary artery disease and another 1 billion have hypertension, exceeding even poverty as the primary cause of ill-health and death. The recent large increase in the prevalence of CVD in China ( a non-existent disease in China 50 years ago) and other developing countries provided further evidence that CVD, as an epidemic and public health crisis, is of rather recent origin - rooted in the structure of modern societies and associated with industrialization and globalization. This conclusion is supported by the observation that the "traditional" risk factors for CVD such as hypertension, hypercholestrolemia due to diets rich in fat, cigarette consumption, obesity and diabetes are all of recent historical development as well.

The processes of globalization - the steadily increasing inter-dependency of world economies, production, trade, technology and culture - is having an enormous impact on work, work organization and the health of working people. There is now increasing competition among nations and between corporations, as resources grow more scarce. The ongoing need for corporate profitability drives restructuring and downsizing, outsourcing, more and more precarious labor and increasing job insecurity, as well as increased time pressure and intensification of work. Companies search for the cheapest labor markets creating a "race to the bottom" for wages.

These changes in work organization, in turn, give rise to psychosocial stressors such as job strain, effort-reward imbalance, emotional labor, threat-avoidant-vigilant work, organizational injustice, long work hours and work weeks, and shift work, which increase stress and can lead to chronic illnesses, including mental and physical health problems. Psychosocial stressors play important roles in promoting CVD risk factors such as obesity and hypertension.

Research findings explicating the inter-relationship between capitalist economic developments, globalization, changes in work organizations, psychosocial stressors and CVD risk factors will be presented. The economic consequences of these changes and the implications for the health of working people will be discussed and a strategy for promoting healthy work will be presented.

Interventions in the Workplace to reduce psychosocial stressors

2011-04-19T20:21:00.000-07:00

This blog is the first of a series that will address ways to intervene at the workplace to reduce psychosocial stressors and create a healthier workplace. Our colleague Dr. Tores Theorell, who with Dr. Robert Karasek created the Job Strain model (a leading model of workplace psychosocial stress) has been conducting research intended to shed light on improving the workplace. Here is his blog (at the end of the blog is a short list of references for those interested in more information on this topic). Dr. Theorell is Professor Emeritus in Psychosocial Environmental Medicine, Karolinska Institute, Sweden

How do we increase empathic awareness in managers of the importance of

psychosocial environment at work?

I have been involved in research on adverse psychosocial working

conditions and their effects on employee health since the late 1960's.

There is no doubt that a change in attitude and knowledge among managers

could be of fundamental importance to the improvement of psychosocial

working conditions for workers in the US and in the whole world. Of course

working with the whole organisation may even be better but to start with

the managers could be a good idea. Peter Schnall and others have discussed

this in the book Unhealthy Work. According to their findings many managers

do not know and even more importantly do not seem to see the importance of

psychosocial working conditions to the health of their workers. They are

also unaware of their organisation´s extensive financial costs caused by

unhealthy working conditions. But how to change such attitudes? In our

first experiment which was evaluated using a controlled design (Theorell et

al Psychosomatic Medicine 2001, see above, open access) a good education

program was used lasting for a year. The manager education was mandatory

for all managers in the ”experimental” part of the organisation. They met

every second week at the work place for a short lecture lasting half an

hour and then split up in discussion groups with 7 participants in each.

The two-week period between sessions was used for practical application and

discussions with manager colleagues and other colleagues. Another part of

the organisation with very similar work tasks and organisation served as

control group. Measurements of psychosocial working conditions and morning

plasma cortisol were performed both in the managers themselves and in their

employees in both groups. During the study year, the morning plasma

cortisol decreased in the employees in the experimental group whereas no

change at all was seen in the comparison group. Also the standard measure

of decision authority showed a significantly better development in the

employees in the experimental group. It should be pointed out that a

strength in this study was that the participating managers were all working

in the same organisation and they supported one another during the process.

I would, however, like to bring your attention to a recently published

article from our group which brings up a topic that could be of major

importance to our ways of dealing with psychosocial work environments. This

project will be discussed in the upcoming Work and Stress congress in

Orlando, Florida, in May 2011. It describes an RCT (randomly controlled design)
experiment comparing two manager education programs and their effects on employees.

Participating managers had to accept in advance that they would be

randomized. A three-day course introducing good management principles was

the start for both groups. They were then randomized to two groups.

Managers attending these two different kinds of education lasting for a

year were followed as well as their subordinates (four subordinates for

each manager) with measurements before start, after one year and then after

a follow-up period of 6 months. Sessions of similar length took place

approximately once a month in both groups. A good established manager

education program (very similar to the one used in the previous study) in

this case constituted the “comparison” condition and it was compared with a

program which included exposure to art experiences (poetry “amplified” by

music) designed to evoke discussions regarding choices in ethically

difficult situations. Group discussions and diaries were used very actively

to structure these ethical discussions. Significantly more beneficial

effects on the employees (mental health using standardised questionnaires

and plasma levels of DHEA-s, a hormone with regenerative/anabolic function

as well as plasma cortisol) were observed half a year after the end of the

two programs after the "new" program compared to the "established"

(actually very good) one, indicating (as one would logically think) a

slightly delayed effect of the program on the employee conditions. Season

effects (May compared to follow-up in November) were balanced by the

design.

It is speculated that effects on empathy were more pronounced on the

managers in the new program with artistic components. Our results indicate

that the employees also seem to experience that there is a change in

attitude (more courage and more agreeableness) in their managers compared

to the employees in the other group. The artistic component represents an

educational principle to be tested in other manager education programs.

However such programs have to be carefully adapted to specific

circumstances. They could perhaps be used as a supplement to other

education. In the comparison between the two programs it should be

mentioned that in the second study the participating managers were “loners”

in the sense that they did not come from one and the same organisation and

accordingly they did not have support from colleagues in the process. This

may be less important in the artistic program in which more individual

effects were likely to arise.

Psychother Psychosom 2011;80:78–87 DOI: 10.1159/000321557 (open access):

Health Effects on Leaders and Co-Workers of an Art-Based Leadership Development Program

Julia Romanowska, Gerry Larsson, Maria Eriksson, Britt-Maj Wikström, Hugo

Westerlund and Töres Theorell, Department of Public Health Sciences, Karolinska Institutet, Stress Research Institute, Stockholm University, Department of Leadership and Management, Swedish National Defense College, Stockholm , Sweden, and Akershus University College, Faculty of Health, Nutrition and Management, Oslo , Norway

Some of our more recent publications are the following:

Theorell, T., Emdad, R., Arnetz, B. and Weingarten, A-M. Employee effects

of an educational program for managers at an insurance company.

Psychosomatic Medicine, 63: 724-733, 2001.

Theorell, T., Oxenstierna, G., Westerlund, H., Ferrie. J., Hagberg, J. and Alfredsson, L. Downsizing of staff is associated with lowered medically certified sick leave in female employees. OEM 60: e9, 2003.

Theorell, T. Democracy at work and its relationship to health. In:

Research in Occupational Stress and Well being. Emotional and

Physiological Processes and positive intervention strategies. Eds. Perrewé, M.L. and Ganster, D.C. Elsevier, vol 3, 323-357, 2004.

Liljeholm Johansson, Y. and Theorell, T. Satisfaction with work task

quality correlates with employee health. A study of 12 professional

orchestras. Medical Problems of Performing Artists. 18; 141-149, 2003.

Kivimäki, M., Theorell, T., Westerlund, H., Vahtera, J. and Alfredsson, L. Job strain and ischaemic disease: does the inclusion of older employees in the cohort dilute the association? The WOLF Stockholm Study. J Epidemiol Health. 62; 372-374, 2008.

Theorell T. Psychosocial factors in research on work conditions and health in Sweden. Scand J Work Environ Health. 2007;33 Suppl 1:20-6. No abstract available. PMID: 18389569

Hanson, L., Theorell, T., Oxenstierna, G., Hyde, M. and Westerlund, H.

Demand, control and social climate as predictors of emotional exhaustion

symptoms in working Swedish men and women. Scand J Public Health. 36(7),

737-43, 2008

Hagerman, I., Rasmanis, G., Blomkvist, V., Ulrich, R. And Theorell, T.

Influence of intensive coronary care acoustics on the quality of care and

physiological state of patients. J Acoust Soc Am. 123(5); 3094, 2008.

Nyberg, A., Westerlund, H., Magnusson Hanson, L., & Theorell, T.

Managerial leadership is associated with self-reported sickness absence and sickness presenteeism among Swedish men and women. Scand J Publ Health. 26; 803-811, 2008.

Nyberg, A., Alfredsson, L., Theorell, T., Westerlund, H., Vahtera, J. and

Kivimäki, M. Managerial leadership and ischaemic heart disease among

employees: the Swedish WOLF study. Occup Environ Med. 66;1, 51-55, 2009.

Magnusson Hansson, LL., Theorell, T., Bech, P., Rugulies, R., Burr, H.,

Hyde, M., Oxenstierna, G. and Westerlund, H. Psychosocial working

conditions and depressive symptoms among Swedish employees. Int. Arch.

Occup Environ Health. 82; 951-960, 2009 2009.

Theorell, T. Anabolism and catabolism. In: Research in occupational stress

and wellbeing, vol 7. Current perspectives on job-stress recovery. Eds.

Sonnentag, S., Perrewé, P.L., and Ganster, D.C. pp 249-276, 2009.

Hasson D, Theorell T, Liljeholm-Johansson Y, Canlon B. Psychosocial and

physiological correlates of self-reported hearing problems in male and

female musicians in symphony orchestras. Int J Psychophysiol. 74; 93-100,

2009.

Theorell, T., Andreeva, E., Leineweber, C., Hanson Magnusson, L.,

Oxenstierna, G., and Westerlund, H. Restructuring and employee health. 5th Int. Vilnius Conf., EURO Mini Conference, Sept 30 – Oct 3, 2009, Vilnius, Lithuania.

Leineweber, C., Westerlund, H., Theorell, T., Kivimäki, M., Westerholm, P. and Alfredsson, L. Covert coping with unfair treatment at work and risk of incident myocardial infarction and cardiac death among men: prospective cohort study. 2011 May;65(5):420-5. Epub 2009 Nov 24

Theorell, T., Bernin, P., Nyberg, A., Oxenstierna, G., Romanowska, J. and

Westerlund, H. Leadership and employment health. A challenge in the

contemporary workplace. In: Contemporary Occupational Health Psychology.

Global perspectives on research and practice. Vol 1. Ed. Houdmont, J. And

Leka, S. Wiley-Blackwell. J Wiley & Sons. 46-58, 2010.

Where Swedish Capitalists go for CHEAP labor

2011-04-10T12:21:00.000-07:00

I didn't know whether to laugh or cry as i read a story today from the front page of the Los Angeles Times about Ikea. Hats off to Nathaniel Popper for this story and to the Times for publishing it.

Of course, outsourcing to foreign countries to find the least expensive labor is not news. As my readers undoubtedly know U.S. companies, among others, have been moving capital to places like China for several decades where workers are paid extremely low wages to manufacture goods for both the U.S. public and other populations. A good book on this subject which I highly recommend is Alan Tonelson's "The Race to the Bottom" Westview Press 2002 which documents this process in detail and the negative consequences for labor forces in both the "developed" and "developing" nations of the world.

But i digress. Ikea, a famous Swedish company, which is the subject of this blog, has a long well-standing reputation as a good employer with high standards of employment. Its workforce in Sweden is entirely unionized and there is even a code of conduct know as IWAY which guarantees workers the right to organize and stipulates that all overtime be voluntary. In fact, in 2008 Ikea had the third highest reputation as a good company (right after Toyota and Google (of course, Toyota is no longer #1 but that's a blog for another day)) in the world according to Reputation Institute's Global Pulse 2008 (this reputation is built on 7 pillars from which a company can create a strategic platform for communicating with its stakeholders on the most relevant key performance indicators. These dimensions are: Products/Services, Innovation, Workplace, Citizenship, Governance, Leadership, and Performance). Ikea pays its workers in Sweden a minimum wage of $19/hr and a government mandated five weeks of paid vacation. No wonder they have a good reputation.

So what's the problem. It turns out that Ikea opened an enormous assembly plant in the U.S. in Danville, Va in 2008 with incentives from the state of Virginia in the amount of $12 million. And now, surprise-surprise, there are labor problems with complaints of racial discrimination, a union organizing campaign that is being fiercely opposed by management, and high levels of turnover from among the new employees who are complaining of eliminated raises, a frenzied work-pace and mandatory overtime. Danville employees start with an $8/hr wage with 12 vacation days (8 of the 12 days on days determined by the company).

Incidentally $8 is above the minimum for both Virginia and the U.S. where the minimum wage now is $7.25/hr. Oh yes, we should also keep in mind that 17% of the U.S. workforce has no paid vacation time (See Joe Robinson, Work to Live 2003). So thing could be worse.

But this is outsourcing coming home to roost. Here is this large international firm identifying the U.S. labor market as a place to invest its capital so that it can hire lower wage workers and make bigger profits. And why pick Virginia for their new plant? Perhaps its due, in part, to the fact that it is one of 22 states (mostly Southern) with "right to work" statutes which prohibit agreements between labor unions and employers making membership or payment of union dues or fees a condition of employment, either before or after hiring. Of course, the purpose of "right to work" laws is to weaken unions and lower wages (6.5% less on average in "right-to-work" states). And another consequence is that states with "right to work" laws according to the U.S. Dept of Labor in general have a higher rate of workplace fatalities (19 of the top 25 are right to work states). Metro Council Democrats Say No to Right to Work for Less

So no unions, anti-union laws, low wages, work intensification, few paid holidays, etc. etc. Is the U.S. becoming the new CHINA!

Working Hours and CVD risk - some new findings

2011-04-08T22:06:00.000-07:00

Here are some new science findings that should concern working people. An interesting article authored by Mika Kivimaki and colleagues using data from the Whitehall Study* appeared in the Annals of Internal Medicine** this week.

The authors report, that above and beyond the traditional Framingham Heart Risk score, that working long work days (beyond a normal 8 hour work day) increases the risk of a coronary event. The risk increases stepwise up to 11 hours. This finding is an interesting echo of a study published by Haiou Yang, myself and several colleagues in the fall of 2006 at the University of California at Irvine. Our study found a relationship between long working hours during the week (increasing #'s of hours of work per week > 40 per week) were associated with an increase in self-reported hypertension in the CHIS (Calif Health Interview Survey) conducted by UCLA.

Readers should be aware that the Framingham risk score is derived by adding up the total risk due to exposure to the "traditional" risk factors for heart disease in particular weight, smoking, cholesterol, blood pressure and diabetes. Both of these articles are suggesting that there are other factors such as longer working hours that above and beyond traditional risk factors are contributing to the likelihood of having a heart attack.

Also i want to point out that the design of both of these studies does not rule out the possibility that even an 8 hour work day or a 40 hour work week may contribute to the development of heart disease. Both of these studies compared increased hours to either the typical work day or typical work week. Unfortunately, there were no subjects available working less than 8 hours a day in the Whitehall study or 35 or less hours in the CHIS study for comparison.

Not only are long work days and work weeks associated with heart disease but there is accumulating evidence that a number of other organizational and psychosocial work related factors are playing an important role in the development of hypertension and heart disease. For much more on this topic stay tuned for further blogs or pick up a copy of our book "Unhealthy Work: causes, consequences and cures" published in 2009 by Baywood Publishers.

Readers should note that the Whitehall study has access to data on other work related risk factors including psychosocial variables such as job strain which were not included in the analyses done in this paper. It will be interesting to see future studies where all of these variables are included.

*The original Whitehall Study investigated social determinants of health, specifically the cardiorespiratory disease prevalence and mortality rates among British male civil servants between the ages of 20 and 64. The initial study, the Whitehall I Study, examined over 18,000 male civil servants, and was conducted over a period of ten years, beginning in 1967. A second phase, the Whitehall II Study, examined the health of 10,308 civil servants aged 35 to 55, of whom two thirds were men and one third women. A long-term follow-up of study subjects from the first two phases is ongoing.

** Article appeared in the news this week on April 5th 2011 based on the report in the Annals of Internal Medicine.

Welcome

2011-04-05T13:02:00.000-07:00

Welcome to the blog of the Center For Social Epidemiology. The purpose of this blog is to present, for discussion, information related to working conditions and their impact on health. This blog will discuss globalization, its influence on the modern organization of work and it's role in the decline of health in working people internationally. We hope that you find this blog helpful in your search for information and understanding, whether it is personal or professional.