Letter from Ethiopia

For Addis Ababa, hydropower is the future. Downriver, there’s a lot to lose.

"It's better to kill us first," says Olikoro, a Mursi tribesman, naked apart from the piece of cloth slung over his shoulder. An AK-47 rests by
his side. He is talking about the Gibe III dam, the latest in a series being built along the Omo River in south-western Ethiopia.

In Addis Ababa, the capital, the dam is considered essential for progress. But in the Omo Valley, far downstream of the dam's planned location, people depend on the river that begins in Ethiopia's emerald highlands, dropping through steep gorges before twisting towards Lake Turkana on the border with Kenya. Fifteen tribal groups depend on the seasonal floods to nourish their crops of maize and sorghum, and to provide grazing for their cattle. Gibe III will affect half a million lives. "If the dam is built, we will die," is how Olikoro puts it.

Yet along the Omo River, many of the people I meet don't even know that a dam is being built. "The government has no interest in these people," says Terri Hathaway, of the environmental organisation International Rivers. "The fact that many wander around wearing few clothes is an embarrassment to officials." When the government began building the dam, environmental impact assessment papers were prepared. However, little mention was made of the people living downstream.

Ethiopia needs electrical power if it is to develop quickly. At a cost of $1.7bn, Gibe III will be the country's biggest-ever infrastructure investment and one of the world's largest dams. Gibe I and II have already been built; IV and V are planned. They will allow expansion of the national grid and should stop the power shortages that have hampered manufacturing output. Ethiopia has few exploitable natural resources, but its river basins and high central mountains have huge potential for hydro­power. Energy can be exported to neighbouring Kenya and Sudan.

“Anyone opposed to the dams should suggest alternative solutions to creating vast amounts of energy to feed the fastest-growing non-oil economy in Africa," says Gail Warden, an official at the Ethiopian embassy in Nairobi.

But, in the short term, the extra power will mostly benefit those in the cities. The communities living along the Omo will still have no electricity. "We know the power is not for us," Olibisini, a Mursi elder, tells me. "We would prefer the river." Yet the government maintains that local communities stand to gain over time. "Electricity is essential for rural transformation, providing the basis for businesses in small towns and mechanised agriculture," says the energy minister, Alemayehu Tegenu. "Children need light for studying. We have identified 6,000 rural towns and villages in an ambitious rural electrification plan, penetrating half the country within five years."

These days, it seems as though everyone wants a piece of the Omo. Missionaries pour in, as do tourists in 4x4s. Recently formed national parks along the river limit the space for crops and grazing, and the area is being explored for oil. The tribes already fight over increasingly scarce water and land - but the dam could plunge them into more serious conflict. Weapons, which continuously flood over the border from Sudan, are worn like handbags.

Gibe III is more than just a problem in Ethiopia: its aftermath will stretch to Kenya. Approximately 300,000 Kenyans rely on Lake Turkana for their livelihood, catching tilapia, Nile perch and catfish. Reduced water flow will cause the lake to shrink and become saltier, destroying its ecosystem.

Wash away

The Ethiopian government has promised an annual ten-day artificial flood to help the farmers. But experts doubt this will fix the problem. "The natural flood builds slowly, rising and falling over several months, depositing nutritious silt all the time and letting the moisture sink in deep," explains David Turton, an anthropologist specialising in Mursi culture. "It's difficult to believe that ten days will be enough. It will act like a flash flood, washing away the silt and causing erosion."

The government insists that big, natural floods are damaging. But Ashote, who belongs to the Dassenech tribe, disagrees. "Big floods are celebrated," he tells me. "We just move to higher land when the floods come."

Last year's flood was not big, and even though my visit is during harvest time, cultivation sites along the river lie empty. Many people are hungry, selling their cows to buy grain or living on blood and milk. "What you see is the result of a low flood, a foretaste of what is to come if the dam is constructed," warns Will Tate, an Addis Ababa-based expert in displacement. "In the future, there will be starvation, economic loss and death."

Irrigation schemes have been proposed, but the idea makes Shoro, of the tiny Kara tribe, laugh. "We have so much experience of the government promising us things but never seeing them," she says. Food aid has also been pledged. "We don't want relief, we want food made with our own hands."

The dam's critics are urging financial institutions not to fund the project. The European Investment and African Development Banks are carrying out studies on its impact. Some still hope that the project can be stopped, but Turton says it is too late. Now, he says: "The crucial thing is for donors to make a condition of real compensation for the people downstream. They should be the main beneficiaries."

This article first appeared in the 21 June 2010 issue of the New Statesman, The age of ideas

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“I felt so frantic I couldn’t see my screen”: why aren’t we taking mental health sick days?

Some employees with mental health problems fake reasons for taking days off, or struggle in regardless. What should companies be doing differently?

“I would go to the loo and just cry my eyes out. And sometimes colleagues could hear me. Then I would just go back to my desk as if nothing had happened. And, of course, no one would say anything because I would hide it as well as I could.”

How many times have you heard sobbing through a work toilet door – or been the person in the cubicle?

Jaabir Ramlugon is a 31-year-old living in north London. He worked in IT for four years, and began having to take time off for depressive episodes after starting at his company in 2012. He was eventually diagnosed with borderline personality disorder last January.

At first, he would not tell his employers or colleagues why he was taking time off.

“I was at the point where I was in tears going to work on the train, and in tears coming back,” he recalls. “Some days, I just felt such a feeling of dread about going into work that I just physically couldn’t get up ... I wouldn’t mention my mental health; I would just say that my asthma was flaring up initially.”

It wasn’t until Ramlugon was signed off for a couple of months after a suicide attempt that he told his company what he was going through. Before that, a “culture of presenteeism” at his work – and his feeling that he was “bunking off” because there was “nothing physically wrong” – made him reluctant to tell the truth about his condition.

“I already felt pretty low in my self-esteem; the way they treated me amplified that”

Eventually, he was dismissed by his company via a letter describing him as a “huge burden” and accusing him of “affecting” its business. He was given a dismissal package, but feels an alternative role or working hours – a plan for a gradual return to work – would have been more supportive.

“I already felt pretty low in my self-esteem. The way they treated me definitely amplified that, especially with the language that they used.”

Ramlugon is not alone. Over three in ten employees say they have experienced mental health problems while in employment, according to the Chartered Institute of Personnel and Development. Under half (43 per cent) disclose their problem to their employer, and under half (46 per cent) say their organisation supports staff with mental health problems well.

I’ve spoken to a number of employees in different workplaces who have had varying experiences of suffering from mental ill health at work.

***

Taking mental health days off sick hit the headlines after an encouraging message from a CEO to his employee went viral. Madalyn Parker, a web developer, informed her colleagues in an out-of-office message that she would be taking “today and tomorrow to focus on my mental health – hopefully I’ll be back next week refreshed and back to 100 per cent”.

Her boss Ben Congleton’s reply, which was shared tens of thousands of times, personally thanked her – saying it’s “an example to us all” to “cut through the stigma so we can bring our whole selves to work”.

“Thank you for sending emails like this,” he wrote. “Every time you do, I use it as a reminder of the importance of using sick days for mental health – I can’t believe this is not standard practice at all organisations.”


Congleton went on to to write an article entitled “It’s 2017 and Mental Health is still an issue in the workplace”, arguing that organisations need to catch up:

“It’s 2017. We are in a knowledge economy. Our jobs require us to execute at peak mental performance. When an athlete is injured they sit on the bench and recover. Let’s get rid of the idea that somehow the brain is different.”

But not all companies are as understanding.

In an investigation published last week, Channel 5 News found that the number of police officers taking sick days for poor mental health has doubled in six years. “When I did disclose that I was unwell, I had some dreadful experiences,” one retired detective constable said in the report. “On one occasion, I was told, ‘When you’re feeling down, just think of your daughters’. My colleagues were brilliant; the force was not.”

“One day I felt so frantic I couldn’t see my screen”

One twenty-something who works at a newspaper echoes this frustration at the lack of support from the top. “There is absolutely no mental health provision here,” they tell me. “HR are worse than useless. It all depends on your personal relationships with colleagues.”

“I was friends with my boss so I felt I could tell him,” they add. “I took a day off because of anxiety and explained what it was to my boss afterwards. But that wouldn’t be my blanket approach to it – I don’t think I’d tell my new boss [at the same company], for instance. I have definitely been to work feeling awful because if I didn’t, it wouldn’t get done.”

Presenteeism is a rising problem in the UK. Last year, British workers took an average of 4.3 days off work due to illness – the lowest number since records began. I hear from many interviewees that they feel guilty taking a day off for a physical illness, which makes it much harder to take a mental health day off.

“I felt a definite pressure to be always keen as a young high-flyer and there were a lot of big personalities and a lot of bitchiness about colleagues,” one woman in her twenties who works in media tells me. “We were only a small team and my colleague was always being reprimanded for being workshy and late, so I didn’t want to drag the side down.”

Diagnosed with borderline personality disorder, which was then changed to anxiety and depression, she didn’t tell her work about her illness. “Sometimes I struggled to go to work when I was really sick. And my performance was fine. I remember constantly sitting there sort of eyeballing everyone in mild amusement that I was hiding in plain sight. This was, at the time, vaguely funny for me. Not much else was.

“One day I just felt so frantic I couldn’t see my screen so I locked myself in the bathroom for a bit then went home, telling everyone I had a stomach bug so had to miss half the day,” she tells me. “I didn’t go in the next day either and concocted some elaborate story when I came back.”

Although she has had treatment and moved jobs successfully since, she has never told her work the real reason for her time off.

“In a small company you don’t have a confidential person to turn to; everyone knows everyone.”

“We want employers to treat physical and mental health problems as equally valid reasons for time off sick,” says Emma Mamo, head of workplace wellbeing at the mental health charity Mind. “Staff who need to take time off work because of stress and depression should be treated the same as those who take days off for physical health problems, such as back or neck pain.”

She says that categorising a day off as a “mental health sick day” is unhelpful, because it could “undermine the severity and impact a mental health problem can have on someone’s day-to-day activities, and creates an artificial separation between mental and physical health.”

Instead, employers should take advice from charities like Mind on how to make the mental health of their employees an organisational priority. They can offer workplace initiatives like Employee Assistance Programmes (which help staff with personal and work-related problems affecting their wellbeing), flexible working hours, and clear and supportive line management.

“I returned to work gradually, under the guidance of my head of department, doctors and HR,” one journalist from Hertfordshire, who had to take three months off for her second anorexia inpatient admission, tells me. “I was immensely lucky in that my line manager, head of department and HR department were extremely understanding and told me to take as much time as I needed.”

“They didnt make me feel embarrassed or ashamed – such feelings came from myself.”

“They knew that mental health – along with my anorexia I had severe depression – was the real reason I was off work ... I felt that my workplace handled my case in an exemplary manner. It was organised and professional and I wasn’t made to feel embarrassed or ashamed from them – such feelings came from myself.”

But she still at times felt “flaky”, “pathetic” and “inefficient”, despite her organisation’s good attitude. Indeed, many I speak to say general attitudes have to change in order for people to feel comfortable about disclosing conditions to even the closest friends and family, let alone a boss.

“There are levels of pride,” says one man in his thirties who hid his addiction while at work. “You know you’re a mess, but society dictates you should be functioning.” He says this makes it hard to have “the mental courage” to broach this with your employer. “Especially in a small company – you don’t have a confidential person to turn to. Everyone knows everyone.”

“But you can’t expect companies to deal with it properly when it’s dealt with so poorly in society as it is,” he adds. “It’s massively stigmatised, so of course it’s going to be within companies as well. I think there has to be a lot more done generally to make it not seem like it’s such a big personal failing to become mentally ill. Companies need direction; it’s not an easy thing to deal with.”

Until we live in a society where it feels as natural taking a day off for feeling mentally unwell as it does for the flu, companies will have to step up. It is, after all, in their interest to have their staff performing well. When around one in four people in Britain experience mental ill health each year, it’s not a problem they can afford to ignore.

If your manager doesn’t create the space for you to be able to talk about wellbeing, it can be more difficult to start this dialogue. It depends on the relationship you have with your manager, but if you have a good relationship and trust them, then you could meet them one-to-one to discuss what’s going on.

Having someone from HR present will make the meeting more formal, and normally wouldn’t be necessary in the first instance. But if you didn’t get anywhere with the first meeting then it might be a sensible next step.

If you still feel as though you’re not getting the support you need, contact Acas or Mind's legal line on 0300 466 6463.

Anoosh Chakelian is senior writer at the New Statesman.

This article first appeared in the 21 June 2010 issue of the New Statesman, The age of ideas