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Mumbai massacre

India has suffered what many are calling its 9/11. Here one of the country's leading journalists int

In the summer of 2005, I moved with my family to live and work in Mumbai, the capital city of Maharashtra State. I came after living for several years in Kolkata, in the east of India, a city that, after decades of genteel dwindling and gradual reconciliation with its diminished sense of itself, was beginning to look up. As I settled down, I found Mumbai to be all the things that Kolkata was not.

If Kolkata was bashfully apologetic and self-deprecating, wry and ironical, Mumbai was brash and self-congratulatory. It was chest-thumpingly aware of its own importance and its position at the heart of India's rapid growth and change. The nation was being transformed by an economic miracle that had implications far beyond the Arabian Sea on whose edge the sprawling city of 19 million people was perched.

We found a flat in Bandra, a western suburb on the seafront. It was once predominantly a Christian locality, with many churches, and dotted with quaint cottages hugged by creepers. This was a neighbourhood in which, as Amit Chaudhuri wrote in his novel Afternoon Raag, the "Portuguese names - Pedro, DiSilva, Gonsalves - twang in the air like plucked, silvery guitar strings".

All that has changed over the past decade. Although it is only ten miles away, Bandra once seemed so far removed from the city's downtown (the area in which terrorists unleashed their audacious, murderous attacks) as to seem a place where you bought a weekend home. But now it is right in the heart of things.

Because outrageous property prices were pushing people ever further outward from the city's southern downtown tip (the business hub and centre of old money and aristocracy), Bandra had become the new midtown: nouveau riche, prohibitively expensive and fashionable in an edgy sort of way. The old cottages were being ripped apart, replaced by often ugly - but always lavish - towers of apartment blocks.

And now the soundtrack to our lives in Bandra, as in so much of Mumbai, is the relentless noise of old buildings being demolished and new ones going up: the clang of the hammer, the whine of the drill, the rumble of the bulldozer. Bandra is an embodiment of what Mumbai is now all about: wealth and social climbing, the need ostentatiously to proclaim that you have arrived.

The main Hindi film studios are not far from this neighbourhood, and most of the stars of the industry have moved out to Bandra, weary of the daily travel from downtown (where they once used to live) to the western suburbs (where they go to work). It isn't merely them. Anyone who wants to be in Bollywood is trying to move into Bandra as well, living far beyond their means in one-roomed flats little bigger than ten square feet. It is as though being in Bandra, close to the stars, takes away some of the sense of remoteness from their aspirations. Here they are, in the city of dreams, still dreaming.

In his novel Sacred Games, Vikram Chandra captured something of this feeling when he portrayed Mumbai as a city of magical possibilities: "It could happen. It did happen, and that's why people kept trying. It did happen. That was the dream, the big dream of Bombay."

Living in Bandra offers a sort of a start. If you can live here - and it is hard - who knows, you might soon find a role in a movie, a role that would put you on the billboards, like the stars you so admire but whose success you also resent. Bandra is Beverly Hills with terrible roads. Everywhere you go in the neighbourhood, there are reminders of the movie stars' presence.

Mumbai is in love with its own self-image and the awe it inspires in others; it has no patience with those in whom it does not inspire a sense of wonder. This is a city that exemplifies the new India: keen to inspire envy, in a hurry to get ahead, revelling in its importance and never shy of parading its not inconsiderable wealth.

Every week in the newspapers, there are reports of how Mumbai pays the most tax in India; how it has more billionaires than any other city; how its rentals and home prices are among the highest in the world; how it is getting richer and richer by the day. The business of making serious money drives Mumbai.

That business never lets up, even in the face of calamity. Mumbai is no stranger to catastrophe. In 1992, there were communal riots that threatened to rip apart for ever the secular fabric of this most cosmopolitan of Indian cities. In 1993, serial blasts tore through Mumbai, an event that has become the material for dozens of Hindi movies. In 2005, a month after I moved here, 934mm of rain fell in a 24-hour per iod, a world record. The deluge unleashed the worst floods in the city's history, killing hundreds and destroying thousands of homes and livelihoods. In 2006, bombs went off on the city's suburban train network, killing more than 200 people.

Mumbai has been repeatedly brought to its knees, and repeatedly it has picked itself up, and got on with life. There is a phrase that has become not so much a commonplace as a vulgar truism, one that people reach for as a shorthand to describe the city's indomitable nature: the spirit of Mumbai.

But something is different now. These latest attacks have truly shaken the spirit of the city.

This is what we know so far. The terrorists came by sea from Karachi, Pakistan. They were armed with enough guns, ammunition and explosives, and were sufficiently ruthless and well trained to be able to hold out for 62 hours against India's elite commandos and army. The terrorists held hostage two luxury hotels, the Taj Mahal and the Oberoi-Trident; the Chhatrapati Shivaji Terminus, the city's main railway station; a cafe called Leopold's, popular with tourists and backpackers; and a five-storey residential building that housed the city headquarters of an ultra-Orthodox Jewish group. All the locations were in south Mumbai.

The strikes were timed to play out on worldwide daytime television. As the story of the attacks began to unfold from the night of 26 November in India, it coincided with Thanksgiving in the US. The terrorists were specifically looking for visitors with British or American passports. And at the end of the three-day killing spree and pitched gun battles, 173 people had been murdered. (That was merely the official count; the actual estimate of those killed is much higher.) Twenty of the dead were foreigners.

This year, many hundreds of people have been killed in terrorist attacks across India, in Jaipur, Hyderabad and Delhi. High-profile terrorism in cities (70 blasts and attacks) has killed 400 people in India over the past seven months alone. But the November assault on Mumbai suggested something not hitherto evident: that India was now firmly on the deadly map drawn up for attack by global jihadists.

After each of the previous attacks on Mumbai, people could begin to guess why they had happened. In this instance, there was obviously shock but there was also profound bewilderment and confusion. How exactly? And why?

India has been quick to insinuate that Pakistan is linked to the strikes. The one terrorist who has been caught and interrogated has told investi gators that he was trained by Lashkar-e-Toiba, a jihadist group based in Pakistan.

For ordinary people, however, there are no clear answers or explanations. No one can tell why this happened or when something similar might happen again. Stumbling and groping, Mumbai has had its sense of security and confidence eroded. Never before has the city so acutely felt its own fragility.

Of the five locations, it was the attack on the Taj Mahal hotel near the Gateway of India that was, in terms of symbolism, the most resonant. Mumbai's monuments are secular, and the 105-year-old Taj, built by a Parsi businessman because he was turned away from a hotel for being Indian, is the picture-postcard emblem of the city. It is to Mumbai what the Empire State Building is to New York and the Eiffel Tower is to Paris. It is Mumbai.

As pictures of the smoking hotel - flames leaping out of windows, panes shattering, crows taking off in the foreground at the sound of gunfire against the plumes of smoke that darkened the afternoon sky - flashed up on live television, and later, as the Taj Mahal closed down for repair on Monday, Mumbai saw the attack on its signature hotel as a violation unlike any other.

On Sunday 30 November, a groundswell of protests against the attacks began in Mumbai. There were candlelit vigils, marches and peaceful demonstrations with eloquent placards. The resentment, for the moment, seems to be directed at the perceived failure of the intelligence services and at politicians. In a nationwide survey conducted by the Hindustan Times, one of the country's best-known and most influential English-language broadsheet dailies, 84 per cent of the respondents felt that the government was not doing enough to fight terrorism.

With general elections due in 2009, the ruling coalition headed by the Congress Party bore the brunt of the anger. Shivraj Patil, India's home minister, stepped down on Sunday. By Monday morning, Maharashtra's home minister, R R Patil, had quit as well. The indications are that Vilasrao Deshmukh, the chief minister of Maharashtra, is on his way out, too.

How India will react to the attacks will shape the events of months and years to come. Already, the peace process with Pakistan is in jeopardy. And with India's dismal history of strife between Hindus and Muslims (in 2002, the main opposition party, the BJP, was accused of the biggest anti-Muslim pogrom in modern Indian history), the country will do well to be particularly vigilant against communal conflict.

Time and again over the past week, commentators have referred to the attacks on Mumbai as "India's 9/11" - a world-historic moment of change after which nothing can be the same again. That is indeed the most convenient analogy to use. But if one were to assume that it is so, that assumption brings its own complexities.

As the novelist Amitav Ghosh wrote in an essay published in the Hindustan Times: "If India can react with dispassionate but determined resolve, then 2008 may yet be remembered as a moment when the tide turned in a long, long battle . . . Defeat or victory is not determined by the success of the strike itself. It is determined by the response."

And what, now, of Mumbai? How will this city withstand these ravages and go about its business? How resilient can the city prove it- self to be?

Mumbai is the glittering exemplar of the new India and the national success story, yet it is also a city of dichotomies. Nowhere in India (perhaps even in the world) is the gulf between the affluent urban elite and those who live beneath the poverty line as pronounced as it is in Mumbai. Nowhere, perhaps, is the urge to cross over from the side of the underprivileged to the other as deeply consuming.

The degree to which these attacks have scarred Mumbai, and the extent of the damage they have inflicted, was symbolically represented on Thursday 27 November when the Bombay Stock Exchange did not open for trading. The business of making money might drive Mumbai, but the shock of being violated had stalled it.

The following Monday morning, still numbed, the city was returning to its frenetic self. Children went back to school. Hotels had been turned into fortresses. Offices were open, and the roads were filling up with the sort of traffic which is usually so dense that you can hear the conversation in the car alongside yours when you stop at traffic lights. Money was being made – and lost – on the stock exchange, as usual. Markets were doing business. And in homes, cremations or burials over, hundreds were beginning the process of grieving and reconciliation.

Mumbai, hurt and angry, was still grappling with how to come to terms with what had happened but it was also beginning to get on with the business of getting along, of going on.

In a way, this is the story of India, the world's largest democracy: learning to carry on after assaults on its pluralist democracy, and being, in the end, able to do so.

In his book India After Gandhi: the History of the World's Largest Democracy, Ramachandra Guha argues persuasively that it is no small triumph that India, as well as its democracy, not merely exists at all but continues to thrive. "India will go on," Guha quotes the novelist R K Nara yan telling V S Naipaul in the 1960s.

In its darkest hour, that is Mumbai's triumph, too. Mumbai will go on. As India will.

Soumya Bhattacharya is the editor of the Hindustan Times in Mumbai and author of the memoir "You Must Like Cricket?", published by Yellow Jersey Press (£12)

This article first appeared in the 08 December 2008 issue of the New Statesman, After the Terror

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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. The letter was quite nasty because it talked about me being a huge burden to the company.”

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 08 December 2008 issue of the New Statesman, After the Terror