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Profile: Joss Garman

Joss Garman joined the environmental movement at 14. He has since been arrested over 20 times and wa

Early years

Born in 1985 in Mid-Wales, Joss Garman was one of four boys. His parents work in the emergency services equipment industry and his father is the inventor of the world’s first bath lift. With parents who are nature lovers, as well as members of Greenpeace it seemed only logical that Garman would cultivate a passion for the great outdoors. “I was surrounded by beauty and wildlife,” Garman told newstatesman.com. “I was really into Gerald Durrell books and I had my own menagerie with snakes and spiders.”

“But I guess my political awakening came when I was 14 years old. I read an article by the curator of Entomology at Oxford, George McGavin, about a beetle species. He basically argued that if a handful of these beetles were destroyed it could damage a whole ecosystem.” Moved, the young teenager set about finding ways in which he could help the environment around him. He wrote to Greenpeace to ask if he could volunteer for them. On discovering that there was no local branch of the organization in his area, Garman took on the task of setting one up.

Before attending Hereford Sixth Form College he was at the local comprehensive, something Garman is keen to get on the record as he says many paint him as an ex-public school boy. It was while at the college that he became involved in direct action.

Activism

He spent his sixth form years running the branch of Greenpeace he set up and standing outside supermarkets with the CND, campaigning against the Wylfa power station, as well as handing out leaflets against GM crops.

It was at 16 that Garman was first arrested. He had broken into Fairford US air base in order, according to some sources, to damage American bombers heading for the war in Iraq. Garman’s parents were members of Greenpeace and while they had not been activists being supportive of their son came easily, despite the many arrests that were to follow. “I was always slightly nervous obviously but I was definitely prepared to do it.”

Another protest against the Iraq war was an organised day of civil disobedience. “I organised a mass walkout at our school and all surrounding schools in Hereford joined in.” Not much later Garman found himself in the back of a police van in 2004, after he was caught getting onto a runway at USAF Fairford in Gloucestershire. At this time Garman was volunteering with Trident Ploughshares, a part of the international nuclear disarmament movement. A number of volunteers were attempting to stop bombers going off to Iraq. All charges against the 17 year old Garman later dropped.

What of other campaigns? “As a campaign of mass education, it would be difficult to think of Make Poverty History as anything other than very successful. It got newspapers from The Sun to The Guardian involved and raised awareness of the plight of the majority of the world. But in terms of tangible campaign successes, it was clearly massively disappointing and I think even the leaders of that campaign would agree with that.” Another frustration was the lack of priority given to climate change by the development community during the campaign. “On the other hand, Christian Aid, WDM and increasingly Oxfam are joining up to make it one of their top issues what with all of them working to stop the plans for the first new coal-fired plant in decades at Kingsnorth.”

Garman doesn’t think though that direct action is an isolated type of campaigning and shouldn’t be seen as such. “The reason why the campaign against GM crops was so successful was that it combined mass communication, lobbying and education with peaceful direct action - a pattern that’s been repeated with the campaign to stop airport expansion.”

Plane Stupid

After finishing his A-levels at 17 Garman took a year out. He went to London to volunteer for Greenpeace and at the time worked on the EU legislation regarding GM crops. He then went to Chile for six months to visit family; his grandfather was Chilean. Visiting South America again the following year was to be the last time he’d board a plane. He then came back to attend the School of Oriental and African Studies (SOAS) in London where he read politics. He graduated last year with a 2:1 after doing his dissertation on the Stern Review.

While a teenager volunteering with Greenpeace, Garman met Graham Thompson and then at a student party on the night of Bush’s re-election they met Richard George. They went on to found Plane Stupid in 2005. As a network of activists targeting the aviation industry, Garman believes that Plane Stupid fundamentally changed the debate. “Marginal seats in London will be won or lost on the Heathrow issue,” he says, “Boris Johnson would have committed political suicide if he’d backed the third runway.”

The main aim of the organisation’s work was to highlight the issue of short haul flights. They saw it as the single fastest growing threat to the climate. According to Garman, almost half of all journeys taken in Europe are less than 500km, one fifth of the flights from Heathrow are short haul. “If they got rid of those flights there would definitely be no need for a third runway, they would have so much free space.”

The group first came to prominence when they gate crashed an aviation industry conference releasing balloons with rape alarms attached. Then in 2006 they broke into East Midlands airport in order to stage a sit in on a runway.

“It is only now that the aviation industry is facing taxes, they have been subsidised by the government to the tune of £10 billion a year! No one travels to Glasgow by train because that will cost you £150, but £10 for a flight. The government is effectively encouraging people to take the more polluting option.” Does the busy Garman manage to get away without the use of planes? “I leave London as often as possible, most weekends. I’ve just spent a few weeks camping in the Outer Hebrides.” How did he get there? “I took a train and then a ferry. It was just fantastic.

“We have until 2015 to get our levels of carbon emissions down” says Garman, “We need an entire transformation of our economy to suit a low carbon lifestyle. It’s a scientific thing, not an ideology.” For those in the movement, 2015 is the point of no return.

“I met Gordon Brown at the Labour Party Conference last year and asked him to reject a third runway because it’s not compatible with Britain cutting emissions. He said, "You've got a big job mate." This has not deterred Garman and the group has definitely made an impact on the public and government’s approach to the issue. Appearances on Newsnight and columns in major broadsheets and magazines have left Garman a very busy 24 year old. “Newsnight was one of the most terrifying things I’ve ever done,” he explains.

Kingsnorth

Recently, Garman has been involved with the defence of the six Greenpeace activists on trial for the damage they caused to a chimney at the Kingsnorth coal-fired power station in November 2007. The action was taken after it’s owners EON announced plans to build an even bigger plant next door. Four members of the defence had spent nine hours scaling the chimney with the intention of painting “Gordon, bin it!” on the side. They only managed “Gordon” before an injunction was brought against them. “There were about 30 of us. We just walked straight in a back gate. We hit all the emergency stop buttons and I chained myself to a conveyor belt. In shutting down the plant for only one day we were stopping the equivalent of 30 developing countries worth of pollution.”

It turned out to be a landmark case in the battle against climate change and the actions of the activists were found to be legally justified as they were in fact preventing greater damage to property and people around the world.

At the trial Professor Hansen, a director of NASA who is believed by many to be the world’s leading scientist in the fight against climate change, gave evidence for the activists. “Then we had a leader of the Inuit people speak on our behalf as well. He came to tell the court about how the effects of plants such as this were affecting his way of life.”

Coal is the main focus for Garman at the moment and with the government soon to be making decisions on coal fire stations, the job of Greenpeace is to build up on the opposition that is already out there and broaden it.

Movement

With his work Garman says at least he can witness the changes he is making and there is also the variety, “One day I’m shutting down a plant and then the next day I’m putting on a suit and meeting advisors to government.” It is not always easy though, he was recently refused entry to any of the party conferences, along with fellow Greenpeace activist Anita Goldsmith. With a smile on his face he says that he would only have been there to lobby MPs and stage some debates, “It’s hardly surprising when you look at my record that they wouldn’t allow me in.”

As a shot of energy into the environmental movement Garman is not deterred by any difficulties he may encounter, like Brown’s remark on the runway question. According to Poyry, (the global consulting and engineering firm) if the government hit the existing renewables and efficiency targets there’d be no need for new coal plants. “No one has contested the figures of Poyry. I think the government could definitely hit the targets. I mean, look at Germany. They generated so much green electricity, they have a quarter of a million people employed in the renewable energy industry.”

When asked if he thinks people are apathetic to the climate change issue Garman says no, rather, they are disillusioned. “There is a massive gap between the government and the public when it comes to the environment. They are interested and they are worried.” He doesn’t think marching is the way to make a difference though. It made no difference to the Iraq war. “I see my role to force politicians make changes.” With his track record of constant activism over nearly 10 years it’s no wonder he was once nick-named the ‘turbo-activist’ by fellow Greenpeace volunteers.

Who does he admire in the environmental movement today? “It’s the grass root activists in the movement. They inject an urgency and passion that can’t be ignored. Then there’s also Al Gore. He is one of the most successful campaigners of our time. He’s transformed US public opinion.” Garman feels that the turn around that has occurred in America puts the British government to shame. “There is more action from the backwards, Southern conservative states of North America than there is from Brown” Garman despairs. “We’ve had the suffragettes and civil rights, we need another movement.”

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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.