New dawn for the workers

Migrant cleaners at rich banks are today organising for a living wage. It's reminiscent of the 1889

Canary Wharf, London, 2004

The woman holding the leaflets clutches them tight against her duffel coat. At street level, Can ary Wharf is like a wind tunnel. The small group of activists in high-visibility bibs is dwarfed by the skyscraping headquarters of investment banks: Morgan Stanley, Lehman Broth ers, Barclays and tonight's target, HSBC. The activists are not supposed to be here; this is the new financial heart of London and even the public space is privately owned by the development company. They know they can be thrown off the street.

By day, Canary Wharf teems with men and women in suits; the average salary here is £60,000. During business hours, upwards of 80,000 people come and go, surrounded by glass, steel and sky, and the picturesque waterways that used to be London's main docks. By night, it is deserted, except for security guards, cleaners and this small group of Living Wage Campaign leafleters organised by the TGWU and the East London Community Organisation.

Those the leaflet is meant for arrive in small groups, by bus. They are the cleaners who sluice the toilets, dust the desks, swab the telephone mouthpieces with antiseptic wipes and empty brown apple cores from thousands of waste baskets. They are almost all migrants - not from the settled Caribbean and Asian communities of inner London, but from among the new arrivals: Somalis, Nigerians, Sierra Leoneans, Kurds, Col ombians, Iraqis, Afghans, Bolivians, Cubans, Spanish and Portuguese. Benedita Gonçalves, a Portuguese cleaning supervisor at a major bank, describes the way the cleaners are treated by the office workers: "The cleaners clean the rubbish and we are like rubbish for them - apart from some who work at night and start to know us and sometimes say, 'Good evening.' For the rest, we are no one.We are rats, we come in the night."

Migrant cleaners always talk about being "looked through" by office workers who don't see them as people, let alone workmates. In most cases they work for subcontractors and are not part of the core workforce. Cleaners also say they are always the first to be accused of stealing if something goes missing, but their recurring problem is an absence of respect. "I started my battle in the first week I was there," says Bene dita, "because the management were horrible. They showed lack of respect to the employees. Everything you did was wrong. They sent people home for no reason - just because they didn't need them. Another thing is the shouting, calling names, saying, 'You are crap; you are no one.' Something like that happened with me and so I started my battle against them."

For Juan Rodriguez, the biggest issue is contracts, or the lack of them. He says when he started work as a cleaner at News International six years ago nobody knew what the official hours, wages or even status were. Now their employer, a cleaning contractor, has tried to get them to sign individual contracts but they have refused. "One hundred per cent," he says, "even the ones not in the union." For Juan, the problem is "respect and money" - respect first, but with the cleaners earning on average £200-£300 a week, money comes a close second. "Management harass the staff, blackmail the staff - and the worst thing is, which is very, very sad, people with no documents are afraid to make comments. Some of them are even against us - the ones who are afraid of the union."

Martin Wright, a black British cleaner at the Royal London Hospital, echoes the complaint. After three years of organising, he's managed to get the hourly pay raised from £5.50 to £7.50 an hour and the contract taken in-house so the cleaning managers have to answer to the hospital managers. But there are still problems: he's having to deal with constant tensions between workers from Nigeria, Ghana and Somalia. "Martin Luther King is my hero and I tell them we are all brothers and sisters; all our ancestors came from Africa." Juan and Benedita have both encountered similar conflicts. "Some people," says Juan, "because they come from a background where there is civil war, they still have in their mind just to kill! One guy working with us came into the room and said to another guy, 'If you were in my country I shoot you,' and we said (we were all shocked), 'What are you talking about?' And everybody in the room realised this guy, in his head, was still in the civil war."

When I ask them how they overcome these divisions, the word they all use is patience. "You have to be patient and very understanding with everybody," says Juan. "Try to learn from each one their background and then explain the difference between your country and their country." He says Africans are harder to organise than the rest, Latin Americans the easiest because they have a left-wing tradition. "One guy from Cuba thought he's gonna be shot for joining," says Benedita, laughing.

I ask Juan if he knows there was a major strike at News International, which publishes the Times and the Sun, and that it was a famous strike. "Long, long ago, way back, I heard that, yes," he says. His mouth drops open wide as I tell him the story of the year-long Wapping strike of 1986, when the power of the print unions was broken. In fact, it opens nearly as wide as my own mouth did back then when I saw a bunch of highly paid and supposedly "aristocratic" printers turn over a truck at the main gates and set it on fire. "This information you are telling me is very powerful information," he nods, still stunned. Up to now, this unassuming Spaniard with broken English has had no idea he is trying to organise a union in the very place the union movement suffered a symbolic and shattering defeat. The cleaners, by their own admission, know nothing about the history of east London; many are still struggling with the geography. But the organising team know the irony of what they're doing at Canary Wharf. Their union was born here; it grew by recruiting unskilled workers whom the unions at the time believed were too ignorant to be organised. And the strike that started it all began within yards of where the HSBC skyscraper stands today. It is small compensation to the activists, stamping their feet to keep warm as midnight approaches, but they are treading in the footsteps of Tom Mann.

London, 1889

Tom Mann has been blacklisted as an engineer and is so poor he's had to sell his violin; Victor Griffuelhes is a shoemaker trudging the lanes of southern France in search of work; Bill Haywood is a cowboy in Nevada; Eduardo Gilimón is wandering through the slums of Buenos Aires preaching the non-existence of God; James Connolly is an embittered British soldier in Ireland. The year is 1889 and working-class history is at a turning point. Between now and the outbreak of the First World War, the labour movement will go global, creating mass trade unions and popularising a new "union way of life". But the men who will make this happen are, in 1889, anonymous loners on the fringes of the workforce.

Over the next 20 years, their names will become well-known in the tabloid newspapers and police stations of the world. They will cross continents and oceans in pursuit of a twofold dream: trade unions for unskilled workers and inter national solidarity between them. The idea is known to history as syndicalism and is rough and ready, like the unplaned wood of the railway boxcars it is born in - and it will infuriate socialist intellectuals.

But why will it spread so fast? The answer lies in the giant transformation under way in business and politics in 1889. It can be summed up as the three Ms. Monopoly - the rise of heavy industry has created a few big companies which can swallow up the rest; these are companies with absolute power over suppliers, the workforce and even the politicians who are supposed to regulate them. Management - the generation of businessmen that will build the Eiffel Tower and the Titanic need scientific methods to run the workplace. They need control over it as well as harmony within it. They have started to think scientifically about ways to manage people at work. Militarism - the industrial powers are engaged in the scramble for colonies that will lead to war in 1914; everywhere nationalism is solidifying. Military face-offs and minor wars give warning of the storm ahead.

This is how globalisation looks the first time around; it is not the same as today's version. By 1889 a global system of trade, transport and exchangeable currencies has been created, making international solidarity between workers in different countries a practical question instead of just a high ideal. New Zealand wool makes shawls to keep the heads of British mill girls warm; Chinese migrants undercut the wages of white Dutchmen in the gold mines of South Africa; beef from Argentina ends up in the spaghetti of a Bolognese engineer. And there is mass migration. From Sydney to Seattle, workers are on the move, not just from the farm to the factory, but across land and sea. The footloose syndicalist agitators will always find an audience in the steerage class of ocean-going ships, or in the cattle trucks of trains.

Traditional trade unionism, born in a century of small strikes, small firms and local economics, cannot cope with this new world of giant things. Its power against monopoly is non-existent; scientific management is undermining its control over training and wage rates; and the vast mass of working people have no way into - indeed, see no point to - trade unions.

A small core of activists has struggled to keep alive the principles of anarchism and socialism but it's an uphill struggle. "Marxist ranters" pay fleeting visits to the Salford streets that had throbbed with republicanism at the time of Peterloo, but the reception is now hostile. Robert Roberts, who grew up there in this period, remembers: "We were battling, they told us (from a vinegar barrel borrowed from our corner shop), to cast off our chains and win a whole world. Most people passed by; a few stood to listen but not for long: the problem of the 'proletariat', they felt, had little to do with them."

The "class struggle", Roberts will recall acidly, is something that goes on within the working class: between the skilled, the semi-skilled, the unskilled, the unemployed and the irretrievably drunk. Sociologists are struck by this layer cake of misery, above all in that glittering central hub of global trade, the London docks. It is the mass strike there that will change everything.

It was the hot, late summer when trouble broke out. It was a pathetically irrelevant dispute over pay rates on a single ship. The men involved laid siege to the nearest union office they could find and pleaded for help. The man they found was Ben Tillett, and he sent for his mates Tom Mann and John Burns, both socialists who had been grumbling about union inactivity on the docks for months. Together they set about pull ing the whole of east London out on strike.

The docks had their own notorious class system: above the docker ranked the stevedore, who acted as a makeshift gangmaster. Better than the stevedore was the waterman - entitled to wear a ludicrous pink uniform while surviving on next to nothing. At the bottom of the pile were the women - little better than slaves. In normal times, you were lucky if you could persuade members of these urban castes to drink in the same pub together, but these were not normal times. Within a week, 30,000 dockers were joined on strike by an equal number from "allied trades".

There was a mass meeting every day, then the strikers would set off in an orderly procession around the banking district. The smart office workers of the Square Mile preferred their poor "deserving", and the dockers, with their liking for drink and violence, expected a hostile reception. So they staged tableaux and carried effigies to provide a visual sociology lesson. They carried effigies of a "docker's cat", which was thin, and a "boss's cat", which was fat; likewise the docker's child and the boss's child, both depicted by rag dolls on sticks. The watermen wore their pink uniforms. Tillett recalls collecting "pennies, sixpences and shillings from the clerks and City workers, who were touched perhaps to the point of sacrifice by the emblem of poverty and star vation carried in our procession". The Salvation Army - sternly anti-socialist but a potent force in its east London homeland - had no option but to support the strike. The Catholic Church also weighed in.

What tipped the balance was Australia. The powerful Australian unions used the issue of the London strike to inflame animosity against the English upper classes. By the end of the strike, a total of £30,000 - at least £2.7m in today's money - had been wired via the Australian dockers' union. Sixty thousand dockers were now joined on strike by another 60,000 of their drinking buddies and daughters from the rat- infested streets along the waterfront.

On 28 August, the strike committee issued a manifesto calling for a general strike across London - for the workers officially and purposefully to pull the plug on the "great machine". The call was withdrawn a day later for fear of losing public sympathy. A few days later, following the intervention of City bankers, shipowners and a Catholic cardinal, the dockers won. History records that they won the "docker's tanner"- sixpence an hour instead of five. But they had won much more. Burns wrote: "Labour of the humbler kind has shown its capacity to organise itself; its solidarity; its ability. The labourer has learned that combination can lead him to anything and everything . . . Conquering himself, he has learned that he can conquer the world of capital whose generals have been the most ruthless of his oppressors."

To the social reformer Beatrice Webb, the emergence of solidarity in the East End was "a new thought . . . modifying my generalisation on dock life". It dawned on a whole layer of middle class do-gooders that workers might not have to wait for betterment to be handed down through legislation and lectures. The same thought also dawned on tens of thousands of unskilled workers who rushed to join trade unions. The railway union grew from nothing to 65,000 in a year; the bricklayers' union doubled in size, the shoemakers' tripled; the miners formed a national federation. The movement was labelled New Unionism. Its aim was to draw the unskilled workers into industry-wide unions that would cut across the petty job descriptions that, in the strike, had been made to look irrelevant.

Paul Mason is business correspondent for BBC2's Newsnight. "Live Working or Die Fighting: how the working class went global" is published by Harvill Secker (£12.99)

This article first appeared in the 16 April 2007 issue of the New Statesman, Iran

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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 16 April 2007 issue of the New Statesman, Iran