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The virus of censorship

Chinese media organizations are riddled with informers who report directly to the government – only a minority of journalists are brave enough to fight the system.

One afternoon in May 2001, I got a call from a stranger claiming to be from the publicity department of Guangdong provincial party committee, asking me to remove an article that was going to be published in the next day’s Southern Metropolis Daily. As editor-in-chief of the paper, I often got similar calls from party organisations. However, on this occasion I did not know the caller and I wanted to take the chance to show my disappointment, so I answered very impolitely: “I’m sorry, I don’t know you. I cannot be certain that this is a directive from the departmental leadership. To prevent anyone from falsely using the name of the publicity department and issuing orders to the paper, please could you fax over written documentation, because it is hard to execute this when there is no evidence.”

Towards the end of Jiang Zemin’s term as general secretary of the Communist Party of China (CCP), the control over the media by the publicity department, led by Ding Guangen, got tighter and tighter. One obvious change was that the department no longer sent orders to the media in formal documents or cables, requiring editors to implement them. Instead, it left messages on the phone or sent text messages directly to specific people in charge. The reason for this was that there were increasingly frequent prohibitions. Written documents needed to be approved at every level, and the bureaucracy was too complex and too slow in urgent cases. Passing the message over the phone or by text message was quick; the process was simple and effective.

Before the current general secretary, Hu Jintao, came to power in 2002, human rights worsened, justice took a step back, certain dignitaries rose in power and corruption intensified. The CCP’s ideological clampdown strengthened in all aspects and the media took the biggest hit. Liu Yunshan, a former correspondent for Xinhua, the official Chinese press agency, took charge of the publicity department. He seemed to be professional at hiding the truth and fabricating lies. The authorities exerted greater control over the media and the extent of the control grew even wider. There were ever more tactics, which became more specific and targeted. Every time there was a big emergency or an important meeting, there would be a deluge of prohibitions and regulations from the publicity department.

Early in 2003, when Sars was widespread, the publicity department of the Guangdong provincial party committee sometimes issued up to 30 prohibitions a day. It would even issue specific rules on what articles should be put on the front page, the position of articles, guidance on headlines, specifications of photographs and so on. Southern Metropolis Daily, however, continued to break from the controls and air its voice. Zhang Dejiang at that time was a politburo standing committee member and also secretary of Guangdong provincial party committee. On two occasions, at the provincial standing party committee, he asked his sub­ordinates: “Why don’t we sue the people in charge of Southern Metropolis Daily for exposing confidential information?”

The party authorities’ ideas were consistent with Zhang Dejiang’s, and they began to put these ideas into practice. On 17 September 2004 Zhao Yan, an assistant at the New York Times’s Beijing bureau, was arrested in Shanghai. Two months later, a reporter at Modern Business in Hunan, Shi Tao, was detained in Taiyuan, Shanxi Province. Both reporters were sued for leaking confidential information. Zhao Yan was given a three-year prison sentence and Shi Tao ten years. The evidence for Shi Tao’s so-called crime was that he leaked publicity department prohibitions to the outside world’s media.

Publicity department control of the media in the Hu Jintao era became underground and secretive, probably because it knew that its actions were unjust and possibly institutionally criminal. A clear change during this period was the way officials would call the media to communicate a prohibition and often stress before hanging up: “Do not make a written record. Do not leave any written evidence. Do not disclose the content of the ban, which department issued the ban, and especially not the name of the leader who issued it.”

As the prohibitions became more private and hidden, they became a big “power-seeking” tool for the publicity department. High-level party officials, in order to dress up their track record and the realities of society, relied heavily on the publicity department. Propaganda officials were flattered and given more opportunities for promotion. On the other hand, party officials, rich and powerful interest groups and large companies, in the case of a scandal, would no longer think about media relations but instead seek to appease senior officials at the publicity department as soon as possible, in order to shut off and control the information at the source. A media scholar from Suzhou University, Du Zhihong, said on his Weibo account (the Chinese equivalent of Twitter) that the prohibition orders were used to protect the interests of the corrupt and criminal activities. He wondered how much protection money was received behind each order.

The publicity department usually controls the media by commenting on news. It publishes a regular News Comments report to central politburo members and all secretaries of provincial party committees. It comments on, and gives suggestions for responses to, news and essays that have already been published. This is classic post-event news censorship. The publicity department news comment group is comprised of extreme leftists retired from the government media. They let off steam about the words of any media organisation that is not faithful to the party or not in the party’s interest. As a result, they receive special treatment and benefits. However, the post-event system has its flaws. It is useful only when working with the tamed majority of the media – people who worry about losing their position – but is less effective with the disobedient minority.

On the line

In April 2000, a column in Southern Metropolis Daily was criticised severely by News Comments. Not long afterwards, at the politburo meeting, the then publicity department director, Ding Guangen, took a copy of News Comments out of his briefcase. With a pencil he wrote: “For the attention of Secretary Chang­chun”. He then handed it over to Li Chang­chun, a politburo member and secretary of the Guangdong provincial party standing com­mittee, who was sitting at his side. Several days later, Zhong Yangsheng, another member of Guangdong’s standing committee and director for propaganda, summoned Fan Yijin, director of the Southern Newspaper Group, for a talk. He explicitly asked for me to be dismissed as editor-in-chief of Southern Metropolis Daily and be removed from all responsibilities at the paper. Fan Yijin took the usual steps of delaying the process and, by lifting the barrel of the gun an inch higher, kept me in my position.

Fan Yijin’s response, in his protection of his subordinates, is no longer possible. In the past few years, the central government has systematically eliminated all opportunities for the media to voice dissent. It has removed any space in which the liberal media can exist. Publicity departments at all levels not only directly or indirectly keep a tight leash on the appointments of senior staff in the media, but they also plant followers and informers within organisations so they can quickly establish the internal situation of the media and respond accordingly.

One morning at the end of May 2003, Zhong Yangsheng summoned the entire Southern Metropolis Daily editing committee to the Guangdong publicity department for three hours of lectures, in which he abused and cursed the paper. After the meeting, back in the office, I treated the editing committee to lunch. At the table, we did not hold back on mocking and criticising Zhong Yangsheng’s rigid and ridiculous extreme-leftist views. In the afternoon, as I was rushing to Shenzhen for a meeting, I got a call from Zhang Dongming, director of the news section of Guangdong’s publicity department. He said harshly: “Not only did you just fail to implement the words of the publicity department leaders, but you insulted them. How dare you!” My hands trembled, and I quickly pulled off the motorway.

After 2005, the system enacted the strategy of “demoralise, divide and conquer”. The central publicity department started sending ­censors directly to major media organisations to carry out censorship prior to publication. The central government was therefore not only passing comment on news after publication, but had a pre-publication checkpoint. The dual system formed a pincer movement and provided a double safeguard.

Another policy was even more effective: the direct appointment of publicity department officials to leadership positions in major media organisations. Between 1996 and now, three news section directors in Guangdong’s publicity department have been promoted to senior positions in the Southern Newspaper Group. In other words, three news police chiefs took up editor-in-chief positions. This trend became even more evident in 2005. It was prevalent throughout China, but slower in Guangdong.

At the beginning of this year, to prevent trouble from Guangdong before and after the 18th party congress (which begins next month), especially from the Southern Newspaper Group, the deputy director of Guangdong’s publicity department, Yang Jian, was made party secretary of the Southern Newspaper Group. A diehard conservative official, Tuo Zhen, was flown in from Beijing and made a Guangdong CCP committee member and director of the publicity department. The leadership of Southern Newspaper Group, Southern Metropolis Daily and Southern Weekend began to reshuffle at this time. The key leaders were replaced by former publicity department officials. Central government authorities, through appointments and dismissals, reinforced their control over the group and its papers.

I had played a role in establishing the Beijing News. In 2005, not long after I was forced to resign from my post there as editor-in-chief, several censors came in. Southern Metropolis Daily has five censors who come and go. They are as detestable and odious as the negative characters in a film, but they hold real power, and have absolute control over what is sent to the printers.

Censorship happens secretly; it is silent and effective. By forbidding any paper evidence, and by phoning or sending text messages directly among different levels, only one-way communication takes place between the publicity department and the media leadership, and between higher- and lower-level media leaders. The only rule for subordinates is to be loyal to the higher leadership and not cause trouble for them. Accountability and respect have become more straightforward. In time, the media leadership and workers have become used to self-censorship. Members of staff can protect their jobs and personal interests by informing on and betraying others, and so this has become the principal management tool. The dark and dangerous sides of the human character have been exploited.

The situation is as follows. Distinguished media leaders are cleared out systematically, excellent journalists are targeted and removed, and even their supporters are completely marginalised. The subdued and obedient hold all the power. Censorship, like a virus, clones itself and spreads quickly; prohibition orders become stricter at every level. Self-censorship is much harsher than passive censorship. The fundamental principles of news reportage have been destroyed, and there is no longer any identifi­cation with values. Lowliness has become the only way to get by.

When Hu Jintao came to power, the Communist Party of China became more totalitarian. Under his leadership, it has raced ahead on the path of anti-universal values, anti-human rights, anti-democracy and anti-freedom. It opposes fairness and justice, and associates itself with evil and injustice.

This is a hidden danger in China’s low-cost and peaceful transition to democracy. So long as the central government upholds Hu Jintao’s ideas on governance, it will not be able to achieve true justice. Freedom of speech, with press freedom at its core, is as contrived as the Arabian Nights. The clampdown on media freedom and freedom of speech has become part of the systematic evil of China’s government. Under its strict control, the media have become tired and journalists are at their wits’ end. Media independence and freedom of speech seem increasingly far off, as does the possibility of integrity and ethics. We are moving ever further away from truth and justice.

Cheng Yizhong is a renowned journalist and media manager. He is a co-founder and former editor-in-chief of the Chinese daily newspapers Southern Metropolis Daily and the Beijing News. After Southern Metropolis Daily exposed Sun Zhigang’s confinement and fatal beating, as well as the truth about Sars, Cheng was detained in secret for more than five months by the Guangdong authorities in 2004 for “economic crimes”, before being released as innocent. He received the 2005 Unesco World Press Freedom Prize. He is now president of the Hong Kong Sun Media Group.

Cheng Yizhong is a journalist and media manager. He is a co-founder and former editor-in-chief of the Chinese daily newspapers Southern Metropolis Daily and the Beijing News, and current president of the Hong Kong Sun Media Group.

This article first appeared in the 22 October 2012 issue of the New Statesman, Ai Weiwei guest-edit

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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 22 October 2012 issue of the New Statesman, Ai Weiwei guest-edit