This page has been created to support the aims of Alcohol Awareness Week 2025, as promoted by Alcohol Change UK. Some the content has been copied from my Dry January blog.
The first section considers the relationships between the workplace and alcohol use at levels which are in excess of the safe limits recommended by the UK government. A report by Alcohol Change UK (April 2025) shows that people who drink at low levels, within the recommended guidelines, still have increased risks associated with health and social outcomes compared with non-drinkers. It is an important reminder not to focus on the level of someone’s drinking, but rather to look at the individual impact the alcohol use has. Obviously, in some workplace activities even the smallest amount of alcohol can impair performance, leading to errors and accidents. Within this, we need to include the day after the night before effects, where alcohol still present in the bloodstream and/or fatigue (poor sleep or insufficient sleep) impair performance and concentration. This is also important to consider if one has to drive to the workplace.
The second section contains some personal recollections and thoughts about things that might be helpful.
Section 1
It has long been recognised that alcohol problems seem to be more prevalent in some jobs and professions than in others. Studies differ in terms of the rankings for these jobs and it is likely they shift over time as regulations and cultures change. The negative effects of alcohol in the workplace can manifest in different ways, from increased absenteeism due to alcohol-related health problems, reduced productivity due to hangovers and fatigue, and to increases in errors and accidents due to impaired attention and concentration. The impact obviously varies from workplace to workplace – from financially disastrous decisions in the commercial world to life threatening incidents involving machinery and transportation.
A recent cross-sectional study by the University of Liverpool found that heavy drinking (defined as more than 50 units of alcohol per week for men and more than 35 units per week for women) was most common among publicans and managers of licensed premises. Men in skilled trade occupations such as in construction and manufacturing, and workers involved in industrial cleaning occupations were also most likely to drink heavily.
For women, it was those in managerial positions or who worked as senior officials who were most likely to report heavy drinking. At least risk were women working as school secretaries, biochemists and physiotherapists. Men least likely to report heavy drinking were members of the clergy, medical practitioners and town planners.
It is generally recognised that the following jobs also pose a risk for the development of alcohol problems. Not in any particular order – doctors and healthcare professionals, entertainment and arts industry, hospitality, legal professionals, building industry, police officers, and military personnel. A common factor is often cited to be workplace stress.
Please see my Anxiety and Stress workshop for more detailed information. We can view stress as a state in which the demands made of someone outweigh their resources to meet those demands. It is often thought that high-flyers in commerce and industry have the most stressful jobs, but in reality many studies have shown that workplace stress is most prevalent among those who have the least autonomy in the workplace – i.e., less control over the work-flow and demands of the job. It is likely that these workers are also less well placed to be able to deal with the stress – they are less likely to be members of the local golf club for example or able to take luxury holidays. It is possible that the advance of AI in the workplace could actually reduce workers’ autonomy, thereby creating more stress. The International Labour Organization reported that the introduction of AI could have this effect in some types of work, taking away control and decisions from the workers.
Unsociable hours and heavy workloads are factors that can increase workplace stress. One also needs to consider the role of self-selection. For example, are people drawn to the hospitality and licensing trade predisposed to developing these problems? It is difficult to establish direct causal links. Working in isolation can create opportunities to drink in the workplace (e.g., doctors, vets, solicitors). At the other end of the scale, there are jobs with a culture of drinking to develop bonding and acceptance. There are other workplaces that may not have a predominant alcohol culture, but where a sub-culture exists. We are drawn to those who share our values and interests. We all have a need to be accepted, and a non-drinker or reluctant drinker may struggle in some of these work cultures. Hopefully, this is less of an issue these days as workplaces become more alcohol aware.
The role of post-traumatic stress disorder (PTSD) is also important to consider. PTSD is associated with the development of alcohol and drug problems. Workers in the military and emergency services are likely to have a higher incidence of PTSD because of the nature of their work. Again, workplace culture is an important factor – it used to be the case that police and military personnel would not share their feelings, to the detriment of their mental health. There is hope that this is beginning to change.
The advent of WFH (working from home) has created new challenges. The Keeping Well page has some helpful tips on coping with some of them. I noted above that professionals who mostly work in isolation can be more prone to developing alcohol problems. WFH can provide a potent mix of opportunities. Your drinks cupboard or wine cellar are close to hand. There is no-one watching over you. There is no need to drive to work or otherwise commute and show yourself to others – bravely stumbling and weaving your way to the station, preferably on the way back from work rather than on the way to work! I am not suggesting all this is inevitable, but some people will be more vulnerable than others. Studies have shown that lock-down during Covid led to an increase in alcohol consumption. Awareness of the risks is the best defence.
Section 2
One of the most difficult challenges is how to tackle alcohol use in the workplace. Most organisations and companies should have clear policies regarding alcohol and other drug misuse. These will lay out the clear parameters of what is and what is not acceptable. They may include guidelines on random testing for drugs and alcohol. They will also lay out the procedures to follow if you or a colleague is suspected of having an alcohol problem that is affecting their work – in terms of safety, productivity, and interacting with colleagues or clients. A good policy should also allow for a compassionate response where possible – moving away from naming and shaming to supporting the employee to recognise the problems and access appropriate medical and/or psychological support. Employers have a duty of care to the employees, which includes addressing work place stress – a common cause of drink problems, as noted earlier.
Workplaces can replicate the dynamics of family life. Sometimes there can be an unspoken conspiracy to not acknowledge the problem – we make excuses for the colleague or senior staff member who is clearly struggling. There are issues related to hierarchies – who is going to tell the COO or Chair that their drinking is causing harm? And how do you address it with a colleague when a few drinks after work – or even at lunchtime – is part of the pervading culture? There are no easy answers, it comes down to individual circumstances and the personalities of all those involved. Avoidance is not the answer, but neither is brute confrontation. If you do not have a relationship with colleagues that allows the sharing of personal concerns, then the way forward has to be through the relevant policies the company has in place.
I will end with a personal recollection. There was one time when a member of staff turned up to work in a clearly inebriated state. This person was due to provide night cover for people with serious mental health problems in a community hostel. I sat the person down and shared my concerns about their ability to work. I informed the senior manager so that a replacement could be found to cover the shift. The staff member was suspended. This was a difficult call but in the end it was the right call. Later, after the staff member had sought help for their difficulties and was able to return to work, they thanked me for what I had done. Sometimes, you just have to throw that stone in the water to bring about change.
Understand Yourself Better 