€48,000 cost because of a torn piece of carpet!

Here’s an example of how something that seems small and insignificant at first glance, could potentially lead to a major injury and costing thousands of Euro.

The Health & Safety Authority funded research into the costs and effects of workplace accidents and provided various case studies. The full report is available here.

Mary’s story:

At the time Mary was a health care worker and in her fifties. She caught her foot in a piece of torn stair carpet and fell. She was initially diagnosed with a broken finger however she subsequently developed a neurological condition and lost most of the use of her left arm. She has not returned to work and has had to retire as a result.

She tells her story; I’ve had over thirty years in this job and I’ve worked in the same residential care home for the majority of those thirty years. I’ve enjoyed my work immensely and I don’t mind telling you I was known for my dedication, service and friendliness. Over the years, I’ve raised thousands of Euro for the care home. At 7am one day in 2005, I was coming to the end of my night shift. I had been up and down the stairs of the care home countless times that night. I had passed the torn stair carpet without incident up until that point. I had one more job to do that shift, which was to get the residents up for their breakfast. The torn stair carpet had been known about for months but requests from our Health and Safety Committee to have the carpet repaired or replaced had gone unheeded.

The torn section had been repeatedly taped up by our staff, but contractors had removed the covering during renovations earlier that week. So that morning I began to walk up the stairs to get the residents up. As I walked up the first stair I tripped on the torn section of carpet and fell forward. I put out my left hand to brace my fall. As I got up I didn’t feel anything. However when I looked down I saw that the top of my ring finger, above the knuckle was now snow white in colour and bent upwards towards me. I knew straight away that I had broken my finger. I wasn’t in pain at that point and I remember thinking that I have to get the residents up for their breakfast. So, with the help of a colleague, I just took my wedding rings off, bandaged my finger and continued the job of getting the residents up.

At 9.00 am I finally left and drove myself to my GP. He told me to go to A&E, so by 9.45 am and accompanied by my husband, I received treatment in A&E. I was given two injections into my hand and remember the blood spurting out of the punctures made by the syringe. It was then that I started to feel pain in my finger and hand. The doctor made a splint for my finger and sent me home. Two weeks after the accident I began to feel pain in my shoulder as well as my finger. Then I started to slowly lose the strength in my arm.

I went back and forth to my GP, consultants and physiotherapists and all the time my hand, arm and shoulder were getting worse. During one visit they found out that I must have dislocated my shoulder during the fall. Then I was finally diagnosed with something called reflex synthetic dystrophy. I’ve been off work since. That’s over a year now and I’ve been told I will not be able to go back to work. I have no strength left in my left arm now. I can just about put my arm into my lap. My hand is always swollen. It’s red and purple in colour and feels cold all the time. I can’t lift my arm far without using my other arm to pick it up. I cannot even wear my wedding rings any more.

My arm will not be getting better, it’s going to be like this forever. It might even get worse and I’m left with this disability for good. This accident has turned my life upside down physically emotionally and financially. In physical terms I just can’t do the things I was able to do. Simple things like making the bed or using the Hoover are now beyond me. I used to enjoy knitting, but that’s gone now. I can’t shop properly. I get other people to buy all my drinks and bottles at the supermarket as they are too heavy for me to carry now. Emotionally the accident has affected me greatly.

I loved my work. I really enjoyed the company of my workmates and the residents. Now I don’t see them any more. I can’t bring myself to go to see them. The loneliness and isolation I now feel because I have no work, is difficult to bear. I’m still in touch with my workmates which is so important to me now. I still remember the residents though. When I was working there, they were always asking after me, they were like family to me. I was always looking out for them and them for me. It makes me so sad to think I had another eight years left before I was to retire. And now I’m just left here, forgotten, after all those years of dedicated work and service.

Financially, I’m a lot worse off now. I get my sick pay but I’ve lost all the extra payments I used to get. So all my overtime payments, night work payments, money for working long weekends and bank holidays, that’s all gone now. Also I have my visits to the consultants and physiotherapists to get to and pay for. All my savings are now gone. I need to buy a car with automatic gear change but how can I afford that?. The doctors have told me I won’t be going back to work, so now I have to live on what I get. Sometimes I feel so sad but sometimes I feel so incredibly angry. No one from management has come to see how I am, or how I’m getting on. They have done nothing for me.

All this pain and suffering because of a torn stair carpet. Management knew it was torn and did nothing about it. They even said the carpet was too expensive to replace and to think I used to raise money for the home. Now look at me, I’m just left here with my disability.

Total employee costs €27,072

€7,572 Lost salary

€12,500 Lost overtime payments

€7,000 Medical and travel expenses.

Total employer costs €21,824

€10,912 Salary costs of injured employee

€10,912 Salary costs of replacement staff


Source: hsa.ie

Here’s why injured employee cost this employer €240,000

The Health & Safety Authority funded research into the costs and effects of workplace accidents and provided various case studies. The full report is available here.

The Health and Safety Authority commissioned the research with the aim of investigating the impact of workplace accidents through use of a case study approach.

In the below case study, Peter Callaghan describes a very difficult time in his life, and as such deserves credit for revealing such personal and sensitive information.

Peter’s story:

I have been working in emergency response since the early eighties and I enjoyed my time there. You never knew what a shift could bring. There were some days when you saw things that would be unimaginable to most people, but I was well trained and had no trouble with the job back then. I was able to put away any negative thoughts about what I encountered and concentrate on the job in hand, that was to provide an emergency service to the general public. In the late nineties I was promoted to a regional emergency control office where my duties included receiving phone calls from the general public and assigning vehicles to attend. I was in a team of seven which was on duty twenty four hours a day, seven days a week, year in year out. 24/7 as they say.

I knew there was going to be pressure with my new job, but I was coming from a job that already had its fair share of pressure, so I was just expecting a different type. What I didn’t bargain for was the increase in workload, the lack of staff and the lack of support from management. Soon after I took the job the geographical area we covered was expanded. We didn’t get any extra staff and as a result, work started to get busier and involve longer hours. We still had to provide the 24/7 cover though. Hence the normal practice of one twelve hour shift at a time started to change. It began with having to work extra hours at the end of the shift. Then the odd double shift had to be worked. Then the number of times I had to work both the longer hours, as well as extra shifts began to increase.

The absolute need to provide a 24/7 service to the public is obviously paramount. But those of us in the service had to take into account holidays and sick leave. So on some days and nights I would often have to work an eighteen hour shift. About once a month I found myself working a twenty four hour shift. The lack of staff also meant I could be working alone in the control office. This was all happening despite well laid down rules about work practices. At the time, I was fully involved with the management staff responsible for the service. I duly kept them informed about the problems we were encountering including the lack of staff to fully cover the control office. I also kept them informed of particular instances such as staff being left on their own, but it was to no avail. We didn’t get any extra staff and so the long hours just had to be worked, we had no choice in the matter. I thought I could improve matters by being involved in the running of the control office. So I was included in working groups, the union and committees regarding the running of the service. I was also involved with plans to expand the building we worked in. However, nothing came from our discussions with management, absolutely nothing.

This lack of action from management began to demoralise me. It seemed as if they didn’t care how bad things were or became. Even though the situation was plain to see, nothing was being done. This started to get me down. Then things became worse. My job involved getting as much information from callers so that I could make decisions as to which vehicles to send. Most of the time the decision was straightforward, but when we had more callers than we had vehicles, I had to make a decision as to which situation took priority. Three or four callers all looking for a vehicle when only one was available, wasn’t an uncommon situation. As all our phone calls are recorded, these decisions can easily be reviewed to make sure we are making the right judgement calls. However I noticed that management were taking more and more of an interest in these decisions than in how many staff we needed. This practice became more commonplace and my decisions and conduct were increasingly being challenged by management.

So in spite of the long hours and lack of staff, the management seemed more interested in my conduct rather than the needs of the service. They either couldn’t or wouldn’t help in providing the support necessary, but they had the time and resources to look at my work practices. It seemed like management would use any excuse to look at my conduct and investigate as a result. I began to question my own decision making and found myself less able to come to conclusions. I was now second guessing the outcome of any possible investigations before making decisions. In the past making the right choice at work was no problem to me, now my ability to do just that, started to desert me. This had the effect of undermining my confidence.

After years and years of experience second to none in the service, my decisions were being scrutinised. Even though my decision making was found to be as required, I felt my confidence start to drain away. It felt so unfair, the long hours, the lack of support from management, the lack of staff and the feeling of being left alone to deliver the service without adequate resources. All these problems and all management were interested in was my conduct. The situation was slowly getting worse and worse. I was totally demoralised by this stage and unaware of what I might be pulled up for next. I began to dread going to work. After twenty years of exemplary service, I had lost confidence in myself. There was no end in sight and nobody seemed to care. At the same time, the work load just continued and continued and continued. At that stage work seemed like a prison and it really started to take its toll. My health problems started with not being able to sleep properly at night. Then I found myself being less and less interested in my surroundings. I was just not interacting socially with others. This was the start of my illness and in 2004 some years after I started in the control office, my personality had changed completely.

For six months in 2004 my symptoms accelerated. I was going downhill fast and I knew there was something wrong with me. From being a person who was happily married,  happy go lucky and with a good sports and social life, I had become quiet and withdrawn. I was someone else and I was on a downward spiral. I was withdrawn at home and I was withdrawn at work. I pulled out of all working parties union duties and committees to do with work. In effect I went into hiding. I was physically absolutely shattered and eventually I was barely functioning. I was like a car that was grinding to a halt. I was eating very little and I had lost weight. I was getting panic attacks. I was now pacing the house getting chest pains and palpitations. I could not settle at all. I didn’t want to leave the house.

The situation finally came to a head when my wife and in laws, concerned at my deteriorating behaviour, forced me to go see my local GP. I remember the GP taking my pulse in the surgery with my heartbeat racing. He diagnosed me as suffering from anxiety and stress. It was the first time I had associated those terms with myself. He gave me a certificate for one month of sick leave and prescribed relaxants. That month off was a godsend. At last I could get some rest. I went to counselling during my sick leave and I found that very helpful. At the end of the month, although not fully back to health, I was much more like my old self. I remember starting to research the conditions I had been diagnosed with. I found that anxiety and stress have a lot of websites.

On returning to the GP he gave me another month’s leave. Although I was still not fully recovered, I went back to work and faced the same conditions that I had left. I was not back long when after one particular shift, I was left so absolutely shattered and drained that I went back to my GP. He put me straight back on sick leave. Even though I was still off work I was worse than ever. I had now become very anxious and fearful about never being able to return to work. When I went back to the GP he referred me to a stress clinic in Dublin. The psychiatrist there diagnosed me with work related stress and put me on sick leave for a further three months. I was prescribed anti-anxiety tablets and within three weeks I felt better. However, I was further instructed not to return to the same role in work. This stipulation not to go back to the same work situation was a further upset to me, a real blow.

To be told that I could not go back to the same role and responsibilities was a big disappointment. I’m only in my forties and I have a lot to contribute. I want to work and be productive. But against that, and having been made ill as a result of poor work conditions, I’m not about to put my health at risk again. It’s just not worth it. I remember the worst of my illness and I’m not going through that again. I know management have now made an effort to recruit more staff to the control office. The staff numbers have been doubled since I was there last but they still have a high turnover.

Of the original team of seven when I joined, just two are left.  I went back to work full time in 2005. My duties are different now though and I don’t have the same role. I feel I am totally under utilised as I’m only given administrative duties to carry out. Thankfully I’m now almost back to the same level of health as I was three years ago, before the stress started. I’m still on the medication though. I’m in a different work role now but my position at work has not been finalised. I’m having ongoing negotiations with our HR department about my employment status and I don’t know what the outcome will be. I started in this career over twenty years ago. Before I was promoted I was on sick leave twice in those twenty years. Once due to tonsillitis and once due to food poisoning. My life now has utterly and completely changed. I wish I could go back three years and stop what happened to me.

I found out the hard way how your health can be affected at work.

Total employee costs €46,000;

€2,500 Stress management courses in Dublin

€1,500 Doctor’s certificates and medication

€2,000 Travel to Dublin to visit psychiatrist

€30,000 Lost overtime payments

€10,000 Other expenses

Total employer costs €238,082;

€69,041 Salary costs of injured employee

€69,041 Salary costs of replacement staff

€100,000 Retraining cost for replacement staff

Source: hsa.ie

Asbestos: why we still need to talk about it


The Greeks and Romans used to weave its fibres into clothing. The Vatican preserved their writings on paper made of it. The brake pads in your dad’s car were manufactured from it.


Used in a variety of applications throughout history, asbestos is a naturally occurring mineral that’s infamous for its association with serious and fatal illnesses including pneumoconiosis, lung cancer and mesothelioma.


The earliest documentation about the harmful effects of asbestos can be traced back to Greek authors. In the late 1970s, the global demand for asbestos began to slow as more countries began to take notice of the link between asbestos workers and a high disease rate.


However, it’s been more than 20 years since asbestos was banned in Ireland and across Europe, so why do we still need to talk about it?


It still affects people.


In Ireland, a record number of asbestos-related fatalities are expected this year and in the near future.


“Asbestos is particularly dangerous because related illnesses can take 15-50 years to manifest,” said Chris Ferris, health and safety consultant of Ayrton Group. “Before the ban, it was so widely used that anyone born before 1985 most likely has been exposed at some point in their lives.” 


Ferris, who conducts hundreds of asbestos surveys and trainings every year,  points to a lack of training and public knowledge about the menace it continues to pose.  These long-held assumptions and myths about asbestos continue the cycle of lax procedures and dangerous practices. 

Asbestos Site Survey
Asbestos Site Survey

Myth #1: The danger of exposure is gone


Too many contractors and property owners believe the myth that because asbestos has been banned, it’s no longer a threat. 


“The biggest problem facing us is the lingering Asbestos-containing Materials (ACMs) that were used prominently in government buildings, council houses, schools, and hospitals,” said Ferris.


Any building renovated during the 1980s and 1990s, or any roof built before 1995 using concrete roof tiles are likely to consist of ACMs. Ferris also estimates over 60% of both public and residential buildings constructed before the 2000s would likely contain asbestos.


As these older buildings get demolished or renovated, if not managed properly, they can expose unknowing workers, their families, and the immediate community to asbestos particles. 


Ferris explained, “Asbestos has been mined for millennia for its heat resistant properties. It was an effective and cheap option for use in partitions, roofing materials, cement, tiles, tile adhesive, and pipes.


“Asbestos, if allowed to remain encapsulated and undisturbed, isn’t dangerous. However, as the buildings start to age, the pipes, roofs, tiles become fragile and more likely to break and risk disturbing it.”


For example, the asbestos gauze used around the gunmetal piping for insulation in old buildings will eventually dry out due to years of heat passing through. If the pipe breaks or the gauze cracks, fibres can be released into the air as microscopic particles, smaller than dust. These fibres settle on every surface, easily stirred up and breathed in. If wettened, they can’t disperse as easily but once the moisture dries, then the fibres are prone to be airborne again.


The improper removal or disposal of asbestos heightens the risk of exposure and requires certified personnel to see its safely dealt with.


Myth #2:  If you can’t see it, then you don’t have it


Another prevalent myth is the idea that if you can’t see asbestos, then you must not have it. Unfortunately, many ACMs are not easily identifiable because the asbestos was used in another substance like adhesive, cement, plastic, or encapsulated in resin. 


For example, the popular blue, red, green resin-based floor tiles contained asbestos. More importantly, so does the adhesive used to bind them. The danger emerges during renovations when the floor is broken to remove the tiles, which releases the microscopic fibres into the air. 


A growing problem is the lack of workers who know how to recognize ACMs as they get mistaken from their non-asbestos counterparts. More training is needed for the younger workforce to help them identify potentially hazardous ACMs onsite.


Some common places to find asbestos in older buildings include:

  • Slate tiles from the 1980 and 1990s- asbestos was used to fireproof, soundproof, and reinforce the slates
  • Old black toilet seats
  • Heat insulation black pad on the underside of old stainless steel sinks
  • Insulation found around heaters and pipes
  • Any renovation work in the 1960s and 1970s
  • Fuse boards, asbestos insulation boards, partitions, ceiling tiles…and many more.


Myth #3: All buildings will have an asbestos report


The HSA guidelines issued in 2006 state that every house built before the year 2000 should have a survey taken but is often neglected. 


When purchasing a building or house, asbestos will appear on the report only if a survey had been carried out. If there is no mention within the report, the best way to know if a building has asbestos is to have a survey conducted by an accredited company like Ayrton Group. 


If building works are being carried out, often building contractors will incorporate the survey into the cost. Otherwise, they can be held liable if their workers are exposed to asbestos.


Myth #4: It’s too expensive to deal with


Ferris would argue that it’s too expensive NOT to deal with it. Neglected or mishandled asbestos can cost a company thousands of euro and affects human lives.


“There is no statute of limitations in the eyes of the law related to asbestos, so companies can still be held liable for exposure decades ago,” explained Ferris. “This is because symptoms of asbestos-related illnesses take so long to manifest.”


Businesses are responsible for the health and safety of their employees. Failure to follow the Safety, Health and Welfare at Work regulations related to asbestos can leave businesses vulnerable to future litigation. Property owners and building contractors who haven’t done their due diligence to properly survey and remove any ACMs could be held accountable under the Air Pollution Act, Water Pollution Act, or several other regulations informed by the HSA.


A recent example follows the Dublin court case of a building contractor from McAleer & Rushe UK Ltd. He pled guilty on behalf of the company to allegations of failing to carry out an asbestos risk assessment on a Dublin city building and exposing employees to asbestos.

A sign fastened to a gate outside a derelict building warning of the presence of asbestos.

How to get rid of asbestos


Instruct an accredited company like Ayrton Group to provide Asbestos Consultancy and Training. They will efficiently manage the complete lifecycle of an asbestos project from the identification of risk to remediation and air monitoring.


If your company needs additional training for managers to onsite workers, Ayrton Group can provide private asbestos awareness courses, which give attendees a broad understanding of the dangers associated with asbestos and measures required to protect their safety.


The awareness training will be useful for property owners, building contractors, and anyone else who has responsibility for health and safety in the workplace. This training is especially helpful for those most at risk from inadvertent exposure such as maintenance personnel, electricians, plumbers, fitters, painters and decorators, demolition and construction workers, roofers, telecommunications engineers, fire and burglar alarm installers, computer installers and building surveyors.


At Ayrton Group we have a wide range of expertise in the area of Asbestos Consultancy and Training including risk assessment, surveys, sample testing, removal project management, air monitoring, and awareness training. 


If you require our expertise for your facility or project, get in touch on (01) 8385595 or (021) 4210331.