LE DAILY: Why was it absolutely necessary to propose the theme Covid-19 and work at 36e CNMST ?
Pt MARIA GONZALEZ. Organized every two years, the CNMST is the largest event that brings together professionals in the sector in the country. When we rescheduled this congress in June 2022, after the cancellation of 2020, no one knew where we would be in terms of the Covid-19 epidemic! But it was impossible not to add this theme to the scientific program initially planned. Indeed, many professionals having been mobilized during this period, it was necessary to give feedback on what has been experienced in the occupational health services, to come back to the difficulties but also to the points that have allowed to progress. In addition, it was important to discuss the possible consequences, both on health and work, and to draw lessons for prevention. Hearing the testimonies of each other was a real asset of this meeting, especially since the last congress dated back to 2018.
Two plenary sessions, oral communications, posters… What were the main topics discussed within the framework of this theme?
The call for papers on the theme “Covid-19 and work” was well received. We felt a real desire to testify on the part of the professionals, affected more or less directly but, obviously, all concerned. In addition to a general session, which made it possible to take stock of the epidemic situation at the time of the congress, the communications focused on several main areas: feedback, prevention and vaccination actions within occupational health services (OHS ); monitoring of contaminated employees or agents, return and keeping at work of vulnerable people or people suffering from chronic or prolonged forms of Covid-19; changes in working conditions, development of new tools and implementation of new professional practices.
How have occupational health services been affected by the Covid-19 pandemic?
There have been several periods during this pandemic (which is not yet over) and the SSTs have been mobilized distinctly depending on the events. Thus, those in hospitals were very involved during the first wave, being present daily alongside ultra-mobilized healthcare staff. On the other hand, in the private sector, there was first a moment of amazement, of hesitation. Then, once activity started to pick up again, the OHS in this sector demonstrated a great capacity for adaptation and innovation. They have set up teleconsultations, webinars. They made sure to support employees as best they could, in a sometimes degraded context.
Then, in 2021, the vaccination campaign started. From there, the majority of OHS got even more involved. First in hospitals, in record time, knowing that they had also taken care of the screening and monitoring of caregivers. And in the other sectors, where OHS have been the driving force behind the implementation of vaccination. Moreover, while the action of OHS is not always well known, including in hospitals, we have witnessed an opposite dynamic: there have been real collaborations with other services, unprecedented synergies. The SSTs “came out of their walls” and gained visibility.
Do you have any examples of particularly evocative communications?
We received very interesting communications, both in the field of care and in other sectors. We can, for example, mention the study devoted to the psychological impact of the Covid-19 health crisis on caregivers in a temporary resuscitation unit outside the walls (CO2-5), carried out by Clément Duret (Hôpital Raymond Poincaré, Garches). He wondered about the impact of these new “spaces” (resuscitation services, much more invested since the pandemic) on the mental health of professionals and noted, in the establishment where he works, that he There weren’t that many differences compared to other services.
Another enriching communication concerned work in nursing homes during the pandemic (CO2-4). Presented by Aude Cuny-Guerrier (INRS, Vandoeuvre-lès-Nancy), this intervention highlighted the degraded working conditions affecting the physical and mental workload of caregivers, as well as the perception of their health. I can’t name them all, but the congress was really rich in sharing experiences.
Has the subject of teleworking, which has particularly developed since the pandemic, been mentioned?
The question of teleworking is still complicated to understand with regard to health at work, because its application in France is still quite recent, and it varies greatly from one sector to another, even from one company to another. . There are many professions, in transport, construction or logistics for example, where it is not possible to practice it. What is certain is that the teleworking implemented during the pandemic has made it possible to bring out good things: saving time (on journeys, personal life), increasing productivity and limiting interruptions, a certain autonomy of employees, an adaptation of managers on the way of supervising these employees, etc. On the other hand, it is essential to properly supervise teleworking, on the conditions of implementation, monitoring and limitations, to avoid abuses. Employees must have a dedicated space and appropriate equipment, computer hardware and connections. We must pay attention to fragile, isolated people, to the risk of increased addictive behavior or depressive disorders, the link with the work collective must be maintained and, therefore, telework limited in duration. The role of OHS is, and will be, fundamental, particularly with regard to primary prevention. We must advise the employer and the employees on respecting break times, the ergonomics of the home office, even if it is difficult because — precisely! — we don’t have access to it. We must set up occupational health monitoring for employees and ensure their right to disconnect. We still lack perspective on this subject but, for us, teleworking is a new professional risk. It must be assessed in the same way as the other risks.
What are the main lessons of the mobilization of occupational health services during the pandemic?
The diversity of the communications made it possible to see how complex the period was… and that not all the negative came out of it. Indeed, there have been initiatives, unprecedented collaborations, innovations. This crisis has shown us that OHS can network effectively, that they should not remain isolated. We have seen that they were driving forces in the event of a major crisis. Drivers for prevention and follow-up, drivers for supporting employees in their return to work after long covid.
In terms of perspectives and lessons for the future, I believe two things should be emphasized: humility and adaptation. Humility about knowledge, because we saw that the situation could change quickly, that our knowledge of this new virus was regularly questioned. And the necessary adaptation, a corollary of this humility. Yes, we have to be responsive. The adaptability of our services is essential. We must therefore continue to question ourselves, to learn and to train ourselves to be able to review our practices, individually and collectively, when the crisis arrives.
Exergue 1: “We felt a real desire to testify on the part of professionals”
Exergue 2: “The OHS have “come out of their walls” and have gained visibility”