How to Record a Drugs and Alcohol Video for Your Health and Safety System

Why Record a Drugs and Alcohol Video?

Substance abuse—including alcohol, drugs, and solvent abuse—presents potential dangers to both individuals and the business. Impaired employees put themselves at risk, endanger colleagues and customers, and can cause serious harm. A drugs and alcohol policy aims to prevent substance abuse where possible and detect employees with problems at an early stage, when support can be most effective.

A video recording supports this goal in several important ways. It allows you to communicate the policy clearly and consistently to all employees. It ensures everyone understands the risks—to themselves, to others, and to the business. It demonstrates that the policy was developed transparently with employee input. And it makes clear both the consequences of impairment and the support available to those who admit to problems.

By recording a drugs and alcohol video, you help employees understand why the policy exists, what behaviours are prohibited, what happens if someone is suspected of impairment, what support is available for those with substance problems, and the rules around prescription drugs that may affect work performance.

Step 1: Set the Scene and Context

Opening Your Video

Begin by establishing why a drugs and alcohol policy matters and what your organisation aims to achieve. The tone should be serious but not punitive—the goal is prevention and early detection, not simply punishment.

Sample opening script:

"Welcome to our drugs and alcohol training. In this video, we'll explain our policy on substance abuse, why it matters, and what it means for everyone who works here.

We recognise the potential dangers of alcohol, drugs, and solvent abuse—collectively known as substance abuse—to both individuals and the business. Impaired employees cannot work safely. They put themselves at risk, and they put colleagues and others at risk too.

Our aim is twofold. First, we want to prevent substance abuse where possible. Second, we want to detect employees with problems at an early stage—when support can make a real difference.

This policy was developed with employee input to ensure a transparent approach. Everyone needs to understand the risks, the rules, and the support available.

By the end of this video, you'll understand what the policy requires, what happens if someone is suspected of being impaired, and how we support employees who admit to having a problem."

Explaining Why the Policy Matters

Help employees understand the risks that make a drugs and alcohol policy necessary. This builds buy-in by showing the policy exists for good reasons.

Talking points:

• Substance abuse affects judgement, coordination, and reaction times
• Impaired employees cannot perform their duties safely
• The risks extend beyond the individual—colleagues and others can be harmed
• Even a single incident can have serious consequences
• Early detection allows problems to be addressed before they escalate
• The policy protects everyone, including those who may be struggling with substance issues

The Development Process

Explain that the policy was developed with employee involvement. This transparency builds trust and demonstrates fairness.

Sample script:

"Responsible Persons liaised with employees as part of the development process for this policy. This wasn't imposed from above—it was created with a transparent approach so that everyone understands the risks to themselves, the business, and the requirement for a policy to manage this issue.

Your input helped shape this policy. And if you have concerns or suggestions as we go forward, there are ways to raise them. The policy will be monitored and reviewed regularly, and employee feedback is part of that process."

Step 2: Plan What to Record vs Write

Content That Works Best on Video

Drugs and alcohol is a sensitive topic where tone and delivery matter. Video allows you to communicate seriousness while also showing that support is available. Prioritise these elements for your video:

Record on video:

• Why substance abuse is dangerous in the workplace
• The organisation's commitment to prevention and early detection
• Clear statement that employees must not report to work impaired
• What happens if someone is suspected of being impaired
• The support available for employees who admit to problems
• Rules around prescription drugs
• How the policy was developed with employee consultation
• Reassurance that seeking help for substance problems is encouraged

Document in writing:

• The full drugs and alcohol policy with all procedural details
• Specific protocols for managers dealing with suspected impairment
• Disciplinary procedures and potential consequences
• Contact details for support services
• Leave arrangements for treatment
• Prescription drug notification requirements
• Policy review dates and update history

Structuring Your Recording

Plan your video to flow logically from the purpose of the policy through to the support available. A sensible structure might be:

1. Why substance abuse is dangerous
2. Our aims—prevention and early detection
3. The core rule—do not report to work impaired
4. What happens if impairment is suspected
5. Support for employees with substance problems
6. Prescription drug rules
7. Monitoring and review
8. Where to get help

Step 3: Explain the Core Rules and Requirements

The Core Prohibition

State clearly that employees must not report to work impaired. This is the fundamental rule that underpins the entire policy.

Sample script:

"The core rule is straightforward: employees must not report to work impaired by alcohol, illegal drugs, or prescription drugs.

Impaired means your ability to work safely is affected. This could be from alcohol consumed the night before, from illegal drug use, or from prescription medication that affects your judgement or coordination.

This rule exists because impaired employees cannot work safely. They put themselves at risk and they put others at risk. There is no acceptable level of impairment when you're at work."

Types of Substance Abuse Covered

Clarify what substances the policy covers to avoid any ambiguity.

Talking points:

• Alcohol—including the effects of drinking the night before
• Illegal drugs of any kind
• Solvent abuse
• Prescription drugs that affect the ability to work safely
• Any substance that impairs judgement, coordination, or reaction times
• The policy covers being impaired at work, not necessarily consumption at work

Protocols for Suspected Impairment

Explain what happens if someone is suspected of being affected by drugs or alcohol. Be clear about the consequences while maintaining a fair tone.

Sample script:

"The policy provides senior management with protocols to follow if an employee is suspected of being affected by drugs or alcohol.

If you report to work impaired by drugs or alcohol, you will be subject to the company disciplinary procedure. This could lead to dismissal.

This isn't about punishment for its own sake. It's about safety. Someone who is impaired cannot work safely, and we cannot allow that risk to continue.

The protocols ensure that suspected impairment is handled consistently and fairly. Managers know what steps to take, and employees know what to expect. There are no arbitrary decisions—the process is set out clearly in the policy."

Disciplinary Consequences

Be direct about the potential consequences without being threatening. Employees need to understand the seriousness.

Talking points:

• Reporting to work impaired is a disciplinary matter
• The disciplinary procedure will be followed
• Consequences could include dismissal
• This applies to all employees regardless of role or seniority
• The severity of consequences may depend on the circumstances
• The aim is deterrence and safety, not punishment for its own sake

Step 4: Demonstrate or Walk Through the Process

Policy Development and Implementation

Walk through how the policy was developed and implemented. This demonstrates the transparent approach that builds employee trust.

Sample script:

"Our drugs and alcohol policy was developed through a structured process.

First, Responsible Persons liaised with employees as part of the development process. This ensured a transparent approach where all parties could understand the risks and contribute to how we manage this issue.

Then the policy was developed and implemented across the business. This wasn't done in isolation—it was rolled out with proper communication and training.

Resources identified as required during development were made available for successful implementation. This means we have what we need to make this policy work—training materials, support services, clear procedures.

This approach ensures the policy is understood, accepted, and effective. It's not just a document sitting in a folder—it's a working part of how we operate."

Training and Awareness

Explain what training employees receive and why it matters.

Sample script:

"All employees receive training and instruction to generate awareness about substance abuse and the policy.

This training covers the wording of the policy so everyone understands exactly what it says. It includes instruction not to report to work impaired by alcohol, illegal drugs, or prescription drugs.

The training explains why the policy exists—the risks to individuals and the business. It covers what happens if someone is suspected of impairment. And it explains the support available for those who have substance problems.

This video is part of that training. By watching it, you're fulfilling your training requirement and gaining the awareness you need."

Support for Employees with Problems

This is a crucial section. Explain that support is available for employees who admit to substance problems. The tone should be supportive and encouraging.

Sample script:

"Where possible, we will aid employees who admit to a drug or alcohol problem.

This might include leave of absence from work if required for treatment. We recognise that substance problems are often health issues that require proper support, not simply punishment.

However, there may be circumstances when this offer may not be appropriate. Senior management must assess each case individually. The nature of the problem, the employee's role, previous incidents, and other factors all play a part.

The key point is this: if you're struggling with a substance problem, admitting it and seeking help is better than trying to hide it. We want to support recovery where we can. But we can only do that if we know there's a problem.

If you're concerned about yourself—or about a colleague—please speak to your manager or HR. Early intervention gives us the best chance of providing meaningful support."

Prescription Drug Rules

Explain the rules around prescription drugs clearly. This is an area where employees often have questions.

Sample script:

"Prescription drugs are permitted to be taken during working hours only under specific conditions.

First, the prescription drugs must have been deemed safe by a competent doctor. Your doctor must have confirmed that you can work safely while taking the medication.

Second, the prescription drugs must not affect your ability to carry out your work safely. Some medications cause drowsiness, affect coordination, or impair judgement. If that's the case, you may not be able to work while taking them.

Here's the important part: employees must inform supervisors or managers when taking prescription drugs that may alter their behaviour or physical or mental ability. This must happen before starting work.

This isn't about prying into your medical affairs. It's about safety. If medication might affect your work, we need to know so we can make appropriate arrangements. That might mean adjusting your duties temporarily or ensuring others are aware in case something happens.

If you're unsure whether your medication might affect your work, ask your doctor and let your manager know. It's always better to disclose than to assume it won't matter."

Monitoring and Review

Explain that the policy and its effectiveness are monitored regularly.

Talking points:

• The policy and protocols are monitored and reviewed regularly
• This measures effectiveness—is the policy achieving its aims?
• Review enables continual improvement
• Employee feedback is part of the review process
• Changes may be made based on experience and best practice
• The goal is effective management of substance abuse issues

Step 5: Highlight Common Mistakes

Mistake 1: Not Disclosing Prescription Drug Use

Signs this is happening:

• Employees take prescription medication without informing supervisors
• Managers are unaware that team members are on medication affecting performance
• Incidents occur that are later attributed to undisclosed medication
• Employees assume prescription drugs are automatically acceptable
• Staff fear disclosure will affect their employment

How to avoid it:

Remind employees regularly of the requirement to disclose prescription drugs that may alter behaviour or physical/mental ability. Emphasise that disclosure is about safety, not judgement. Make clear that appropriate arrangements will be made—disclosure leads to support, not punishment. Ensure the disclosure process is straightforward and confidential where appropriate.

Mistake 2: Believing "A Few Drinks" Won't Affect Work

Signs this is happening:

• Employees arrive at work still affected by alcohol from the night before
• Staff underestimate how long alcohol stays in their system
• Social drinking the night before work is seen as normal regardless of quantity
• People believe they can "handle" alcohol better than they actually can
• Performance issues are attributed to tiredness rather than residual alcohol

How to avoid it:

Educate employees about how long alcohol actually stays in the system. A heavy night of drinking can leave someone impaired well into the next day. The policy prohibits being impaired, not just drinking at work. Encourage responsible drinking when work follows, and make clear that "I didn't drink at work" is not a defence if someone arrives impaired.

Mistake 3: Failing to Develop the Policy with Employee Input

Signs this is happening:

• Employees see the policy as imposed from above
• Staff don't understand why certain rules exist
• There's cynicism about the policy's real purpose
• Employees feel the policy doesn't reflect workplace realities
• Feedback mechanisms exist on paper but aren't used

How to avoid it:

Involve employees genuinely in policy development and review. Explain the consultation process in training. Act visibly on employee feedback when reviewing the policy. Communicate why decisions were made. Build a sense of shared ownership rather than imposed rules.

Mistake 4: Inconsistent Application of the Policy

Signs this is happening:

• Some employees face consequences while others don't for similar behaviour
• Managers handle suspected impairment differently depending on the person
• Certain roles or seniority levels seem exempt from the rules
• Employees perceive favouritism in how the policy is applied
• Staff don't trust that the policy will be applied fairly to them

How to avoid it:

Ensure protocols are followed consistently regardless of who is involved. Train managers on the procedures so everyone handles situations the same way. Document all incidents and responses. Review application periodically to check for inconsistencies. Make clear that the policy applies equally to everyone.

Mistake 5: Not Providing Resources for Policy Implementation

Signs this is happening:

• Managers don't know how to handle suspected impairment
• Training materials are inadequate or out of date
• Support services mentioned in the policy don't actually exist
• The policy says one thing but resources don't allow it
• Implementation fails because necessary tools weren't provided

How to avoid it:

Identify resources required during policy development and actually make them available. This includes manager training, employee awareness materials, access to support services, and clear procedures. Test that implementation works in practice, not just on paper. Address resource gaps before they cause problems.

Mistake 6: Creating a Purely Punitive Culture

Signs this is happening:

• Employees with substance problems hide them rather than seek help
• The policy is seen as purely about punishment, not support
• No one has ever come forward voluntarily to admit a problem
• Staff fear that admitting difficulties will end their employment
• Support provisions exist in the policy but are never used

How to avoid it:

Balance consequences with genuine support. Communicate that aid is available for employees who admit to problems. Share examples (appropriately anonymised) where support has been provided. Train managers to respond supportively when someone admits a problem. Make clear that coming forward is better than being caught.

Mistake 7: Ignoring Signs of Substance Problems

Signs this is happening:

• Managers avoid addressing obvious signs of impairment or substance issues
• Problems are left until they become critical
• Early warning signs are dismissed or attributed to other causes
• Colleagues know someone has a problem but nothing is done
• The aim to detect problems early isn't achieved in practice

How to avoid it:

Train managers to recognise signs of substance problems. Encourage early intervention rather than waiting for clear-cut impairment. Create an environment where concerns can be raised appropriately. Act on patterns of behaviour that suggest a developing problem. Remember that early detection helps both the individual and the organisation.

Mistake 8: Not Assessing Cases Individually

Signs this is happening:

• All substance issues are treated identically regardless of circumstances
• There's no consideration of whether support is appropriate
• Decisions are made automatically without proper assessment
• Employees who might benefit from support are simply dismissed
• Context is ignored in favour of rigid application

How to avoid it:

Ensure senior management assesses each case individually as the policy requires. Consider the nature of the problem, the employee's circumstances, their role, their history, and other relevant factors. Determine whether support is appropriate in each case. Document the assessment and reasoning. Balance consistency with appropriate discretion.

Mistake 9: Poor Communication About Support Services

Signs this is happening:

• Employees don't know what support is available
• The offer of aid for those with problems is buried in policy documents
• Staff are unaware that leave for treatment might be possible
• Support services are mentioned once at induction and never again
• People who might seek help don't know how to access it

How to avoid it:

Communicate support provisions clearly and regularly. Include information in training, on notice boards, and in company communications. Make clear how to access support confidentially. Remind employees periodically that help is available. Ensure managers know the support options and can signpost employees appropriately.

Mistake 10: Treating the Policy as a One-Time Exercise

Signs this is happening:

• The policy was created years ago and never reviewed
• Protocols haven't been updated despite issues arising
• Effectiveness isn't measured or monitored
• The policy doesn't reflect current best practice
• Employee feedback on the policy is never sought or acted upon

How to avoid it:

Monitor and review the policy and protocols regularly. Measure effectiveness—is substance abuse being prevented? Are problems being detected early? Is support working? Make changes based on experience and feedback. Keep the policy current with best practice. Treat it as a living document that improves over time.

Step 6: Summarise the Key Takeaways

Closing Your Video

End with a clear summary that reinforces the key messages about both responsibilities and support.

Sample closing script:

"Let's summarise the key points from this training.

We recognise the potential dangers of alcohol, drugs, and solvent abuse to both individuals and the business. Our aim is to prevent substance abuse where possible and detect employees with problems at an early stage.

The core rule is clear: do not report to work impaired by alcohol, illegal drugs, or prescription drugs. Impaired employees cannot work safely, and this puts everyone at risk.

If an employee is suspected of being affected by drugs or alcohol, they will be subject to the company disciplinary procedure. This could lead to dismissal. The protocols ensure this is handled consistently and fairly.

However, we also offer support. Where possible, we will aid employees who admit to a drug or alcohol problem. This might include leave of absence for treatment. Each case is assessed individually, and support is provided where appropriate.

Prescription drugs are permitted only if deemed safe by a competent doctor and they don't affect your ability to work safely. You must inform your supervisor or manager if taking prescription drugs that may alter your behaviour or physical or mental ability, before starting work.

This policy was developed with employee input and will be monitored and reviewed regularly. Your feedback matters.

If you're struggling with a substance problem, please come forward. If you're concerned about a colleague, please speak up. Early intervention gives us the best chance of providing meaningful support.

Thank you for watching, and thank you for your commitment to a safe workplace."

Final Checklist

Before finalising your video, confirm you have covered:

• The potential dangers of substance abuse to individuals and the business
• The aim to prevent substance abuse and detect problems early
• Employee consultation in policy development
• Policy implementation across the business
• Resources made available for successful roll-out
• Training and instruction for awareness
• The prohibition on reporting to work impaired
• Protocols for suspected impairment
• Disciplinary consequences including potential dismissal
• Support for employees who admit to problems
• Individual case assessment by senior management
• Prescription drug rules and disclosure requirements
• Monitoring and review of the policy
• A balanced tone—serious about safety, supportive of those with problems

Additional Recording Tips

Setting the Right Tone

This topic requires careful balance. Be serious about the safety implications and consequences of impairment, but also genuinely supportive about help for those with problems. Avoid sounding threatening or judgemental. The goal is a workplace where substance abuse doesn't happen and where those who do develop problems feel able to seek help.

Addressing Stigma

Substance problems often carry stigma that prevents people seeking help. Your video can help by:

• Framing substance problems as health issues that can be addressed
• Emphasising that coming forward leads to support, not automatic punishment
• Avoiding language that shames or judges
• Making clear that early intervention helps everyone

Choosing Appropriate Presenters

Consider who delivers the message. A senior leader demonstrates organisational commitment. HR or occupational health specialists add credibility to support information. Whoever presents should be able to convey both seriousness and compassion.

Confidentiality

If discussing support services, emphasise confidentiality where it applies. Employees need to trust that seeking help won't be broadcast inappropriately. Be clear about what is and isn't confidential.

Conclusion

A well-produced drugs and alcohol video helps communicate your organisation's commitment to preventing substance abuse and supporting those with problems. By covering the dangers of substance abuse, the transparent policy development process, training requirements, protocols for suspected impairment, support arrangements, and prescription drug rules, you create a comprehensive training resource that protects everyone.

Remember that the video is part of a broader approach. It should be supported by a written policy, trained managers, accessible support services, and genuine commitment to both safety and employee wellbeing. The aim is prevention and early detection—a workplace where substance abuse doesn't happen, and where those who do develop problems receive help rather than simply punishment.

Your drugs and alcohol video demonstrates that you take substance abuse seriously while also showing that your organisation supports employees who are struggling. This balanced approach is more effective than purely punitive measures and helps create a genuinely safer workplace.