The Surprising Connection Between Lost Time and Your Latte

'Barista wrist' is a very real thing. Starbucks' manager of claims explains its impact and gives insight into other restaurant risks outside the coffee shop.
By: | January 10, 2019 • 4 min read

The national demand for lattes comes at a steep cost to workers and business owners, according to the AmTrust Restaurant Risk Report 2018. The claims data, compiled between 2013 and 2017 by workers’ compensation insurance provider AmTrust Financial Services, Inc., reveals that wrist injuries suffered by coffee shop employees — often referred to as “barista wrist” — resulted in an average of 366 days off work, the highest amount of lost time among all restaurant types.


Far from a caffeine-induced myth, barista wrist has been widely accepted by both the food service and medical communities as a legitimate health risk. Starbucks Coffee Company first observed a rising number of nerve compression and repetitive stress injuries in the mid-2000s, said the Noreen Olson, manager of claims, risk management for Starbucks.

“Awkward positions of the hands and wrists with frequent forceful repetition can contribute to the development of strains, chronic inflammation and nerve compression,” said Olson.

“Nerve compression injuries not caused by a trauma, such as a fall, are often multi-factorial. This type of condition can arise independently or in combination with anatomic features, chronic health conditions and work factors.”

Symptoms of barista wrist include upper extremity pain, stiffness, throbbing, cramping, weakness and numbness.

Olson said if these are reported early, employers can make adjustments to the work process to eliminate discomfort and reduce risk. Left untreated, severe cases of barista wrist can require
surgery and up to 12 weeks of leave from work for recovery.

Noreen Olson, manager of claims, risk management, Starbucks Coffee Company

Because coffee shop managers tend to rely on part-time baristas, the challenge is to cover those shifts seamlessly.

“At the same time, the injured barista’s routines and income are disrupted by the injury, creating new stressors at the precise moment their focus should be on healing and returning to work,” Olson said. “Everyone struggles when any one member of the team is injured.”

At Starbucks, a team of safety professionals has worked within OSHA standards to reduce risk factors and injuries by improving both the physical work environment and the administrative oversight of employee roles and responsibilities. Their efforts have won them a 2018 Risk & Insurance® Teddy Award for their dedication to reducing workers’ comp risks.

“We’ve engineered solutions to eliminate awkward and forceful repetitive movements while crafting espresso beverages, such as tamping ground coffee, repositioning syrups and additives within the safe reach envelope of the arm and forearm, and redesigned ice scoops to reduce wrist movements out of neutral,” Olson said.

Injury Type and Severity Factor Heavily in Lost Time

Restaurants are high-pressure, high-speed work environments, and barista wrist is just one of many food service-related ailments that put employees at risk. Among the 84,000 claims analyzed in AmTrust’s report, a third involved cuts, punctures and scrapes that can occur during peeling, mincing, dicing and exposure to sharp equipment as well as broken dishes and glasses.

Also common are burns from boiling water, fryers and hot equipment, and surfaces and eye injuries from chemical burns, grease spatter and food particles.

Muscle strains and sprains associated with standing for long periods of time and lifting objects totaled $124.1 million in paid claims. Barbecue restaurant workers hauling heavy goods appeared especially susceptible to these injuries, losing more than two months for “strains from lifting.”

While less frequent, far more expensive falls and slips on greasy and wet floors or loose mats resulted in $198.4 million in paid claims, about 4.5 times more in losses than cuts, punctures and scrapes. The type and degree of injury will have a direct impact on the time away from work, Olson said.


“Minor burns, contusions and lacerations that don’t limit proper hand washing won’t result in time away from work beyond the day of injury or the statutory waiting period,” she said.

“More severe injuries, especially those that limit an [employee’s] ability to comply with food safety regulations, such as sutured lacerations, serious burns, and casting or splinting may result in longer periods away from work consistent with healing. For a sutured wound, this is roughly two weeks. For a fracture or strain that requires casting or splinting, it could be 8 to 12 weeks or longer.”

The report found that the average injured food service employee returns to work within 30 days, with the highest number of accidents occurring in the summertime.

However, the overall number of loss claims was down in the past decade, suggesting that insured restaurant owners are proactively implementing safety practices and procedures to reduce employee injury. &

Elisa Ludwig is a contract writer based outside Philadelphia. She has written extensively about cybersecurity issues for the Junto blog on the eRiskHub. She can be reached at [email protected]

4 Companies That Rocked It by Treating Injured Workers as Equals; Not Adversaries

The 2018 Teddy Award winners built their programs around people, not claims, and offer proof that a worker-centric approach is a smarter way to operate.
By: | October 30, 2018 • 3 min read

Across the workers’ compensation industry, the concept of a worker advocacy model has been around for a while, but has only seen notable adoption in recent years.

Even among those not adopting a formal advocacy approach, mindsets are shifting. Formerly claims-centric programs are becoming worker-centric and it’s a win all around: better outcomes; greater productivity; safer, healthier employees and a stronger bottom line.


That’s what you’ll see in this month’s issue of Risk & Insurance® when you read the profiles of the four recipients of the 2018 Theodore Roosevelt Workers’ Compensation and Disability Management Award, sponsored by PMA Companies. These four programs put workers front and center in everything they do.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top,” said Steve Legg, director of risk management for Starbucks.

Starbucks put claims reporting in the hands of its partners, an exemplary act of trust. The coffee company also put itself in workers’ shoes to identify and remove points of friction.

That led to a call center run by Starbucks’ TPA and a dedicated telephonic case management team so that partners can speak to a live person without the frustration of ‘phone tag’ and unanswered questions.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top.” — Steve Legg, director of risk management, Starbucks

Starbucks also implemented direct deposit for lost-time pay, eliminating stressful wait times for injured partners, and allowing them to focus on healing.

For Starbucks, as for all of the 2018 Teddy Award winners, the approach is netting measurable results. With higher partner satisfaction, it has seen a 50 percent decrease in litigation.

Teddy winner Main Line Health (MLH) adopted worker advocacy in a way that goes far beyond claims.

Employees who identify and report safety hazards can take credit for their actions by sending out a formal “Employee Safety Message” to nearly 11,000 mailboxes across the organization.

“The recognition is pretty cool,” said Steve Besack, system director, claims management and workers’ compensation for the health system.

MLH also takes a non-adversarial approach to workers with repeat injuries, seeing them as a resource for identifying areas of improvement.

“When you look at ‘repeat offenders’ in an unconventional way, they’re a great asset to the program, not a liability,” said Mike Miller, manager, workers’ compensation and employee safety for MLH.

Teddy winner Monmouth County, N.J. utilizes high-tech motion capture technology to reduce the chance of placing new hires in jobs that are likely to hurt them.

Monmouth County also adopted numerous wellness initiatives that help workers manage their weight and improve their wellbeing overall.

“You should see the looks on their faces when their cholesterol is down, they’ve lost weight and their blood sugar is better. We’ve had people lose 30 and 40 pounds,” said William McGuane, the county’s manager of benefits and workers’ compensation.


Do these sound like minor program elements? The math says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

At the University of Pennsylvania, putting workers first means getting out from behind the desk and finding out what each one of them is tasked with, day in, day out — and looking for ways to make each of those tasks safer.

Regular observations across the sprawling campus have resulted in a phenomenal number of process and equipment changes that seem simple on their own, but in combination have created a substantially safer, healthier campus and improved employee morale.

UPenn’s workers’ comp costs, in the seven-digit figures in 2009, have been virtually cut in half.

Risk & Insurance® is proud to honor the work of these four organizations. We hope their stories inspire other organizations to be true partners with the employees they depend on. &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]