Changing minds:

saving lives
An urgent new approach to mental health
in the North Sea.
 IADC Whitepaper: Changing minds: saving lives

Introduction
About this report
There is a silent global challenge that is affecting
some of the richest and most developed countries in
the world – Mental Health. From low moods to loss
of life, the mental health crisis among employees is
deepening due to factors such as the pandemic, the
war in Europe and the rising cost of living.
This crisis must be respected with the same importance
as health and safety because it is an integral aspect of
the performance of health and safety.
Inroads have been made to improve mental health
support, but more needs to be done, and it is the
responsibility of industry leaders to make this
change happen.

A top-down driven cultural change is needed to

move the industry in the direction required to
effect lasting and meaningful change in how it
deals holistically with mental health – it is time for
a more joined-up approach.

Supported by:

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 IADC Whitepaper: Changing minds: saving lives

Highlighting some of the key points raised at a

recent focus group meeting in Aberdeen, made up of
operators and supply chain companies, this report
will discuss ways to best support the mental health of
workers in the UKCS.
The report examines a range of important issues
impacting the mental health of onshore and
offshore workers in the UK’s energy sector today
and suggests a way forward. It does not aim to
answer all the questions, but simply to encourage
further debate toward the development of a mental
health strategy that meets the needs of current and
future employees.

Its key themes, intended to stimulate more

consideration and detailed discussion, are:
• The standardisation of mental health care for all
our people, from procurement to governance.
• The importance of appropriate policies and
procedures for mental health and whether these
should be mandatory for employees onshore
and offshore.
• The importance of ensuring organisations are
going beyond minimum care provision.
• Recognition that while mental health support
may include involvement from human resources
(HR) teams, it is not the preserve of HR.
Mental health is a company, people and human
performance matter.
• The importance of mental health being a priority
issue for leadership and a commitment to take
action to improve how we as an industry care for
the mental well-being of our employees.

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 IADC Whitepaper: Changing minds: saving lives

The issue
There is a correlation between accidents at work and peoples’ state
of mind. Suffering from poor mental health while working can have
catastrophic consequences, especially in the inherently high-hazard
energy industry. A lack of sleep due to stress or anxiety can lead to
concentration lapses and potential accidents - putting the lives of
the individual concerned and those nearby at risk. It can also have
financial consequences for employers through increased downtime,
lower productivity of workers, reputational damage and a reduction
in company profits.

In the UK, studies suggest one in six workers experience a mental health issue a
week, and one in four a year.
19%
of workers have
a current mental
health diagnosis
UK-based Champion Health’s Workplace Health Report 2023 found the number of
employees experiencing thoughts of suicide or self-harm had increased to 9% since
the previous year and 19% of workers have a current mental health diagnosis.

According to the McKinsey Health Institute “across 15 countries, around 60 percent of

employees have experienced at least one mental-health challenge at some point in
their lives. For leaders, that means that the vast majority of their employees are directly
60%
of employees
or indirectly affected by mental health-related challenges. Companies have a role to have experienced
a mental-health
play since the implications of inaction in response to this crisis is tremendous. Those challenge
affected by mental-health and well-being challenges can’t simply be excluded or treated
in isolation from the workforce; they are the workforce.”

Research from culture change business Utopia and market research company Opinium
shows three in four employees struggle with their mental health at work, with two in
three saying that their employers are not doing enough to support them.

The results are in line with research from the Office of National Statistics which found
rates of depression in Britain doubled from one in 10 in March 2020 to one in five in
Three in four employees
November 2021. struggle with their mental
health at work
Offshore workers are 15 times more likely to commit suicide than those onshore.

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 IADC Whitepaper: Changing minds: saving lives

In the energy industry, the problem can be exacerbated by isolation, the impact of the
pandemic, negative perceptions of the oil and gas industry, the cyclical nature of activity,
the macroeconomic environment, climate change and war in Europe. This has created a
tipping point for many individuals working in the sector.
Single cabins, and
Some things which may have been perceived as benefits in recent years, such as single internet access
cabins, and internet access on-board assets may have inadvertently contributed to the
problem by creating a contained environment with limited opportunities for pressure release.
on-board assets may
have inadvertently
Facing the problem contributed to the
problem.
In the offshore energy and marine sectors, industry-specific pressures add to general
workplace stressors. These include:

• The remote and isolated location of many offshore installations and vessels
• Confined work and living spaces
• A lack of privacy
• Perceived work hazards, travel to offshore installations and adverse weather
• Separation from family and community
• Regular and prolonged periods away from home
• Rotational shift working patterns
• The cyclical boom and bust/recruitment and redundancy nature of the business
• Retraining due to procedural changes in existing jobs or for new roles
(such as the growing renewable sector)

A recent study by the International SOS Foundation of

onshore and offshore remote rotational shift workers
found 40% experienced suicidal thoughts some or all 40%
Experienced
of the time while on duty. suicidal thoughts

Furthermore, nearly a third met the benchmark for

clinical depression while on rotation and more than a
third experienced a worse quality of sleep.

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 IADC Whitepaper: Changing minds: saving lives

A changing environment
The North Sea energy industry has traditionally been a male-dominated and “macho”
environment in which to work. There are still many in the industry – and beyond – who
consider it to be a sign of weakness to show that they are struggling with their mental health.

An old industry adage is: “When I started, we had

wooden derricks and iron men. Now our derricks are
iron, and our men are wooden”. Although normally
said in jest, it reflects how the industry viewed
changing attitudes and the feelings of colleagues.

However, the offshore energy industry has changed significantly since the 1970s, and
recently at a far more rapid pace. High commodity price volatility and the cyclical
nature of activity, particularly over the past 10 years due to downturns and supply/ The offshore energy
demand imbalances, have triggered recruitment, training and mass redundancies on industry has changed
several occasions. significantly since the
The middle of the last decade saw the biggest and deepest downturn ever in the 1970s, and recently at a
energy industry, followed by the global pandemic. These events generated significant far more rapid pace.
uncertainty, anxiety and pressure for many people. Tragically, for some, the pressure has
been intolerable.

Speaking up about issues is critical. The Dräger

UK Safety at Work Report 2022 - which surveyed
workers from a range of industries including oil and
gas - found 56% of respondents felt being able to
56%
Felt bringing up safety
bring up safety fears – whether related to mental or fears helped them
feel protected
physical health – was the main factor that helped
them feel protected.

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 IADC Whitepaper: Changing minds: saving lives

It is essential for the offshore energy industry to de-stigmatise negative connotations

about showing vulnerability and to provide clear, sector-wide support on how workers can
ask for help when they feel overwhelmed, through practical and easy-to-follow guidance.

The challenges and difficult nature of the energy industry are unlikely to change The industry has a
significantly – energy extraction from the North Sea will always require people to work responsibility to ensure
long and demanding hours far from home. It is unrealistic to expect that individual
companies and industry bodies can provide a solution to every individual’s mental health that places of work are
concerns. However, the industry has a responsibility to ensure that places of work are safe environments in
safe environments in which to operate – not only physically but also mentally. which to operate –
The industry has always strived to deliver world-class HSE (Health, Safety and not only physically
Environment) performance. It has developed stringent operating policies and procedures. but also mentally.
It has implemented robust training and competence programs and it has automated
processes to remove the individual from harm’s way. When it comes to mental health
a lot of good and important work has been done. Step Change in Safety, for example,
has delivered excellent material covering awareness and many other organisations are
engaging with the issue at differing levels. However, despite efforts so far, mental health
issues from burnout to suicide remain a prevalent issue within the industry.

Furthermore, the future for many employees is

uncertain. Key to an industry undergoing transition
will be the creation of sustainable careers for workers,
including training for other skills and sectors, to
ensure employees have a clear future career path.

Alongside industry changes, workforce expectations are no longer the same as they were
in the past. Generation Z (born between 1995 and 2015) and millennial (born between
1980 and 1994) employees have a greater focus on work/life balance and personal
fulfilment than their older colleagues.

In recent times, the energy industry has made great strides in improving its approach to
health and safety. These advances have generated a cultural change in how the industry
approaches HSE.

Improvements have been made to the industry’s approach to mental health, including
its inclusion in employee assistance programmes and campaigns. However, it does not
appear like they have been sufficiently impactful and have been subject to criticisms of
mere signposting or box-ticking.

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 IADC Whitepaper: Changing minds: saving lives

What needs to be done

Focusing on the H in Health, Safety and Environment
The industry has made considerable strides in improving the
physical safety of its people, and despite still having high
operational risk, it has become one of the safest sectors to work in.

40%
Measures that have enhanced physical safety include improving procedures, increasing
digitalisation and automation and introducing practices such as Time Out for Safety
giving the employee a lead role in stopping unsafe acts and conditions.

It is vital now that more is done to improve psychological safety.

40% of managers believed that

treating mental health equally to
Research from Dräger found only 40% of managers physical health was important.
believed that treating mental health equally
to physical health was important for safety. By
contrast, 56% of employees believed mental health
and physical health should be treated the same.

Benenden Health’s Mental Health Report 2022 found that only 38% of employees
surveyed believed mental well-being was a big priority for their employers and that
56%
they felt employers genuinely cared about their mental well-being. By contrast, 52% of
employers said it was a big priority for their business and cared about the mental well-
being of their staff.

The Dräger research found younger employees felt less supported than older ones. 56% of employees believed
Nearly a third (32%) of 18-24-year-olds claimed their workplace did not take mental that treating mental health
health as seriously as physical health. This view was particularly prevalent among oil and equally to physical health
gas workers (33%) and those in renewables (30%) but less prevalent among employees was important.
in utilities (18%).

It is time to ensure that the exceptional focus the industry has placed on physical health and
safety is matched by an equal commitment to the mental well-being of its people.

A major cultural change is required for the energy industry to effectively reduce the
potential risks of poor mental health as current measures, whilst positive, have yet to
yield the desired impact.

A joined-up cultural shift is not only important but

necessary, if we are to leave a legacy of change.

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 IADC Whitepaper: Changing minds: saving lives

This cultural change will have to be driven from the top down and will require time and
investment. Industry leaders must be empowered with adequate support and expertise
to drive a change in values, education and behaviour. It will require leaders to be
accountable and equipped with the training and management skills necessary to drive a
lasting cultural shift throughout their own organisations and the industry. Findings from
the Benenden Health Mental Health Report 2022 show the biggest concern reported by
both employees and employers when it came to having open conversations about mental
well-being was a fear of saying the wrong thing, with 81% of employers and 70% of
employees saying it affected their decision on whether or not to speak. Leaders will have
to establish a framework for what a “culture of care” looks and feels like.

81% 70%
81% of employers had a fear 70% of employees had a fear of
of saying the wrong thing saying the wrong thing when it came
when it came to having open to having open conversations.
conversations.

It will also require middle managers to be given the appropriate support, training and
skills necessary to properly manage colleagues and create the safe psychological spaces
conducive to mental well-being. This may in turn improve the effectiveness of existing
employee mental health assistance programmes.
To ensure the mental
It will also require a more proactive approach to mental health at every level of the
resilience of its
workforce, including the adoption of best practices and potential regulation for mental
health care, assessment and implementation. workforce it is essential
that the industry acts
To ensure the mental resilience of its workforce it is essential that the industry acts now
to ensure that it addresses the H in HSE (Health, Safety and Environment) with much now to ensure that it
greater focus and intent. addresses the H in HSE.

Are we doing enough and are we doing it right?

In recent years, many organisations and companies have introduced mental health
awareness campaigns and employee assistance programmes, including establishing
training courses, appointing mental health first aiders and developing toolkits.

However, the industry’s response to mental health appears to be characterised by

organisations working independently of each other. Developing solutions in a siloed and
independent manner bypasses the benefits to be gained from sharing best practice. Over
the decades, numerous health and safety campaigns delivered by the likes of IADC, Step
Change in Safety and other industry bodies have shown repeatedly that when the industry
works together it can deliver world-class HSE and operational performance. The ambition is
to achieve similar success in mental health support.

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 IADC Whitepaper: Changing minds: saving lives

Research by the McKinsey Health Institute found

that workplace factors such as improved behaviours,
inclusivity and sustainable work played a far greater
role in supporting the mental health of employees
than access to employee assistance programs.

Unsurprisingly, toxic workplace behaviours were by far the greatest predictor of negative
workplace outcomes.
it is important to ask;
Findings from the Benenden Health Mental Health Report 2022 indicate employers
clearly appreciate that it’s simply not enough for employers just to talk about support, are we really ensuring
but instead they must make sure they have an appropriate strategy and policy in place that our workers are
that effectively delivers for their workforce. There appears to be a growing understanding our most important
that mental well-being needs to be managed on the same level as physical health. The
research also shows that when people are seeking new jobs, the support on offer for their asset? Are we really
mental well-being is as important a factor in deciding where to work as traditional, long- creating the safest and
standing benefits like annual leave and salary levels. healthiest environments
Considering this, it is important to ask; are we really ensuring that our workers are our for our employees?
most important asset? Are we really creating the safest and healthiest environments for
our employees?

The McKinsey research proposes the following

questions for consideration:
• Do we treat employee mental health and well-being
as a strategic priority?
• Do we effectively address toxic behaviours?
• Do we create inclusive work environments?
• Do we promote sustainable work?
• Are we holding leaders accountable?
• Are we effectively tackling stigma?
• Do our resources meet employee needs?

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 IADC Whitepaper: Changing minds: saving lives

Changing the mindset

A cultural change is critical. In the energy

industry, changing the mindset and culture
will require an emphasis on employee care
and creating a safe psychological space in the
workplace as the core of business.

Our industry will need to reflect on several key areas as part of this cultural transformation:
• Accepting personal vulnerability is important. According to renowned vulnerability
research professor Dr Brené Brown, vulnerability is our most accurate way to measure
courage. Historically, signs of vulnerability have not been encouraged in the energy sector.

• The Benenden Health Report 2022 found when faced with deteriorating mental

37%
well-being as a result of work, 37% of employees still report feeling uncomfortable
discussing their feelings at work. However, accepting and recognising vulnerability
are where the industry needs to move to. How do we achieve this?
of employees still report
• It is time for all energy companies to recognise the importance of work-related stress feeling uncomfortable
and review their approach to mental health support. However, this must be undertaken discussing their
in a coordinated manner. A shift in approach must be underpinned by an industry-wide feelings at work
cultural change so that mental health is no longer treated as a taboo subject. How do
we achieve this?
• In the first instance, a coordinated industry-wide review must be held to identify both
good practices and gaps in existing mental health support systems for offshore and
onshore workers.
• Several organisations have already developed excellent resource material and many
toolkits and guidelines are already available. An important task would be to compile
these into a single systematic approach. Individuals concerned must have immediate
access to support. Where would this be held?
• An important element of the required organisational and cultural change in mental
health provision is to identify those with responsibility for implementing it – such
as the leadership team, the Health and Safety Executive, HR personnel and middle
management – and ensure they fully understand and appreciate their roles.
• HR departments must have adequate funding to promote the cultural change and
implement mental health programmes. Mental health first aiders may face pitfalls
including accusations of bias, having a vested interest or a lack of objectivity. Mental
health first aiders must be properly identified, selected, trained, and given mental
health support, to allow them to offer effective counsel to their colleagues and to
continue their professional and personal development. Rewarding and recognising
their role is important. HR departments
• The widespread cultural change in the industry’s approach to HSE means previous must have adequate
fears of whistle blowing have been overcome and individuals reporting HSE concerns funding to promote the
is now an accepted practice in support of workers’ safety. How do we achieve the same cultural change and
priority for mental health issues?
implement mental health
• How do we ensure regular engagement and review with employees on their mental well-
being. Does it need to become part of our review before going offshore?
programmes.

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 IADC Whitepaper: Changing minds: saving lives

A mental health charter

The establishment of a mental health charter by the
industry will help to kick-start the necessary cultural
change and universal approach.

The charter must be truly inclusive. Its aims will be:

• To lay out principles that are deemed to be fundamental to
creating a safe psychological and caring working environment and
set a minimum standard for mental health care provision.
• To frame on-boarding training for industry leaders on people skills.
To establish a commitment from them to care for and improve the
mental health of their people.
• To make the best use of appropriate existing tools to develop an
improved mental health framework designed to deliver on industry
goals and objectives.

The charter will be free to download. Each company

that signs up to the pledge will be required to provide
evidence that it has been shared with all staff. The
goal is for every member of the offshore and onshore
energy industry to have a copy of the charter. But
beyond this, we will establish shared values, which
will help to inform and guide a change in behaviour.
A cultural change and a universal energy
industry approach underpinned by affirmation of
commitment through a mental health charter will
represent a significant advance on the current levels
of support available.
The North Sea Chapter of the IADC, in conjunction
with Energy Voice, intends to hold a panel
session and workshop aimed at developing such
an industry charter. It will also be aimed at
addressing the questions and important topics
raised in this paper.

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 IADC Whitepaper: Changing minds: saving lives

Conclusion
Advancing the debate
The industry has done much in a short time to consider and
address mental health issues. However, it is time for a new
approach, including improved training, awareness and education
combined with a better engagement with, and embedding of,
existing materials.

The fear employees have that they

might lose their job if they speak
out has increased by an astonishing
1100% since 2020.

A cultural shift, driven from the top down through changes in values, behaviours, education
and training, is essential to de-stigmatise and prioritise mental health so that workers can
understand the issues affecting them and can feel confident about seeking support.

In a challenging skilled labour market, ensuring the provision of effective mental health
services in the energy industry can play a major role in retaining today’s employees and
attracting the workforce of the future.

The journey towards the provision of better mental health support must begin today. It is
essential that the industry starts the process now by creating a charter that companies
and relevant organisations can commit to as part of a uniform approach and cultural
change to improve mental health.

While there is no time to waste, this new approach

must be considered, comprehensive and clear.

Critically, the industry must shake itself from the current perception that it is doing
everything it can to support the mental health of workers but is failing in making
headway. This perception is no longer acceptable.

The situation simply must improve as a matter of urgency. The dramatic turnabout in the
energy industry’s HSE culture, backed by regulatory and legal requirements, shows that it
can be done. The same cultural change can be achieved for mental health.

The lives of our people depend on it.

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 IADC Whitepaper: Changing minds: saving lives

The major questions on how to improve mental health

services, and the launch of the mental health charter,
will be the focus of the event organised by the North
Sea Chapter of the International Association of Drilling
Contractors (IADC) in collaboration with Energy Voice.
The event will be held on XXX, 2023, at XXXX Leaders
from across the energy industry are invited to come
together to consider the pressing challenges that
drive negative mental health issues.
If you feel more needs to be done to support the
mental health of energy employees and would like
to join this important debate, register here (link to
register).

About the IADC

The International Association Drilling Contractors (IADC) is a non-profit trade association that is the global
leader in advancing and promoting innovative technology and safe practices that bring oil and gas to the world’s
consumers. For more information, visit www.iadc.org/government-industry-affairs/briefing-book/

About Energy Voice

Energy Voice is a digital and print news platform, which investigates and reports on what matters in oil, gas, power,
and the energy transition to a global audience. Energy Voice helps companies and organisations understand the
geopolitical, economic, and financial factors that underpin current market events, and give them a view on what’s
coming over the horizon. https://www.energyvoice.com/

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