Developing and testing an internal audit tool of the psychosocial work environment in the oil and gas industry

The objective of this paper is to present and discuss a pilot study for conducting internal psychosocial risk auditing in the oil and gas industry, focusing on offshore units. Psychosocial risk auditing is a proactive method for monitoring the status of psychosocial factors influencing the risk of stress and ill-health in the oil and gas industry. It is a systematic and independent assessment of the status of psychosocial factors and barriers, it reveals non-compliance with requirements and best practice within different relevant levels of the organization, and is suitable as a basis for the development of risk reduction measures. The method comprises performance standards that are linked to the company’s internal organizational requirements related to the psychosocial work environment. A range of different methods and data are used to assess and grade compliance with these standards. The aim of the auditing is to provide transfer of experience between units and the development of best practice while supporting organizational learning in offshore (and onshore) environments

Motivation for employees to participate in workplace health promotion: literature review

According to the Luxembourg Declaration, workplace health promotion (WHP) is the combined efforts of employers, workers and society to improve the health and wellbeing of people at work. This can be achieved by: improving work organisation and the work environment; promoting the active participation of all stakeholders in the process; and encouraging personal development. It is important to note that WHP aims to be a complementary support for, but not a replacement of, workplace risk management. Proper risk management is an essential foundation for a successful WHP programme. Regarding actual participation in WHP activities, the literature suggests that the number of participants often tends to be rather low once the WHP project is actually in progress. Therefore, it is pertinent to investigate how organisations are able to motivate their employees to participate in WHP activities in both the short- and long term. At the same time it should be kept in mind that employee participation in health promotion activities is totally voluntary. The aim of this report was to conduct a review of the available literature to identify the motivating factors for employees to participate in WHP. This knowledge can be used to improve WHP programmes and, consequently, the participation rates. The findings section of the report is divided into two key areas. The first section outlines and describes some of the key findings from the literature concerning workers’ motivation to participate in WHP; and the second examines the contributory role diversity may play in worker participation and recruitment

Examples of holistic good practices in promoting and protecting mental health in the workplace: current and future challenges

Background: While attention has been paid to physical risks in the work environment and the promotion of individual employee health, mental health protection and promotion have received much less focus. Psychosocial risk management has not yet been fully incorporated in such efforts. This paper presents good practices in promoting mental health in the workplace in line with World Health Organization (WHO) guidance by identifying barriers, opportunities, and the way forward in this area. Methods: Semistructured interviews were conducted with 17 experts who were selected on the basis of their knowledge and expertise in relation to good practice identified tools. Interviewees were asked to evaluate the approaches on the basis of the WHO model for healthy workplaces. Results: The examples of good practice for Workplace Mental Health Promotion (WMHP) are in line with the principles and the five keys of the WHO model. They support the third objective of the WHO comprehensive mental health action plan 2013e2020 for multisectoral implementation of WMHP strategies. Examples of good practice include the engagement of all stakeholders and representatives, science-driven practice, dissemination of good practice, continual improvement, and evaluation. Actions to inform policies/legislation, promote education on psychosocial risks, and provide better evidence were suggested for higher WMHP success. Conclusion: The study identified commonalities in good practice approaches in different countries and stressed the importance of a strong policy and enforcement framework as well as organizational responsibility for WMHP. For progress to be achieved in this area, a holistic and multidisciplinary approach was unanimously suggested as a way to successful implementation

Mental health promotion in the workplace – a good practice report

Promotion of mental health at work is one of the Community OSH Strategy’s priorities13. In 2009, a case study collection on mental health at work was conducted for the EU-OSHA. The present report is based on this collection of good practice examples. The aim of the report was to review the collatedcase studies for equipping practitioners, policy makers and employers to draw conclusions from these studies and take these into account when implementing programmes that target mental health in the workplace. Organisations involved were situated in Europe and varied across occupational sectors. Specific aspects of each organisation’s MHP programme were examined to determine and identify commonly observed success factors and practical approaches and strategies to overcome challenges across the thirteen case studies. Additionally approaches and strategies used in the case studies that were particularly innovative or original were highlighted and discussed

Is psychosocial risk prevention possible? Deconstructing common presumptions

This paper tackles a much debated and often misunderstood issue in the modern world of work, psychosocial risks. Although the prevalence and impact of psychosocial risks is now widely acknowledged as a priority in health and safety in Europe, there remains resistance by key stakeholders in prioritizing psychosocial risk management both in business and policy making. This paper explores why this is still the case by discussing three presumptions in relation to the current state of the art in this area. It examines the validity of these presumptions by summarizing key evidence, policies and practices. It is concluded that, although guidance on psychosocial risks and their management exists in abundance as does evidence to support the ‘case’ for psychosocial risk management, the concept of psychosocial risk is still not clearly understood in its entirety with discussions being focused on negative impacts and not opportunities that can be capitalized upon through effective psychosocial risk management at the organizational and societal levels. A key issue is the false distinction often made between psychosocial factors and issues pertaining to work organization, since psychosocial risks are embedded in certain forms of work organization. The suitability of available methods and tools is also considered as well as existing capabilities in the context of socioeconomic changes and constraints. On the basis of the current state of the art, an action plan for the prevention of psychosocial risks in the workplace is proposed, linked to sustainability and a value-based perspective

Tailoring psychosocial risk assessment in the oil and gas industry by exploring specific and common psychosocial risks

Background: Psychosocial risk management [Psychosocial Risk Management Approach (PRIMA)] has, through the years, been applied in several organizations in various industries and countries globally. PRIMA principles have also been translated into international frameworks, such as PRIMA-EF (European framework) and the World Health Organization Healthy Workplace Framework. Over the past 10 years, an oil and gas company has put efforts into adopting and implementing international frameworks and standards for psychosocial risk management. More specifically, the company uses a PRIMA. Methods: This study explores available quantitative and qualitative risk data collected through the PRIMA method over the past 8 years in order to explore specific and common psychosocial risks in the petroleum industry. Results: The analyses showed a significant correlation between job resources and symptoms of work-related stress, there was a significant correlation between job demands and symptoms of work-related stress, and there were differences in psychosocial risk factors and symptoms of work-related stress onshore and offshore. The study also offers recommendations on how the results can further be utilized in building a robust system for managing psychosocial risks in the industry. Conclusion: The results from the analyses have provided meaningful and important information about the company-specific psychosocial risk factors and their impact on health and well-being

Motivation for employers to carry out workplace health promotion: literature review

Workplace health promotion (WHP) is the combined efforts of employers, workers and society to improve the health and wellbeing of people at work. This can be achieved by: improving the work organisation and the work environment; promoting the active participation of all stakeholders in the process, and encouraging personal development. It is important to note that WHP aims to be a complementary support for, but not a replacement of, workplace risk management. Proper risk management is an essential foundation for a successful WHP programme. Developing and sustaining a healthy work environment and workforce has clear benefits for companies and employees, but can also lead to an improvement in social and economic development at local, regional, national and European level. This report presents the findings of a literature review that aims to identify the key reasons, arguments and motivation for employers to carry out workplace health promotion initiatives, and discusses some of the associated challenges and obstacles. This knowledge can be used to encourage and motivate employers to start WHP