In the body of mental health statistics, two facts speak for themselves; one in four people will suffer from clinically significant mental health problems and 40% of sickness absence from work is attributable to poor mental health.
Yet in my experience, despite a variety of awareness raising campaigns, the general public and employers remain surprised at the level of the problem.
Indeed, in the energy sector, many would say “health” has long been the poor relation in the “health and safety” equation as a whole.
It is true that a number of oil and gas employers have at last begun to pay attention to mental health issues, but many find responding to them much more challenging in comparison to other health initiatives.
This is for a number of reasons.
Most commonly, these issues are perplexing because of the difficulty in recognising, quantifying and assessing the risk of something which cannot be easily seen or measured.
This is further compounded by the impact of both the significant stigma associated with having a mental health problem and by the shroud of mystery which has enveloped the field of mental health for too long.
The relationship between work and mental well-being itself is also shifting terrain.
Although we know that unemployment plays a significant role in mental illness, being employed is playing an increasing part too.
So while you are almost twice as likely to have a psychological illness if you are unemployed (30%) than if you are in work (16%), the figures on stress related absence are now showing an increase year on year also.
In 2013, a survey from the Chartered Institute of Personnel and Development (CIPD) highlighted that work-related stress remains the single most important reason for long-term sickness absence.
Yet to complicate matters more, levels of absenteeism may not be the only measure of the problem.
Clear evidence presented in a joint survey conducted by the CIPD and health insurer Simply Health, indicated that the relatively recently termed phenomenon of “Presenteeism” is on the rise too and may also be contributing to stress and anxiety.
In the current economic climate more employees continue to attend work, despite experiencing significant health problems, and the cynical truism often expressed offshore “I canna be aff sick I’m a contractor” expresses a fear over job security that may well play into this scenario.
This fuller picture of the workplace pressures on mental wellbeing may be cause for concern among employers in the offshore industry, as not only is the health of sufferers being potentially compromised but perhaps the safety of all is placed in jeopardy.
After all, the most prevalent stress related mental health problem, mixed anxiety and depression, gives rise to one of the most obvious industrial hazards – decreased levels of confidence and concentration.
Enough of the problems though, what about solutions? A number of readily accessible resources are available for employers such as the Health and Safety Executive’s stress related tools and templates.
In addition, consultancy and training services exist to enable employers to develop and implement an individualised strategic response.
Experience shows that an effective response comprises a broad range of components, a priority being a general Mental Health Policy.
This need not be a lengthy or complicated document but it must have meaning and reflect the attitude and actions of your organisation.
This is best served by describing a company’s attitude to mental health within the workforce, for example that the company is committed to negate stigma and to support employees in the event that they succumb to a mental health problem, whatever its cause.
We know that encouraging employees to declare problems at an early stage and supporting them to seek help significantly increase the likelihood of a quicker recovery and reduces absence costs.
Clear and supportive training for managers and supervisors should be available, helping them understand the relevant legal framework. Moreover, such training should equip them with the skills and confidence to offer an effective first response to people in distress.
Frontline staff should also receive Mental Health and Stress Awareness training aimed at a greater understanding of the facts about common mental health problems and recovery. This can go a long way to combating stigma and promoting peer support.
Across all groups Scotland’s Mental Health First Aid (SMHFA) may prove beneficial.
This is a first aid approach to mental health delivered in a 12-hour course sponsored by NHS Health Scotland (equivalents exist in England, Wales and Northern Ireland) and establishes first response teams, trained to offer effective initial help to people experiencing any of the major mental health problems.
This includes training in how to spot and respond to people who are experiencing suicidal thoughts.
To summarise, a head in the sand response is not uncommon because of the perceived complexity of dealing with mental health in the workplace but be assured that uncomplicated and cost effective in-house solutions are readily available.
Bill Murdoch is a senior consultant at FQM, a Health, Safety, Environment and Quality Consultancy and Training organisation.
For further information visit www.fqmltd.com or call 01224 628265 or e-mail info@fqmltd.com
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