Dusty Roach
Welcome and salutations! We may be going into some tough times, not that we as Americans—or as members of the oil and gas community—haven’t had our share already. One topic that is prevalent in our industry and often skirted or glossed over is mental health. It is a given that our industry is a “dog eat dog” world. On the grander scale, political influences, justified or not, weigh heavily and affect our livelihood. Our industry is really not for the faint of heart.
On any scale, every level of our industry is a tough one. There are financial considerations, such as the demands of meeting expectations of profits or EBITDA, as well as the pressures of handling rising costs or satisfying staffing and payroll needs just to stay on a solid business footing. There are also pressures apart from the financial side: consider for example the dictates of numerous regulatory entities, the shifts of public opinion, the changing expectations of customers, the needs of employees, and even the needs and wishes of employees’ families! Everyone expects us to deliver the goods and keep us energy independent! This applies to all aspects of our business. So often that they raise dreaded downturns, unfortunate events, political mandates, and even poor decision making from within. Safety, as an ongoing concern, is affected by these twists and turns, no different than any other part of the organization.
Mental health can be described as a state of personal well-being in which individuals can cope with the normal stresses of life, recognize their own abilities and limitations, work productively, and contribute to their community. Mental health encompasses emotional, psychological, and social aspects of well-being. There are numerous definitions depending on the application and situation. Whatever definition you prefer to go with, every job has some of the elements previously described. Our industry is not exclusive to mental health issues, nor is it excluded. However, in our traditional macho, tough-skinned industry, most companies have tidbits of training on the topic of mental health, but it is usually glossed over as “not a real threat.” Personnel often crack jokes about mental health in these meetings.
There are numerous examples of mental health stressors in these meetings that are deeply affected by the nature and pressures of our business. We are “profit” driven, “results” driven and most of the time “safety” driven. It has been my experience in audits, observations, and investigations that if you find someone contending that a particular company rests on an equal “three-sided triangle” or “three-legged stool” (HSE: Health, Safety, and Environment), that person really should go to the field more often, for a dose of reality.
I am not trying to be contentious or doubtful of anyone’s integral intentions or theories, but—as they say in detective movies, cop shows, and in the safety field itself—the evidence does not support that story or theory.
From my perspective, I contend that regardless of whether one is dealing with an employee, a friend, or a family member, mental health truly matters and deserves prompt attention. Moreover, numerous resources are available to address this growing malady in our society. The need can be even more pronounced in our stressful industry. Fatigued, overworked, and underpaid employees can be prone to hopelessness, fiscal pitfalls, and much more. In our society, it is incumbent on those of us bearing responsibilities in this realm to restore an awareness of mental health, not just physical health. Few people under our watch possess the ability to self-identify these issues.
Yet there are specific signs that warrant action. I am not trained as a professional psychologist or psychiatrist to give professional advice. As a safety professional, I have observed behaviors that warrant additional guidance. The key to benefiting others and getting on the front side of this issue is awareness training.
I highly recommended, when it comes to any suspicion of behavioral changes, that one find a partner with your human resources representative. The oilfield is filled with professionals who have said, “I never saw that coming!” or “I knew there was something wrong. But I figured it was just an off day. His mind just wasn’t on the job.”
Additionally, I have witnessed personnel, after seeing fatal accidents, experience what is known as “survivor’s guilt.” Our industry tends to try to “get over” the guilt of surviving, without counseling. After all, we are the oilfield. We are tough.
There are so many instances where we cannot diagnose, sense, predict, or anticipate mental health issues. Education and training will help. Observing and knowing our personnel will help. Training will help. Numerous resources are available to educate anyone and/or everyone. Mental Health America, a Non-Profit organization, is an excellent resource on the topic. I am certain there are numerous other organizations as well.
So, I submit it to you this month: look into mental health training. Confidentiality, when it comes to employees’ information, is paramount. Stay on top of this topic. Stay updated on it. Research it. Give REAL training on this topic.
As always, it is not how many hits you have in baseball that counts. It is how many times that you reach home safely, that counts. —Dust
Dusty Roach is a safety professional based in Midland. He is also a public speaker on subjects of leadership and safety, and he maintains a personal website at dustyroach.com.
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