INFO JULY

SHEET 2021

Mental health risks and

the COVID-19 pandemic
Note
This document has been prepared by the joint IOGP-IPIECA Health Committee as part of a series related to the COVID-19 pandemic. The purpose of
this series is to share the knowledge of the oil and gas industry’s health experts with decision makers addressing the risks and challenges presented
by the COVID-19 pandemic.

This Info Sheet highlights mental health risks which may have been exacerbated by the current pandemic. The note is not intended to provide
detailed mental health guidance or analysis of individuals or populations.

Introduction
The COVID-19 pandemic is now a major factor in our personal and professional lives. There is an increased need to ensure
our workplaces support good mental health, as global public health experts have warned that we are likely to see an
increase in mental health issues.

“It is now crystal clear that mental health needs must be treated as a core element of our response to and recovery from the
COVID-19 pandemic. This is a collective responsibility of governments and civil society, with the support of the whole United
Nations System. A failure to take people’s emotional well-being seriously will lead to long-term social and economic costs to
society.” Dr Tedros Adhanom Ghebreyesus, Director-General of the World Health Organization, 14 May 20201

1
World Health Organization. “Substantial investment needed to avert mental health crisis”.
https://www.who.int/news/item/14-05-2020-substantial-investment-needed-to-avert-mental-health-crisis
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Poor mental health encompasses a whole continuum, ranging from short-term distress to more intense mood disorders,
such as anxiety and depression. Some portions of society are exhibiting signs of deteriorating mental health as a result of
the ongoing pandemic. IOGP-IPIECA Health Committee members have seen this in the increased use of mental health help
lines and increased levels of self-reported anxiety and depression in their companies. In society at large, academic papers
reporting on how population are experiencing symptoms of post-traumatic stress number in the thousands covering
different countries2 and sectors of society (e.g., children3, those recovering from severe COVID-19, or health workers4).
The pandemic has also contributed to a downturn in the oil and gas industry, like in many others, but this has resulted in
employment related uncertainty for many in our workforce, further compounding potential impacts on mental health.

In recognition of this, it has never been more important to have healthy and safe workplaces which:
• Promote good mental health
• Protect us from mental illness
• Provide timely access to quality support and care

What is mental health?

According to the World Health Organization, “Mental health is a state of wellbeing in which an individual realizes his or her
own abilities, can cope with the normal stresses of life, can work productively, and is able to make a contribution to his or
her own community.”5 It includes how we feel about ourselves, our relationships and our ambitions (emotions), how we
think and solve problems (cognitions), and how we act on day-to-day basis (behaviours) within our families, with our co-
workers, and in our communities.

Mental health, like physical health, changes as we go through different experiences and life events. It is dependent
upon characteristics both innate (genetics) and acquired (parenting, education), our present circumstances (lifestyle,
relationships, physical health), and our feelings about our futures, both positive and negative. We have control over some
of these characteristics, but not others. Well-being campaigns help us to take control of the parts of our lives which
contribute to good mental health.

In the challenging environment created by the current pandemic, our emotions, cognitions, and behaviours can become
very difficult to cope with for ourselves and the people around us. For a small percentage of the population, mental
health problems can make it impossible to function on a day to day basis, and more intense psychological or psychiatric
interventions are needed.

Mental illness, as diagnosed by medical professionals, is not well understood in society at large. The subject remains a
taboo for many, and metrics are not well developed. Within a company, even one that promotes mental health, existing
stigmas, prejudices, and a lack of awareness can prevent employees and leaders from discussing and addressing their
concerns.

Many organizations would like to change this reality as they believe that all employees in our industry should feel
‘psychologically safe’ in their place of work. Psychological safety refers to an employee’s ability to be confident that they
can discuss ideas, questions, concerns, or mistakes without fear of negative consequences. Psychological safety is the
backbone of a team, department, and organization that promotes mental health.

2
See for example Italy: Di Crosta A et al. “Individual Differences, Economic Stability, and Fear of Contagion as Risk Factors for PTSD Symptoms in the
COVID-19 Emergency”. Frontiers in Psychology 11:567367. 2020.
3
Chottera S et al. “COVID-19, Social Distancing: Mental Health Implications for Children, Adolescents, and Families – Pediatric and Psychiatric
Perspectives”. World Social Psychiatry 2 (2). 2020. p.159-162.
4
Greene T et al. “Predictors and rates of PTSD, depression and anxiety in UK frontline health and social care workers during COVID-19”.
European Journal of Psychotraumatology, 12 (1). 2020.
5
World Health Organization. “Mental health: strengthening our response.”
https://www.who.int/news-room/fact-sheets/detail/mental-health-strengthening-our-response
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ISO/FDIS 45003 – guidelines for managing mental health risks

An important development in mental health and organizational response is the publication of ISO/FDIS 45003 - Occupational
health and safety management — Psychological health and safety at work — Guidelines for managing psychosocial risks in June
2021, an international guidance and standard for the management of psychosocial risk at work. Whilst this Info Sheet is
concerned with specific individual and organizational risks of COVID-19, it is certainly worth noting that the strategies for
managing risk, detailed in Table 1, all sit comfortably within the cultural aspects of mental health described in ISO/FDIS 45003.

Signs and symptoms of how the pandemic is impacting our mental health
The COVID-19 pandemic represents an immense challenge to society, and the negative mental health effects of the pandemic
are likely to last much longer than its physical health impacts. Furthermore, while everyone has been affected by the
pandemic in some way, the mental health effects of the pandemic have fallen unequally, with some people bearing much more
of the mental health burden than others6. These effects are likely to deepen during the pandemic and in its aftermath.

Before the pandemic, most people were in generally good mental health, sometimes thriving, sometimes experiencing
short-term distress (e.g., related to a specific event or situation). It is estimated that 1 in 6 people experience common
mental health problems, like anxiety or depression, and that about 1-2% of the population are diagnosed with more severe
forms of common mental health problems or a specific mental illness7. A small percentage of the population will have
previously experienced severe mental ill health, or mental illness. This usually requires a diagnosis and treatment provided
by a psychiatrist. If a person has been diagnosed with a mental illness, and receives the appropriate medication and
support, they can remain highly productive in the workplace. It is often the stigma of mental illness that prevents people
from accessing the workplace, rather than their own productivity or performance.

During the current pandemic, the stress we experience is continuous. While some people may have been able to initiate healthy
habits and protect their mental health, many have started to experience one or more common mental health problems. Those
people who experienced mental health problems prior to the pandemic are likely to have a recurrence of their pre-existing
condition due to the many stresses of the pandemic. The current situation may trigger traumatic memories and disturbance.

Mental health threat factors

The threats that are likely to escalate symptoms of poor mental health include:

Individual threats

Factors that influence our ability to manage our thoughts, emotions, and behaviours. Some of these factors are within our
control and some are historic, fixed, and out of an individual’s control. Factors that are within our control can include our
support networks, ability to articulate emotions, physical health and exercise, sleep, nutrition, relationships within the
family and workplace, mindset, and individual resilience to stress and adversity.

For many employees (particularly those who are spending weeks in hotel quarantine), these factors have been significantly
disrupted by the pandemic. However well-developed our social and interpersonal skills are, talking to loved ones on the
phone or on screens does not provide the same level of support and intimacy. Loneliness, isolation, anxiety, and depression
are likely to escalate when social and support networks are compromised.

Individual mental health threat factors that are outside our control include genetics, personal and family histories,
education, socioeconomic environments, and previous experiences of mental ill health.

6
See, for example: Cénat, JM et al. “Social inequalities and collateral damages of the COVID-19 pandemic: when basic needs challenge mental health
care.” International Journal of Public Health 65. 2020. p. 717–718.
7
For more on mental health statistics and the burden on society, see www.who.int/health-topics/mental-health.
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Family and personal threats

Whilst the absence of support networks is a significant risk factor, the change in support networks is also a risk.
Many relationships are heavily influenced by routines, including partners’ respective work schedules. For those who
are now working from home, or away from families for more extended periods than normal, the pandemic-induced
constant proximity (or separation) with family, or with colleagues at remote locations, with whom there may be tension
or even conflict, is likely to be distressing and damaging, and can potentially lead to significant withdrawal, loneliness,
and domestic violence. Further, worries and concerns about distant family members’ health and well-being will be a
contributing factor.

Work-induced threats

COVID-19 has changed the working lives of many people, with many now working from home, or doing so for much longer
periods of time than they may have been previously. Employee surveys in IOGP-IPIECA Member Companies indicate that
some of these employees are reporting feeling exhausted or unmotivated, and employees report not:
• Taking enough breaks during the day
• Maintaining good boundaries between home activities and work activities
• Being active enough, and spending too much time sitting at a screen
• Celebrating their achievements and rewards and focusing all energies on what has not been achieved
• Asking and receiving feedback and therefore feeling anxious about their own performance
• Discussing their own ambition and creativity

Financial uncertainty-induced threats

COVID-19’s effects on the global economy have caused job losses. For those with skillsets specific to the oil and gas
industry, there may be limited job opportunities to be found if they lose their current positions. Exacerbating this
uncertainty is the broader strain on national economies and social security provisions by governments. Even where these
are available, stress and uncertainty may remain a threat for many. This may be amongst the most acute stress escalation
factors affecting mental health in the oil and gas sector.

COVID-19 medical uncertainty-induced societal threats

As treatments, testing, and vaccines continue to evolve, providing some line of sight to a time when the pandemic is
managed, many continue to have underlying fears on behalf of both themselves and their friends, family, and colleagues.
For some, this has may have been exacerbated by the lack of consistency in responses by authorities, especially if they
and their close ones live in different countries as can be regular for workers in the oil and gas industry. The mental health
effects of COVID-19 concerns may only manifest themselves into symptoms well after such fears have abated. As such, this
stress remains a threat for the foreseeable future.
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Mental health-related business impacts

Accepting that the likelihood of adverse mental health effects in the work force is real, a medium to long-term business
impact should be expected. This may have the following outcomes, as shown in Figure 1.

Impact on life

Suicide is a risk that must be taken seriously. Every effort needs to go into ensuring that employees feel able and
confident to talk to the people around them if they are having suicidal feelings. It is essential to review the preparedness
of colleagues and managers if their colleagues/employees do talk about suicide. It should also be considered whether
stigma, and the lack of training and preparation, may inhibit employees from talking about suicide.

The impacts of poor mental health discussed before (for example, workplace disagreements or inability to focus on tasks
due to fatigue or stress) will make safety events more likely and increase risk to life in high hazard work environments.

There are examples where poor mental health, stress, and/or fatigue have contributed to industrial accidents. With the
pandemic worsening mental health globally, this is even more relevant now for an industry like ours, where major accident
hazards need to be managed.

Business risk/efficiency loss

These losses are likely to increase in all areas due to distraction, loss of concentration, disrupted managerial relationships,
fatigue, working alongside different teams, and possibly poor physical health. This can affect individual employees or large
groups of employees.

Absenteeism

A more severe outcome that may range from ad-hoc days off to sustained periods away from work. This issue can appear
at both an individual and group level.

Impact on workplace conflicts and insider threats

Effects may range from individual disagreements to wider unrest in groups, or disgruntled employees taking deliberate
actions against their employer. This may take the form of activities such as disclosure of confidential information,
sabotage, or violence in the workplace.

Impact on
Individual
work efficiency

Impact on
Family/personal
absenteeism

Adverse
effects on Workplace
Work-induced
conflict-insider
threats mental threats
health

Uncertainty of
Death/suicide
future income

COVID-19 Major Accident

societal factors Hazard release

Indicative
Risk

Figure 1: COVID-19 mental health business-related risk illustration

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Threat factors, mitigating conditions, and strategies to manage risks

Table 1 consists of three columns. The middle column describes the risks associated with COVID-19, to the mental
health of individuals and to organizations. Prior to COVID-19, many organizations had resources in place to reduce
the risks. This proactive care is described in the ‘Prevention’ column on the left. If we can work towards putting these
resources and training in place on a daily basis, we will be much more prepared when a crisis hits. We know this is true
from organizational crisis management, and the same is true for mental health. Many individuals used their established
networks of colleagues, friends, and professional support to provide much needed help when the pandemic hit. Starting to
build networks of support in the middle of a crisis is very difficult.

However, not every risk can be foreseen and the pandemic could have detrimental impacts regardless of how many
resources are in place. The ‘Mitigation’ column on the right describes resources, training, and activities that may need to
be put in place to prevent the threats escalating. Note, however, that measures can be both preventative and mitigating; a
mitigating measure for social isolation, for example, is preventative for more acute or long-term mental health issues.

Table 1: Prevention and mitigation measures for mental health risks in the workplace

Prevention Mental health impacts from COVID-19 Mitigation

Individual level

Effective line management, supportive teams, Uncertainty around multiple changes Effective communication and support
strong leadership (e.g., lockdowns, changing government and
workplace rules, financial concerns)

Buddying system with colleagues, availability of Social isolation, loneliness Buddying system with colleagues, education,
social connections, strong team dynamics and regular check-in, group support. Opportunities
encouragement for volunteering.

Education about mental health, self-awareness, Relationship conflict Employee assistance programmes (EAP)
relationship management, relationship or relationship counselling may help. For
counselling work-related conflict, mediation and Human
Resources support may help resolve.

Provision of bereavement services. Strong team Bereavement Establish bereavement counselling and support
and organizational unity. in the workplace.

Provide information and resources about
mental health. Actively challenge stigma of
asking for help. Managerial monitoring of
workload, stress, and burnout. Opportunities to
share personal stories that normalize mental
health issues. Encouraging a culture that
enables employees to ask for help as soon as
a problem is recognized, and to discuss pre-
existing conditions.
Mental illness related symptoms, such as: Confidential counselling, flexible working
• Depression patterns, access to good health services
(in-house or external). Buddy support. Line
• Anxiety
managers trained in mental health awareness
• Burnout who are confident engaging in discussions
• Obsessive compulsive disorder (OCD) about mental health issues. Human Resources
and Occupational Health services who can
either treat or assess when to refer to an
outside professional.

Drug and alcohol testing policies. Effective Increase of substance misuse or addictions Availability of specialist treatment programmes.
safety management. Encouragement of self- Knowledge of how to refer for specialist
reporting. Actively challenging stigma of asking treatment. Flexible working.
for help.

Effective line management and leadership Loss of self confidence Focus on reward and recognition as well as
that focuses on the person, not just the productivity. Leadership focus on positive
role. Opportunities for growth, development. engagement and valuing staff. Training and
Recognition of achievements and successes. development opportunities.

Regular discussion with employees about talent Loss of job security Regular, accurate communication about future
and career development. developments led by managers and leaders.
Reassurance of Out-placement services.

Financial education available, regular money Financial anxiety Flexible salary payments. Financial education.
advice seminars

Prevention
Commit to workplace domestic violence pledge.
Provide information about domestic violence
on wellbeing portals. Support local domestic
violence services.
Open discussion about suicide awareness,
challenging myths about suicide. Suicide
awareness training for health, safety, and HR
staff. Line manager training on mental health
awareness and suicide support.
Availability of EAP services. Line manager
mental health awareness training to assist
flexible working to accommodate ill health.
Open discussion from senior leaders to
destigmatize mental health prejudice.
Availability of high quality medical care.
Organizational level
Continuous monitoring of workload and stress
levels by line managers. Encourage use of EAP
support system for life management.
Continuous monitoring of workload and stress
levels by line managers. Regular discussions
about engagement, valuable work, and
purposeful work.
Promote a culture within the organization
that supports flexible working and addresses
employees concerns.
Providing a sense of meaning and challenge,
and building a spirit of teamwork and
commitment. Line manager training and
support. Coaching for line manager.
Maintain a positive, inclusive and empowering
safety culture based on human performance
imperatives. Maintain and enhance use of
relevant tools and processes.
Maintain and encourage positive, inclusive
and empowering safety culture based on
human performance imperatives. Maintain and
enhance use of relevant tools and processes.
Perform vulnerability assessment for critical
operations with MAH (Major Accident Hazard)
release risk.
Mentoring and reverse mentoring.
Offer help and encouragement to build
supportive relationships.
Have a clear vision that can be explained and
made relevant to employees at all levels.
Ensure employees have motivation to fulfil
their goals.
Mental health impacts from COVID-19
Domestic violence
Increased suicide
Re-emergence of historic mental health
conditions
Limited access for treatment options for non-
COVID-19 related issues
Increased absenteeism
Increased presenteeism
Poor team dynamics
Increased personal safety incidents
Increased risk for major incidents
Disengagement and risk-taking behaviour
(physical and psychological)
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Mitigation
EAP referral. Flexible working options. Line
manager support.
Line managers, HR, OH, HSSE staff all to be
aware of escalation procedures for suicidal
employees. EAP availability.
EAP referral. Flexible working options.
Supportive and optimistic line manager
discussion.
Encourage and facilitate use of suitable and
available medical care facilities where appropriate.
Monitoring, recording and utilising the data to
develop effective policy. Quality conversations
on return to work. Flexible working
arrangements if required.
Structurally adjust meeting plans and
agendas. Reduce work loads and re-prioritize
deliverables. Provide clarity on accountabilities
and adjust as needed.
Activate external support for teams, potentially
adjust team composition or provide “self-help”
materials or resources.
Embed human factors (HF) principles in
investigations. Encourage “time outs” and
readiness verification prior to task. Encourage
focus through supervision and support.
Embed HF principles in investigations.
Encourage “time outs” and readiness
verifications prior to tasks. Encourage focus
through supervision, verification and support.
Adjust schedule of critical operations with MAH
release risks.
Assessment of the situation.
Facilitated discussion between staff and
managers.
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Conclusion
The COVID-19 pandemic will have an adverse effect on mental health in society and in companies. This implies an
increased likelihood of adverse effects ranging from loss of efficiency to major incidents.

There are opportunities for companies to enhance their resilience against mental health risks that have been amplified as
a result of the current pandemic. In doing so, they will likely also enhance the efficiency of their businesses.

It is therefore suggested that whilst the emerging mental health risk may require immediate attention, companies consider
how to structurally embed heightened mental health awareness and the concept of well-being into their businesses. This
may enable them to reap the benefits of improved individual mental health and the efficiencies of an engaged, healthy, and
psychologically safe workforce. In doing so, they will be more resilient to societal threats or adversity in the future.

Revision history

VERSION DATE AMENDMENTS

1.0 July 2021 First issue

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