Since the corona pandemic, mental well-being in the workplace has been high on the agenda. Yet in practice it often remains a difficult topic to discuss. While mental resilience is crucial for a safe and healthy working environment. Margreet Sturm, occupational hygienist and Workplace Protect Lead at Shell, shares how Shell deals with this.
Work can be both a source of energy and a risk to mental well-being. “There are factors that can promote well-being,” explains Margreet Sturm. “It’s nice when people are energetic and enthusiastic about their work. You can compare it to vitamins—they’re good for you, but they also have a limit. Too much can be harmful.”
In addition, personal circumstances play an important role. “Factors at work, which a manager or an organization has influence on, can be strengthened or weakened by other aspects,” says Sturm. “Think about how someone feels in their private life. If things are going well at home, the finances are in order and someone feels physically comfortable, that contributes to resilience.”
Six key factors
To balance the positive and negative factors, Shell uses the UK HSE model. This model distinguishes six aspects that influence mental well-being in the workplace: demands, control, support, relationships, role and change. The model was developed by the British Health and Safety Executive (HSE) and offers organisations a scientifically based framework to recognise and address psychosocial risks. This is how demands to workload and task complexity, control to the influence employees have on their work, and support to the support from colleagues and managers. Relationships focuses on mutual relationships, role on task clarity. The factor change—change—is particularly topical within Shell.
Dealing with change
“Shell is at a critical stage where we are transitioning from fossil fuels to broader energy solutions,” says Sturm. “This not only brings technological innovation, but also changes in how we work and collaborate.” This transition can create uncertainty for employees: new structures, changing tasks and the need to continuously develop new skills. “Change is better received when there is transparency, and when people understand why and how the change is happening,” emphasizes Sturm.
Targeted approach
To support employees in this, Sturm and her team developed the Global Mental Wellbeing Program. The basis of this program is a survey that gauges how employees experience their work. “We first have to measure to know where we stand,” says Sturm. “That produces a lot of valuable data, which teams can use in a targeted manner.”
Based on the results—particularly change, demands and control often require attention—teams receive recommendations on areas for improvement. A digital toolkit is available for each theme, including instructional videos, conversation starters and specific materials for frontline workers, such as on oil platforms. The toolkits not only include 'health moments' about physical safety, but also 'wellbeing moments' with explicit attention to mental well-being.
Breaking the stigma
A key goal of the program is to remove the stigma surrounding mental health. “In many cultures, it’s hard to admit that things aren’t going well,” says Sturm. “That’s why we want to create an open atmosphere in which this can be discussed. Dare to ask if you see that someone is struggling.” Her most important advice to employees: “Be open. Let them know if things aren’t going well. If no one knows what’s going on, nothing can change.” This does require a safe working environment, in which employees feel supported—by their team and their manager.
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