{"id":65700,"date":"2025-04-17T10:53:16","date_gmt":"2025-04-17T08:53:16","guid":{"rendered":"https:\/\/fhi.nl\/?post_type=news&p=65700"},"modified":"2025-04-17T10:53:18","modified_gmt":"2025-04-17T08:53:18","slug":"mentaal-welbevinden-de-duurzame-brandstof-voor-werkplezier-en-veiligheid","status":"publish","type":"news","link":"https:\/\/fhi.nl\/en\/news\/mentaal-welbevinden-de-duurzame-brandstof-voor-werkplezier-en-veiligheid\/","title":{"rendered":"Mental well-being: the sustainable fuel for job satisfaction and safety"},"content":{"rendered":"
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By: Eline te Velde<\/h6>\n\t\t\t\t\n\t\t\t\t

\n\t\t\t\t\tMental well-being: the sustainable fuel for job satisfaction and safety\t\t\t\t<\/h1>\n\n\t\t\t\t
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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.<\/strong><\/p>\n

Work can be both a source of energy and a risk to mental well-being. \u201cThere are factors that can promote well-being,\u201d explains Margreet Sturm. \u201cIt\u2019s nice when people are energetic and enthusiastic about their work. You can compare it to vitamins\u2014they\u2019re good for you, but they also have a limit. Too much can be harmful.\u201d<\/p>\n

In addition, personal circumstances play an important role. \u201cFactors at work, which a manager or an organization has influence on, can be strengthened or weakened by other aspects,\u201d says Sturm. \u201cThink 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.\u201d<\/p>\n

Six key factors<\/h4>\n

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<\/em> to workload and task complexity, control<\/em> to the influence employees have on their work, and support<\/em> to the support from colleagues and managers. Relationships<\/em> focuses on mutual relationships, role<\/em> on task clarity. The factor change<\/em>\u2014change\u2014is particularly topical within Shell.<\/p>\n

Dealing with change<\/h4>\n

\u201cShell is at a critical stage where we are transitioning from fossil fuels to broader energy solutions,\u201d says Sturm. \u201cThis not only brings technological innovation, but also changes in how we work and collaborate.\u201d This transition can create uncertainty for employees: new structures, changing tasks and the need to continuously develop new skills. \u201cChange is better received when there is transparency, and when people understand why and how the change is happening,\u201d emphasizes Sturm.<\/p>\n

Targeted approach<\/h4>\n

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. \u201cWe first have to measure to know where we stand,\u201d says Sturm. \u201cThat produces a lot of valuable data, which teams can use in a targeted manner.\u201d<\/p>\n

Based on the results\u2014particularly change<\/em>, demands<\/em> and control<\/em> often require attention\u2014teams 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.<\/p>\n

Breaking the stigma<\/h4>\n

A key goal of the program is to remove the stigma surrounding mental health. \u201cIn many cultures, it\u2019s hard to admit that things aren\u2019t going well,\u201d says Sturm. \u201cThat\u2019s why we want to create an open atmosphere in which this can be discussed. Dare to ask if you see that someone is struggling.\u201d Her most important advice to employees: \u201cBe open. Let them know if things aren\u2019t going well. If no one knows what\u2019s going on, nothing can change.\u201d This does require a safe working environment, in which employees feel supported\u2014by their team and their manager.<\/p>\n\t\t<\/div>\n\t<\/div>\n<\/div>\n\n

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