White Papers

Beyond the “Roughneck” Stereotype

By: ANGELA C. ANGEL, MSC

Executive Sumary

This white paper challenges the stereotypical image of mobile workers as “roughnecks” and reveals, via recent data, the actual demographic profile of the mobile workforce populations in the Alberta Oil Sands and the North Dakota’s Bakken Oil Region. It also discusses why the perceived and actual identities of workers matter to health, and, importantly, why this matters to industry and the greater community.

Read the White Paper »

Reducing Alcohol and Substance Abuse: A Benefit of Workforce Housing in Oil, Gas, Mining and Construction Industries

By: GRAHAM CHANDLER, PH.D.

Executive Sumary

Alcohol- and substance-abuse is most prevalent among blue-collar workers, and the upstream oil and gas, mining, and construction industries are among the highest sectors in which safety is paramount. Throughout this white paper, solutions are presented. This includes the importance of quality housing that makes a welcome place for the “other 12 off-shift hours” and creates a controlled environment with relevant policies.

Read the White Paper »

Workforce Housing and Feeding Solutions for Health, Safety, Productivity and Morale

By: CHRISTOPHER WANJEK

Executive Sumary

Remote and temporary worksites prevalent in the oil, gas and mining industries present a challenge for housing and feeding workers. The nearest town and accommodations might be hours away by car; often such worksites are fly-in operations. Hostile environments — extreme cold or heat — and inadequate roads and other infrastructure limitations compound the problem of providing adequate food and shelter. Inadequate accommodations can leave workers vulnerable to poor nutrition, sickness, inadequate rest, long-term health problems, low morale and general apathy about the work at hand. This, in turn, can lead to lower productivity and increased risk of accidents. This White Paper examines factors that affect worker health, safety and productivity in remote worksites and provides the rationale of how better feeding and relaxation programs can increase productivity and lower accident rates.

Read the White Paper »

Return on Sustainability: Workforce Housing for People, Planet and Profit

By: RICHARD ROTHAUS, PH.D.

Executive Sumary

Well-organized workforce housing can be a valuable partner for companies pursuing their sustainable development goals, as well as a component of long-term profitability. Such housing can assist companies in recruiting and retaining skilled workers, as well as insulating workers from the daily life disruptions that are common in areas with insufficient or nonexistent infrastructure. Reusable modular structures offer a green building solution for housing, and have built-in conservation and cost-saving features. Workforce housing also can offer essential services that reduce the environmental footprint of company operations, including wastewater treatment and transportation services. By addressing the triple bottom line (TBL) of social responsibility (people), natural capital (planet) and economic prosperity (profit), appropriate workforce housing can be an important component of both short- and long-term business success.

Read the White Paper »

Optimizing Sleep for an Optimal Workforce

By: NANCY H. ROTHSTEIN, THE SLEEP AMBASSADOR®, MBA

Executive Sumary

Sleep is as essential as oxygen or food to live. This white paper will examine why sleep is vital and why an optimal sleep environment, along with the provision of basic sleep training, offers a compelling component to add to an employer's risk-management strategy resulting in optimized workforce morale, safety, health and performance. In addition, it will address the role these factors play in attracting and maintaining the most talented workforce.

Read the White Paper »

Workforce Housing as a Recruitment and Retention Strategy: The Other 12 Hours

By: GRAHAM CHANDLER, PH.D.

Executive Sumary

North American oil, gas, mining and construction operations are facing an unprecedented shortage of professionals and skilled tradespeople this decade and beyond. Several strategies can be implemented to face these problems; one is to address the "other 12 hours" when workers are off-duty by offering top-quality housing to attract and retain these valuable employees.

Read the White Paper »

Injury Prevention Through Cause Analysis and Worker Readiness

By: Dan Hannan, CSP

Executive Sumary

The proclamation that injuries “just happen” is unacceptable. Even worse is to dismiss the contributing factors that set up a repeat of another injury by the same cause. Central to injury analysis is the psychology of risk-based decision making, such as: “Should I use this broken ladder or take an extra 20 minutes of time to obtain another one?” Accordingly, many safety programs are constructed with the hope that an individual’s decision-making process and habits can be shaped for the better. This paper discusses a number of methods that can be essential to achieving a higher level of injury prevention.

Read the White Paper »

The Great Crew Change: Managing Generational Differences in Oil, Gas, Mining and Construction Workforces

By: Elaine Cullen, MBA, PhD, CMSP

Executive Sumary

A study from the National Academies of Science warned that we are facing labor shortages in the future in most, if not all, of our skilled labor industries, including oil, gas, mining and construction. The challenge to companies wishing to stay competitive and productive will be to attract competent workers, to retain them as long-term employees, and to keep them safe and healthy throughout their careers. This paper examines generational differences and shares recommendations from the National Academy study and other sources to address the Great Crew Change.

Read the White Paper »

Workforce Housing as a Recruitment and Retention Strategy in the North American Mining and Oil & Gas Industries – The Other 12 Hours Part II: New Challenges

By: Graham Chandler, Ph.D.

Executive Sumary

North American mining and oil & gas corporations continue to face a shortage of experienced oilfield workers and professionals. A 2014 white paper1 by the author showed record numbers and percentages of workers in these sectors will be retiring, and reluctance of many newer workers to take jobs requiring extended periods away from home will contribute to the deficit. Several strategies were suggested to face the problem; of overriding importance was to address the “other 12 hours” by offering top-quality workforce housing. Since publication of the 2014 paper, world oil prices dramatically collapsed and in the past six to eight months have rebounded to levels that make drilling and production again economic. This adds fresh problems: attracting back laid-off workers and recruiting new ones. This paper addresses the new challenges and offers new solutions including the now even more critical role played by those other 12 hours as a strategy for recruitment and retention.

Read the White Paper »