Abstract In 2025, industry-wide collaboration through the IOGP and WHO led to a global consensus on mandatory psychological safety indicators in HSE audits. ADNOC's 2024-2025 pilot programs have shown a 45% increase in help-seeking behaviors and a 38% reduction in stigma around mental health disclosures among offshore workers. The Oil & Gas industry operates in high-pressure, high-risk environments where physical safety is prioritized, often at the expense of mental well-being. However, research shows that workpla& hearce harassment, chronic stress, and psychological distress significantly impact operational safety, workforce retention, and, in extreme cases, self-harm and suicide. According to the International Labour Organization (ILO), one in five workers worldwide experiences workplace harassment, while the World Health Organization (WHO) links over 700,000 suicide deaths annually to workplace-related mental health struggles. Within the ADNOC Group and other leading energy companies, significant efforts have been made to improve HSE culture, workforce engagement, and psychological safety, yet mental well-being and harassment prevention remain underrepresented in traditional safety frameworks. This paper explores how unchecked workplace harassment ranging from verbal aggression and discrimination to retaliation against safety whistleblowers can escalate into severe psychological distress. It includes the structure of a framework for early intervention, mental well-being support, and suicide prevention, developed around three key pillars: Psychological Assessment of Managers & Supervisors - Implementing emotional intelligence (EI)-based evaluations, implicit bias testing, and stress management training to identify high-risk leadership behaviors and equip managers with mental health literacy.AI-Driven Early Detection & Support Systems - Utilizing AI-powered behavioral analytics, sentiment analysis, and digital well-being surveys to detect patterns of distress, isolation, and declining mental health before they escalate.Multi-Tiered Support Networks - Establishing peer-led advocacy programs, mental health first responders, and confidential crisis counseling services, with an emphasis on offshore, remote, and rotational workers who face heightened psychological isolation. This study integrates real-world data and case studies from Oil & Gas companies, focusing on: Industry-Wide Data Analysis -mental health statistics from WHO, ILO, IOGP, and ADNOC's workforce well-being initiatives.Workplace Harassment and Mental Health Surveys -surveys across ADNOC Group, upstream, downstream, and EPC operations to assess the prevalence of workplace harassment and its impact on psychological well-being.Psychological Profiling of Leaders - psychometric assessments of supervisors and managers to measure EI, bias awareness, and stress tolerance, identifying patterns that correlate with toxic workplace cultures.Pilot Implementation of AI-Driven Detection Systems -machine-learning-based sentiment analysis tools and anonymous mental health check-ins to monitor early warning signs of distress and harassment-linked psychological decline.Initial findings indicated that:Workers in offshore, rotational, and high-risk roles report higher stress, anxiety, and burnout levels, with one in three employees experiencing some form of workplace harassment.Low psychological safety correlates with increased operational risks, leading to higher incident rates, reduced safety compliance, and increased absenteeism.Psychological assessment of managers helps identify toxic leadership traits early, allowing intervention through training, coaching, and targeted leadership development programs.Confidential peer-support networks and AI-driven early warning systems significantly reduce mental health stigma, encourage early intervention, and improve employee well-being outcomes. For ADNOC and other Oil & Gas companies to create a mentally resilient workforce, mental well-being must be integrated as a core pillar of HSE and ESG governance. Beyond traditional safety metrics, organizations must recognize psychological safety as a direct contributor to operational excellence. This paper highlights how proactive intervention strategies can reduce workplace harassment, mitigate mental health risks, and ultimately save lives. To embed mental well-being and suicide prevention into corporate HSE, HR, and ESG strategies, the following recommendations are proposed: Mandatory Psychological Safety Training - Equip managers and supervisors with mental health literacy, de-escalation skills, and active intervention techniques.Regular Psychological Assessments - Implement quarterly EI-based evaluations for leadership teams to monitor workplace culture and stress impact.Early Intervention & AI-Based Monitoring - Deploy AI-powered behavioral analytics and anonymous well-being check-ins to detect and address emerging distress signals.24/7 Support & Crisis Networks - Establish dedicated mental health response teams, peer advocates, and emergency counseling services tailored for offshore and rotational workforces.Integration into ADNOC's ESG and HSE Reporting - Embed mental well-being indicators into HSE dashboards and ADNOC's ESG frameworks, ensuring accountability, transparency, and continuous improvement.Industry Collaboration & Knowledge Sharing - Promote cross-sector learning at ADIPEC and ADNOC- hosted knowledge-sharing forums, encouraging best-practice adoption across the Oil & Gas industry.
Tayab et al. (Mon,) studied this question.
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