Dredging Industry Focuses on Mental Health

Just as maintaining good physical health can be important for safety on a job site, regular check-ins to support crews’ mental wellbeing are important for managing stress and building resilience.

That was a key point in the Western Dredging Association’s Safety Commission webinar September 23 titled “Navigating the Pressure: Mental Health in Dredging And Marine Construction.”

The webinar, held in conjunction with National Suicide Prevention Month, is a two-part series WEDA is bringing to its members. The second free webinar, October 22, will focus on reducing suicide risk.

“As we approach the holiday season, it is important that we remain mindful of the well-being of those around us,” moderator Julie Hite said. “While this time of year can be meaningful and enjoyable, really fun, it also invariably presents unique challenges to many people we know.”

While those involved in dredging and marine construction may face the stress of traveling or working away from family and friends, long hours, demanding schedules, physical exertion and unpredictable weather, those at home may face increased feelings of isolation along with tensions associated with holiday preparations. The pressures of caretaking for loved ones, financial strains associated with gifting, traveling, gatherings and seasonal responsibilities can all mount, Hite said.

“All of these are factors that can affect focus, judgment and overall well-being, potentially increasing the likelihood of unsafe decisions and behaviors on the job,” she said. “So, take the time to look out for one another.”

John Vannoy, an area manager with Orion, related statistics from the National Alliance on Mental Health specifically concerning the construction industry as part of his presentation.

Among the facts he shared: 64 percent of U.S. construction workers surveyed reported anxiety or depression in the prior year; 53 percent of employees said they experienced burnout because of their job; and 58 percent of employees said they worried they would be judged for sharing mental-health struggles.

Vannoy said it is important to make checking in on team members visible, routine and nonpunitive.

“We need to change the questions we’re asking,” he said. “Instead of what’s wrong with you, it needs to be, what can we do to help?”

Such connections don’t emerge with the first training, he said, emphasizing that it is important to take time to build meaningful relationships with team members.

Supervisors must realize that burnout is about more than being tired and how to respond when people are exhausted or overwhelmed.

“Pushing people beyond their limits is not part of a strong safety culture,” he said.

Joshua Brown, health and safety specialist with the New York Power Authority, said in his presentation that team leaders need to take brief, routine safety moments, not just when someone is in crisis, and to communicate specific information about what benefits company employee assistance plans may cover, whether it is free and other resources available. That information also can include the national Suicide Prevention Hotline: 988, which has crisis counselors available 24 hours a day.

“It’s just as important as things we maybe bring up more often than mental health, such as job safety or PPE (personal protective equipment),” Brown said.

Information about access to mental health services also should be posted or otherwise made easy for employees to find.

Leaders can reinforce that asking for help is not a sign of weakness or a career penalty and can model healthy boundaries, recovery and respectful communication.

Listening when employees share their struggles is paramount.

One of Brown’s messages was that a strong safety culture should make it OK to say things like, “I’m not doing well,” or “I need a minute” during regular team member check-ins.

“We need to focus on how we react in those moments,” he said. “It’s really an opportunity. Someone’s bringing it to our attention, maybe subtly, maybe they’re joking about it, but it gives us an opportunity.”

While team members may try to push concerns from home to the back of their mind while on the job, “A lot of times they don’t stay at home,” Brown said. “We bring those burdens with us into work. They can affect concentration, decision-making, relationships, productivity and ultimately safety, our safety and the safety of those around us if we’re somewhat distracted by those things going on in our everyday life.”

That’s why increasing awareness, knowing how to recognize someone who is struggling and knowing how to start or continue conversations about those struggles is important, he said.

Supervisors can watch for low mood, withdrawal, loss of motivation, behavior that could include risk-taking, unusual irritability or major changes, trouble concentrating, performing tasks or keeping up. They can respond with conversation starters such as: “I’ve noticed you seem different lately,{ or “How are you doing, really?”

Vannoy advised letting employees talk, but not diagnosing or minimizing any concerns. Instead, he said, offer connections such as EAP benefits, a trusted leader or professional support. Also, don’t leave someone alone in crisis.

“The goal is not to eliminate every problem,” he said. “The goal is to make sure people don’t face those problems alone.”

While the culture around dredging and marine construction may value toughness, problem-solving and getting the job done, that culture must adjust to realize that everyone has struggles from time to time and to value the strength of recognizing and speaking out about them and accessing help.

“It’s taking care of ourselves but also taking care of our coworkers, our crews and ultimately our organization,” Brown said. “It makes everybody stronger by having this conversation.”

Vannoy concluded, “We talk about safety because we want everyone to go home at the end of the day. Mental health is no different.”