Contract No: 1100008185 Main Contract

Neom Trojena Time Travel Tunnel, Depot & Vault Excavation

Mental Health Management Plan

07-186101-1100008185-LAJ-HSE-PLN-0000 Rev-01 Date : - 28-Feb-2024

Document history

Revision code Description of changes Purpose of issue Date

01 First submission For Approval 28-02-2024

Document approval

Prepared by Reviewed by Approved by

Name Sancek Kurt
Muhammad Farooq Mushtaq Ansari

Job Title
DHSE Manager HSE Manager Project Manager

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Table of Contents
1. PURPOSE............................................................................................................................................................5
2. Scope....................................................................................................................................................................5
3. Definitions............................................................................................................................................................5
4. References............................................................................................................................................................5
5. Roles & Responsibilities......................................................................................................................................6
6. Mental Health:......................................................................................................................................................7
7. Mental Illness:......................................................................................................................................................7
8. Psychological safety and Health:.........................................................................................................................8
9. Difference between a mentally healthy workplace and a psychologically healthy workplace:...........................8
10. Mental Health Risk Factors:................................................................................................................................8
11. Influence of Psychosocial risk on employee health:..........................................................................................10
12. LAJV Measures to Access Mental Health Issues:.............................................................................................11
13. LAJV Measures to Control Mental Health Issues:............................................................................................11

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1. PURPOSE

The purpose of this plan is to establish the requirements for managing mental health issues. It is
intended that this plan will reduce the risk of fatigue-related injuries and incidents in the workplace.
This fatigue management plan highlights the fatigue risks on board your vessel and outlines how
they should be managed. Depending on the operation, tools and tricks may differ.

2. Scope

This plan covers all fatigue management at LAJV Neom Trojena Time Travel Tunnel, Depot & Vault
Excavation Project.

3. Definitions

Mental Health Mental health encompasses emotional, psychological, and social well-
being, influencing cognition, perception, and behavior.
Wellbeing The state of being comfortable, healthy, or happy.
Psychological safety Psychological safety is the belief that one will not be punished or
humiliated for speaking up with ideas, questions, concerns, or mistakes

Work Stressor A psychosocial hazard or work stressor is any occupational hazard related
to the way work is designed, organized and managed, as well as the
economic and social contexts of work.
Workplace Violence Any act or threat of physical violence, harassment, intimidation, or other
threatening disruptive behavior that occurs at the work site.
Workplace Bullying the repeated less favorable treatment of a person by another or others in
the workplace, which may be considered unreasonable and inappropriate
workplace practice.

4. References

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NEOM Minimum Welfare Standards NEOM-NDC-STD-001 Rev 01.01, November 2022

NEOM Health & Safety Standards NEOM-NPR-STD-001 Rev 01.00, May 2023

4800000805/000 - Health & Safety Plan 02-213100-4800000805-AAC-HSE-PLN-000006

The Cube Mountain Top Excavation

NEOM Standard Operating Procedures NEOM-NPR-SOP 09.2 - Managing Work-Related Stress

Rev 02
NEOM-NPR-SOP 13.0 - Violence in the Workplace Rev
02

Managing Stress in the Workplace By Joe Martin, Create Space Independent Publishing
Platform

5. Roles & Responsibilities

LAJV as Employer:

 LAJV will not discriminate against any employee with a mental illness that classifies as a
disability.
 LAJV will must protect employees against undue stress.
 LAJV have a legal responsibility to ensure the wellbeing of their employees
 LAJV will provide a safe working environment in terms of mental health
 LAJV will arrange all necessary trainings in this regard
 LAJV will provide all facilities, equipment and resources for mental health issues
 LAJV will supervise all employees to protect them
 LAJV will protect its employees from unreasonable mental health risks.

Employee:

 Understand what work-related stress, what causes it and how it can be prevented and managed
 To raise awareness about this issue with other colleagues and prevent stigma - this includes taking
the issue seriously
 To be aware of LAJV organization’s policies and procedures on this issue
 To identify potential causes of stress for yourself or your colleagues before they become a problem
and to raise them with your line manager or other suitable individuals, this may include, where
appropriate, sources of stress outside of work

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 To identify early when you or your colleagues are beginning to experience excessive pressure that
may lead to work-related stress and raise this with your line manager or HR so they can help in
resolving the problem
 To work with your manager or HR department in tackling the issue, for example, identifying
solutions you think may help
 To support and get involved in organizational initiatives to tackle this issue, for example, completing
questionnaires, attending focus groups or suggesting solutions
 To be supportive of colleagues experiencing work-related stress
 To work with your line manager or HR department in identifying solutions to help you return to
work effectively and quickly

6. Mental Health:

Mental health is a state of well-being in which a person understands his or her own abilities, can
cope with the normal stresses of life, can work productively and fruitfully, and is able to make a
contribution to his or her community.
Both physical and mental health are the result of a complex interplay between many individual
and environmental factors, including:

 family history of illness and disease/genetics

 lifestyle and health behaviors (e.g., smoking, exercise, substance use)
 levels of personal and workplace stress
 exposure to toxins
 exposure to trauma
 personal life circumstances and history
 access to supports (e.g., timely healthcare, social supports)
 coping skills
When the demands placed on someone exceed their resources and coping abilities, their mental
health will be negatively affected. Two examples of common demands are: I) working long
hours under difficult circumstances, and ii) caring for a chronically ill relative or friend.
Economic hardship, unemployment, underemployment and poverty also have the potential to
harm mental health.

7. Mental Illness:

Mental illness is a recognized, medically diagnosable illness that results in the significant impairment of
an individual's cognitive, affective (emotional) or relational abilities. Mental disorders result from
biological, developmental and/or psychosocial factors and can be managed

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using approaches comparable to those applied to physical disease (i.e., prevention, diagnosis, treatment,
and rehabilitation).

8. Psychological safety and Health:

The Canadian Oxford Dictionary defines psychological as “of, relating to, affecting, or arising in the
mind”. The concept of “psychological safety” involves preventing injury to the mental well- being of
workers. A psychologically safe and healthy workplace is one that promotes workers' mental well-being
and does not harm employee mental health through negligent, reckless or intentional ways. For example,
a psychologically safe workplace would be free of excessive fear or chronic anxiety.

9. Difference between a mentally healthy workplace and a

psychologically healthy workplace:

Nothing - psychologically healthy workplaces and mentally healthy workplaces both describe the same
high-functioning, respectful and productive workplace. The term “psychologically healthy workplace” is
often used when talking about preventing psychological injuries (e.g., stress- related emotional
conditions resulting from real or imagined threats or injuries). The term “mentally healthy workplace” is
often used within the context of mental health promotion and is viewed as a strategy used to reduce risk
factors for developing mental illness.

10. Mental Health Risk Factors:

Several factors can contribute to developing mental health problems in the construction
industry. Of course, for each individual, these will differ as everyone has their history and
reality. But in the course of multiple studies conducted on the well-being of construction
workers, some were thought to be most impactful in terms of developing mental health issues.
10.1 Job demands

Long working hours, hard physical labor, chronic fatigue, an excessive number of working hours during
the week which leads to little time for sufficient recovery - all affect overall well-being. Also,
competitive work culture and great speed of work can cause a significant amount of stress.
10.2 Physical injuries and chronic pain

Dealing with injuries and pain can put a tremendous strain on our mental well-being. Additionally, with
a big focus on productivity, construction workers are often prescribed opioid painkillers, which are
highly addictive and may lead to Substance Use Disorder. Opioid addiction increases the likelihood of
suicide attempt by 75%.

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10.3 Lack of job control

Significant risk factor in multiple studies, mainly limited opportunities for decision making,
imbalanced work distribution, authoritarian culture and little or no flexibility to work schedule.
10.4 Welfare concerns

Related to job insecurities, low income and also sessional layoffs. This factor was even more
prevalent among workers with families for whom they needed to provide.
10.5 Workplace Injustice

This factor was true mostly among female and BAME (Black, Asian and Ethnic Minorities)
professionals. There were reports of harassment, discrimination and bullying in workplaces. The
studies also showed that male subordinates were less likely to accept work orders from a female
superior, which led these women to feel low job control.
10.6 Lack of support and harmful coping mechanisms

Due to perceived lack of social support and inability to ask for help, many individuals turn to
maladaptive coping mechanisms such as alcohol and other drugs. Even 15% of construction
industry workers suffer from substance abuse.
10.7 Balance

Present in a workplace where there is recognition of the need for balance between the demands
of work, family, and personal life. This factor reflects the fact that everyone has multiple roles
employees, parents, partners, etc. These multiple roles can be enriching and allow for
fulfillment of individual strengths and responsibilities, but conflicting responsibilities can lead
to role conflict or overload. Greater workplace flexibility enables employees to minimize work-
life conflict by allowing them to accomplish the tasks necessary in their daily lives. Work-life
balance is a state of well-being that allows a person to effectively manage multiple
responsibilities at work, at home and in their community. Work-life balance is different for
everyone and it supports physical, emotional, family and community health and does so without
grief, stress, or negative impact.
Recognizing the need for work-life balance: makes employees feel valued and happier both at
work and at home reduces stress and the possibility that home issues will spill over into work,
or vice versa ,allows staff to maintain their concentration, confidence, responsibility, and sense
of control at work results in enhanced employee well-being, commitment, job satisfaction,
organizational citizenship behaviors (behaviors of

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personal choice that benefit the organization), job performance and reduced stress When work-
family role conflict occurs (that is, roles within the workplace and outside it are overwhelming
to a person or interfering with one another), health and well-being are undermined by
accumulating home and job stress. This imbalance can lead to: constant tiredness, bad temper,
inability to progress, high job stress resulting in dissatisfaction with work and being absent
either physically or mentally
These effects can then lead to additional stress-related illness, as well as higher cholesterol,
depressive symptoms, and overall decreased health. The impact on the organization can include
increased costs due to benefit payouts, absenteeism, disability, and turnover.
Not all employees will have the same work-life balance issues. Age, cultural, gender, family
and marital status, care-giver demands , socioeconomic status, and many other factors affect an
employee's work-life balance. Organizations will benefit from having flexible arrangements to
address this issue.
10.8 Civility and Respect

A workplace where employees are respectful and considerate in their interactions with one another, as
well as with customers, clients, and the public. Civility and respect are based on showing esteem, care
and consideration for others, and acknowledging their dignity. A civil and respectful workplace
is related to greater job satisfaction, greater perceptions of fairness, a more positive attitude, improved
morale, better teamwork, greater interest in personal development, engagement in problem resolution,
enhanced supervisor-staff relationships, and reduction in sick leave and turnover. Organizations
characterized by civility and respect create a positive atmosphere marked by high spirits and work
satisfaction. This civility allows people to enjoy the environment, whether they are
staff, clients, or customers. A workplace that lacks civility and respect can lead to emotional
exhaustion amongst staff, greater conflicts, and job withdrawal. A work environment that is uncivil and
disrespectful also exposes organizations to the threat of more grievances and legal risks.

One example of disrespectful behavior is bullying. Exposure to workplace bullying is associated

with psychological complaints, depression, burnout, anxiety, aggression, psychosomatic
complaints, and musculoskeletal health complaints. Bullying not only affects those directly
involved, but also affects bystanders, as they too experience higher levels of stress.

11. Influence of Psychosocial risk on employee health:

Workplace health and safety has traditionally focused on addressing hazards that could cause
physical harm, such as injuries to the body (e.g., cuts, bruises, broken bones,

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etc.). To have a complete or comprehensive approach, workplaces should also give the same
priority and attention to psychological hazards.
There is strong evidence that workplace management practices, communication systems, and
participation systems can influence employee’s mental health, in both positive and negative
ways. The term “psychosocial factors” is often used to describe these practices and systems.
Positive influences can make you feel energized, positively challenged, motivated, and engaged.
Negative influences can make you feel frustrated, burnt-out, unmotivated, and disengaged.

12. LAJV Measures to Access Mental Health Issues:

LAJV will measure mental health state collectively and individually on following factors:
 Decreased productivity
 Increased conflict among co-workers
 Near hits, incidents, and injuries
 Decreased problem-solving ability
 Increased tardiness and absenteeism
 Workplace Mental Health Surveys

13. LAJV Measures to Control Mental Health Issues:

13.1 Effective Communication System:

LAJV will establish a proper and effective communication system for addressing mental health
issues. This communication system will work as bridge between employee and employer,
managers and supervisors. Employees will be able to address their issues and will get proper
feedback and support from LAJV management.
13.2 Training:

LAJV will establish a comprehensive program to provide fruitful training, knowledge and
information to employees to cope mental health issues. In-house and outdoor trainings will be
conducted time to time. Quarterly mental health trainings will be provided through online
sources. Clinical psychologist will be engaged for basic level counseling

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outsourced. Tailor-made trainings for mental health diseases, symptoms and

precautions will be conducted by LAJV Safety team.
13.3 Management Change Support:
LAJV will support employees during any management change through proper communication.
Feed backs will be entertained, and process will be governed by top management to make ease
and avoid any unrest in employees. Top management will be in close contact with employees of
all level to avoid any toxic culture within the organization.

13.4 Wellness Programs:

Wellness programs are another great way to get your employees not only involved in the
struggle against mental health but also motivated and excited about it, too. They can help
change the way your employees work and respond to issues in their work. LAJV will launch
and run effective wellness program. Create an organizational culture that values worker input in
all aspects, including planning, policy making, and setting goals.

 LAJV will make sure that managers and supervisors act to support the organization’s
values.
 Balance job demands with workers’ capabilities and resources.
 Have clearly defined job descriptions to help people understand their roles and what is
expected of them.
 Provide leadership and mental health training for managers and supervisors to learn
their roles in promoting positive mental health.
 Encourage and create opportunities for learning, skill development, personal
growth, and social interaction with other workers.
 Address psychosocial hazards as equally as you would safety or other hazards.
 Provide opportunities or programs that assist individuals in maintaining good
health, such as a fitness policy or healthy food choices.
13.5 Addressing Conflicts:

LAJV is determined to enhance conflict management in a peaceful manners and will adopt
following measures:
 Encourage employees to seek constructive resolution for conflicts.
 Clarify exactly what the issue is.
 Understand that for most situations, there is an objective (factual) version of events, and a
subjective (personal) view.
 Listen carefully and actively to fully understand the situation.
 Find common ground.
 Make sure people know it is okay to disagree at times.
 Treat everyone with respect and professionalism.
 Learn how to listen effectively (give undivided attention, do not do other activities at the same

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time such as monitor for e-mails, answer the phone, etc. ).

 Move from justification to resolution. Focus on actions in the future, not the past.
 Set clear boundaries.
 Have clearly defined job descriptions to help people understand their roles and what is
expected of them.
 Define acceptable behavior. Understanding what is appropriate and what is not will help
avoid conflicts.

13.6 Stress management for Employees:

LAJV will launch program to help employees cure their stress. In this regard LAJV will do
following:
 Treat all employees in a fair and respectful manner.
 Take stress seriously and be understanding to staff under too much pressure.
 Be aware of the signs and symptoms that a person may be having trouble coping with
stress.
 Involve employees in decision-making and allow for their input directly or through
committees, etc.
 Encourage managers to have an understanding attitude.
 Be proactive by looking for signs of stress among their staff.
 Provide workplace health and wellness programs that target the true source of the stress.
The source of stress at work can be from any number of causes – safety, ergonomics, job
demands, etc. Survey the employees and ask them to help identify the root cause(s).
 Incorporate stress prevention or positive mental health promotion in policies or your
corporate mission statement.
 Make sure staff has the training, skills and resources they need to be successful in their
positions.
 Design jobs to allow for a balanced workload. Allow employees to have control over the
tasks they do as much as possible.
 Value and recognize individuals' results and skills.
 Provide support.
 Be clear about job expectations.
 Make sure job demands are reasonable by providing manageable deadlines, hours of
work, and clear duties as well as work that is interesting and varied.
13.7 Work Life Balancing:

LAJV is enthusiastic to help employees maintaining a work life balance. Work/life balance plans cannot
be a one size fits all model. There are many factors to consider such as the different generations at work,
age, culture, family needs, and socioeconomic status.
Work/life balance initiatives can be part of a complete health and safety or a health promotion program
in the workplace. The initiatives can be written as part of existing health and safety policy, or particular
guidelines can be referenced in the overall company human resources policy or the collective agreement
(if applicable).

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Meeting both the 'workers' and overall business needs requires a significant commitment from senior
management. Each workplace should tailor its work/life policies to suit their own particular needs and
corporate culture. This 'best fit' should be done with frequent consultation with workers. As with other
health and safety programs, for work/life initiatives to be successful and sustainable, both employers and
workers must take responsibility for making the program work effectively. An evaluation or feedback
systems should also be part of that process.

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13.8 Workplace Violence and Harassment:

LAJV realizes that most important component of any prevention program is management
commitment. Management commitment is best communicated here:
 Be developed by management and employee representatives, including the health and safety
committee or representative, and union, if present.
 Apply to management, employee's, clients, independent contractors and anyone who has a
relationship with your company.
 Define what you mean by workplace violence, harassment and bullying in precise,
concrete language.
 Provide clear examples of unacceptable behavior and working conditions.
 State in clear terms your organization's view toward workplace violence and
harassment, and its commitment to prevention.
 Precisely state the consequences of making threats or committing violent acts.
 Outline the process by which preventive measures will be developed.
 Encourage reporting of all incidents, including reports from witnesses.
 Outline the confidential process by which employees can report incidents and to whom.
 Assure no reprisals will be made against reporting employees.
 Outline the procedures for resolving or investigating incidents or complaints.
 Describe how information about potential risks will be communicated to employees.
 Make a commitment to provide support services to targets of violence.
 Offer a confidential Employee Assistance Program (EAP) to allow employees to seek help.
 Make a commitment to fulfill the prevention training needs of different levels of
personnel within the organization.
 Make a commitment to monitor and regularly review the policy.
 State applicable regulatory requirements.
13.9 Control of Bullying at Work Place:

LAJV knows that most important component of any workplace prevention program is
management commitment. Management commitment is best communicated in a written policy.
Since bullying is a form of violence and harassment in the workplace, employers may wish to
write a comprehensive policy that covers a range of incidents (from bullying and harassment to
physical violence).
LAJV will do following:
 System Developed by management and employee representatives.
 Apply to management, employee's, clients, independent contractors and anyone who has
a relationship with your company.

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 Define what you mean by workplace bullying (and harassment and violence) in
precise, concrete language.
 Provide clear examples of unacceptable behavior and working conditions.
 State in clear terms your organization's view toward workplace bullying and its
commitment to the prevention of workplace bullying.
 Precisely state the consequences of making threats or committing acts.
 Outline the process by which preventive measures will be developed and implemented.
 Encourage reporting of all incidents of bullying or other forms of workplace
harassment and violence.
 Outline the confidential process by which employees, including witnesses, can report
incidents and to whom.
 Assure no reprisals will be made against employees who choose to report their
experiences.
 Outline the procedures for investigating and resolving complaints.
 Maintain confidentiality during the resolution process.
 Describe how information about potential risks of bullying and violence will be
communicated to employees.
 Make a commitment to provide support services to victims.
 Make a commitment to fulfill the prevention training needs of different levels of
personnel within the organization.
 Make a commitment to monitor and regularly review the policy.
 State applicable regulatory requirements, where possible.
13.10 Substances Consumption Policy:

LAJV is determined to comply with all local laws and regulations as well as NEOM standards for
consumption of prohibited substances. This will also help LAJV to maintain mental health of its
employees.
13.11 Employee Medical Insurance:

LAJV will provide medical insurance to all its employees which will cover all mental health issues to
counter any disease.
13.12 Employee Social Insurance:

LAJV will provide social insurance as per GOSI requirements to provide stress free atmosphere for
employees about social and financial needs in case of any unwanted event.

13.13 Observing Special Days:

LAJV will observe a special mental health day and launch campaigns on Mental Health etc. to improve
the health of workers as well as to convey the message to employees.

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13.14 Provision of Recreational Facilities:

LAJV will provide following recreational facilities for all employees to cope with mental health issues:

 Indoor Games at residences

 Recreational tours
 Access to internet
 Access to Satellite Television channels.

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