Tough times are very common in the oil and gas industry. Due to geo-political issues, the industry faced several downturns in the past and is also predicted to face in the future due to the growing renewable energy landscapes. It is the energy soldiers of several operating companies that take the industry forward with their positive leaps and supporting the fossil fuel based energy demand with resilience and continuous efforts.

I worked during COVID-19 lockdown with my organisation. I was newly recruited that time. To take preventive action and curb the spread of covid among employees, I was made covid warrior. I was responsible to ensure whether all the precautions were taken by employees to limit/stop the spread. For a young recruit like me giving this opportunity boosted my confidence and it also reflected in other site work. We were also paid small bonus which made us understand that our organisation is with us during tough times.

During tough times, it’s important to communicate openly and show empathy. Be honest about the challenges but focus on shared goals. Recognize employees’ efforts and celebrate even small achievements. Offer training or development opportunities and involve them in finding solutions. Listen to their concerns and be transparent about the company’s plans. By maintaining a supportive environment and showing genuine care, you can build trust and help employees stay motivated to face challenges together.

Always try to guide your team, that in business, up and down is natural. What the engineers or team have to do is to take counter measures to reduce that period. Even a minimal contribution either by improving the efficiency, effectiveness or reducing costs for certain time period or by leading some changes by realising each team member that it is your responsibility to cater such tough situation. None of the team member should consider himself out of team, all need to be together and focused. Secondly during normal time or era, keep your team prepared for recession and always keep your 2nd and 3rd back up plans upgraded, don't wait for it to rig the bell. It will always help you to get out of such recession fast and with least impacts.

💡During tough times in the Oil and Gas industry, boosting employee morale is key. Here’s how I approach it: Transparent Communication: Keep employees informed about the company’s situation and future plans to build trust and reduce uncertainty. Recognition and Rewards: Celebrate small wins and acknowledge hard work to maintain motivation. Professional Development: Provide training and growth opportunities to show investment in their future. What strategies have worked for you in boosting employee morale during challenging times? Let’s share ideas!

If you’re a veteran of the OilPatch then downturns should not come as a surprise to anyone. Be positive with your employees and do your utmost to secure what little work there is available to keep them in a job. Ensure they are forewarned of potential future issues so they can prepare accordingly. Never hurts to keep an eye out even when gainfully employed as you never know….

In 17 years in the oil and gas industry, I’ve witnessed 3 downturns and COVID and what I have imparted on Younger Engineers are these: 1. Professional Development: I started running courses abs training sessions free of charge. I also began working on myself to obtain my Petroleum Engineering Chartership (which I now have and have began working on getting my Fellowship). 2. Coaching and Mentoring: I took a couple of Engineers under my wing and began coaching/mentoring. One of my mentees has got his Chartership. 3. Knowledge Sharing Sessions: I organized KSS with various domains within the Petroleum Engineering/Subsurface departments. This greatly benefited everyone. These were just a few of the things I did to keep people’s mind right.

Much like the organisations themselves, individuals/leaders must understand the bigger opportunity that is available to them. There are tons of new energy industries with very limited people to fill them, and these industries are crying out for all the skills/talent that is there, but by only doing great performance, celebrating it and sharing it wider will the other areas take notice

You need to be a strategic thought leader and have the team aligned on the vision for the future. Employees will see some valued colleagues let go and if they are not in tune to the strategy, they will fear they are next. I've been part of these in the past and the worst thing you can do is leave employees in the dark and try to micromanage every aspect of what they do. It makes them feel undervalued and like they don't fit in with where leadership is heading. Two reasons I can think leaders would not take this approach. They either already have the answer at the end of the book and it doesn't include those employees, or they aren't strategic enough to even figure out where they are going. Both are recipes for disaster.

Sharing my thoughts: 1. It is important to celebrate small victories to maintain positive outlook. 2. Remind and align with employees on company’s mission and importance of their work. Everyone’s contribution matters especially in challenging times. 3. Create channels for employees to provide feedback/employee voices on their experiences and area of improvement. This involvement helps employers to feel valued and heard. 4. Prioritising employee well-being is also important. This could include offering fitness challenges, stress management workshops/counselling.