1Running head: REMOTE CONTROLLED

Remote Controlled:

Review of Worksite Health Promotion on Oil and Gas Remote Locations

Walter L. Whitfield

The University of Louisiana at Lafayette

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Abstract

This paper reviews worksite health promotion programs on remote locations within the oil and

gas industry. With employee health care costs at all-time highs, companies must find successful

health promotion that is cost effective. This is especially true for corporations in the oil and gas

industry, in part, because employees work on locations far distances from traditional

communities. As a result, issues of geographical separation, logistical difficulties, and limited

space cause remote locations to be underserved by worksite health promotion programs. To

ensure a successful implementation of health and wellness programs, oil and gas companies must

find ways to combat issues brought about by remote locations. Engagement from all levels of

leadership, streamlining existing programs, a multifaceted and dynamic approach to wellness,

employee accessibility to resources, and productive partnerships are ways that oil and gas

companies can support employees on remote locations with a health and wellness product that is

worthwhile to both the employee and employer.

Keywords: worksite health promotion, remote locations, oil and gas industry

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Setting the Platform

A Catalan proverb summed up the importance of one’s health by stating, “from the

bitterness of disease man learns the sweetness of health.” That bitterness can be felt beyond

one’s physical being and affect one’s pocketbook. With one’s health suffering, occupational

productivity can be slowed down causing absenteeism and/or presenteeism, thus affecting both

the employer’s and employee’s monetary bottom line. With soaring health care costs, diseases of

all kinds on the rise, and seemingly everyone with a pulse taken some form of medicine, many

employers are using worksite health promotion to improve their employee’s lifestyle behaviors

and better maintain their employee healthcare costs. (Williams & Day, 2011; Berry, Mirabito, &

Baun, 2010) With many variables affecting a company’s cash flow, the adventure of finding

successful, yet cost-effective lifestyle interventions can be an exhausting journey for even the

smallest of businesses. But, what does an employer do when an actual journey is needed to

service their business locations and employees?

The oil and gas industry deals with that concern on a daily basis. An oil and gas

company’s existence is built on the backs of hard working employees located on remote

worksites. According to Callais and Chapman (2010), “remote worksites are locations that do not

have immediate or reasonable access to conventional communities.” Geographical separation can

consist of miles of ocean and/or vast amounts of swamp that divide these locations from dry

land, making common travel useless. Helicopters and/or crew boats servicing remote locations

could take 2 to 10 hours to arrive at their destination. (Callais & Chapman, 2010) With

alternative travel required, the servicing of locations with regards to shipments of groceries,

service parts, and workers, present a set of unique obstacles. The same obstacles influence the

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overall health of employees on remote locations and the implementation of a health promotion

program.

The oil and gas industry is synonymous with dangerous, blue collar work, and rightfully

so. The general public sees images and stories on the news of events like the British Petroleum

Horizon accident, and, to no fault of their own, assumes the industry works in a careless manner.

Nothing could be farther from the truth. Pushed by injuries, fatalities, and government policies

and regulations, oil companies started employee safety programs decades ago. These programs

have helped decrease occupational injuries and deaths. Technological innovations have aided in

this trend as well, as most facilities have become more computer automated allowing for some of

the riskier work to be minimized. With all the advancements in occupational safety, companies

are now recognizing a strong correlation between an individual’s health habits and overall safety.

In general, employee behaviors on remote locations mirror that of the general public.

However, the industry is tied to higher than normal smoking rates and an extremely unhealthy

food culture. It is widely assumed that these two factors, among many others, have played an

important role in the health of the oilfield worker. (Callais & Chapman, 2010) Thibodaux et al.

(2014) summarized a study, between 2008 and 2012 about medical evacuations in the Gulf of

Mexico, that showed illnesses not occupational injuries contributed to over three-fourths of the

medical evacuations of 102 oil rigs and platforms. Many of the contributing lifestyle behaviors

have been promoted through the comparability of life on remote locations and life at home.

The similarities and differences between conventional and remote worksites are many,

and play a significant role in the health of employees. Remote locations, like conventional

worksites, have a hierarchy of management to oversee work and relay company programs and

policies to the employees. Like any manager or supervisor of a worksite, they help establish and

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cultivate the living culture on board their locations and control the usage of funds and the

purchasing of certain amenities. Generally, these locations contain the same conveniences of

everyday living such as satellite televisions, a general area or television room, computers, a

galley or kitchen, shared bedrooms and restrooms, and a designated smoking area. These

comforts are set up for one purpose: to shield the employees from the stresses of the daily grind

of working on these facilities. Unfortunately, many of these conveniences have been found to be

detrimental to one’s physical health. Employees deal with close living quarters that promote the

spread of sicknesses, such as the common cold and flu, involve working in extreme

environments and temperatures, and are isolated from loved ones for weeks at a time. (Bullen,

2012) Also, the operations of oil and gas facilities are a set of 24-hour chores, thus requiring shift

work for both day and night workers. (Waage et al., 2009) The combinations of these factors

lead to high levels of stress, mental health issues, and chronic diseases. Consequently, the

correlation between an individual’s well-being and a company’s longevity is closely tied to the

company’s ability to service its locations with a health promotion program. (Starling, 2010)

With regards to servicing remote locations, geographical separation brings up logistical

difficulties when shipping even the simplest of items. Unlike motor vehicle travel to a normal

worksite, remote location travel by helicopter or boat can be disturbed by even the smallest of

weather complications. Fog, rain, ice storms, and in some cases, hurricanes or snow storms, can

cause helicopter flights to be cancelled and boat travel to be delayed. Even in fair weather

conditions, the servicing of locations may only take place on certain days, depending on the

distance from the shore and the amount of service needed. In addition, the flight and boat

services to each location are commonly tied to the services of other remote locations within the

same geographical area. The fight for service resources between locations can play a role in

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personnel movement. Even if flying or boating to a facility is possible, the structures are only

designed to house a certain number of employees. Lack of bed space could hinder personnel

deemed non-essential to oil production from visiting, such could be the case with health

promotion professionals.

Oil and gas facilities vary in just about every imaginable design, being no different than a

house. Many were designed and commissioned for work at a time when employee health and

wellness was far from being a major issue for a company. Due to this, many oil and gas

structures lack space needed to house designated wellness areas, although, newly constructed

facilities are designed with health and wellness in mind. The traditional gym setting could be

very hard to replicate on many of the older remote sites. These structures were designed with

every available space designated for the production of oil. Also, the engineering of structures, in

some instances, would not allow for additional room outside the living quarters to add a health

and wellness area or the placement of a portable living area on any unused deck space.

Generally, adding a portable building would be very costly beyond just the purchasing or leasing

such an item. Furthermore, the addition of space becomes just as difficult as getting to the

location on which it would be placed.

With the unique barriers that servicing remote worksites bring about in regards to

geographical separation, logistical difficulties, and limited space on facilities, energy companies

have to become better equipped at implementing health and wellness programs on such

locations. Engagement from all levels of leadership, streamlining existing programs, a

multifaceted and dynamic approach to wellness, employee accessibility to resources, and

productive partnerships are ways in which oil and gas companies can ensure employees on

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remote locations get a quality health and wellness product that is sustainable, in terms of

employee health risk management and being cost effective for the employer.

Pushing the Right Buttons

Levels of Leadership

Leadership is critical when attempting to change or shape a worksite’s culture. Having

leaders who are willing to “walk the talk” can go a long way in encouraging program

engagement. When striving for better employee health, a good leader not only helps set health

goals, but should be a healthy example. Della et al. (2010) found that leadership support of

workplace health positively changed the employee’s perception of the company and their

feelings that the company valued healthy behaviors. Leaders of oil platforms are especially

important in maintaining the standards by which the workers act and relate. (Ely & Meyerson,

2010) Building a health culture on remote locations should be the work of all levels of

leadership.

In the oil and gas industry, levels of leadership are relatively similar to that of any other

industry. Unlike normal company structures, senior managers are positioned at a location away

from the middle management group and the core of employees overseen and their effectiveness

on a personal level can be buffered by this geographical separation. (Callais & Chapman, 2010)

Upper managers may not visit every location within the business unit, and can often be just a

name to the workers. With the benefits of individual health correlating with higher work

productivity, it is important that upper management finds ways to clearly communicate the health

goals to middle line managers on remote locations. (Callais & Chapman, 2010)

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Middle line management plays a significant role in implementing a worksite health

promotion program. Middle management supervisors are the voice of the corporation to their

crew and the voice of their crew to the corporation. (Centers for Disease Control and Prevention,

National Institute for Occupational Safety and Health [NIOSH], 2008) As stated before, the

leadership on remote locations plays a crucial role in forming the culture there. Oil platform

leaders who modeled the facilities culture made the employees feel secure in making decisions

that once was seen as unmanly, such as safety. (Ely & Meyerson, 2010) Although the company

sets the guidelines by which all work must be conducted, the onsite manager drives and supports

the efforts of employees during job tasks and personal time. Being on the facility during the day

to day implementation of the work related programs, middle manager support is essential to the

growth and steering of a program by relaying likes/dislikes, wants, needs, and expectations of the

crew to upper management and to health and wellness managers. Without the support of middle

management, the health and wellness program would get lost in the monotony of producing oil

and lose any chance of being effective. (Callais & Chapman) With the support of an onsite

supervisor, health and wellness managers are able to support employees in a more appropriate

manner.

Health and wellness managers are the brains of the worksite promotion program. It is the

job of the wellness manager to develop the wellness program based off education, past job

experiences, and science based practices. The health manager’s ability to collaborate with all

levels of management, as well as wellness specialists and wellness site champions, is important

in designing a program that parallels the organization’s culture and strategies. (Berry, Mirabito,

& Baun, 2010) This position should be filled by an individual with a bachelor’s/graduate’s

degree in the related fields of exercise science, health promotion, sports management, or nursing.

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Typically, this managerial job is placed in a similar office setting as that of the upper

management line or can be a subcontractor located at an entirely different office. Thus, the same

obstacles of geographical separation hinder communication and implementation of the health

program, again highlighting the need of constant and clear communication between upper

managers, middle management, and wellness specialists.

Wellness specialists are foot soldiers for the health promotion program on remote

locations. These individuals usually have a bachelor’s degree in the study of exercise science or

health promotion. Wellness specialists are the individuals who visit the platforms on a regular

basis. Their job descriptions usually involve updating the employees on upcoming events,

administering health screenings, developing exercise plans, and pushing corporate resources. It is

very important that these individuals practice healthy behaviors, as many employees look at

these individuals as symbols of health and wellness. (Callais & Chapman, 2010) Individuals

need to be able to handle the offshore lifestyle, as well as being outgoing, personable, and

approachable, as these traits can aid in attracting employees to participate. While visiting

locations, it is important that wellness specialist document their visit to relay information to their

wellness managers, thus allowing the program to be dynamic in nature. This position can be site

specific, but in many cases, the wellness specialists will move from location to location

throughout the business unit. With the limited time and logistical issues that a health specialist

could encounter, many locations could benefit from a wellness site champion.

Wellness site champions are important from many reasons. Typically, the wellness

champion is an employee who volunteers to push the goals and uphold the expectations of the

wellness program. (Berry, Mirabito, & Baun, 2010) This position is greatly important due to the

wellness champion being a part of the everyday crew, thus helping ensure trust is formed

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between the program and employees. Generally, wellness specialists pick these individuals, and

can find a worthy candidate for a site through an employee’s spoken desire to contribute to the

wellness program and displaying healthy habits, thus allowing for messages to be heard by

employees on a daily basis. This position can be used by all managerial positions to get a grass

root indication of how the program is being implemented and utilized at each site.

The support by all levels of leadership will define the success of the program. Without

the levels of leadership maintaining a constant and clear communication, displaying health habits

themselves, and educating the workers on the importance of worksite health promotion, the

program has little chance to take root on remote locations and blossoming into a successful

venture. Essentially, leaders who “practice what they preach” and clearly relay the company’s

messages tend to promote and inspire their employees. (Ely & Meyerson, 2010)

Streamlining Existing Programs

Presentation accounts for some when portraying a certain image or pushing an

agenda, but introducing an idea that shifts a culture is harder than it looks. In a corporate setting,

such as in the oil and gas industry, programs do not stand alone and in many ways can interrelate

with other programs. Linking existing programs through worksite health promotion allows for

the company to streamline its resources through one outlet, thus making the overall program

more effective. (NIOSH, 2008) Health insurance coverage, occupational safety programs, and

smoking cessation programs, to name a few, are independent of each other based on vendors but

should be incorporated within the company’s health program. The health manager should

educate wellness specialists about these resources, which in turn can promote the resources to the

employees. When program success is riding on workers on remote locations, aligning existing

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programs with the health and wellness program gives the company’s resources a face and contact

point.

Most corporations have programs to deal with different dimensions of health, such as

environmental, behavioral, mental, and physical health. This is no different within the oil

industry. What separates these programs within the industry from the typical corporate office

building is the inability to touch the employees at their work due to geographical separation. For

instance, mental health is an issue for offshore workers due to the factors of shirt work,

separation from their family, and working in a highly stressful environment. A mental health

specialist would not be deemed important enough to visit a remote location nor would any

consultation meet privacy standards. Usually, an employee would need to reach out to this

specialist to set up an appointment during the workers off time, given that the employee knows

mental health resources are available. By aligning the mental health resources with the wellness

program, the wellness specialist who already visits that facility can push the employee to the

resources and ease any worry associated with meeting a “shrink.” Generally, corporate programs

will have similar components that can be used in multiple programs. Examples are health screens

and health risk assessments. An individual can use health screening information and place it in

their Health Risk Assessment. These two components are interrelated but depending on the

company can often be products of different vendors. Also, workers may not work on the same

locations every hitch, for reasons of promotions, job positions, or subbing for a coworker.

Integrating the various services allows for the health program to be functioning the same on

every location.

The alignment of resources is very important to make the overall program run effectively,

but in the end the program has to complement the corporate goals. Without a true connection

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between a program and overall corporate goals, the chance of sustained program success is

limited. (Berry, Mirabito, & Baun, 2010) Combining health goals with corporate goals can be

completed by showing the relationship between individual health and safety. Thibodaux et al.

(2014) recommended oil and gas employers provide a health promotion program to employees

due to the high number of non-occupational injuries resulting in offshore medical evacuations.

Educating the employees on why an individual’s well-being is important to the company helps

alleviate any apprehensions on underlying motives. Workers tend to trust a program once they

understand that their health is values by the company. Also, with personnel movement between

locations happens often, thus integrating the health services with the corporate goals allows for a

health program to blanket the corporation as a whole. With the many services that a company

may provide to its employees, finding ways to merge the programs together can go a long way in

assuring these programs are utilized.

Multifaceted and Dynamic Approach

Health is defined in many ways, and can come in many forms. Health is as diverse and

ever changing as the individual it is being related to. A company’s workforce differs in age,

gender, race, cultural backgrounds, education, and job titles or work load. Thus, a company

needs to design a program that is multifaceted and dynamic in approach. This is especially true

in the oil and gas industry. Program design is incredibly important to ensure that the program can

cater to all employees, both in office buildings and remote locations. Providing multiple health

interventions within a worksite promotes higher adherence to the overall health promotion

program. (Crespo, Sallis, Conway, Saelens, & Frank, 2011) With a limited amount of health

interventions, early participation may be high but overall health risk management may not be

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positive. Health cannot be achieved within just diet and exercise. (Berry, Mirabito, & Baun,

2010)

The design of a multifaceted program is very important when catering to oilfield workers.

The job encompasses working under unique circumstance and environments that directly affect

the workers physical and mental health. Shift work, extreme temperatures and weather, extended

periods of time away from loved ones, and geographical separation from dry land or

conventional life play strong roles in the health of an oil and gas employee. Hence, programs

should involve components that deal with these unique issues. Programs that provide help with

sleep disorders, safety matters, mental health, and stress programs to deal with these common

health factors on a rig are essential. With these negative health factors stated, many of these

issues manifest themselves in other areas of life on remote locations. The oil rig is known

throughout the industry for having high smoking rates and high fat food intake. Due to many

negative health influences found on an oil rig, the culture has embraced “eating, socializing, and

tobacco breaks.” (Callais & Chapman, 2010) Consequently, the likely leading issue, in regards to

the health and safety of oil and gas workers, could be the development of cardiovascular disease.

(Thibodaux et al., 2014) With this trend in health and safety becoming more widely thought, it is

imperative that a health and wellness program reflect what is being found. Incentive programs,

pre-work and annual occupational screens, health risk assessments, health screenings,

cardiovascular programs, smoking cessation programs, weight management, onsite fitness

centers, and hiring a health specialist are valid components that could drive employee

participation and lower health risks. By having a multifaceted program, remote locations can

then pick and choose the components that best suit the location.

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It is important to design a program that is dynamic, meaning it can be changed to fit any

facility. Due to the remote location of oil platforms, cultures within an oil company’s locations

are very different. The crews nurture social rules and a hierarchy on each location. As a result,

some components within a program may or may not be worth implementing on a particular

worksite. Some facilities may value some components of the health promotion program more

than others. Here, the levels of leadership are instrumental in understanding the culture and

relaying what is being utilized more at each location. An issue that is highly likely with an oil

platform is the design of the structure. Structure design can play a role in putting into action

certain components like designated health areas. Living quarter’s additions are very difficult to

come by so some locations may lack the space for gym equipment. It is important to understand

what can be done on each facility so to better serve the employees.

With remote worksites facing unusual problems, program design that is both multifaceted

and dynamic in approach become crucial to the success of the program. By providing more than

just a cookie cutter program, you allow employees and facilities to pick from a buffet of health

interventions. Ultimately, employees who have the ability to choose the health issues they want

to tackle can lead to individual and program success.

Accessibility to Resources

Accessibility to resources is another key role in the success of a worksite health program.

An abundance of health intervention tools means nothing unless the resources can be easily

accessed. With oil facilities being remotely located, the accessibility of the program plays an

even bigger role. The variables of geographical separation, logistical difficulties, and limited

space on facilities can determine the path in which these services are accessible. In some cases,

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finding more than one way to deliver a certain resource may be required. Two ways to assure

convenience in accessing resources is to outfit existing locations with health tools when possible

and creating a mobile module of the program.

Outfitting remote locations with successful health interventions can create a pathway to

better health. Within the oil and gas industry, onsite catering and onsite fitness centers are two

areas where opportunities in health and wellness can be utilized to great effect. The one

advantage that remote locations have over conventional worksites is the ability to control what

employees eat 100% of the time. The majority of remote locations are catered in some form or

fashion. Some have chefs, while others have crew members who cook for themselves, but all rely

on ordering through vendors on land. This reliance on the outside world can be used to the

company’s advantage if done in a way that gives the employees’ healthy options as oppose to

restrictions of items. Budgets vary from location to location, dependent on the money made

through oil production. The difference in financial support will curve the ability to buy higher

quality food as well. Whether a location is catered or not, educating employees on healthy

options, cooking classes, chef training, portion control, and the effects that poor nutrition can

have on one’s overall health can be leveraged to curve negative nutrition habits. When presented,

partnering with a catering vendor is an opportunity that no company should turn down.

An onsite fitness center is another great way to improve the quality of life for employees

on worksites. (Clark et al., 2013) Onsite gyms can give employees another social area to mingle

and decompress from the workplace. These areas foster a healthier mindset and help employees

both physically and mentally. Crespo et al. (2011) found that companies that incorporated

policies and environmental strategies geared towards health and wellness encouraged the

adoption of physical activity both at work and at home. The structure’s design and budget will

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dictate the size and number of equipment allowed on a facility, so finding a well rounded amount

of exercise equipment is valuable. Educating employees on the benefits of physical activity,

proper lifting techniques, and setting up workout regiments for employees with the available

equipment can be ways around any space or financial constraints.

Program mobility and portability are a huge plus when servicing remote locations. Using

technology within the program can only help establish more contact points between the program

and participants. Besides, what better way to reach remote locations than by sidestepping any

barriers to physically getting to the facility? Williams & Day (2011) found worksite health

programs accompanied by web-based components lowered medical costs throughout a four-year

study. Telephone-based interventions have showed positive influences on employees who were

overweight or obese. (Terry, Seaverson, Grossmeier, & Anderson, 2011; Sherwood et al., 2010)

Web-based services such as health risk assessments and activity reports allow for employees to

create profiles and track success via computers, tablets, or mobile devices. Company wellness

websites have made resources easily accessible on mobile devices, with some even including

apps. For companies that have locations away from the company headquarters, web-based

services allow employees to have access to resources and be a part of the company’s health

program. (Berry, Mirabito, & Baun, 2010)

Worksite health programs in many ways should be static and dynamic in growth. It is

essential that companies invest in interventions known to work and keep up with new

technological advances to better serve their employees. By furnishing remote locations with

onsite fitness centers and healthier nutrition options, employers directly affect employees during

their time at work. By placing resources online, employees have health information right at their

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fingertips. Building health elements on individual locations and in ways that employees can

access them away from work allows for workers to receive health messages more often.

Productive Partnerships

The oil and gas industry as a whole is composed of a web of contract companies and

vendors. Normally, an oil platform’s crew consists of upwards of 75% contract workers, with the

rest of the workers consisting of the employees of the company owning oil rights. Major oil

producing corporations include Chevron, British Petroleum, and ExxonMobil. These

corporations hire contract companies and vendors in areas where staffing full time employees

would be impractical due to part time job tasks or out of any company employee’s expertise.

Health and wellness programs should utilize partnerships in that manner, allowing for

specialized vendors and experts to add to their health message.

The first partnership that should be considered is the health specialist. In many cases, this

individual will be the health and wellness advocate or face. Typically, the specialist will visit

remote locations throughout the year. Wellness specialists should have an educational

background in the fields of exercise science, health promotion, sports management, athletic

training, or a related field. Education background and skills are important in successfully

directing health interventions. (Bullen, 2012) Since serving remote locations is a fundamental

duty, individuals with remote location experience could aid in the retention of the employee,

though not a prerequisite. The oil field culture is not for everyone. Job risks such as geographical

separation and shift work would apply to the specialist just as it does the regular employees.

Within the role of the health specialist, working hand and hand with other partnerships in an

effort to promote the company’s health message is key.

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A business venture that could be leveraged for great health benefits is a partnership with

a catering service and grocery vendor. Food plays a huge role in the everyday life of offshore

workers, with the galley area being the main area to socialize. (Callais & Chapman, 2010) All

facilities rely on groceries from land to feed their crews, with some newer facilities needing no

goods from land but groceries. A partnership, driven by health goals, with a catering company

and grocery vendor would allow oil companies to assure healthy options are available. Finding a

catering company with the expertise to produce meals that are healthy or willing to have their

employees coached up, would bring a dynamic to a remote location that could curve bad eating

habits. Grocery vendors would allow for healthy items to be bought and kept available for

ordering. Healthy options brought about by policy or environmental changes can be instrumental

in steering the culture toward healthier norms.

With many companies adding health and wellness programs, companies that have a

program in place would do a favor to their workforce by partnering with contract companies that

hold their employees to the same health standards or have a similar health program in place. As

mentioned before, the majority of the workers on an oil facility are contract workers. Although

they are not paid workers of the major oil company, while working on a facility, they are

welcomed to all of the same amenities and are considered part of the crew. Thus, these

employees can partake in all that is available, both positive and negative. When safety and health

is involved, contractors have the ability to affect programs in a major way. Within safety, if a

contractor gets injured it casts a shadow on the major oil company. But unlike safety programs

where all employees must participate, worksite health program involvement is optional.

Contractors should be encouraged to participate in the health program and their involvement

should be reflected in reports or added to statistics when scoring the program for success. Since

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contractors account for the bulk of employees on a remote location, partnership with contract

companies should align with company health goals and contractors should be educated on why

their health is valuable to the overall project.

Partnerships within the oil and gas industry are the norm. Partnerships with specialized

vendors allow companies to bring in qualified individuals outside of the company’s capabilities.

With employee health becoming a bigger issue, partnering with like-minded companies in all

aspects of business seems appropriate. Productive partnerships in regards to a health specialist,

catering services, grocery vendors, and oil production service companies helps foster a culture

that values employee health as much as the oil produced.

Conclusion

As employee health continues to become a hot topic, employers are in search of ways to

provide their staff with a worksite health promotion program that is effective in health risk

management, yet makes business sense. Employers want to see that investing in their workforce

will increase work productivity through less absenteeism and presenteeism, and will decrease

expenditures in health care. Quite frankly, employers want to see a return on investment.

Oil companies are diving into health and wellness with the same aspirations and goals,

whether by necessity or by competition. Unlike other industries, the oil and gas sector encounters

a unique set of hurdles when delivering programs to their many remote locations. Geographical

separation from communities, logistical difficulties, and limited space on facilities affect the

implementation of health interventions. Engagement through all levels of leadership,

streamlining existing programs, designing a multifaceted and dynamic approach to wellness,

making resources accessible to all, and partnering with qualified vendors, create a plan for the

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successful health promotion on remote locations. Engaging all levels of leadership ensures that a

company’s health desires are interconnected with their business goals, their message is heard

throughout the company, and health interventions reach the furthest of locations. Streamlining

existing programs enables multiple messages to flow through one program, thus becoming a

push point for the resources. A multifaceted and dynamic approach to wellness creates a program

that can be easily molded to any location, with several components available for individuals to

choose from. Resources should be made accessible to all workers to guarantee all have the ability

to touch the program at work and at home. Also, partnerships with companies of like minds,

habits, and expertise that can be leveraged to further incorporate healthy behaviors into a

company’s culture. Although remote locations create distinct barriers, planning with the

destination in mind, will lead to a safe and healthy journey.

Limitations and Future Study

The most significant limitation was a lack of information available on health promotion

on remote locations specifically. Very little was found on actual studies done on health and

wellness interventions involving remote locations. It is likely that more refined objectives could

be present in regards to servicing remote locations. Another limitation was a lack of information

on oil and gas companies, as it relates to health and wellness. Journal entries were available, but

with limited consistency. The third limitation was the reviewed journal entries used were

predominately from the American Journal of Health Promotions. Perhaps more information

could have been found with more research on the topic outside of health promotion journals.

Further studies could be done on the objectives in this review. Further studies in the

employer/employee relationship could add perspective in finding appropriate ways to deliver

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health programs that suit the relationship. Finally, finding ways for companies to share more

information of health successes could help similar companies use the best practices from each

other. Future studies could be conducted on wellness site champions to deliver successful health

promotion on remote locations.

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References

Berry, L.L., Mirabito, A.M., & Baun, W.B. (2010, December 1). What’s the hard return on employee wellness programs? Harvard Business Review, 1-9.

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23REMOTE CONTROLLED

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