Psychosocial Health & Safety: The Next Frontier for Leaders

Do you remember watching your Dad mow the lawn in his jandals? Or maybe, if you’re as old as me, you were casually tossed into the back seat of the car with no seatbelt—sometimes even the boot! ??

Physical health and safety have come a long way since those days. Today, we don’t think twice about strapping on a seatbelt or putting on the right shoes before tackling a DIY project. It’s automatic. We’ve made so much progress when it comes to protecting our physical safety.

But what about psychological health and safety?

If we rewind the clock 30 years, mental health at work wasn’t even on the radar. Stress, burnout, and anxiety? They were just part of the job. If you couldn’t handle it, you were seen as weak, not someone who needed support.

Fast forward to today, and we’re starting to realize that psychosocial risks—like stress, pressure, and workplace conflicts—are just as important as physical risks. But unlike wearing a hard hat or putting on a seatbelt, managing these risks isn’t automatic yet.

That’s where leaders come in. You have the power to change that.

In this newsletter, I’ll share what you need to know about psychosocial risks, how other countries are leading the way, and why it’s time to take action.

What Are Psychosocial Risks?

Psychosocial risks are basically hazards in the workplace that are risky and can impact on themental health of your workers. Think:

• Workload
• Lack of support
• Harassment
• Change

The list goes on..

When left unchecked, these hazards can lead to burnout, anxiety, and decreased productivity to name but just a few.

Basically nobody is going to benefit from being psychologically harmed.

Why It Matters Well, it is kinda obvious. Harm does not = good stuff. The stats are also clear if you need some concreate data. businesses that prioritise mental health perform better. Employees who feel supported are more engaged, take fewer sick days, and stay longer.

But how can leaders actually manage these risks? Here are a few examples from Europe to get you thinking:

What Other Countries Are Doing

Belgium: Prevention Is Key Belgium legally requires companies to prevent psychosocial risks, not just react to them. They have in-house advisors who step in early to diffuse issues before they escalate into burnout or harassment. Takeaway: Prevention > Cure.

Denmark: Small Business, Big Focus Even small companies in Denmark focus on workload and time pressure. Regular assessments ensure no one is left behind, creating a culture where stress is managed, not ignored. Takeaway: It's about constant attention to stress management.

Sweden: Systems in Place Sweden’s Systematic Work Environment Management (SWEM) goes beyond fixing problems—they’re all about continuous improvement. Everyone, from employees to leadership, plays a role in spotting and reducing psychosocial risks. Takeaway: Make mental health part of the everyday process.

Germany: Benchmark and Improve Germany’s DGB-Good Work Index tracks workplace conditions, including stress levels and work-life balance. It’s a simple way for businesses to measure and improve their approach to psychosocial risks. Takeaway: What gets measured, gets improved.

France: Mandatory Assessments In France, companies with 50+ employees must run annual assessments of psychosocial risks. But it’s not just about ticking boxes. They involve employees and unions in the process to ensure real action. Takeaway: Make it a collaborative effort.

Netherlands: All-Inclusive Approach The Dutch integrate mental health into their Arbo system, where psychosocial risks are treated with the same importance as physical risks. Takeaway: Mental and physical health should be on equal footing.

Spain: Legal Backbone Spain requires businesses to actively assess and address psychosocial risks. Companies must implement real changes, like counseling services, to support employees. Takeaway: Take action, don’t just assess.

What Leaders Should Do Now

As a leader, here are some quick wins to start managing psychosocial risks in your organization:

• Start small: Regular check-ins with your team can help you spot early signs of burnout.
• Get data: Run anonymous surveys to find out what’s stressing your employees.
• Make it part of your strategy: Address mental health the same way you’d address any other business risk.
• Involve your team: Get input from employees—they know what’s working and what’s not.

Interesting Reads

Want to dive deeper? Here are some interesting articles on mental health and psychosocial support (MHPSS) worth checking out:

1. WHO recommendations on psychological interventions: Addresses mental health disorders in low-income countries, where mental health care is urgently needed. Read more .
2. The Lancet Report on Mental Health at Work A deep dive into the latest global research on workplace mental health, offering actionable insights for businesses on managing psychosocial risks. Read more.
3. Managing Psychosocial Hazards and Work-Related Stress in Today’s Work Environment by Ellen Pinkos Cobb This book provides international insights for U.S. organizations on managing psychosocial hazards, with lessons learned from around the world. Find it here .
4. Competency-based training for mental health services: Ensuring the quality of care provided by non-licensed practitioners. Read more .
5. Mental Health Commission of Canada (MHCC) - National Standard for Psychological Health and Safety in the Workplace Canada was one of the first countries to develop a national standard for workplace mental health. This guide provides employers with a comprehensive framework to promote psychological well-being at work.

Wrapping Up Just like we wouldn’t dream of driving without a seatbelt today, the time is coming when we’ll treat psychosocial safety with the same level of importance as physical safety. Thirty years ago, no one thought twice about mowing the lawn in jandals or driving without seatbelts—now, it's unthinkable.

As leaders, we have the opportunity to be part of this new wave of workplace health and safety. By recognising and managing psychosocial risks, we can create work environments where employees don’t just survive—they thrive.

Let’s make sure that, just like physical safety, mental health at work becomes second nature.