SafeDay2026 Presentation Psychosocial Working Environment

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New global estimates on psychosocial risks at work
5 risk factors
1. Job Strain
High demands + low control
2. Effort–Reward Imbalance
High effort, insufficient reward
3. Job Insecurity
Fear of job loss or precarious conditions
Together, these factors cause every year:
840,000 deaths
► From cardiovascular diseases (ischemic heart disease & stroke) and mental disorders
including suicide
45 million DALYs lost
► Disability-adjusted life years (total burden of disease and disability attributable to
these five factors)
4. Long Working Hours
55+ hours per week
5. Workplace Bullying
Repeated mistreatment or abuse at work
World Day for Safety and Health at Work 2026
1.37% of global GDP lost
► Higher losses in Africa and Europe, from lost productivity, healthcare costs and early
mortality
► ilo.org

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What is the
psychosocial working
environment?

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Understanding the Psychosocial Working Environment
The psychosocial working environment encompasses the elements of work and interactions at
work related to how jobs are designed, how work is organized and managed, and the broader policies,
practices and procedures that govern work — all of which can influence workers’ health and well-being as
well as organizational performance
Psychosocial factors
Psychosocial hazards
Psychosocial risks
Aspects of the working
environment related to how work
is designed, organized and
managed
Harmful aspects of work that
arise from poor design,
organization or management and
have the potential to harm
workers’ safety and health
The likelihood of exposure
combined with the severity of
potential injury or ill-health from
hazard exposure
Not intrinsically positive or negative
(effects depend on how they are
managed)
Present across all sectors and forms of
work. Hazards often occur together
and interact
Harm may arise gradually through
repeated or prolonged exposure,
requiring consideration of severity,
duration and frequency

7.

A multi-level perspective on the psychosocial working
environment
INFOGRAPH?
The job
▶ Job demands
▶ Cognitive, emotional and physical
demands
▶ Quantitative and qualitative
demands
▶ Job resources and skill
alignment
▶ Level of responsibility
▶ Task design
▶ Use of skills, range and variety of
tasks, and contribution to work
processes
How work is managed
and organized
Broader policies, practices and
procedures that govern work
▶ Role clarity and consistency in
expectations
▶ Employment arrangements
▶ Predictability of tasks
▶ Stability of work processes
▶ Transparency and trustworthiness of
interactions
▶ Job control or autonomy
▶ Assigned workload and required work
pace
▶ Supervision
▶ Provision of job resources and
opportunities for development
▶ Support at work from supervisors or coworkers
▶ Working time arrangements (including flexible
work)
▶ Management of organizational change and
restructuring
▶ Surveillance and digital monitoring practices
▶ Rewards, performance management, opportunities
for development and recruitment processes
▶ An OSH policy and management system
▶ Policies and procedures related to workplace
violence and harassment
▶ Consultation and worker participation mechanisms

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Examples of psychosocial hazards related to the nature of the
job
Job demands
► Sustained levels of concentration or vigilance, particularly when accuracy is required
► The need to show empathy, compassion, respectful service and politeness even when customers are being
abusive
► Exposure to events or situations that can cause trauma
► Physically demanding, challenging or tiring work (e.g. undertaking hazardous manual tasks or strenuous physical
tasks)
► Misalignment between job demands and available resources, or failure to account for individual workers’ skills or
capacities
Level of responsibility
► Responsibility
for high-risk work where errors may have serious reputational, legal, safety, or financial
consequences (e.g. air traffic control, medical care, or decisions affecting many others)
Task design
► Limited task variety, including highly repetitive, monotonous, fragmented or meaningless tasks
World Day for Safety and Health at Work 2026
► ilo.org

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Examples of psychosocial hazards related to how work is
managed and organized
Roles and expectations
► Unclear guidelines on the tasks workers are expected to and insufficient, unclear or contradictory information (e.g.
necessary information to complete tasks not passed on)
► Conflicting, uncertain or frequently changing role expectations and work standards (e.g. being expected to provide
good customer service, but also to not spend a long time with customers)
Job control or autonomy
► Prescriptive processes and not allowing workers to apply their skills or judgment
► Discriminatory work organization practices that limit autonomy or opportunities to use skills and knowledge
Workload and work pace
► Time pressure or fast-paced work (e.g. unrealistic deadlines).
► Workload distribution leading to overload or underload, including through biased or discriminatory allocation
Supervision and support
► Lack of support, resources, information, training or timely feedback to facilitate performance
► Limited support or unempathetic leadership that fails to recognize difficulties or provide a safe space to raise
issues
► Lack of support when needed, including uncooperative or uncollaborative workplaces that discourage co-worker
support
World Day for Safety and Health at Work 2026
► ilo.org

10.

Examples of psychosocial hazards related to practices at the
level of the organization
Employment arrangements
► Uncertain or insecure employment conditions, including low pay, unstable earnings, and limited access to legal, social and care-related protections
Working time arrangements
► Excessive or misaligned working time arrangements, including insufficient breaks and rest periods
► Lack of flexible working time and work location arrangements that support the work-home interface, when compatible with operational demands
Organizational change management
► Poorly planned and supported organizational change that lacks clear communication, adequate training, and consideration of OSH risks
Surveillance
► Unreasonable levels of digital supervision for the purpose of work performance monitoring
Rewards, performance management, opportunities for development and recruitment processes
► Unfair, biased, opaque or inequitable distribution of recognition and rewards, including under- or over-promotion
► Lack of accessible opportunities for skill development
► Over-reliance on non-transparent use of algorithms for management and evaluation
An OSH policy and management system
► Unclear or inadequate procedures for assessing and controlling OSH risks, including psychosocial risks
► Failure to account for interactions between the psychosocial working environment and the physical working environment
Violence and harassment at work
► Failure to appropriately address actual or alleged inappropriate, harmful or misconduct-related behaviour
► Lack of transparent reporting and response procedures, including the sensitive handling of personal information
Consultation and participation
► Lack of worker consultation on workplace changes (e.g. not talking to workers or genuinely considering their views) and how these can affect them

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Organizational culture and climate
Organizational culture encompasses shared values, norms and expectations that influence how
rules are interpreted, how behaviour is regulated and whether psychological safety and health are
prioritized alongside performance objectives
Psychosocial safety climate
Shared perceptions of the extent to which organizational policies, practices and procedures protect and
promote psychological safety and health
Organizational justice
The perceived fairness of decision-making, resource distribution and interpersonal treatment. Fairness and
transparency shape trust, confidence in managerial decisions, and workers’ willingness to report concerns and
participate
Coherence between these principles and organizational practice is essential. Inclusive arrangements help ensure that
workers can participate safely and with dignity, while also mitigating psychosocial risks by reducing exclusion, unequal
exposure, and structural disadvantage across different groups of workers

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Interactions with the physical
environment and work
equipment
► Physical work conditions interact with
psychosocial factors and can exacerbate or
mitigate impacts on workers’ safety, health
and performance
► Exposure to dangerous tasks, inadequate
equipment or poor conditions (e.g. limited
space, low lighting, excessive noise) increases
both physical and psychosocial risks
► Risk perception depends not only on the
frequency, duration and severity of hazards,
but also on workers’ confidence in managing
these
► The physical work environment shapes both
direct risk exposure and trust in safety
measures (e.g. equipment, layout, safety
systems etc.)
Examples of psychosocial hazards arising from interactions with the
physical work environment and equipment
► Poor workplace conditions (e.g. lack of space, poor lighting, excessive noise)
and inadequate equipment
► Remote or isolated work with limited access to resources and difficult
communication
► Extreme or unstable working conditions (e.g. extreme temperatures, working
at height, conflict or disaster zones)
► Working environments that limit protections against violence from clients or
outsiders (e.g. work at evening and/or night; working in contact with the
public)

13.

OSH Policy &
Regulatory Landscape

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ILO normative framework to address psychosocial risks
and mental health at work
INFOGRAPH?
Foundational mandate
Fundamental OSH conventions
▶ ILO Constitution (1919)
▶ Occupational Safety and Health C 155 (1981)
Protection against sickness, disease
and injury arising out of
employment (Preamble)
▶ Declaration of Philadelphia
(1944)
Protection for the life and health of
workers (Para. III(g)); Right to
pursue material well-being and
their spiritual development in
conditions of freedom and dignity,
of economic security and equal
opportunity (Para. II(a))
▶ Declaration on Fundamental
Principle and Right at Work
(1998, as amended in 2022)
Safe and healthy working
environment as a fundamental
principle and right at work
Physical and mental elements affecting health
(Art. 3(e)); Workplaces, machinery, equipment
and processes to be adapted to the physical and
mental capacities of workers & to be safe and
without risk to health, so far as is reasonably
practicable (Arts. 5(b) & 16.1)
▶ Occupational Safety and Health R 164 (1981)
Related ILS
▶ Occupational Health Services C 161 & R 171 (1985)
Preventive & advisory functions to ensure a safe and
healthy working environment which will facilitate
optimal physical and mental health in relation to work
& to adapt work to the capabilities of workers in the
light of their physical and mental health (Art. 1)
▶ List of Occupational Diseases R 194 (2002)
Recognition of PTSD and work-related mental
disorders (Annex 2.4))
Prevention of harmful physical or mental stress
(Para. 3(e)); Work organisation (particularly hours ▶ Violence and Harassment C 190 & R 206 (2019)
of work and rest breaks) to not adversely affect
Explicit reference to psychosocial risks (Art. 9(b)); Right
OSH (Para. 10(f)); Measures to eliminate
to a world of work free from violence and harassment
excessive physical and mental fatigue (Para.
(Art. 4.1); Preventive and protective obligations on risk
10(g))
assessment and management (Art. 9 & Para. 8)
▶ Promotional Framework for OSH C 187 (2006) ▶ Labour Inspection C 81 (1947)
Continuous improvement of OSH & promotion of
a preventive safety and health culture (Art.2)
Enforcement of legal provisions, technical information
and advice to employers and workers on working
conditions & the protection of workers (Art. 3(1))

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National OSH Policies and Programmes
Growing recognition across regions: an increasing number of countries now include psychosocial hazards and
mental health in national OSH policies, marking a shift from an exclusive focus on physical hazards
► Examples: Chile, Finland, France, Japan, Namibia, Nigeria, Republic of Korea, Spain, Uruguay
Focus on prevention: policies increasingly promote risk assessment and organizational interventions rather
than individual responses
► Examples: Chile, Japan
Workplace as a key setting: broader national mental health strategies are recognizing the workplace as a
priority setting for prevention and promotion
► Examples: Australia, Canada, Ireland, New Zealand, South Africa
Coordination across authorities: several countries link OSH and public health authorities to address
psychosocial risks jointly
► Examples: Chile, Costa Rica, South Africa
Persisting data gaps: evidence-based action depends on reliable, regular data; strengthening psychosocial
indicators in national OSH statistics and working-conditions surveys is a priority

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Key areas covered by national laws and regulations
on psychosocial risks

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Key areas covered by national laws and regulations
on psychosocial risks (cont.)

18.

Social Dialogue and Collective Agreements
►Social dialogue strengthens OSH policy: involvement of employers' and workers' organizations
improves legitimacy, compliance and adaptation to sectoral realities; essential for identifying
organizational risk patterns and designing effective responses
►Collective bargaining complements legislation: sector- and enterprise-level agreements
operationalize legal requirements by specifying risk identification procedures, stress indicators,
consultation mechanisms and preventive actions
►Limited but growing integration in transnational agreements: only 18% of 338 cross-border
agreements (2000–2025) explicitly address psychosocial risks or mental health; most concluded after
2010, with strong growth from the mid-2010s
► Active social partner engagement in Europe: the 2004 European Framework Agreement on Workrelated Stress stimulated national and sectoral action across Belgium, France, Denmark, Spain and
others, combining collective bargaining with joint guidance and awareness initiatives
► Emerging examples beyond Europe: Australia, Canada, Chile and South Africa show how tripartite
cooperation and joint initiatives can complement legislation on psychosocial risk prevention

19.

Compliance and Awareness Raising
Labour Inspection
► Dual role: proactive
prevention and reactive
enforcement
► Combination of compliance
checks with guidance and
capacity-building during
visits
► Adaptation required:
assessing work
organization, workload and
supervision (not only
physical hazards)
World Day for Safety and Health at Work 2026
Voluntary Standards
& Guidance
General or sector-specific
guidance, checklists and
toolkits to translate legal
requirements into
practical, action-oriented
approaches
✔ Targeted tools for SMEs
✔ International guidance for
psychosocial risks management
(ISO 45000:2021)
✔ National standards: Canada
(CSA Z1003), UK (PAS
1010:2011), Australia
Awareness-Raising Campaigns
Campaigns organized by OSH authorities
and social partners at national or sectoral
level to improve understanding of
psychosocial risks and promote preventive
action
► Combination of public information materials,
training events and workplace outreach
✔ EU-OSHA Healthy Workplaces Campaigns
(forthcoming campaign on psychosocial risks and
mental health at work)
✔ Japan's annual "Enlightenment Month" on
prevention of karoshi
✔ Pacific Alliance regional campaign on participatory
management of psychosocial risks
► ilo.org

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Workplace level
action

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A spotlight on the management of psychosocial risks at work
Identifying psychosocial
hazards
Assessing and prioritizing
psychosocial risks
► Consider hazards within all the
► Evaluate associated risks:
three levels and their
interactions
► Use multiple sources, as
psychosocial hazards are not
always directly visible:
✔ Organizational documentation (e.g.
job descriptions, management
procedures)
✔ HR records
✔ Worker surveys (with
confidentiality)
✔ Dialogue-based methods
▶ Use or adapt existing risk
assessment tools
World Day for Safety and Health at Work 2026
✔ Likelihood & severity of harm
✔ Duration, frequency & number of workers
affected
► Adopt an inclusive approach, looking at
groups with higher exposure (also
considering reduced ability to raise
concerns)
✔ Dissagregate survey data, examine
discriminatory practices, identify and address
barriers to reporting (stigma, fear of
retaliation, language etc.)
► Prioritize actions:
✔ Immediate risks (e.g. violence, overload)
✔ Longer-term improvements (e.g. job
redesign)
From assessment to action
► Follow hierarchy of controls to
prioritize eliminating risks at
source
✔ Address organizational determinants
that can generate risks by improving
how work is designed, organized and
managed (e.g. workload
management, role clarity, working
time arrangements)
► Complement these by
strengthening the conditions that
that enable workers to cope with
demands and thrive in their roles
► Monitor, review and adapt
measures to ensure effectiveness
and support continuous
improvement
► ilo.org

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Examples of preventive measures in relation to the job and
task design
Job demands
► Alternate high cognitive effort with lower-demand tasks and provide systems to reduce errors (e.g. reminders,
systems that capture information)
► Limit unnecessary complexity in task sequencing, with clear steps and adequate time built in
► Manage high emotional demands though structural buffers (e.g. task rogation, recovery time)
► Limit exposure to traumatic material and events to what is operationally necessary (minimize duration and
number of workers)
► Reduce physical strain through task rotation and ergonomic principles (load limits and posture requirements)
► Provide additional support during periods of high demand (e.g. provide more workers, better equipment or
outsource tasks)
► Ensure adequate staffing and skills through workforce planning and training
Level of responsibility
► When high responsibility is a feature of a role, ensure this is made explicit and discussed with workers before
they start the role
Task design
► Reduce unnecessary tasks, facilitate task rotation and provide alternatives to maintain engagement at work,
avoiding simple, repetitive or monotonous work
World Day for Safety and Health at Work 2026
► ilo.org

23.

Examples of preventive measures in relation to how work is
managed and organized
Roles and expectations
► Provide clear
job descriptions (roles, responsibilities, performance requirements), review them for continued
relevance and communicate any changes
► Design
management structures with clear reporting lines that identify immediate supervisors and provide
guidance to resolve misaligned expectations
Job control or autonomy
► Match autonomy and control to workers’ skills and experience
► Provide appropriate autonomy to perform tasks effectively and safely (e.g. enable discretion, such as offering
refunds to prevent customer aggression)
Workload and work pace
► Match workload and complexity to workers’ abilities to avoid work overload or underload
► Monitor
workload and work pace to detect harmful or discriminatory patterns and introduce appropriate
adjustments
► Design adequate work pace (especially machine-paced), considering task variety and the need to take breaks
Supervision and support
► Ensure availability and access to necessary tools, equipment and resources
► Establish regular, fair and constructive feedback systems
► Promote positive working relationships through collaboration and cooperation
World Day for Safety and Health at Work 2026
► ilo.org

24.

Examples of preventive measures in relation to the broader
policies, practices and procedures that govern work
Employment arrangements
► Review employment agreements and entitlements to support stable and predictable employment conditions where feasible
Working time arrangements
► Establish guidelines to ensure adequate rest and recovery (e.g. limits on consecutive shifts, breaks, night work, overtime)
► Allow reasonable adjustments in working hours and practices (e.g. hybrid or remote working arrangements)
Organizational change management
► Ensure planned changes to roles, tasks, objectives and supervisory arrangements are reasonable and allow for an adjustment period
Surveillance
► Consult workers when developing monitoring systems and adopt a clear policy to ensure the purpose and level of monitoring are appropriate
Rewards, performance management, opportunities for development and recruitment processes
► Support performance opportunities for development (e.g. training, mentoring, task ownership)
► Develop fair and transparent selection procedures that ensure promoted or hired workers have the right skills and experience for the position
► Ensure transparency and human oversight in algorithmic decision-making
An OSH policy and management system
► Establish procedures to identify, assess and control psychosocial and environmental risks, using a range of assessment methods and appropriate
indicators
► Monitor and review risk management measures regularly, particularly when there are changes in work organization or processes
Violence and harassment at work
► Establish clear procedures for reporting and managing incidents, outlining expected behaviours and how this will be managed
► Provide a range of accessible and confidential reporting channels to encourage workers to report incidents and concerns
Consultation and participation
► Implement information and consultation arrangements to regularly discuss the work, how it is done and any changes impacting workers

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The way forward

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Build a
Stronger
Research and
Knowledge
Base
► Ensure regular, comparable data on exposure to psychosocial risks
and health outcomes, integrated into national OSH statistics and
surveillance systems
► Make better use of existing sources (working-conditions surveys,
labour force surveys, sickness absence registers, inspection records)
by embedding psychosocial risk indicators systematically
► Disaggregate data by sex, age, migration status, disability and
employment type to track unequal exposure
► Strengthen evaluation research to build the evidence base on what
interventions work, for which groups and in which contexts

27.

Improve Policy
and Regulatory
Frameworks
► Shift the focus of laws and policies from mental health outcomes to
psychosocial hazards and risks at source, to drive risk assessment and
prevention
► Broaden policy scope to address structural work organization:
workload, job control, predictability, participation, organizational
justice
► Broaden policy scope to address the structural dimensions of work
organization, such as workload, job control, predictability,
participation and organizational justice
► Support employers (especially in MSMEs) with practical guidance,
tools and capacity-building to translate legal obligations into
workplace practice
► Strengthen coordination among OSH authorities, public health
bodies, and employers' and workers' organizations to ensure
consistent implementation

28.

Strengthen
Action at the
Workplace
Level Action
► Address psychosocial risks at source through organizational
measures: workload distribution, job design, staffing, working time,
supervision, participation and development
► Secure leadership and management commitment, embedding
psychosocial risk prevention in everyday management decisions
across all functions
► Involve workers and their representatives through participatory
processes
► Foster cooperation between OSH professionals, human resources and
management to sustain preventive measures over time