Psychosocial risks are not limited to “stress” in a general sense, but relate to how work is designed, managed, and communicated within a company. According to EU-OSHA, these risks may arise from poor work design, organization, and management, as well as from an inadequate social context at the workplace. Common examples include excessive workload, unrealistic deadlines, lack of role clarity, poor communication, insufficient managerial support, conflicts, harassment, or lack of control over one’s own work.
In practice, these risks can affect both mental health and professional performance. An employee who is constantly exposed to pressure, ambiguity, or conflict may experience burnout, anxiety, sleep disorders, reduced concentration, irritability, or lack of motivation. At the same time, the company may feel the effects through absenteeism, staff turnover, reduced productivity, more frequent errors, and a deterioration of the internal working climate. Therefore, mental health at work must be treated as an integral part of occupational health and safety, not as a separate or secondary issue.
Preventing psychosocial risks requires analyzing how work is organized: whether tasks are clear, whether workload is reasonable, whether employees receive support, whether communication is effective, and whether issues are addressed before turning into conflicts. EU-OSHA emphasizes that prevention involves examining work organization and how people interact in the professional environment.
For employers, practical measures may include clearly defining responsibilities, setting realistic priorities, consulting employees, training managers, preventing harassment, establishing channels for reporting issues, and promoting a respectful workplace culture. A healthy workplace does not only mean the absence of physical accidents, but also an environment where people can work safely, with balance, predictability, and genuine organizational support.