Why Workplace Psychosocial Hazards Cannot Be Ignored in 2025

Providing a healthy work environment where people can thrive at work is no longer a nice-to-have – it’s a core part of running a responsible, effective and sustainable organisation. From excessive workloads to unclear expectations or poor team dynamics, psychosocial risks in the workplace are becoming more prevalent health and safety risks facing the UK and globally. These workplace related issues don’t just affect individuals, they impact business performance, culture and long-term success. Recognising and addressing them isn’t just good practice, it’s an investment to building a healthier, more resilient future of work.

Recent UK data indicate a trending increase linking the number of reported mental ill-health issues to the workplace environment. According to HSE’s 2023/2024 report:

• 776,000 workers reported work-related stress, depression or anxiety
• These conditions made up 46% of all work-related ill health
• A total of 16.4 million working days were lost as a result

These figures remain well above pre-pandemic levels, demonstrating the lasting impact the pandemic has had on employment experiences. Flexible working, economic pressure and shifting employee expectations are reshaping the occupational health and safety landscape. The CIPD’s 2025 Good Work Index revealed that around 8.5 million UK workers feel their working environment is harming their mental health – especially where support is lacking or workloads are excessive.
 
Supporting work life balance and mental wellbeing at work is not only a moral thing to do but can be considered a legal requirement as an employer. Most countries have a minimum legislation to protect employees from hazards, injury and illness. In the UK, consider:

• The Health and Safety at Work etc. Act 1974
• Management of Health and Safety at Work Regulations 1999
• Equality Act 2010

Together these set out part of what it means to be a responsible employer.

Psychosocial hazards (also referred to as psychological health and safety and psychosocial safety) are factors related to how aspects of work are organised, designed, and managed. They also include the social context that impacts the person, potentially causing psychological and physical harm through a stress response.

These responses and symptoms of psychosocial factors are not classically acute but can develop as chronic conditions.

Common psychosocial hazards in the workplace include:

• High workloads or demands
• Unclear roles and expectations
• Perceived lack of control over work
• Poor relationships within teams or inconsistent experiences with leadership
• Job insecurity or poorly communicated change
• Limited access to support or resources when needed
• Working in extreme environments

If these hazards are not identified and managed this can have a detrimental impact on the person, the team and the organisation. This isn’t about fixing the person, but fixing the environment where people work. It is about creating a healthier, fairer working environment for everyone.

For a step by step understanding of identifying and managing psychosocial hazards, read the Health and Safety Executive’s Management Standards.

When organisations work to actively identify and manage psychosocial risks in the workplace, the impact can be felt across the entire workforce as people feel more valued and have purpose. This is key to creating collaborative, resilient teams and building a sustainable business.

Some benefits for employees include:

• Greater trust in leaders and managers
• Clearer expectations and less confusion
• A more open, respectful workplace culture
• More confidence raising concerns or asking for support
• Stronger sense of stability during periods of change

For the employer, this can lead to:

• Fewer absences and improved team continuity
• Higher levels of motivation and commitment
• Reduced employee turnover and lower recruitment costs
• More consistent performance through organisational change
• Stronger compliance with health and safety management standards

If you’re wondering how to prevent psychosocial hazards in the workplace, the answer isn’t one-off initiatives. This requires a collaborative and strategic approach.  Begin with identifying hazards through employee engagement and consultation and look at what your data are telling you.

Run pilots and look for easy/quick wins. Be task/activity focused rather than individual. Small changes motivate people and can make a big difference to individuals and how effectively teams work together.

As part of the strategic process of embedding psychosocial risk management, consider:

• Ensuring employees have a voice in decision-making
• Designing roles that are manageable and clearly defined
• Creating consistent ways to check in and gather feedback
• Encouraging collaboration, clarity and fairness in how teams operate
• Equipping managers to recognise early signs of stress or disengagement

To support organisations in taking practical steps, British Safety Council has developed a new Psychosocial Risk Solution. This service is designed to help employers identify where risks may be emerging and how they can be addressed. This isn’t about meeting minimum employer requirements. It’s expert-led, people-focused support designed to improve culture, build trust and embed long-term wellbeing into the way your work.

The process includes:

• A scoping session to understand your organisation’s needs and current approach
• An independent assessment of your policies and practices
• A collaborative workshop to explore findings and shape an action plan
• A tailored roadmap with practical strategies – ranging from leadership training to employee consultation and data insights

This process aligns with the International Standard ISO 45003: Psychological health and safety at work – Guidelines for managing psychosocial risks.

Embedding support into everyday practice, and managing psychosocial risks in the workplace in a consistent way, helps create workplaces where people feel included, motivated and proud to contribute. That is what drives long-term success – and is why psychosocial safety belongs at the heart of every organisation’s strategy.