Mental Health at Work: EU Psychosocial Risk Assessment Requirements

According to the Health and Safety Authority, the term psychosocial refers to the combined influence of psychological factors and the social environment on an individual’s physical and mental wellbeing. These factors include social and cultural norms, workplace interactions, and organizational practices. In short, psychosocial health blends the mindset of the individual with the work environment—such as company culture, communication practices, and workflow design.

A positive psychosocial environment improves both employee performance and overall wellbeing (CIPD). Conversely, unmanaged risks such as stress, poor communication, or harassment can significantly harm mental health at work.

Mental Health as a Legal Requirement in the EU

The EU recognizes mental health as a legal requirement under the EU Framework Directive 89/391/EEC. Employers are obligated to identify, assess, and manage all workplace risks, including psychosocial risks. This responsibility includes:

• Conducting workplace risk assessments.
• Identifying potential stressors (e.g., work-related stress, harassment, or violence).
• Applying preventive measures to protect vulnerable groups, such as new and expectant mothers.

Although specific legislation on psychosocial risks is still evolving at the EU level, the Directive highlights an employer’s duty to safeguard employee health and safety in all work-related aspects.

Employer Obligations for Psychosocial Risk Assessments

Employers must carry out regular risk assessments to detect and address psychosocial hazards. This includes special considerations for new or expectant mothers, defined as employees who are pregnant, have given birth within six months, or are breastfeeding. Upon written notification, employers are legally required to conduct individual assessments and implement protective measures, such as altering working conditions or offering suitable alternative roles.

Risk assessments should not be a one-time exercise. They must be reviewed periodically and updated when workplace circumstances change to maintain compliance. Employers are also responsible for ensuring that individuals conducting assessments are properly trained, competent, and supported with sufficient time and resources.

Examples of Common Psychosocial Risks

Psychosocial risks vary across industries but commonly include:

• Excessive workload and job insecurity leading to chronic stress.
• Bullying, intimidation, or abuse—both physical and verbal.
• Poor communication and lack of recognition, which lower morale.
• Monotony, lack of autonomy, or underutilized skills, causing disengagement.

The EU Strategic Framework on Health and Safety at Work emphasizes adapting working conditions to reduce these risks, ensuring that employee mental health is treated with the same importance as physical safety.

Best Practices to Support Mental Health at Work

To create a safe and supportive workplace, organizations should adopt a comprehensive mental health strategy that includes prevention, intervention, and ongoing support:

• Develop a Mental Health Strategy: Integrate mental health into HR and wellbeing policies with input from employees and professionals.
• Train Managers: Provide line managers with training to recognize mental health concerns, foster open communication, and support employees effectively.
• Primary Prevention: Promote good mental health through stress management programs, fair job design, and healthy workloads.
• Secondary Intervention: Offer early support—such as resilience training or workshops—to employees showing signs of distress.
• Tertiary Support: Facilitate return-to-work programs for employees recovering from mental health-related absences with flexible arrangements.
• Mental Health First Aiders: Train designated staff to provide initial support and direct colleagues to professional resources.
• Promote Awareness and Reduce Stigma: Communicate regularly about available mental health resources and encourage employees to seek help.
• Reasonable Adjustments: Proactively adapt working conditions—such as flexible hours or adjusted workloads—to support employees in distress.

By implementing these measures, Employers can create a supportive environment that not only addresses mental health issues but also promotes overall employee well-being. 

Example: Step-by-Step Psychosocial Risk Assessment Guide

From Compliance to Commitment

Based on current employer practices and challenges, the legal requirement for psychosocial risk assessments is pushing organizations across the EU to take mental health more seriously.

When employers move beyond “box-ticking,” they start building real trust. Effective organizations:

• Embed mental health into leadership training so managers can recognize burnout, anxiety, and disengagement.
• Use anonymous surveys to measure stress, workload fairness, and team dynamics.
• Create safe reporting channels for bullying and harassment, often with third-party oversight.
• Offer flexible work options to reduce stress and improve work-life balance.
• Normalize mental health conversations through workshops, storytelling, and visible leadership support.

Common Gaps in Practice

Despite legislation under the EU Framework Directive, many employers still fall short in practice:

• Conducting assessments but failing to act on results
• HR teams lacking training in psychosocial risk analysis
• Employees staying silent due to fear of stigma
• A reactive mindset that waits for crises instead of preventing them

Closing the Gap

The biggest barrier is misunderstanding: mental well-being requires a comprehensive risk management approach, not just awareness. To make real progress, employers must turn assessment insights into actionable plans that meet employees’ needs—such as offering mental health days, access to counseling, or peer support networks.

At IRIS, our Global HR Services help organizations bridge this gap by turning compliance into meaningful action. From designing tailored psychosocial risk assessments to implementing employee well-being programs across borders, we provide the expertise and support needed to create workplaces where people feel genuinely heard, valued, and supported.

Learn how our Global HR Services can help you move beyond compliance to build a healthier, more resilient workforce.

About the Author: Claudia Morel-Zifonte – Senior International HR Consultant at IRIS 

With a passion for delivering results in HR, Claudia is a seasoned leader with extensive experience across the European market. She holds a CIPD Level 7 Diploma and Chartered MCIPD status, bringing added expertise and operational excellence to IRIS’s International Consulting Service.

Having lived in multiple countries and fluent in three languages, Claudia thrives in multicultural environments and values building meaningful connections across diverse teams. Her adaptability, resilience under pressure, and solution-oriented mindset enable her to navigate complex challenges with confidence and clarity.

Conclusion: Moving Beyond Compliance to Genuine Care

By: Dan J Grace, Director of IRIS HR Consulting Services 

After reviewing Claudia’s analysis of psychosocial risk management across EU workplaces, I’m struck by a fundamental paradox: while mental health has rightfully become a legal requirement, there’s still a troubling gap between regulatory compliance and authentic workplace well-being.

The EU Framework Directive 89/391/EEC has undoubtedly elevated mental health on corporate agendas—and that’s progress. However, what Claudia and I observe in practice is concerning. Too many organizations conduct risk assessments that end up gathering dust, checking boxes without addressing the people behind the data. They survey stress levels, document harassment risks, and file reports—yet employees continue to struggle in silence, fearing stigma more than seeking support.

The real challenge isn’t defining psychosocial risks—we already know excessive workloads, bullying, poor communication, and monotonous work are major hazards. The challenge is that many employers still approach mental health as a compliance exercise rather than a human responsibility. They’re asking, “What’s the minimum we have to do?” instead of “How can we truly support our people?”

What gives me hope are the organizations that get it right. These employers weave mental health into leadership culture, create safe spaces for open dialogue, and—most importantly—act on what they learn. They recognize that a psychologically safe workplace isn’t just a legal obligation; it’s both commercially smart and morally essential.

My takeaway is this: legislation provides the framework, but only genuine commitment delivers results. Employers need to stop treating psychosocial risk assessments as paperwork and start viewing them as opportunities to build trust, strengthen performance, and prove that employee well-being isn’t just corporate messaging—it’s a core organizational value.

Moving forward requires courage—the courage to shift from reactive firefighting to proactive culture-building. Because in the end, no amount of documentation can replace a workplace where people feel truly heard, valued, and supported.