World Day for Safety and Health at Work: Why Psychosocial Safety Is Now a Core Workplace Risk

London, 28 April – As organizations mark World Day for Safety and Health at Work, International SOS is urging employers and individuals to recognize the impact of psychosocial risks and to implement appropriate measures to foster psychological safety in the workplace.  

More than 840,000 people die each year from health conditions linked to psychosocial risks at work. These include long working hours, job insecurity, workplace bullying and harassment. The global economic cost is estimated at 1.37% of global GDP each year1. 

Dr Katherine O’Reilly, Medical Director for Information and Analysis at International SOS, commented,“Rapid change, global uncertainty, remote and hybrid working models, rising performance pressures, and the uncertain impacts of AI have all contributed to higher levels of mental strain across sectors. Unmanaged stress and poor psychological safety can lead to increased absenteeism, reduced performance, higher turnover and long‑term health consequences.” 

“Just as organizations assess physical hazards, they must also identify sources of psychological strain, recognizing this can differ between individuals, from circumstances such as excessive workload, lack of control, unclear expectations or exposure to distressing situations. At the same time, individuals need to feel empowered. Organizations that foster open communication, supportive leadership and access to professional help are better placed to manage risk and maintain trust.” 

World Day for Safety and Health at Work provides an opportunity to shift the conversation from reactive responses to long‑term prevention, ensuring psychological safety is treated as an integral part of overall workplace health. 

Top 5 Tips for Managing Psychosocial Risks at Work

• Identify stressors early: Regularly assess workload, role clarity, work patterns and exposure to stressful situations to identify risks early before they escalate.
• Promote open conversations: Encourage managers and employees to talk openly about stress and mental health, helping to reduce stigma and build trust.
• Support healthy work design: Ensure reasonable workloads, clear expectations and opportunities for rest and recovery, particularly in high‑pressure roles.
• Enable access to professional support: Provide access to occupational health, mental health resources or external expert support when needed.
• Stress Awareness: Encourage employees to recognise early warning signs of stress, maintain boundaries, and seek help promptly.