WorkSafe publishes Psychosocial Guidelines to support safer workplaces

In September 2021, WorkSafe’s data shows that 2,819,200 people were employed in New Zealand.[1] Applying the finding that 23% of workers had experienced bullying in the last 12 months in 2021, this would mean that a staggering estimate of 648,416 workers in New Zealand had been exposed to bullying in the workplace that year. While these statistics are now several years old, they go some way to demonstrating the endemic nature of workplace bullying in New Zealand and the need for workplaces to consciously address this risk.

Further statistics highlight the ongoing challenges New Zealand faces in addressing psychosocial risks within the workplace. 87% of employers feel a strong sense of responsibility for mental health of their staff but 43% of employers report they do not have in place policies to support management of bullying, harassment (including sexual harassment), and 47% report they do not have policies to guide responses to violence incident, including threats of violence.[2]

Large organisations believe that when they are “really busy or under pressure it is easy to forget about health and safety” (at 58%), and while “health and safety is important, it is not always practical to follow every rule and guideline” at 64%).

Additional WorkSafe data reveals that between 2017 and 2021, 197 cases of work-related suicides were reported.[4] This is nearly 40 people per year, which is not insignificant when compared with the current rate of workplace fatal injuries per year, which as of 2024, was 70.[5] This underscores the critical importance of addressing psychosocial risks in the workplace.

Psychosocial risks at work can harm both a worker’s physical health and mental health.

The Guidelines explain that psychosocial risks refer to the likelihood that a psychosocial hazard will cause harm.

The Guidelines provide numerous examples of psychosocial hazards, risk factors, and protective factors.  Appendix 2 of the Guidelines[6] provides a comprehensive set of examples, underpinning

• How work is done (for example, job demands, workload and job control).
• Social factors at work (for example, leadership, support, and interpersonal relationships).
• Work environment (for example, physical work environment and traumatic events).

For each of these factors, Appendix 2 explains how and where there are risks associated with each that might arise in a workplace, and protective factors that might help to keep those risks at bay.

It is worthwhile reviewing Appendix 2 as a starting point and considering where those risks might apply to your workers, and what you need to do to combat the chance of these risks harming your staff.

Identify, manage, review and monitor

Once psychosocial risks within your business are identified, control measures can be put in place. The Guidelines outline key considerations for implementing systems that minimise harm as far as reasonably practicable (refer page 16).

In determining how best to manage psychosocial risks in your workplace, everyone has a role to play and it is important to consult your workers on how best to do this. Not only is consultation with your workers part of your duties under HSWA, this can provide better insights into the specific challenges faced by your staff.

The Guidelines also reinforce the importance that business leaders play in fostering a psychologically safe workplace by proactively identifying and managing psychosocial risks. This includes building awareness, engaging in open dialogue with workers, collaborating on solutions, and responding constructively to concerns. By consistently demonstrating fairness, empathy, and transparent communication, leaders can help reduce work-related stress and support mental wellbeing.

What other support is available?

Have questions about the new guidance? Our health and safety professionals can provide a second opinion on how psychosocial hazards and risks are being managed in your workplace.