These work-related psychosocial risks are mainly associated with cardiovascular diseases and mental disorders, including suicide. This is according to a global report by the International Labour Organisation (ILO).

The report warns that without meaningful reform, psychosocial risks such as long working hours, job insecurity, and workplace harassment could continue to drive hundreds of thousands of preventable deaths each year.

The findings signal an urgent need for governments, employers, and workers to rethink the design and management of jobs, placing employee well-being at the centre of productivity strategies.

“Work systems today are largely built around outputs and profit, often without fully considering the human cost to employees,” said Wits chair of industrial and organisational psychology Prof. Andrew Thatcher.

“Psychosocial risks are frequently overlooked because mental and cognitive harm is far less visible than physical injury in the workplace. In countries like South Africa, workers may hide stress or mental strain out of fear that admitting it could put their jobs at risk.”

Organisations that prioritise employee well-being ultimately benefit through improved retention, productivity, and long-term performance, he said.

The report says in total, nearly 45 million disability-adjusted life years are lost annually, reflecting years of healthy life cut short by illness, disability, or premature death. Economically, the impact is equally severe, with losses estimated at 1.37% of global GDP each year.

The concept of a psychosocial working environment refers to how jobs are structured, how work is managed, and the policies that shape workplace interactions.

These factors operate across three levels: the nature of the job itself, how work is organised, and broader workplace policies and systems, according to the ILO. Together, they determine both employee health outcomes and organisational performance.

“Many organisations still underestimate psychosocial risks because they are not immediately visible, yet their long-term impact on employees can be severe,” said Thatcher.

“When companies genuinely invest in the psychological well-being of their workers, it not only protects people but also strengthens organisational performance over time.”

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