Workplace Wellbeing & Psychological Risk Management
Protecting mental health, managing psychosocial risk, and building resilient, high-performing workplaces.
What is it
Employers have a legal duty to protect both physical and mental health at work.
This is underpinned by:
Health and Safety at Work etc. Act 1974 (Section 2)
Management of Health and Safety at Work Regulations 1999 (Regulation 3 – risk assessment)
This includes managing psychosocial risks, such as:
Work-related stress
Excessive workload or demands
Poor management or supervision
Lack of control or role clarity
Workplace conflict or bullying
Organisational change
The HSE defines work-related stress as:
“The adverse reaction people have to excessive pressures or other types of demand placed on them.”
Our service provides a structured, risk-based approach to managing wellbeing and psychological risk — aligned to HSE Management Standards.
Why it matters
Poorly managed psychological risk is one of the leading causes of absence and reduced performance in the UK.
Common failures include:
Treating wellbeing as a perk, not a risk
No formal assessment of stress or psychosocial hazards
Reactive responses rather than proactive management
Lack of management capability to identify and respond
This leads to:
Increased absence, presenteeism, and turnover
Reduced productivity and engagement
Elevated risk of employment tribunal claims
Reputational damage and poor organisational culture
The HSE increasingly expects organisations to:
Assess psychosocial risks
Implement control measures
Demonstrate active management of stress
Effective management ensures:
A healthier, more engaged workforce
Reduced organisational risk
Stronger leadership and culture
Key Benefits
- Compliance
Meets duties under HSWA 1974 and MHSWR 1999
Aligns with HSE Management Standards for Work-Related Stress
Supports defensibility in employment tribunals and claims
Operational
Reduces absence and improves productivity
Improves management capability and confidence
Identifies systemic organisational issues
Commercial
Reduces costs associated with sickness absence and turnover
Enhances employer brand and staff retention
Supports ESG and corporate responsibility objectives
Cultural
Builds a supportive, high-performing environment
Encourages openness and early intervention
Strengthens leadership credibility and trust
Our Approach
We treat wellbeing as a risk management issue, not a wellbeing initiative.
1. Psychosocial Risk Assessment
Assessment aligned to HSE Management Standards
Identification of key risk areas (demands, control, support, relationships, role, change)
Data-led approach (surveys, interviews, workshops)
2. Gap Analysis & Insight
Review of organisational structure, workload, and culture
Identification of root causes — not just symptoms
Clear articulation of organisational risk exposure
3. Action Planning
Practical, proportionate control measures
Focus on management behaviours and system improvements
Prioritised and achievable action plans
4. Leadership & Management Support
Training for managers on recognising and managing stress
Guidance on difficult conversations and early intervention
Development of confident, capable leadership
5. Monitoring & Continuous Improvement
Ongoing review of wellbeing data and trends
Integration with absence, incidents, and HR processes
Continuous improvement aligned to organisational change
Additional Support
Stress risk assessment surveys and analysis
Mental health awareness and manager training
Policy development (stress, wellbeing, dignity at work)
Support following critical incidents
Return-to-work programme support
Culture and engagement workshops
Integration with HR and people strategies
KPI dashboards (absence, stress indicators, trends)