Mental health is covered by the HSWA — and managed like any other risk
Under the HSWA, “health” means physical and mental health — so psychosocial hazards (things in the work itself that can harm wellbeing, like overload, bullying or isolation) must be managed like any other risk: eliminate or minimise them, so far as is reasonably practicable. The focus is on the work, not on “fixing” the worker.
The law defines “health” as physical and mental health, so your duty to manage risk applies to harm to mental wellbeing too.
That means psychosocial risks aren't a separate “nice to have” — they sit inside the same primary duty of care and the same risk-management process you use for physical hazards. WorkSafe has been sharpening its focus here, with guidance on managing psychosocial risks and mentally healthy work. Officers have a part to play too: their due diligence duty extends to ensuring the business is managing psychosocial risks, not just physical ones.
Psychosocial hazards are aspects of how work is designed, organised and managed — and its social setting — that can harm a person's mental (and sometimes physical) health.
WorkSafe groups them into three areas:
| Area | Examples |
|---|---|
| Work design | Unreasonable workload, long or unpredictable hours, low job control, lack of variety, unclear roles. |
| Social factors | Bullying, harassment and sexual harassment, violence and aggression, lack of support, lack of recognition. |
| Work environment | Remote or isolated work, inadequate or faulty equipment, exposure to distressing or hazardous tasks. |
Unlike a single machine hazard, psychosocial risks can affect any worker, in any industry — though some sectors, such as healthcare, education and emergency response, carry higher exposure.
Prolonged exposure to psychosocial hazards can cause real, lasting harm — and it is more common than many businesses realise.
Sustained work stress is linked to anxiety, depression and burnout, and to physical effects such as sleep problems and cardiovascular strain. WorkSafe's research found a substantial share of workers are regularly exposed: many report offensive behaviours at work, and bullying is the most common. Managing these risks well isn't only a duty — it tends to lift productivity, morale and retention, and reduce time off.
Use the same risk-management cycle as for any hazard — but aim your controls at the work, not at making individuals “tougher”.
Engage your workers throughout — they experience the hazards first-hand — and get advice from a suitably qualified health and safety or wellbeing professional for complex situations.
These are among the most serious and common psychosocial hazards, and they need clear, specific responses.
Bullying, harassment, sexual harassment and workplace violence cause harm both to the person targeted and to those who witness it. Yet many businesses have no policy in place: WorkSafe found a large share of employers lack a policy to manage bullying and harassment, or to respond to violent incidents. Put clear policies and reporting channels in place, respond promptly and fairly, and treat these as the health and safety matters they are. WorkSafe has dedicated guidance on bullying and on sexual harassment.
Managing the work is the duty; supporting people is the human side that sits alongside it.
If someone is struggling, respond with care, point them to any Employee Assistance Programme or support you offer, and don't try to act as their clinician. Encourage them to reach out for professional support, and make it safe to do so without stigma.
If you or a worker needs to talk to someone, free, confidential support is available in New Zealand any time: call or text 1737 (Need to Talk?) to reach a trained counsellor. In an emergency, call 111.
Record and manage psychosocial risks alongside physical ones. Book a demo and we'll show you how it works — free 30-day trial included.
Yes. The HSWA defines “health” as physical and mental health, so your duty to manage risk so far as is reasonably practicable applies to psychosocial hazards and mental wellbeing, not just physical safety.
They include unreasonable workload, long or unpredictable hours, low job control and unclear roles (work design); bullying, harassment, violence and lack of support (social factors); and isolation, faulty equipment or distressing tasks (work environment).
Use the same risk-management cycle as for any hazard: identify the psychosocial hazards with your workers, assess the most significant risks, control them at the source (workload, rostering, role clarity, anti-bullying and support arrangements), then monitor and review. Aim controls at the work, not just at building individual resilience.
Yes. Bullying, harassment and workplace violence are psychosocial hazards that can seriously harm health, and they fall within your health and safety duties. Put clear policies and reporting channels in place and respond promptly — WorkSafe has specific guidance on bullying and sexual harassment.
Respond with care, point them to any support you offer such as an Employee Assistance Programme, and encourage them to seek professional help — without trying to act as their clinician. Free, confidential support is available in New Zealand any time by calling or texting 1737. In an emergency, call 111.
