The PSYR-IR project was finalised in October 2025. It investigated opportunities for industrial relations to prevent and manage psychosocial risks in post-pandemic workplaces in Austria, Belgium, Denmark, Estonia, and Italy. The project looked into psychosocial risk and mental health at large as well as in specific sectors, namely healthcare in Austria, Belgium, and Italy, and construction and manufacturing in Belgium, Denmark, and Estonia. It provides a conceptional outline of psychosocial risk, a working paper on European-level policy and social partner activities, a collection of national reports and policy briefs, and a comparative report. In addition, presentations from the project’s final conference are available as well as four knowledge clips on psychosocial risk, the role of social partners in addressing them, and psychosocial risks specifically in healthcare and construction.[all resources are linked in the text]
In the countries studied, legislation on and governance of psychosocial risks have developed in a fairly convergent way. There is ambitious, process-oriented legislation, and stakeholders have formed dedicated communities of practice who provide information, tools and guidance. Indeed, good practices can be found. However, this high standard leaves gaps in implementation.
The commitment of social partners varies among countries. Where trade unions are weak or less aware of the subject (Estonia and Italy respectively), employers or company-specific agreements play a larger part. Where the employer side are hesitant, unions are more proactive (Austria). Sector-specific social partner initiatives are promising in addressing specific challenges.
In both healthcare and manufacturing, pressurised work is a key risk factor. Stigma attached to mental health issues is still an issue, although awareness has increased overall. More precarious workers, the low-skilled and low-paid, mobile workers and those working for subcontractors are more at risk and less reachable for support by unions or OSH bodies. Where employers take initiatives, they are more often reactive than preventative, addressing individual coping skills rather than, for example, work organisation or management capabilities.
Yet good practices can be found on both the policy and the organisation level. Employers with favourable psychosocial safety climates and OSH management practices show that both companies and public sector employers can address these risks. Staffing pools in hospitals that mitigate unpredictable work schedules or mobile advice teams in construction are examples – but supporting mentally healthy workplaces requires ongoing and coordinated efforts.
