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The update to Regulatory Standard No. 1 (NR-1) by Brazil’s Ministry of Labor and Employment (MTE) introduces significant changes for companies. The main innovation is the inclusion of psychosocial factors in the Risk Management Program (PGR) maintained by organizations. Workplace stress, harassment, excessive workload, and lack of organizational support now need to be systematically assessed and managed.
According to Ana Carolina Peuker, psychologist and Director of the Brazilian Association for Quality of Life (ABQV), the greatest challenge in implementing NR-1 is not the regulation itself but the cultural resistance within organizations.
“Changing organizational culture requires time, strategy, and real commitment. NR-1 is not intended to complicate business operations, but to ensure healthier and more humanly sustainable work environments,” she explains.
First Steps
Companies that have not yet adapted to NR-1 must act quickly. The standard is currently in educational enforcement, but penalties for noncompliance will begin on May 26 of next year, according to the MTE.
Gilvana Campos, Director of Legislation at the National Association of Occupational Medicine (ANAMT), outlines the initial actions: awareness of psychosocial risks, conducting an initial workplace diagnosis, and forming a multidisciplinary team to manage the implementation of changes.
Peuker emphasizes that effective prevention requires tailoring risk management to each department and role. She stresses the importance of maintaining confidentiality and security of information, fostering trust, and demonstrating genuine care for employees’ mental health.
Key Psychosocial Risks
NR-1 provides examples of psychosocial risks, though the list is not exhaustive. Key risks include:
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Excessive mental workload
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Pressure to achieve unattainable results
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Prolonged working hours
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Unrealistic deadlines
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Moral and sexual harassment
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Lack of support from managers or peers
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Frequent interpersonal conflicts
Leadership Training
Juliana Petrella Hansen, partner in the labor law department at Azevedo Sette Advogados, emphasizes that leadership training is crucial. Managers must identify signs of mental distress and respond appropriately.
Peuker recommends committees and employee feedback channels to actively involve workers in risk identification and mitigation.
“Companies that involve employees in problem-solving build greater trust and engagement,” she notes.
Preventive and Corrective Actions
Efficient management of psychosocial risks requires proactive strategies to prevent stress and anxiety from escalating into more severe mental health issues. Measures include:
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Clear work-life balance policies
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Employee assistance programs
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Regular stress management training
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Leadership focused on mental health
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Flexible schedules and ergonomic workplaces
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Relaxation spaces
Safe reporting channels are essential, allowing employees to report mental health issues without fear of retaliation. All identified psychosocial risks must be formally included in the PGR, with results monitored through indicators such as absenteeism, leaves, and turnover.
Hansen also highlights potential penalties for noncompliance: fines, MTE inspections, labor lawsuits, and civil claims for moral damages.
“Companies that address psychosocial risks seriously see tangible results: fewer leaves, higher engagement, and a more productive work environment,” Peuker concludes.
Source: Revista Conmax
