Work-related stress is not just an entry in safety documents, nor an abstract concept discussed in some mandatory course. It is a real, tangible condition that affects people’s health and the functioning of companies every day. When pressures become unsustainable, when work demands exceed what one can manage, there is only one result: people feel unwell. And those who feel unwell work badly, or stop altogether.
In an increasingly fast, competitive and fragmented working environment, ignoring stress means ignoring an enormous part of professional life. But tackling it with awareness can change things. Let us see why.
It is not a simple passing tension. Work-related stress is a prolonged psychophysical response to pressures that a person perceives as excessive compared with their abilities, resources or tools. It concerns not only the amount of work, but also its quality, the environment, relationships and expectations.
According to INAIL and the 2004 European Agreement, it is not an illness in itself, but it can cause serious mental and physical health problems, and therefore must be prevented and managed as a risk in every respect.
Not all stressful situations are negative. There is “good” stress, eustress, which motivates, stimulates and improves performance. But when stress becomes chronic, dysfunctional and with no way out, it turns into distress, and that is where the real problems begin. The body tires, the mind becomes confused, and every working day becomes a steep and exhausting climb.
The main causes that generate it
Many times people think stress is caused by too much work. But the truth is more complex. There are intense jobs that do not cause stress, and apparently calm roles that wear people down. Because everything depends on the context, support and the perception of control.
There are ambiguous roles, where responsibilities and objectives are not clearly understood. Or conflicts between colleagues or with superiors, often unaddressed. Ambiguous or absent communication increases uncertainty, while tight work rhythms or heavy shifts drain energy. Contractual insecurity and lack of growth also play a part. And then there are uncomfortable or noisy physical environments, and the constant demand for availability beyond working hours.
But there is also “emptiness” stress: situations in which the worker feels useless, underused, ignored. This too, if prolonged, wears people down deeply. The problem is often that one does not notice the weight these situations generate until the body presents the bill.
The most frequent symptoms not to underestimate
When stress becomes chronic, body and mind begin to react. And they often do so quietly, but constantly. You sleep badly, lose concentration, work more slowly, become irritable. And if you do not intervene, the risk is slipping towards genuine conditions, such as depression, generalised anxiety, psychosomatic disorders or burnout.
Many symptoms add up and feed one another, making it hard to distinguish between personal and work-related causes. But if the symptoms begin to appear only at work or intensify during periods of greater professional pressure, the warning sign is clear.
The relational sphere changes too: people become more closed, less available, more reactive. Some begin to avoid meetings, others go into crisis at the first feedback. The consequences do not remain only in the individual’s mind, but spill over onto the whole working environment.
How much does stress really cost companies?
Thinking that stress is only a personal problem is a common mistake. In reality, work-related stress has a direct impact on company performance. According to the European Agency for Safety and Health at Work, stress costs Europe over 20 billion euros a year, considering only sick leave, lost productivity and healthcare costs.
Companies that do not address the problem end up with a high turnover rate, more operational errors, difficulty retaining talent, increased litigation and a worsening image. Neglecting stress means losing money, time and human value.
And we are not only talking about large companies. An SME can also suffer serious damage: a single dysfunctional small team is enough to compromise results, relationships and even reputation with customers and suppliers. Stress is silent but contagious, and can become a dangerous spiral if you do not intervene.
What the regulations require
In Italy, the main reference is Legislative Decree 81/2008, which obliges every employer to assess and manage psychosocial risks too, including work-related stress. This means stress must be included in the DVR, the Risk Assessment Document, and addressed with concrete actions.
The assessment must involve the RSPP, the company doctor, the RLS and of course the workers themselves. Results must be documented, updated and accompanied by preventive measures. Those who fail to do so risk fines and loss of credibility. But beyond obligations, the law invites us to build healthier environments.
In recent years, inspection bodies have stepped up checks and even smaller companies have come into their sights. The law does not ask for miracles, but for consistency, responsibility and documented commitment over time.
For the state, stress is so important that data and results must be uploaded directly to the INAIL portal!
How to carry out an effective assessment
Assessing work-related stress risk means investigating the real working conditions, not just handing out a few questionnaires. The correct approach involves analysing objective data such as absences, accidents and turnover, mapping relational and organisational factors, listening to workers and using valid tools such as the HSE model or INAIL checklists.
Often one starts with a preliminary assessment and then, if signs emerge, moves on to an in-depth analysis. But what really makes the difference is the attitude with which the process is conducted: it must be participatory, transparent and oriented towards continuous improvement.
A serious assessment is not only for legal protection, but becomes a valuable opportunity to improve the organisation and the internal climate.
Concrete actions to prevent and reduce stress
Here are some of the most useful strategies to prevent or contain work stress:
- balance workloads and set clear priorities
- offer greater autonomy and involvement
- create opportunities for dialogue between colleagues and managers
- promote training on well-being and communication
- improve the physical environment and ensure adequate breaks
- encourage work-life balance
- recognise merit and encourage growth
Every company can choose solutions suited to its own situation, but the key is not to act in a bureaucratic or formal way. People immediately perceive whether an initiative is authentic or just for show.
When stress becomes a legal problem
If the employer does not intervene and the distress worsens, stress can turn into a lawsuit. In some cases, the worker may ask for recognition of an occupational disease, or resign for just cause. Case law has already recognised the link between incorrect organisational conditions and damage to health.
To avoid this kind of escalation, the company must show that it has done everything possible to prevent and monitor the problem. And this demonstration is built day after day.
Workers also have an active role: reporting discomfort, taking part in prevention programmes, networking with colleagues can make a difference. Stress must be tackled together, not in isolation.
Towards a new culture of healthy work
More and more companies are realising that investing in well-being pays off. Talking openly about stress, training managers, listening to teams, promoting trust are gestures that change everything.
The most forward-looking organisations adopt approaches such as Workplace Health Promotion, which combines prevention, development and quality of working life. And the results show: less turnover, more motivation, a positive climate and better performance.
The perception of work changes too: no longer a place to endure, but a space in which to grow, learn and collaborate. A healthy environment improves productivity, but also life.
Less stress, more value
Tackling work-related stress is not a luxury for large companies. It is a necessity for all organisations that want to grow sustainably, retain talent and build a solid future. Complying with the law is not enough: a change of mindset is needed. Because an organisation that makes people feel good works better. Always.
Those who invest in well-being are not just doing prevention. They are innovating, building stronger relationships and becoming more competitive. The first step? Start talking about it, without taboos.
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