Leaves of absence due to mental disorders have grown significantly in Brazil and are already among the leading causes for the granting of disability benefits by the INSS (Social Security). In 2024, there were more than 440,000 leaves—a historical record—representing an approximate increase of 67% compared to the previous year, according to data from the Ministry of Social Security. The management of psychosocial risks requires integrated action from OSH (Occupational Safety and Health), HR, Compliance, and executive leadership. Mental health has become a relevant variable for social security performance, FAP stability, and labor exposure.
The theme is no longer just organizational. It has become strategic.
What are psychosocial risks?
Psychosocial risks are factors within the environment and management style that increase the likelihood of mental illness, such as:
Moral harassment (humiliation, embarrassment, isolation)
Aggressive targets and disorganized demands
Chronic overload and extended work hours
Toxic leadership and hostile communication
Lack of autonomy, injustice, and constant conflicts These factors are part of the occupational risks that must be identified, evaluated, and managed under the GRO (Occupational Risk Management), as established by NR-01.
Mental Health at Work: Rising Leaves of Absence and Effects on the FAP
The FAP (Accident Prevention Factor) is a multiplier applied to the RAT (Environmental Labor Risk) rate, which is levied on the payroll. It adjusts the social security contribution according to the company’s performance regarding leaves of absence due to accidents and occupational diseases.
When leaves of absence or the severity of cases increase, the FAP tends to rise, increasing social security costs. The intensification of leaves due to mental disorders, especially when an occupational nexus is recognized, directly impacts the indicators that make up this calculation. The failure to identify and control these risks, as required by NR-01 in the PGR (Risk Management Program), increases the probability of leaves and, consequently, the social security impact.
The FAP varies from 0.5 to 2.0 and is mainly influenced by:
Increase in leaves of absence due to occupational disease or accidents
Disability pensions
Death pensions
Occupational benefits (B91), including those resulting from mental disorders with an occupational link
If the company collects a 2% RAT on the payroll:
With a FAP of 0.5, the effective rate is cut in half;
With a FAP of 2.0, the effective rate is doubled. The health and safety record directly impacts the amount collected on the payroll.
Concrete financial impacts of mental health at work: taxes, lawsuits, and turnover
1) Higher payroll taxes (FAP/RAT)
Higher FAP = higher monthly cost on the payroll.
It is an increased fixed cost that affects operating margins and compromises financial predictability.
2) Leaves of absence cost more than they seem
Even when the INSS pays the benefit after a certain period, the company bears:
Replacements / overtime
Drop in productivity and rework
Loss of team momentum and operational errors
3) Turnover and “presenteeism”
An unhealthy environment increases:
Turnover rate
Replacement and training costs
Loss of knowledge and intellectual capital
Employees who are present but have low productivity
4) More expensive health insurance
Increased demand for psychological/psychiatric care raises the claims rate (loss ratio), forcing higher contract adjustments.
5) Labor liabilities
Harassment, abusive targets, and illness can turn into:
Individual lawsuits (indemnities, expert testimonies, settlements)
And, when the risk shifts from individual to collective dimensions, the situation can evolve into:
Multiple similar labor lawsuits
Union intervention
Investigation by the Labor Public Prosecutor’s Office (MPT)
Conduct Adjustment Agreement (TAC)
Public Civil Action for collective moral damages
Burnout and organizational responsibility
The WHO includes Burnout in the ICD-11 as an occupational phenomenon, linked to the work context (not classified as a disease, but related to work). For HSE/EHS and Risk Management, the implication is practical: work organization and leadership are part of the risk — and must, more than ever, be on the preventive radar. NR-01 establishes that all occupational risks must be managed systematically, which includes psychosocial risks within the scope of the PGR (Risk Management Program).
Training leadership is the fastest way to reduce psychosocial risk
This is because many events leading to illness begin with:
The “way of demanding” results
Poorly designed targets
Ineffective conflict management
Leadership behaviors that are tolerated (or encouraged)
Well-applied training delivers three gains that the business respects:
Reduces risky conduct (harassment, abuse, managerial disorganization)
Improves productivity and retention
Increases the ability to demonstrate prevention (governance)
Where does TothBe training come in?
Our psychosocial risk training is developed for all levels of the company — from operations to senior leadership — integrating technical areas, managers, and employees in a preventive, practical approach aligned with legal requirements.
Leadership and Management Training: safe demands, healthy targets and routines, conflict management.
Moral Harassment Prevention: conduct, boundaries, channels, and appropriate response.
Integration with Risk Management: indicators, early warning signs, and control actions.
Culture and Practice: from “paper” to routine (reducing occurrences).
Anticipating risks is always more cost-effective than managing liabilities. Structure a solid policy for prevention and psychosocial risk training now with TothBe.
