Occupational Health: Why Preventing Psychosocial Risks Is No Longer an Option

The Malakoff Humanis 2026 Absenteeism Study, based on data from 3.8 million employees, more than 300,000 cases of long-term sick leave, and an Ifop survey of 3,000 employees, 400 executives, and 200 doctors, presents an unambiguous finding: absenteeism is no longer a cyclical phenomenon; it has become structural. Nearly one in three private-sector employees took at least one sick leave in 2025, and the trend shows no signs of slowing down since the end of the health crisis.
But beyond the overall rate, one finding deserves special attention: mental health has become the leading cause of long-term absences. It is therefore no longer occasional absences that place the greatest burden on organizations, but prolonged absences—often linked to burnout—which profoundly disrupt work teams.
Another strong indicator: the groups traditionally considered the most protected are no longer so. Executives and managers now rank among the hardest-hit categories—a deterioration that the study directly links to the widespread adoption of new management styles and hybrid work arrangements.
Last but not least: half of the affected employees do not dare to broach the subject at work—a sign that, despite awareness campaigns, fostering an open dialogue remains a largely unfinished task.

Source : Étude Absentéisme 2026, Malakoff Humanis, newsroom officiel, 9 juin 2026

Why Companies Need to Change Their Approach  

Three legal or organizational considerations now make it necessary to develop a genuine prevention policy:

1. A safety obligation that now explicitly addresses psychosocial risks. Article L. 4121-1 of the Labor Code requires employers to take the necessary measures to protect workers’ physical and mental health. Case law has gradually clarified the scope of this obligation: it is no longer sufficient to simply respond to a report; employers must demonstrate a structured, documented, and up-to-date prevention approach—in particular through the Single Document for the Assessment of Occupational Risks (DUERP), which must include psychosocial risks and no longer focus solely on physical risks.

2. A shift in litigation risk from dismissal to employer negligence. An increasing number of lawsuits now center on the recognition of a failure to meet the obligation to take preventive measures in advance: lack of an up-to-date DUERP, lack of training for managers, and lack of a designated reporting mechanism. This is the area that courts examine as a priority.

3. A challenge related to employee retention and employer branding. The fact that one in two employees does not dare to speak up about their difficulties reveals a lack of trust that directly impacts team engagement and retention.

These findings call for a structured prevention approach  

Taking proactive measures means moving beyond a purely documentary approach to build a dynamic system: a realistic mapping of psychosocial risk factors by department (workload, autonomy, managerial support), training for front-line managers—who serve as the first point of contact but are rarely equipped to handle these issues—monitoring indicators that go beyond just the overall absenteeism rate (average duration of absences, recurrence, breakdown by role), and clear coordination between HR, occupational health, and line management.
Making occupational health a strategic HR lever is therefore not just a slogan: it is a legal requirement that, when properly anticipated, becomes an organizational advantage.
This trend is also extending to the regulatory sphere, with unprecedented guidelines for sick leave set to take effect on September 1, 2026—which you can find in our legal section below.