NR-1 Update: how to prepare leadership to reduce psychosocial risks

The implementation of the NR-1 update, including psychosocial risks, has been postponed for one year, to May 2026. However, the challenge of reconciling humanisation and performance cannot be delayed.

In this article:

• What is: The article explains the NR-1 update, which now requires companies to identify, evaluate, manage and mitigate psychosocial risks at work (such as excessive targets and harassment), and argues that preparing leadership is the path to reconciling humanisation and performance. The norm's implementation was postponed for one year, to May 2026.

• Why it matters: The data in the article shows the urgency: Brazil leads the global ranking in anxiety, with approximately 9.3% of the population (over 18 million people), and sick leave due to burnout has increased nearly 1000% in a decade (WHO data). Complying with protocol alone is a waste of resources; the Humanised Companies in Brazil study (USP) indicates that humanised management generates 240% more customer satisfaction and 225% increase in employee well-being.

• What to do: Accelerate leadership preparation with customised development of each leader's skills, applicable in daily work to generate effective behavioural change. Start by mapping barriers, needs and gaps in leadership behaviours, mindsets and skills, and create a clear standard on what is or is not harassment, transforming humanisation into a performance and health strategy.

Brazil leads the global ranking in the number of people with anxiety, with approximately 9.3% of the population affected — over 18 million people. Sick leave due to burnout has increased nearly 1000% in a decade. (WHO data)

On the other hand, economic growth is below pre-COVID-19 pandemic levels. In 2025, the Brazilian economy is expected to grow 2.0%, down from 3.4% in 2024, reflecting a deceleration influenced by high interest rates and global commercial concerns. In other words, the economy is shrinking and companies are already feeling it in their cash flows.

Leadership as a pillar for team health and performance

There is no longer any excuse to delay leadership development, which is primarily responsible for creating the ideal environment and conditions for teams to achieve targets with health.

This environment needs to be healthy and safe both physically and psychologically so that people feel comfortable saying when they are not at their best — though it should not be a place that encourages a victim mentality.

The team should be a group where people want to meet, communicate, where connections energise, generate motivation, ideas and desire to achieve more and better.

NR-1: complying with protocol is not enough

The NR-1 update establishes that companies must identify, evaluate, manage and mitigate psychosocial risks, such as excessive targets and harassment, going beyond mere protocol compliance.

Creating an action plan to reduce psychosocial risks at work is now a normative requirement. But doing this solely to comply with protocol is a waste of resources.

If you are looking for ways to implement NR-1 in your company, you need a medium and long-term vision.

The mindset should not be to avoid lawsuits for harassment, for example, but rather to ensure that this type of behaviour is not even a possibility, that people do not even think about it in their daily work.

And for this to happen, it is necessary to be very clear about what can be considered harassment and what cannot, since I have heard many professionals saying that the standard for each generation is different. We need to create a standard that is accepted by everyone.

Humanisation: what happens when we see human potential?

If we treat people looking at how they can threaten us, they tend to behave in a threatening way.

But if we treat people looking at their potential as professionals and human beings, we give them the opportunity to see their own strengths and use them in their favour, in favour of their teams, customers and, ultimately, their companies.

According to the study Humanised Companies in Brazil, developed by researchers at USP (University of São Paulo), organisations that follow a humanised management approach achieve higher revenues compared to institutions with conventional management.

According to the research, companies that value humanised relationships achieve 240% higher customer satisfaction, plus 225% increase in well-being among their employees.

Understanding how people are motivated at work is also humanisation

An employee is not motivated to work thinking 'hmm, today I will contribute to increasing investor profits' (unless this is their role in the business).

Most are motivated to work thinking 'Today I will…':

– 'solve that client problem', or

– 'contribute to my client achieving the best result', or

– 'discuss that project idea with my leader', or

– 'help my colleague implement that programme', or

– 'close that sale'…

Better performance in anything depends on the willingness we have to contribute to something we can recognise generates reward for us.

This reward can be tangible, such as a bonus or winning a new client. Or it can be intangible, such as the feeling of contributing to helping other people achieve their objectives.

Humanisation is the result of a work environment where people grow

Humanisation of the work environment does not mean only treating people with empathy and kindness. It is necessary to treat them knowing that each human being is motivated by different rewards.

Productivity is more sustainable if the professional is motivated by a positive reward. Although it is common for many people to work only to escape their boss's punishments.

A new survey by Reconnect and Pin People published that professionals who always feel productive have an eNPS (employee Net Promoter Score) for well-being of +22. On the other hand, those who rarely feel productive have the same eNPS of -84. The survey heard from 721 people from 20 states, generating over 3,100 analysed comments. It established a correlation between productivity and people's well-being status.

For a time, the manipulation-guilt-punishment model might work. But it leads to a stressful environment, with emotional overload, where group energy drops. It is in this scenario that employees will do what was demanded. Intoxicated by adrenaline and cortisol, they will do what was asked until their body and mind are exhausted — or until they need to take leave or quit their job.

Humanise with performance: the transformation necessary to prosper

So, if you are in one of these polarities:

– Looking after people without achieving business targets,

– Achieving business targets without looking after people,

You need to begin a transformation that will allow you to prosper even as the economy shrinks.

Preparing and supporting leadership is a priority

You need to accelerate leadership preparation with customised development of each leader's skills. And, to promote effective behavioural change, learning must be applicable in daily work. Otherwise, the leader does not engage in their development and ends up thinking training = waste of time.

Imagine each leader engaged in learning what will allow them to overcome their most current challenges. Imagine them capable of developing and managing their team, driving business results and people's growth. Did you imagine it?

Now think about what are the barriers preventing you from balancing performance and results? What are the behaviours, mindsets and skills gaps in leadership? How do these gaps influence disengagement, voluntary turnover and loss of market share?

Mapping these obstacles, needs and gaps is the first step in developing your leadership. Thus, you make humanisation a strategy for people to have satisfaction in using their maximum potential. And this is reflected in the success and prosperity of the entire organisation.

Do you agree?

Keep an eye on the upcoming content that will help you implement this update and create a work environment that is both healthy and productive.

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What is NR-1 and what is the latest update?

NR-1, or Regulatory Standard No. 1, is the basic standard for occupational health and safety in Brazil. It establishes general guidelines for all companies and workers, defining responsibilities, obligations and rights related to health and safety in the work environment.

Chapter 1.5 of NR-1 was amended by Ordinance of the Ministry of Labour and Employment – MTE No. 1.419, of 27 August 2024, expressly including psychosocial risk factors related to work in occupational risk management (ORM). This amendment resulted from discussions on the topic over three years by the Tripartite Study Group (TSG) within the scope of the Permanent Tripartite Equal Commission (PTEC) of the Ministry of Labour and Employment (MTE).

[This is an excerpt from the Guide on Information on Psychosocial Risk Factors Related to Work – from the Ministry of Labour and Employment]