Bill 27 and Psychosocial Risks: What Employers Must Do

Bill 27 and psychosocial risks: what must Quebec employers do to integrate psychological health into workplace prevention? The process begins with an essential obligation: identify and address risks in the workplace. Stress related to work organization, harassment and excessive workloads must not be treated solely as individual difficulties.

The modernized Act respecting occupational health and safety (LSST) includes psychosocial risks among the risks employers must identify. For employers, this means examining working conditions, choosing appropriate measures and checking their effectiveness. Here are the key points to understand and practical ways to take action.

At a Glance

Employers must identify and address psychosocial risks as part of their prevention efforts; these risks are among those listed in section 59 of the LSST. According to CNESST guidance, establishments with 20 or more workers must develop their prevention program by October 1, 2026, and update it annually. For establishments with 19 or fewer workers, the new requirements have been in effect since October 1, 2025.

Identifying Psychosocial Risks: Looking at How Work Actually Happens

A psychosocial risk may be linked to how work is organized, management practices or interpersonal relationships. The goal is not to diagnose employees. Rather, it is to identify workplace situations that could harm their psychological health.

Persistent excessive workloads, conflicting priorities and humiliating behaviour are situations worth examining. Stress can be a warning sign, but employers also need to look for what is causing it: hard-to-meet deadlines, a lack of support, unclear instructions or unresolved tensions.

To build this picture, employers can combine team discussions, workplace observation and a review of reported difficulties. These questions can guide the discussion:

• Is the workload realistic given the time and resources available?
• Are responsibilities and priorities clear enough?
• Can workers ask for help when difficulties arise?
• Are disrespectful behaviour, harassment or recurring conflicts being reported?
• Are changes explained early enough for teams to adapt?

Which Deadlines Apply to Your Establishment’s Size?

Prevention requirements vary according to the size of the establishment. It is therefore important to distinguish between the two groups rather than apply the same timeline to every workplace.

These deadlines are no substitute for practical action in the workplace. Preparing a document without examining working conditions does not, on its own, address the risks identified. Likewise, organizing actions already taken into a structured approach makes follow-up easier.

To check which requirements apply to your situation, consult the [CNESST](https://www.cnesst.gouv.qc.ca/fr), the reference source for prevention mechanisms and work-related psychosocial risks.

• 20 or more workers: develop a prevention program by October 1, 2026, and update it annually.
• 19 or fewer workers: new requirements have been in effect since October 1, 2025.

Addressing Risks: Take Action, Then Check the Results

Once risks have been identified, prevention must translate into measures suited to the problems observed. An awareness activity can be useful, but it will not, on its own, correct an unrealistic workload or management practices that fuel tensions.

A simple approach is to prioritize situations, assign someone responsibility for each action and schedule a time to assess the results. Documenting findings and decisions helps maintain focus and prevents the same problems from recurring without a response.

Follow-up should focus on the changes teams experience: are priorities clearer? Is support accessible? Are problematic situations being addressed? The answers help employers adjust measures rather than assume they are working.

• Excessive workload: review tasks, deadlines, resources and priorities.
• Lack of clarity: clarify roles and expectations.
• Interpersonal tensions: address behaviour and clarify how people should work together.
• Lack of support: make managers available and make it easier to ask for help.

Training Managers Without Asking Them to Be Therapists

Managers need guidance to recognize concerning signs, listen respectfully and address how work is organized. Their role is not to diagnose someone, but to deal with issues within their responsibilities and direct people to appropriate resources when needed.

Training in communication, leadership, team management, stress management and time management can support this process. However, it must complement organizational measures rather than place the entire responsibility for adapting on workers.

Explore our [workplace mental health training](/services/formation-sante-mentale-travail) to learn about options for supporting your teams.

Take Action with L'Agence AW

Want to better equip your managers and strengthen your prevention practices? Contact L'Agence AW to discuss your training needs in communication, leadership and workplace mental health. Together, we can explore an approach tailored to your team’s day-to-day realities.

This article provides general information and practical suggestions; it does not constitute legal advice. To confirm your specific obligations, consult the CNESST or a legal professional.