What is this guide?
This guide explains to HR decision makers and managing directors how to measure psychological stress in companies in a legally secure manner (GBU Psyche), specifically reduce it with AI-supported tools and sustainably anchor it through systemic coaching. It is based on current study data and mentalport's practical experience.
For whom: HR, BGM, management, works council, executives.
Core insight: Mental illnesses cause economic costs of over 20 billion euros per year in Germany - and only 28% of companies correctly implement the legally binding GBU Psyche.
Mental illness is no longer a side issue. According to DAK PsychReport 2025, there were 100 insured persons in 2024 342 days of incapacity for work - a historic high. Depression alone caused 182.6 AU days per 100 insured persons. The economic damage caused by psychologically related production losses is reported by the Federal Institute for Occupational Safety and Health on over 20 billion euros Quantified annually - and the trend is rising.
The telecommunications data for 2024 show: Employees were absent for an average of 19.1 days, including 3.75 days due to psychological reasons. If you add presentism - i.e. working despite psychological impairment - the economic damage is shifted significantly upwards.
What is behind this increase? The DGUV Working World 2025 Barometer shows: 51% of employees report higher time pressure, 43% report a more irritated working environment, 29% report a declining error culture. Shortage of skilled workers (59%), increasing operating costs and pressure to perform are the main drivers.
At the same time, there is a dramatic perception gap: 90% of employees expect their employer to care about mental health - but less than half have the impression that this is actually happening.
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From the perspective of employees, psychological stress is growing primarily due to:
There are also structural factors such as unclear communication, lack of appreciation, lack of autonomy and — particularly in a remote/hybrid context — isolation. Sectors such as healthcare, care and public administration have the highest default rates (up to 476 AU days per 100 insured persons in the healthcare sector).
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Definition: According to DIN EN ISO 10075-1, psychological stress describes the totality of all detectable influences that come on people from outside and have a psychological effect on them. She is value-neutral - i.e. stress can be both beneficial and damaging, depending on intensity, duration and individual coping ability. Only stress — i.e. the individual's response — determines negative effects such as stress, burnout or illness.
The answer is clear and leaves no room for interpretation: Since the Amendment to the Occupational Health and Safety Act in 2013, employers in Germany have been required by law to systematically reduce psychological stress risk assessment Section 5 ArbSchG requires that all occupational hazards must be identified - and this explicitly includes psychological stress. What many companies don't know is that this obligation applies without exception. There is no minimum number of employees, no industry-specific exemption and no inventory protection for companies that have never carried out this analysis. Every company with at least one employee is affected.
The basis is the interplay of several sources of law: the Occupational Safety Act (ArbSchG), the Workplace Ordinance, the Works Constitution Act - and, in the public sector, the Personnel Representation Act. The works council has the right to participate in the planning and implementation of the GBU Psyche and must therefore be involved at an early stage. This is not a formality, but a real opportunity for participation, which can also be enforced in the labor court in the event of a dispute.
What surprises many managing directors and HR managers: GBU Psyche is not a one-time documentation requirement, but an ongoing management process. Measures must be implemented, their effectiveness monitored and the procedure repeated in the event of significant changes in the company - for example following restructuring, new work systems or personnel changes. Anyone who has performed a GBU Psyche once and then never touched it again does not fully meet the legal requirements.
The implementation of the psychological risk assessment is divided into six phases, which are clearly based on each other:
Step 1: Define activities and areas of work
First, it is defined which work areas, professional groups or teams are included in the analysis. In larger companies, a cluster strategy is recommended: Groups with comparable job profiles are grouped together in order to obtain evaluable amounts of data. In small companies, the entire workforce can be analyzed together.
Step 2: Identify psychological stress
This is where the actual methodology comes into play. Companies can draw on three methods: employee surveys (written or digital), observational interviews by trained occupational safety specialists, and moderated workshops. In practice, digital survey tools have become established because they are anonymous, scalable and evaluable. It is important that the questionnaires used are scientifically validated — this is a content requirement that is increasingly being examined by authorities during checks.
Step 3: Evaluate loads
The identified burdens are assessed in terms of intensity, frequency and possible health consequences. A distinction is made between burdens that lie within the normal working framework and those that trigger an acute need for action. This assessment requires professional expertise — either internally by trained personnel or externally by consultants and digital evaluation systems.
Step 4: Derive and implement measures
The assessment results in concrete measures. These can start at three levels: relationship-preventive (work organization, structures, processes), behavioural prevention (coaching, training, self-help tools) and cultural (leadership behavior, error culture, communication). It is crucial that measures are not only planned, but also provided with clear responsibilities and time frames.
Step 5: Check effectiveness
In practice, this step is the most frequently skipped — and is also the most important for sustainable success. Was the measure effective? Has the stress situation improved? Have new problem areas arisen? Digital platforms such as mentalport make this control easy: Through repeated assessments at defined intervals, processes can be compared directly in the dashboard.
Step 6: Document
The entire risk assessment must be documented in writing - including the identified burdens, the assessment and the measures taken. This documentation is the central evidence tool vis-à-vis the industrial inspectorate and must be able to be presented upon request.
This is one of the biggest compliance gaps in German occupational safety. Although the legal obligation has existed for over ten years, only around 28 percent of companies carry out the psychological risk assessment correctly. For companies with less than 50 employees, the rate is even lower. The reasons are manifold: lack of knowledge about the specific requirements, uncertainty about which methods are recognized, lack of human resources in HR and the widespread misconception that occasional employee interviews or occupational health management replace the GBU psyche.
This status quo has concrete consequences. Authorities such as trade inspectorates are intensifying their audits - particularly following incidents or complaints. Anyone who can provide no or poor GBU Psyche documentation must expect fines, conditions and, in the worst case, liability consequences. In addition, there is the hidden risk: Companies without systematically recording psychological stress often act blindly to a growing problem for years — until it is reflected in absenteeism, fluctuation and loss of productivity.
Definition: The psychological risk assessment (GBU Psyche) is a legally prescribed process in accordance with Section 5 ArbSchG, in which employers systematically record the psychological stress experienced by their employees in their everyday working life, how severe they are and what measures must be taken to reduce them. GBU Psyche is not a voluntary measure, but a legal obligation — regardless of industry, company size and type of company.
Psychological stress is not a tangible phenomenon such as noise or temperature — it cannot be read with a measuring device. This is why structured, scientifically based methods are needed that systematically record subjective experiences and translate them into evaluable data. Choosing the right method is not a purely technical decision — it depends on company size, company culture, available resources and the objective of the survey.
Basically, there are three recognized groups of methods:
Written or digital employee surveys
The most frequently used and practicable process — particularly in medium-sized and larger companies. Employees answer standardized questions on topics such as time pressure, room for manoeuvre, social support from supervisors or work interruptions. Anonymity is crucial here: Only when employees trust that their answers cannot be traced back to them do surveys provide valid results.
The quality of the survey depends directly on the quality of the questionnaire. Scientifically validated instruments — such as the COPSOQ (Copenhagen Psychosocial Questionnaire), the brief Psychological Stress KPB procedure or the DGB Good Work Index — are officially recognized and systematically cover all relevant dimensions of stress. Self-developed questionnaires without a scientific basis are viewed critically by trade inspection offices.
The biggest advantage of digital survey tools: They enable immediate and automated evaluation, provide comparative data across departments and time periods, and reduce administrative costs for HR to a minimum. With mentalport, the entire survey process — invitation, implementation, evaluation, reporting — is represented in one platform.
Observational interviews and work analyses
This approach requires trained occupational safety specialists or external consultants who directly monitor workplaces and conduct structured interviews with employees. The process provides a deep, qualitative understanding of the actual work situation — stress patterns, communication problems, leadership deficiencies — which often remain invisible in standardized questionnaires.
The disadvantage is clear: Observational interviews are time-consuming, not scalable and require considerable human resources in larger companies. They are therefore particularly suitable as a supplement to digital surveys — for example to better understand prominent areas of dashboard reporting.
Moderated workshops and group procedures
Moderated workshops can be useful in small teams or as a follow-up to a survey. Here, employees discuss their stress situation together with a trained moderator, identify weak points in the work system and develop proposed measures. This method has the advantage of high acceptance and immediate action orientation - but it is only reliable if there is a sufficient degree of psychological security in the team.
A complete GBU psyche covers all recognized areas of stress. The Federal Institute for Occupational Safety and Health (BAuA) defines five core areas that must be covered:
Work content and tasks: How complex are the tasks? Is there enough variety or is monotony dominating? Do employees have room for manoeuvre and influence on their work? Is the qualification suitable for the task requirement?
Work organization: How are working hours regulated? Are there any clear breaks? How often are there interruptions, disruptions, or conflicting requirements? Is the work intensity permanently too high?
Social relationships: What is the relationship with supervisors and colleagues? Is there recognition, constructive feedback, an open climate? Where do conflicts arise and how are they resolved?
Work environment: Physical factors such as noise, lighting, ergonomics and room quality are primarily physical stress, but they have a direct effect on mental health — particularly in open-plan offices or under severe heat stress.
New forms of work: This area is rapidly gaining in importance. Home office, hybrid work, constant digital availability, the use of AI tools and breaking the line between professional and private life are comparatively new stress factors that many traditional survey tools do not yet adequately reflect. Mentalport has explicitly expanded its assessments to include this dimension.
This is a common misconception in practice: The GBU Psyche is carried out once, filed - and that's it. This approach neither meets legal requirements nor does it lead to real change.
Psychological stress is dynamic. They change as a result of restructuring, changes in management, seasonal peak phases or changing market conditions. A snapshot from 2022 says little about the situation in 2026. Professional mental wellbeing management is therefore a circular process: measuring, understanding, intervening, monitoring effectiveness, measuring again.
mentalport supports this cycle with a modular approach: The platform enables rolling assessments at defined intervals, shows changes in the dashboard compared to the previous quarter or the previous year and thus makes it visible whether measures taken are actually effective. This is not only good for employees — it is also what trade supervisors and works councils want to see during an audit.
📌 Reading tip from the mentalport blog:
AI enables a fundamental paradigm shift in the area of mental health in the workplace: from reactive individual case management to proactive, data-driven prevention at organizational level.
In concrete terms, this means:
📌 Reading tip from the mentalport blog:
Definition: AI-based prevention in a corporate mental health context means the use of machine learning algorithms and automated data analysis to identify psychological stress patterns in organizations at an early stage, to personalize individual interventions and to provide HR decision makers with evidence-based recommendations for action — even before failure events occur. It does not replace human coaching, but scales it up.
mentalport is not a selective tool and not a classic EAP offering. It is an infrastructure for continuous people risk management — built as a closed cycle of measurement, intervention and anchoring. At the heart is a so-called closed loop: assessments lead to individualized health measures, these are tested for effectiveness through pulse checks, and the results flow back into management. No data point fizzles out unused.
The platform is divided into three clearly separable levels, which interlock:
Level 1: Compliance & Analysis — the basis of any legally secure management
At the core of this level are psychosocial risk assessments — scientifically based, ISO 45003 compliant workplace surveys that are legally secure in accordance with § 5 ArbSchG. What distinguishes mentalport from conventional GBU solutions is the response rate: While classic surveys achieve an average response rate of less than 26% - often due to lack of anonymity or too high hurdles - mentalport achieves an average of over 85% participation. The decisive factor: the tool is completely anonymous, and that can be proven.
The results are not only presented, but interpreted: mentalport automatically carries out a risk mapping and derives individual health measures from this. HR therefore does not have to evaluate and translate itself — the platform takes over this step and provides results immediately after the survey has been completed.
What this means in terms of effort: While traditional GBU processes require an average of more than 30 hours per week for 100 employees, mentalport takes less than 5 minutes a week — with greater legal certainty and significantly more depth of knowledge.
Level 2: Support & Intervention — individual measures that work in everyday life
Immediately after completion of the survey, occupational safety measures are activated on an individual level. The mentalport coaching app gives employees access to 100% individualized, evidence-based measures - anonymous, voluntary and suitable for everyday use. The app is available on iOS, Android, on the web and synced with Microsoft Teams and Slack. Optional HRIS integration is also possible.
The principle of continuous mini-check-ins is decisive: Employees can report their current status — at short, low-threshold intervals. These pulse checks continuously provide effectiveness data, which is directly incorporated into the next control round. There is no vacuum between initial survey and follow-up action — the support process continues seamlessly.
Torsten Hoffmann, CEO of AGJF, describes the experience as follows: “mentalport is not comparable with any previous solution for mental risk assessment. The process was wonderfully guided, easy and extremely effortless. In doing so, we have obtained good insights with maximum flexibility, scientificity and anonymity.”
Level 3: Decision & Anchoring - Data becomes a strategic control variable
This level is what distinguishes mentalport from a mere survey tool. HR and management see real-time results, trends and recommendations for action in the dashboard — aggregated, completely anonymized and GDPR-compliant. The platform converts signals into concrete risk indicators, provides causal context and prioritizes areas of action.
In addition, this level also covers ESG reporting requirements — a growing issue for companies that need to meet their non-financial reporting requirements (CSRD). Existing EAP offers can also be controlled centrally via the dashboard and integrated into the overall process instead of functioning as an isolated solution.
In 6 weeks to legally secure GBU Psyche - without additional effort for management
The implementation process is clearly timed and fully supported:
What that means for ROI
According to the Deloitte Mental Health Report, companies that use mentalport achieve an ROI of up to 10 — every euro invested in individual mental health promotion pays off up to tenfold.
The gradation is informative: No measures achieve no ROI. Only GBU Psyche without follow-up measures brings an ROI of 4.7. General measures are 5.5. Individual measures based on data — such as those made possible by mentalport — reach a factor of 10.
Companies that actively promote mental wellbeing increase their productivity by at least 12%, their employee retention by 2.5 times and their employer attractiveness by 80% — as proven by the McKinsey Health Institute. On the other hand, the annual costs of mental illness without countermeasures amount to an average of 9,000 euros per employee — and that includes burnout.
📌 Reading tip from the mentalport blog:
Technology can measure and scale—but people need people. Systemic coaching is the approach that combines both worlds.
Definition: Systemic coaching is a solution and resource-oriented consulting approach that always considers individual concerns in the context of the surrounding system (team, organization, family environment). In a corporate mental health context, systemic coaching helps employees and managers to activate their own resources, establish role clarity and deal with stress more effectively — without having a pathologizing effect.
In recent years, many companies have introduced external support services — hotlines, consulting platforms, placement services — and yet made little change. The reason is not a lack of will, but a structural problem of traditional approaches: They only start when something has already gone wrong. An employee calls the hotline when they are already in crisis. Coaching is delivered when someone already realizes that they need help - and has the courage to actively demand it. These are precisely those moments in which preventive influence has long been lost.
The measurement problem is even more fundamental: Traditional EAP solutions do not know who in the company is burdened, in which teams exhaustion is building up, or what structural factors are behind it. They can't know because they don't collect any data. What follows is an offer without an address: resources are provided but without knowing where they are actually needed. In practice, this means that those who need help most urgently often do not use it at all - because they are not aware of the offers, because they lack anonymity or because the step seems too big. At the same time, support energy fizzles out where it is not needed as a priority. Effectiveness is barely measurable under these conditions.
AI creates the foundation that makes coaching effective
This is exactly where the combination of AI and systemic coaching that mentalport is based on comes in. AI initially takes on the task that no person can do alone: It processes anonymized data from assessments, recognizes patterns in stress profiles at team and department level and makes it visible where psychological exhaustion builds up — long before it becomes visible in failures. It identifies which sources of stress dominate: time pressure, lack of recognition, unclear distribution of roles, social conflicts or loss of control. And it prioritizes where intervention would have the biggest impact.
On this basis, coaching is no longer offered indiscriminately, but is targeted — at individual and team level. The difference is fundamental: Everyone no longer gets the same thing, but everyone gets what suits their specific situation.
The individual health journey as the core of the approach
The concept of the individual health journey describes how mentalport personalizes support over time. No employee is in the same situation as anyone else—neither in terms of their current stress levels, nor their resources, their preferred coping strategies, or their willingness to accept help. A person in sustained exhaustion needs different impulses than someone who has just taken on a leadership role. Someone with a high need for autonomy benefits from different coaching formats than someone who is primarily looking for social support.
The mentalPORT platform represents these differences. Based on assessment data and continuous mini-check-ins, the system understands where an employee currently stands in their own workload and resource structure. The app suggests appropriate content: micro-coaching, psychoeducational impulses, mindfulness exercises, targeted self-regulation units or team communication. These recommendations are not static — they change with the situation. What someone needs in week two after a restructuring is a different offer than in week eight, when the new structure has settled in.
The term journey is deliberately chosen here: It is not about one-off interventions, but about guided development over time. The platform learns with every check-in and is constantly adapting the support. This creates a sense of continuity and relevance — two of the most important factors for the actual use of health services in everyday working life.
Systemic coaching where it is really needed
Digital impulses can do a lot — but not everything. Where complex dynamics are involved, leadership conflicts are simmering, teams are undergoing restructuring or individual employees are in deep exhaustion, human presence and real depth of conversation are needed. Systemic coaching is the approach that delivers just that — without pathologizing, without giving advice, but with an eye on the big picture.
Systemic coaching always looks at individual concerns in the context of the surrounding system: What is the role of this person in the team? What expectations does she have — from above, from colleagues, from herself? Which dynamics in the organizational structure contribute to the situation? This perspective enables sustainable change because it doesn't work on symptoms, but on structures and patterns.
At mentalport, systemic coaching flanks the digital platform where the app reaches its natural limits. The AI shows the coaching team which areas require special attention. Before he starts the conversation, the coach knows in which stressful context his counterpart is working - without violating anonymity. The result is conversations that go into depth more quickly, spend less time on initial orientation and have more time for real development.
A closed circle - from measurement to effect
What distinguishes the system is its unity. AI measures and prioritizes. The app provides individual support. Coaching steps in where depth is required. In the dashboard, managers and HR can see how stress profiles are developing, which measures are effective and where adjustments should be made. And the next assessment will show whether the interventions had their effect — measurable, comparable, arguable.
This logic makes mentalport more than just a benefit. It is a strategic management tool for people risk — with the aim of treating mental health not as a soft HR issue, but as what it is: one of the central foundations for performance, retention and stability in organizations.
📌 Reading tip from the mentalport blog:
In 6 steps with mentalport:
This is one of the most common questions asked by HR decision makers — and it has a clear answer.
Costs of psychological failures per company (simplified):
ROI from mentalport (according to customer data):
mentalport offers a free ROI calculator that adapts these figures to the size of your company.
📌 Reading tip from the mentalport blog:
Many companies invest in workplace health promotion and yet do not see any measurable results. The reason is rarely due to a lack of commitment — but to a structural design flaw in traditional approaches. They are linear: An assessment is carried out, a report is prepared, measures are decided. Then nothing happens for a long time until the next audit cycle starts all over again. There is no feedback loop. There is no connection between the collection of charges, the implementation of measures and the assessment of whether these measures have changed anything. That is not a management system — it is a documentation process.
The international standard ISO 45003 — the first global guideline specifically for psychological health and safety at work — addresses exactly this problem. It does not require a one-time assessment, but a continuous management system that continuously identifies, assesses, manages and reviews psychosocial risks. The standard thus describes exactly the principle that mentalport implements technologically: the closed loop.
A closed-loop approach works like this: assessments identify load patterns. The platform automatically translates these patterns into individually tailored measures. Pulse checks continuously measure whether and how the situation is changing. The data obtained flows back into risk management and provides information about the next cycle. No step stands alone. Each data point has a function. And in the end, you can say what worked — and what didn't. That is the fundamental difference between a compliance document and an effective management instrument.
A common mistake in workplace health promotion is the one-sided focus on behavior-oriented measures — resilience training, mindfulness courses, stress management programs. These offers are valuable. But they fall short if the structural causes of the burden remain unchanged. Anyone who teaches a person breathing exercises under constantly excessive work pressure without reducing the workload addresses the symptom, not the cause.
Professional mental wellbeing management therefore thinks on two levels at the same time: relationship prevention and behavioral prevention. Relationship prevention starts with the working conditions themselves — structures, processes, leadership behavior, work organization, communication culture. If employees are permanently burdened by conflicting requirements, unclear responsibilities or lack of room for manoeuvre, it is precisely these circumstances that must be changed. Behavioral prevention, on the other hand, strengthens individual resources: self-regulation, stress tolerance, communication skills, emotional stability.
Both levels are not alternatives, but prerequisites for each other. Preventing relationships without accompanying strengthening of individual competencies changes the environment without preparing people for them. Behavioral prevention without structural change overwhelms employees in the long run by compensating for poor working conditions through personal resilience — which leads to deeper experiences of exhaustion in the long term.
The mentalPort approach is explicitly meant to be multilevel. The assessment data show at which level there is a need for action: Is it a structural problem in the work organization of a department - relationship prevention? Or is individual support needed above all because resources are weakened — behavioral prevention? In most cases, both are necessary, in different weightings and sequences. The platform manages both: HR receives recommendations for organizational measures, employees receive individualized support via the app, managers are empowered to connect both levels through coaching.
The perspective under which occupational health promotion was carried out for a long time was defensive: avoid failures, fulfill obligations, minimize risks. That view isn't wrong — but it is incomplete. Companies that practice mental wellbeing management at this level stop right where the actual strategic value begins.
Human capital — the entirety of the skills, motivation, creativity, and resilience of the workforce — is a company's most important unaccountable resource. Their value is not visible in the annual financial statements, but it decisively determines how efficient, innovative and adaptable an organization actually is. And mental health is the basis on which that value either grows or erodes.
Companies that actively manage mental wellbeing experience this not as a cost but as a return on investment: According to McKinsey Health Institute, they increase their productivity by at least 12%, their employee retention by 2.5 times and their employer attractiveness by 80%. These aren't soft wellness metrics — they're competitive advantages.
There is also a new reporting dimension: With the increasing spread of ESG requirements and the Corporate Sustainability Reporting Directive (CSRD), companies are required to publicly report on their social and governance practices — including the health and well-being of the workforce. Anyone who does not practice measurable mental wellbeing management will in future be required to explain it not only internally, but also to investors, customers and talents. mentalport provides the data needed for this: ESG reporting is directly integrated into the platform.
Mental wellbeing is therefore no longer an HR task that is carried out alongside day-to-day business. It is a strategic management variable - with measurable ROI, legal substance and direct influence on the future viability of an organization.
📌 Learn more about mental healthinthe ESG -context
What is the psychological risk assessment (GBU Psyche) and who is required to do so?
The GBU Psyche is a legally binding process in accordance with Section 5 ArbSchG, in which employers systematically record what psychological stress occurs in everyday working life and what measures must be taken against it. The obligation applies without exception - for every company with one or more employees, regardless of sector or company size. Anyone who fails to carry them out risks fines from the industrial inspectorate and is liable for work-related damage.
How does mentalport implement GBU Psyche digitally and legally?
mentalport carries out GBU Psyche in a structured 5-phase process in 4-8 weeks. The survey is completely anonymous — this explains the average response rate of over 85%, compared to less than 26% for traditional methods. Individual occupational safety measures are activated immediately after the survey, and documentation for the industrial inspection is created automatically. HR costs less than 5 minutes per week per 100 employees.
What happens if a company fails to implement the GBU Psyche?
Employers risk fines from trade inspection offices and employment law consequences in the event of complaints or claims. During audits, complete documentation - including measures and effectiveness control - must be able to be presented. In addition, companies without systematic mental wellbeing management are increasingly losing employer attractiveness in competition for skilled workers.
How much does a digital mental health platform cost for companies?
mentalport starts at around 3,500€ for 100 employees - including legally secure GBU Psyche and coaching app for the entire workforce. By way of comparison, traditional approaches result in additional expenses of 34,000€ and more due to personnel and process costs alone — without individual employee support. A free mental health score provides initial information about the need for action in your own company.
Why do classic EAPs so rarely achieve measurable effects — and what makes mentalport different?
Classic EAPs use them reactively: They wait until employees take action themselves. Since they do not collect data on where burdens arise, they cannot intervene in a targeted manner — they all receive the same offer, regardless of their actual situation. mentalport reverses this approach: First, stress patterns are made visible through scientifically based, ISO 45003 compliant assessments. On this basis, measures are managed individually — anonymously, continuously and measurably.
What is an individual health journey and how does it work at mentalport?
An individual health journey describes how mentalport personalizes support over time — adapted to the current level of stress and resources of each employee. Based on assessment data and continuous mini-check-ins, the app recommends suitable content: micro-coaching, self-regulation exercises or communication impulses. These recommendations change with the situation. AI does not replace human coaching — it creates the data basis so that systemic coaching is used where it is really needed.
How does mentalport integrate with Microsoft Teams and existing HR systems?
mentalport is natively compatible with Microsoft Teams and Slack - employees can use the app directly in their familiar work environment, without separate login. Optional HRIS integration is also available. The technical roll-out is usually completed in a few hours and is fully supported by mentalport.
How does mentalport make the success of mental wellbeing measures measurable?
The mentalPORT dashboard shows in real time how stress profiles are developing at team and department level — compared to the previous quarter or previous year. Continuous pulse checks provide signals between assessment cycles: Are measures working? Are new stress patterns emerging? HR can take countermeasures before trends become crises. In addition, mentalport provides key figures for ESG reporting in accordance with CSRD directly from the platform.
What is ISO 45003 and why is it relevant for companies?
ISO 45003 is the first international standard specifically for psychological health and safety at work. It goes beyond the German Occupational Health and Safety Act: Instead of a one-time documentation requirement, it requires a continuous management system for identifying, evaluating and managing psychosocial risks. For companies with international locations or ESG requirements, ISO 45003 compliance is an increasingly relevant proof of quality. mentalport explicitly bases its assessments in accordance with ISO 45003.
What is the difference between relationship prevention and behavioral prevention?
Behavior prevention strengthens individual resources: resilience, stress tolerance, self-regulation. Preventing relationships changes structural working conditions: work organization, leadership behavior, scope for action. Both approaches are necessary — neither replaces the other. mentalport controls both levels: The assessment data shows whether the main driver is structural in nature — followed by recommendations for HR. Or whether individual resources are weakened — that's when the coaching app with personalized content takes effect.
How does mental wellbeing management contribute to ESG and human capital?
The CSRD requires companies to publicly report on the health and well-being of their workforce. At the same time, mental health is the basis of human capital: Companies that actively manage mental wellbeing increase productivity by at least 12%, employee retention by 2.5 times and employer attractiveness by 80%. mentalport provides all relevant key figures directly from the platform — without additional documentation.
Psychological stress at work is no longer a soft-skill issue. It is a measurable, controllable corporate risk with specific costs, clear legal obligations and verifiable ROI with professional management.
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Tim Kleber is CEO and co-founder of mentalport. As a mechanical engineer, business psychologist and data scientist, he combines technical precision with psychological expertise. His specialization: psychological risk assessment (GBU Psyche) in accordance with §5 ArbSchG and ISO 45003-compliant implementation in companies. After his own auditor experience in occupational safety, he and the mentalports team developed anonymous infrastructure for mental wellbeing management - today used by over 50 companies to reduce psychologically related downtime and active wellbeing management.
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