If you've felt that time has flown since the first announcements of the new Regulatory Standard No. 1 (NR-1), you are not alone. The year 2026 began with an important reminder for HR and leadership: May 26 marks the end of the transition period to the new requirements for managing people. psychosocial risks.
What used to be seen as a “postponement” by the Ministry of Labor now appears to be the deadline for Brazilian companies to move out of the reactive mode and into the era of evidence-based prevention.
Being up to date with legal obligations in 2026 is not just a matter of filling in forms or updating the Risk Management Program (PGR). The standard now requires that stress, burnout and harassment be treated, for example, with the same technical rigor as a risk of electric shock or a fall from a height. As of this year, the company must prove, through data and concrete actions, that the work environment is not making those who make it happen sick.
The weight of reality: why are recent figures so frightening?
According to a survey by Mercer Brazil disclosed in 2025, 78% of the companies that have not yet implemented effective measures to manage mental health reported indirect costs related to presenteeism (when the employee is physically present but mentally absent) equivalent to 35% of lost productivity in critical sectors.
The study also revealed that the average cost of replacing a professional who leaves due to burnout is three times their annual salary, taking into account recruitment, training and loss of institutional knowledge. This data shows that negligence with the mental health not just a human problem, but a financial drain that jeopardizes the country's future. business sustainability.
The issue goes beyond direct costs. A research of 2024 by Zenklub in partnership with Harvard Business Review Brazil shows that every real invested in emotional health programs can generate a return of up to four reais in productivity and reduced turnover.
The study also highlights that environments marked by psychological insecurity, where employees don't feel comfortable expressing their opinions, making mistakes or asking for help, raise turnover to an alarming 56% a year, creating a vicious cycle that stifles engagement and blocks innovation.
O survey 2025 by Robert Half reinforces this trend. Problems of mental health in the corporate environment not only persist, but intensify, increasing prolonged absences and multiplying costs with emergency replacements and loss of strategic knowledge.
When employees become emotionally ill, companies lose not only immediate productivity, but also accumulated expertise, built relationships and the trust needed to sustain high-performance teams.
What this data highlights is that the management model based on excessive pressure and a lack of emotional support has reached a point where it needs to be revised. The worker of 2026 is more aware of their rights, more attentive to signs of burnout and less willing to accept conditions that compromise their health.
In this context, compliance with NR-1 is no longer just a legal obligation, but the only possible way to build sustainable, resilient and attractive operations in an increasingly competitive market for talent.
How the “minimum” translates into everyday practice
For a company to be truly compliant with the new wording of the NR-1, The first step is to integrate the psychosocial risks to the organization's risk inventory. This means that it's no longer enough to hire a meditation app or offer fruit in the pantry.
The inspectorate now wants to see if the company evaluates the organization of work, the pace of targets, the clarity of roles and the quality of interpersonal relationships. The “minimum” requires a diagnosis that listens to people and transforms these perceptions into action plans with defined deadlines and people responsible.
For Laura Salles, founder and CEO of PlurieBR, the - main challenge for companies is trying to solve complex problems with superficial solutions. “The discourse that ‘we care for people’ cannot be sustained without robust metrics. Without indicators, actions are a shot in the dark. In 2026, data intelligence will become HR's best friend, allowing the company to identify whether a sector's burnout is caused by leadership or by flawed processes, allowing for surgical and efficient correction.”, says the executive.
When compliance becomes a competitive advantage
The real difference is not in complying with the law, but in understanding that mental health is a business strategy. The postponement of the regulation until May 2026 represented more than an additional deadline, it was an opportunity for leaders to rethink their business management models. The companies that stand out in this new scenario are those that have understood a fundamental truth: the psychological safety is the foundation of innovation.
When an employee feels safe to make mistakes, question and express discomfort without fear of retaliation, something transformative happens. Creativity flourishes, productivity increases organically and turnover falls naturally. Not by imposition, but because people choose to stay where they feel valued.
As Laura Salles, founder and CEO of PlurieBR, points out, the mental health issue is urgent and can no longer be put off by anyone who wants to be successful in the long term. “Investment in data, technology and, above all, active listening to employees is what will differentiate successful companies from those that only do the bare minimum”, he points out.
Prepared leaders: the strategic differentiator for 2026
With the NR-1 in full force from 2026 onwards, the role of trained leaders has emerged as a key element in the success of this transformation. Managers trained to identify and address signs of psychological distress in their teams will become essential agents of change within organizations. Empathy is no longer seen as an optional soft skill, but is now recognized as a fundamental competence for those in leadership positions.
The adoption of technologies aimed at continuous monitoring of the organizational climate is also gaining relevance in this scenario. Platforms that use artificial intelligence to analyze patterns - and satisfaction levels in real time - become allies in the early identification of toxic environments. When combined with secure reporting channels and a culture that is genuinely open to dialog, these tools enable preventive actions that avoid major crises.
Compliance with NR-1 is therefore much more than a regulatory obligation. It is a transformative opportunity for companies to rethink their practices, invest in their employees in a genuine way and build truly sustainable working environments.
In 2026, there is no more room for improvisation or one-off solutions. The companies that will thrive are those that have understood that taking care of mental health is to take care of the essence of the business. Organizations that invest in people, data and technology will not only be in compliance, they will be in a privileged position to attract, retain and develop the best talent in an increasingly demanding and aware market.
NR-1 is here to stay. And companies that embrace it as part of an integrated people management strategy won't just be complying with the law. They will be building the future of work. Find out how PlurieBR's platform automates your indicators and ensures that your mental health strategy is as accurate as your financial results. Talk to our experts.