Introduction: A Global Wake-Up Call Arrives at Nigeria’s Doorstep.
The International Labour Organization (ILO) did not mince words in its landmark April 2026 global report, “The Psychosocial Working Environment: Global Developments and Pathways for Action” , released few days before May Day. The report draws a stark picture – psychosocial risks at work now account for more than 840,000 deaths annually from cardiovascular diseases and mental disorders, with associated economic losses estimated at approximately 1.37% of global GDP every year. These are not merely numbers to be filed away in boardroom reports, they represent fathers who die too young from work-induced stress, mothers pushed to the edge of burnout, young graduates swallowed whole by toxic office cultures, and NGO workers broken by compassion fatigue without institutional support.
The ILO’s choice of “Ensuring a Healthy Psychosocial Working Environment” as the 2026 May Day theme is therefore a deliberate, urgent call to action. It signals that the conversation about occupational safety must expand far beyond hard hats and fire exits. It must now include the invisible hazards: chronic stress, workplace harassment, job insecurity, excessive workloads, poor management, and the erosion of dignity at work.
In Nigeria, this conversation carries added weight. A country where more than one in four employees reportedly experience symptoms of stress-related disorders, and where the ratio of psychiatrists to citizens sits at roughly one to every 800,000 to one million people, cannot afford institutional silence on this subject. The Nigerian workplace — characterised by high-density urban commutes, economic uncertainty, inadequate welfare packages, and frequently opaque governance structures — is fertile ground for psychosocial harm. For small and medium enterprises (SMEs) and nonprofit organisations that together employ the vast majority of Nigeria’s formal and informal workforce, the stakes are especially high.
This article argues that the most durable and scalable path to a healthier psychosocial working environment in Nigerian organisations lies not in piecemeal wellness programmes, but in the systematic embedding of sound corporate governance and administrative practices. It draws on international frameworks, Nigeria’s own legal architecture, and practical wisdom from HR practitioners to outline concrete steps that SME owners, nonprofit executives, and board members can take — starting today.
Understanding the Psychosocial Working Environment.
Before prescribing governance solutions, it is important to understand what psychosocial risks actually are. The ILO defines them as risks that “may be related to any aspect of the design or management of work, including job demands and job control, workload and work pace, organizational culture, career development, job security, interpersonal relationships at work, and the home-work interface.” Violence and harassment at work, including bullying, also undermine both mental and physical health. So too does limited access to essential environmental services at work, unsafe equipment, and poor physical working conditions.
The ILO’s 2026 report identifies five major psychosocial risk factors: job strain (the combination of high demands with low control), effort-reward imbalance, job insecurity, long working hours, and workplace bullying and harassment. Importantly, the ILO has stated that the psychosocial working environment should be treated as “an integral component of effective occupational safety and health (OSH) management rather than as a separate or parallel process.” This integration principle is significant: it means that addressing psychosocial health is fundamentally a governance matter, not merely an HR or wellness afterthought.
Nigerian workers can attest to the lived reality of these risks. Research and advocacy work surfacing through platforms like Employee Chronicles (a worker-testimony initiative operated by BeWholeNG) consistently reveals patterns of disrespectful communication, unrealistic deadlines, lack of work-life boundaries, delayed salaries, underpayment, overwork, and workplace harassment across Nigerian organisations. These are not random failings — they are the predictable outcome of governance vacuums: organisations where power is concentrated, accountability is absent, and workers have no legitimate channels to raise concerns.
The Governance Framework: Nigeria’s Legal and Institutional Architecture.
Nigerian organisations do not operate in a legal vacuum. A robust, but underenforced, framework exists within which employers are required to protect the psychosocial and physical wellbeing of their staff.
The Nigerian Labour Act and the Factories Act (Cap F1, LFN 2004) together require employers to provide a safe system and place of work, taking measures to ensure the physical and mental safety of workers. Under the Labour Act, it is a contractual obligation for employers to provide safe working conditions. The Factories Act goes further, mandating cleanliness, adequate ventilation, lighting, and the provision of first-aid facilities — all physical conditions with direct psychological consequences when neglected.
The Employees’ Compensation Act (ECA) 2010 regulates the payment of compensation to employees who suffer occupational diseases or sustain injuries in the workplace. While the Act has historically been interpreted narrowly around physical injuries, its scope logically extends to recognised occupational mental health conditions, a reading that aligns with the ILO’s contemporary framework.
Most significantly for governance purposes, the Nigerian Code of Corporate Governance (NCCG) 2018, issued by the Financial Reporting Council of Nigeria (FRCN) and further entrenched by the Financial Reporting Council of Nigeria (Amendment) Act 2023, establishes a unified governance framework applicable to companies of all sizes and across all sectors of the economy. The Code adopts an “Apply and Explain” philosophy i.e organisations must not merely tick compliance boxes, but demonstrate how governance principles are applied in substance and spirit. The Code’s emphasis on transparency, accountability, fairness, and stakeholder wellbeing creates the normative foundation from which psychosocial health governance can and should grow. This is complemented by the SME Corporate Governance Guidelines 2024 issued by the FRCN, which provide tailored, proportionate guidance for small and medium enterprises to implement governance practices that support sustainability, risk management, and employee well-being.
The Mental Health Act 2023 further strengthens this architecture by promoting mental health rights, prohibiting discrimination on the basis of mental health conditions, and requiring employers to make reasonable accommodations while protecting employees from unfair treatment related to psychosocial health issues.
For nonprofits, the Companies and Allied Matters Act (CAMA) 2020 governs the registration, operation, and accountability requirements of incorporated trustees (NGOs), providing a legal basis for board oversight of organisational conduct, including the treatment of employees.
Governance as the Architecture of Psychosocial Safety: Practical Steps.
The bridge between governance frameworks and a healthy psychosocial working environment is not automatic. It must be deliberately built. The following seven clusters of governance and administrative practice represent practical, evidence-based steps that Nigerian SMEs and nonprofits can implement.
- Board and Leadership Accountability for Employee Wellbeing.
Good governance begins at the top. Boards and senior leadership make decisions that directly influence employees’ experiences. The Nigerian Code of Corporate Governance 2018 places accountability for organisational culture squarely at the feet of the board. Senior leaders are accountable for setting expectations for a culture whose quality can directly impact employees’ risk of psychosocial harm. For SME owners operating without formal boards, this translates into deliberate personal accountability: the owner-manager must recognise that their conduct i.e how they communicate, how they handle conflict, how they treat salary obligations — sets the psychological tone of the entire organisation. For nonprofits with board of trustees, it is required that BoT must elevate employee welfare as a standing agenda item, not a footnote buried after financial reporting. Practical steps include: designating a board member (or senior manager) as the champion for employee wellbeing; including psychosocial risk indicators in regular management reports; and requiring executive leadership to participate in mandatory training on respectful workplace conduct and mental health awareness.
- Transparent and Fair Compensation Practices.
Few things are more psychologically corrosive in the Nigerian workplace than salary delays and wage theft. Delayed salaries, underpayment, and arbitrary deductions feature prominently in worker testimonies across sectors. These practices — a direct governance failure — create chronic financial stress that is one of the most potent drivers of employee anxiety and burnout. Sound corporate governance demands compensation practices that are transparent, prompt, and fair. The NCCG 2018’s remuneration governance principles require that remuneration be clearly structured, consistently applied, and free from arbitrary executive interference. While these provisions speak primarily to director remuneration in larger companies, their spirit is fully applicable to the wage governance of any Nigerian employer.
Practically, SMEs and nonprofits should – document their salary scales and share them with employees at the point of hire; establish clear payroll cycles and meet them without exception; create an accessible, confidential mechanism for employees to raise compensation grievances; and ensure that any salary deductions are explicitly authorised by law or contract. Compliance with the National Minimum Wage Act 2024 (Amended) -as regularly reviewed by the Tripartite Committee established under the 2019 amendments- is the legal floor on how good governance should be systematically incorporated in organisations.
- Workload Management and Role Clarity Job strain.
The combination of high demands and low control is one of the five primary psychosocial risk factors identified in the ILO’s 2026 report. In Nigerian SMEs, where lean teams are often expected to perform outsized workloads, and in nonprofits, where mission-driven culture can mask exploitation as dedication, this risk is endemic. The Chartered Institute of Personnel Management of Nigeria (CIPM), the regulatory body for HR practice in Nigeria, has consistently emphasised through its webinars and publications that HR professionals and managers must ensure that workloads are reasonable and that employees are not pushed toward burnout. The CIPM has specifically noted that in organisations running extended operations, management must pay particular attention to ensuring that staff are not routinely working six or seven days a week, as sustainable performance cannot be achieved under such conditions.
Governance driven workload management means – documenting all roles with clear job descriptions and realistic performance expectations; conducting periodic workload audits, especially during organisational growth or restructuring; creating explicit policies on overtime, compensatory rest, and maximum working hours in alignment with the Labour Act; and building succession and delegation structures so that organisational resilience is not dependent on the chronic overload of a handful of key individuals.
- Anti-Harassment and Dignity-at-Work Policies.
Workplace bullying and harassment are not interpersonal problems — they are governance failures. When harassment occurs and persists in an organisation, it is because the governance systems that should prevent, detect, and sanction it have either never been built or have been allowed to atrophy. The ILO Convention 190 on Violence and Harassment (2019), which Nigeria has yet to ratify but which reflects globally accepted norms, defines violence and harassment at work as including a range of unacceptable behaviours causing physical, psychological, sexual, or economic harm. Every Nigerian SME and nonprofit, regardless of size, should operate with a written policy on workplace dignity, anti-harassment, and anti-bullying. The NCCG 2018 requires organisations to implement whistle-blowing mechanisms — a principle that translates directly into the creation of safe reporting channels for harassment and misconduct. These channels must be genuinely safe: anonymous where possible, managed by an independent third party unassociated with the management of such organization or its board, and backed by a credible, time-bound investigation process.
The CIPM Nigeria has affirmed that HR professionals must actively monitor for toxic management styles and enforce policies that do not tolerate toxic behaviour. This monitoring function must be institutionalised in governance structures: it cannot be left to the goodwill of individual managers.
- Transparent Communication, Participation, and Psychological Safety.
Psychological safety — the belief that one can speak up, raise concerns, or make mistakes without fear of humiliation or retribution — is both a prerequisite and a product of good governance. Organisations where information is hoarded at the top, where staff are excluded from decisions that affect them, and where dissent is silenced breed precisely the environment of chronic stress and disengagement that the ILO’s psychosocial risk framework warns against. The NCCG 2018 dedicates an entire section to transparency and stakeholder communication, requiring organisations to maintain open, accurate, and timely communication with all stakeholders. Employees are among the most important stakeholders in any organisation, and their exclusion from meaningful communication represents both a governance failure and a psychosocial hazard. Practical steps include: holding regular, structured all-staff meetings where leadership shares organisational updates and invites genuine input; creating staff feedback mechanisms such as anonymous surveys or staff consultative committees; ensuring that any major operational changes — restructuring, redundancies, role changes — are communicated with adequate notice, honest explanation, and opportunities for employee questions; and fostering a management culture where asking questions and raising concerns is rewarded rather than penalised.
- Employee Assistance, Mental Health Access, and Welfare Infrastructure.
Employee Assistance, Mental Health Access, and Welfare Infrastructure Good governance translates into material investment in employee welfare. The World Health Organisation estimates that depression and anxiety cost the global economy over $1 trillion annually in lost productivity. In the Nigerian context, where the healthcare system is chronically underfunded and mental health services are scarce, employers carry an especially significant responsibility. While large corporations may have the resources to deploy comprehensive Employee Assistance Programmes (EAPs), Nigerian SMEs and nonprofits can make meaningful governance-driven investments within constrained budgets. The CIPM Nigeria has noted that health insurance alone is no longer sufficient to address employee wellbeing — organisations should consider EAPs as part of their welfare architecture. At a minimum, organisations should: enrol employees in the National Health Insurance Authority (NHIA) scheme or the relevant State Health Insurance/Contributory Scheme (where operational in their state), both of which operate under the broader mandate and regulatory framework of the NHIA Act 2022. State schemes are complementary to the national framework, must comply with NHIA standards, and help advance universal health coverage while allowing localised implementation. Provide referral pathways to mental health professionals, including through partnerships with organisations like the Association of Psychiatrists in Nigeria or community mental health NGOs; train line managers to identify and respond to signs of psychological distress without stigmatising employees; and create a workplace culture where taking sick leave for mental health reasons is treated with the same legitimacy as physical illness. These measures align directly with the protections and rights enshrined in the Mental Health Act 2023.
- Risk Assessment, Monitoring, and Continuous Improvement.
The ILO’s framework for managing psychosocial hazards recommends treating them with the same rigour applied to physical workplace risks: identifying hazards, assessing risk, assigning actions, reviewing controls, involving workers, and checking whether changes are working. The NCCG 2018’s risk management principles require Nigerian organisations to conduct thorough risk assessments covering all aspects of their business and to put mitigating strategies in place. Psychosocial risks must be formally included in these assessments.
The SME Corporate Governance Guidelines 2024 by the FRCN further support SMEs in embedding practical risk management and internal control processes tailored to their scale. For SMEs, this need not be a complex exercise. A structured annual conversation with employees — facilitated honestly and with genuine openness to difficult feedback — can surface the most pressing psychosocial risks. For nonprofits, whose staff often face the dual burden of external programme pressures and internal resource constraints, a regular organisational health check should be embedded in the annual governance calendar, not left to crisis moments. The Federal Ministry of Labour and Employment’s Occupational Safety and Health Department has statutory responsibility for inspecting workplaces and enforcing occupational health standards in Nigeria. While enforcement has historically been uneven, Nigerian organisations are increasingly exposed to reputational and legal consequences from psychosocial harm, particularly as employee advocacy grows and Nigeria’s National Industrial Court develops its jurisprudence on employment disputes.
The Nonprofit Dimension: Governance of Mission and People
Nigerian nonprofits occupy a particularly complex psychosocial space. Their staff are often driven by deep personal commitment to causes — poverty alleviation, child rights, gender equality, public health — and this commitment can be weaponised, consciously or not, to extract disproportionate sacrifice. Low salaries are normalised with appeals to mission. Long hours are reframed as dedication. Burnout is worn as a badge of honour.
Effective board governance of nonprofits must explicitly reject this framing. The trustees of an incorporated NGO have a fiduciary duty to the organisation’s mission, and that mission is fundamentally undermined by a broken workforce. A nonprofit whose staff are exhausted, underpaid, and psychologically unsafe cannot deliver on its mandate to the communities it serves. Board governance of nonprofits must include: regular review of staff compensation against sector benchmarks; explicit discussion of staff wellbeing as a programme effectiveness matter; whistleblowing mechanisms independent of the executive director; and clear conflict-of-interest and anti-harassment policies enforceable against all staff and volunteers, including the leadership team.
Conclusion: Governance as an Act of Human Dignity.
The 2026 May Day theme — “Ensuring a Healthy Psychosocial Working Environment” — is ultimately a moral challenge dressed in the language of occupational health. It asks organisations, and the people who govern them, to answer a straightforward question: do we treat our workers as full human beings, deserving of dignity, safety, and care?
In Nigeria, where the economic pressures on organisations are real and significant, the temptation is to treat employee wellbeing as a luxury, something to invest in once revenues are more comfortable, once the funding cycle is more predictable, once the team is bigger. This is a false economy. The ILO’s evidence is unambiguous: psychosocial risks kill people, destroy productivity, and impose enormous costs on organisations and economies. The CIPM Nigeria’s HR practitioners and the courts of the National Industrial Court increasingly affirm that Nigerian workers have legal rights that must be honoured.
Sound corporate governance is not a bureaucratic exercise. Properly understood and practised, it is the architecture of a workplace that respects the humanity of the people within it. When Nigerian SME owners insist on prompt salary payment, when nonprofit board chairs demand anti-harassment policies, when managers create space for staff to raise concerns without fear, when organisations audit their workloads and invest in mental health access, they are not only complying with legal frameworks. They are building organisations worthy of the people who give their time and talent to them.
That is the promise of May Day 2026, the integration corporate governance practice is the mechanism by which that promise becomes reality.
References.
- International Labour Organization (ILO) — “The Psychosocial Working Environment: Global Developments and Pathways for Action” (April 2026);
- International Labour Organization ILO — “Psychosocial Risks and Mental Health at Work”
- Nigerian Code of Corporate Governance 2018 (Financial Reporting Council of Nigeria)
- Financial Reporting Council of Nigeria (Amendment) Act 2023
- Factories Act (Cap F1, LFN 2004)
- Employees’ Compensation Act 2010
- Labour Act (Cap L1, LFN 2004)
- National Health Insurance Authority Act 2022
- Companies and Allied Matters Act (CAMA) 2020
- Chartered Institute of Personnel Management of Nigeria (CIPM) — “Employee Well-Being, Mental Health, and Resilience: Building a Sustainable Workforce” (December 2025)
- BeWholeNG / Employee Chronicles; British Safety Council — ILO Psychosocial Report Analysis (April 2026)
- Syntegral Legal Practice — “The Nigerian Code of Corporate Governance: What Reporting Entities Need to Know” (Mondaq August 2025)
- Workforce Africa — “Employment Laws in Nigeria”; Medbury Medicals — “Occupational Health and Safety in Nigeria.”
Written by Adeola Osifeko Esq LLB,LLM,BL,ACIS,ABR, Principal -AEO Law Practice. She can be reached on adeola@aeolawpractice.com
The Legal Trove 