Lisbon, May 15, 2026 (Lusa) – Nearly 40% of professionals who participated in the latest report by the Portuguese Laboratory for Healthy Work Environments (Labpabs) reported experiencing workplace harassment.
Experts consider this "warning sign" one that should not be ignored.
The document, which Lusa accessed, contains responses from 5,549 professionals across various sectors. It indicates that 38.3% claim to be victims of workplace harassment, a figure that has risen steadily from 16.5% in 2021/22 to 20% in 2023 and 27.7% in 2024.
"People are more aware of this issue (...) and now reject things they previously accepted," said psychologist Tânia Gaspar, the study's coordinator. She said that companies are "disinvesting in mental health."
Regarding mental health, specialists described the results as "particularly significant" and deserving of "special attention."
The report highlights a high frequency of exhaustion and the presence of burnout symptoms and loneliness among a "very significant portion" of professionals. Combined with the percentage of harassment victims, these findings lead experts to describe the strain as more than just an individual issue.
They warned that these figures signal "organisational vulnerability" and directly impact worker health, job commitment, and institutional sustainability.
Gaspar told Lusa that tackling this matter structurally within companies "requires courage" because it involves changing "ingrained" organisational practices.
"I often propose plans involving, for example, accreditation by standards. This ensures the measures remain part of the company, regardless of which professionals are there," she said.
The results show that 77.4% of participants believe they do not receive fair pay for their work. Analysis by specialists points to a "mismatch" between job demands, recognition, and reward.
She emphasised the need for a reorganisation of work and identified leadership as the key issue. "Leaders belong to Generation X [aged 45 to 60], for whom work was still a 'point of honour'," she stated.
She said that these leaders accepted that model from their superiors and are now attempting to impose it on younger generations who have different priorities.
Work overload remains a significant problem, highlighting the need for more human resources and a fairer distribution of tasks. "Respect for breaks, rest, and worker recovery is essential to prevent fatigue, as well as physical and emotional exhaustion," she said.
The results identify groups requiring greater attention: women, younger professionals, those with chronic illnesses, and individuals experiencing burnout, loneliness, unhappiness, or workplace harassment.
This finding reinforces the need for universal policies and selective responses sensitive to the inequalities and specific vulnerabilities of different professional groups, experts said.
The document highlights protective factors, showing that hybrid work formats are associated with better indicators, while on-site work is linked to poorer results.
The study's coordinator said that some companies are reversing their policies by reinstating full-time office presence, despite the advantages of the hybrid model.
Professionals from the two youngest generations (Generation Z and Y, up to 30 years old) show the least engagement and face higher psychosocial risks related to mental health and loneliness. In contrast, the "baby boomer" generation (those aged 60 and over) reports better indicators of well-being, involvement, and happiness.
Data shows that Generation Y professionals (millennials, aged between 30 and 45) reveal a greater risk to mental health. The "baby boomer" generation exhibits more protective factors associated with a healthy working environment.
The findings point to "significant weaknesses" in the most "structural dimensions" of organisations. Fewer than half of the professionals surveyed believe their organisation focusses on worker well-being, while only about a third state that leadership views such well-being as a priority.
Furthermore, few professionals feel they receive timely information on important decisions or perceive justice in conflict resolution.
"These results suggest that workplace malaise is explained not only by workload but also by deficits in trust, predictability, recognition, and participation," the report said.
SO/RYOL // ADB.
Lusa
