Breaking: French Firms Fortify Psychosocial Risk Protections as CSE Takes Center Stage

In a widening push across workplaces, psychosocial risks are now at the core of corporate duty of care. Experts say employers must map, evaluate, adn monitor risks that threaten staff well‑being and organizational performance, under growing legal and social scrutiny.

At the heart of the change is a reinforced obligation too safeguard health and safety—one that requires proactive identification of stressors, violence, and other psychosocial factors. When risks are ignored, liability can follow, underscoring why leadership and human resources chiefs are elevating prevention strategies.

The Social and economic Committee (CSE) is mounting a central role in prevention efforts. Working in tandem with management, the CSE helps spot warning signs, analyze risky situations, and propose preventive measures aimed at preserving a healthy work climate.

What counts as psychosocial risk?

Authorities define psychosocial risks as work situations that involve stress from imbalanced demands and resources, interpersonal or moral conflicts, and external threats or abuse.Exposure to such conditions can lead to serious health effects, including cardiovascular issues, musculoskeletal problems, burnout, and, in extreme cases, suicide.

• High workloads and long hours
• Emotional strain and conflicts among staff
• Violence or harassment, whether internal or external

Risk factors and outcomes are tracked in several categories, including intensity of work, emotional demands, autonomy, social relations at work, alignment of values, and job security.Understanding these factors helps organizations target prevention steps more effectively.

Missions, documents, and actions: how the CSE drives prevention

Under national labor law, the CSE contributes to protecting health and safety and improving working conditions. Its concrete tasks include:

• Analyzing occupational risks,including psychosocial factors
• Participating in updating the Single Professional Risk Assessment Document (DUERP)
• Consulting on projects that modify work institution,technology,or structure
• Proposing collective and individual prevention actions
• Initiating measures to prevent sexist behavior,sexual harassment,and moral harassment

The CSE can also advocate accommodations to support women,people with disabilities,or employees facing specific constraints. In workplaces with 50+ employees, these roles become especially pronounced.

In practice, the CSE’s collaboration extends to several key tools and mechanisms:

• Joint diagnosis with management, including field visits to assess risks
• Co‑design of the DUERP by evaluating how frequently and severely each risk occurs
• Regular monitoring and updates to the document
• Use of external expertise when needed, particularly for complex or high‑impact projects

DUERP and investigations: critical pathways for prevention

The DUERP, a mandatory document, catalogs all risks employees might face, with the aim of identifying, evaluating, and preventing hazards. Since updates to occupational health law and a 2022 decree, psychosocial risks must be included in the DUERP.

The CSE’s involvement is essential at every stage: risk analysis, action planning, and monitoring implementation. Prevention actions can be categorized into three levels:

• Primary prevention—reshape work organization and conditions to lower risk factors
• Secondary prevention—support employees exposed to distress at work
• Tertiary prevention—assist employees after an illness linked to psychosocial risks

When accidents occur or serious risks emerge, the CSE participates in investigations.In organizations with a dedicated CSSCT (Health, Safety and Working Conditions Commission), duties may be delegated to this body, strengthening action against psychosocial risks.

Best practices for effective CSE collaboration

• clarify roles upfront,explaining the examination method,timelines,and the involvement of harassment representatives when relevant
• Keep the Committee informed at every key stage,including interview conclusions
• Present a thorough investigation report,detailing findings and corrective measures

Regular engagement with the CSE—through consultations,DUERP updates,and surveys—strengthens prevention efforts. Employers are encouraged to train elected officials on psychosocial risks and risk assessment beyond mandatory health and safety training.

Why this matters for employers and workers alike

Preventing psychosocial risks is both a legal obligation and a strategic advantage. Effective CSE collaboration helps create safer, healthier, and more productive workplaces, which in turn supports stronger organizational performance.

Two practical questions for readers: How is yoru organization involving the CSE in risk prevention today? Do you believe the current DUERP adequately captures psychosocial risks in your sector?

Conclusion: Building healthier workplaces through collaboration

As governments press for stronger protections, the CSE remains pivotal in driving psychosocial risk prevention. By leveraging its access to data, expertise, and co‑creation power, the committee helps chart safer, more humane, and more resilient workplaces—where both people and profits can thrive.

Disclaimer: This article is for informational purposes and does not constitute legal advice.

Share your experiences or thoughts below. How is your company advancing psychosocial risk prevention,and what results are you seeing?

Breaking: UK Enforces Nationwide Junk food Advertising Ban on TV and Online

Britain has implemented a sweeping prohibition on junk food promotions, barring high‑fat, high‑sugar and high‑salt products from television advertising before 9pm and banning such ads entirely online. The move is aimed at tackling the childhood obesity crisis and will be enforced by the Advertising standards Authority.

Under the new rules,13 product categories identified by the government as unhealthy are no longer allowed to appear in TV ads before the watershed or in online campaigns.the categories cover items typically perceived as unhealthy due to their nutrient profiles.

Anna Taylor, executive director of the Food Foundation, called the change a landmark step in shielding children from pervasive junk‑food advertising. “Today marks a world‑leading milestone in protecting children from exposure to unhealthy advertising,” she said.

Even though enforcement starts today, the advertising sector has largely aligned with the rules since October to ensure campaigns do not breach government regulations. Officials described the voluntary compliance as a logical preface to full implementation.

In a broader industry trend, brands have shifted messaging as the ban unfolds, with examples of campaigns emphasizing fruit and vegetables rather than indulgent desserts. The rules also restrict messaging around items often marketed as healthy, such as certain sandwiches, pretzels and many breakfast cereals.

Though, the regime features numerous exemptions. Some reformulated products remain restricted if thay are deemed to contribute to obesity, including certain ranges of crisps, chips and pizzas. Critics argued that allowing brand advertising—without showing identifiable products—could weaken the rules’ impact.

Previously, campaigners protested a government decision to permit brand advertising for junk‑food brands so long as no identifiable product appeared.This concession sparked debate over whether it would dilute the ban’s effectiveness.

A recent industry analysis showed food companies increased outdoor advertising spend by 28% between 2021 and 2024. McDonald’s lead the rise in outdoor spend over the period, the report found.

The measures have been in motion as 2020, when the government announced plans to restrict junk‑food ads. The policy had been slated to come into force in 2023, with ongoing adjustments over the intervening years.

Key Provisions At a Glance

Evergreen Viewpoint

As nations reexamine how food marketing influences young audiences, this UK move reflects a broader shift toward limiting exposure to unhealthy products. While the immediate impact is a narrowing of promotional channels, long‑term results will depend on how brands adapt and whether shifts in advertising reduce demand among children for high‑fat, high‑sugar foods.

experts advocate continued monitoring of outcomes, including shifts in child dietary patterns, consumer behavior, and spending across platforms. The broader debate extends beyond the UK as many countries evaluate similar limits to confront rising obesity rates among children.

Engagement

What is your take on the ban — does restricting ads before 9pm and online help curb obesity, or does it push promotions to other channels?

Do you think brand advertising that omits product visuals undermines the rules’ effectiveness?

Disclaimer: This article provides general data and should not be taken as health or legal advice. For official guidance, consult government resources.

Breaking: Health Plans Accelerate Coordination of Benefits Overhaul to Cut Costs and Elevate Member Experience

A growing number of health plans are revamping their coordination of benefits (COB) programs to strengthen payment integrity, curb rising costs, and boost satisfaction among members and employers. The shift comes as organizations seek deeper data, smarter analytics, and expert governance to determine the correct order of benefits quickly and accurately.

Industry observers say COB has long offered ample savings, but many programs stall because they rely on limited data and simplistic rules. The result is higher medical expenses, heavier administrative loads, and frustrated members and providers. A extensive COB approach now aims to change that, moving beyond entitlement data to a full, end‑to‑end solution.

why COB is moving to the center of payment strategy

Rising healthcare costs, tighter medical loss ratios, and the need to keep both members and employers satisfied are driving plans to invest in robust COB programs. When correctly implemented, COB can streamline payments, reduce claim disputes, and minimize provider abrasion, delivering measurable efficiency gains and cost avoidance over the life of a plan.

Data sourcing: expanding beyond entitlement data

Experts stress that effective COB starts with diverse data sources. Relying only on entitlement records leaves gaps and can introduce stale information. Health plans are now stitching together data from multiple channels to build a complete benefits picture, including contracts, eligibility files, third‑party arrangements, and more.

• Eligibility and entitlement history: Build a long‑term view to better track COB over time.
• employment records: Verify accuracy and document gaps in status data.
• Additional sources: Integrate provider records, claims history, and member‑reported information for a fuller view.

Data enrichment: closing the gaps

With data drawn from varied sources, enrichment becomes essential. Plans focus on filling in missing details and refining records to prevent misapplications of benefits. key steps include documenting comprehensive family eligibility, correcting demographic inaccuracies, building a group history to flag primacy changes, and tracking claims history to anticipate other plan enrollments or disability entitlements.

Investment across the COB lifecycle

Leading plans are expanding COB editing across the payment continuum. By incorporating COB controls into prepay workflows and strengthening postpay programs, organizations shrink administrative costs while maximizing savings and avoidance. accurate data, advanced analytics, and expert governance together help achieve smoother experiences for members and provider partners.

What this means for members and providers

Bottom line: a well‑designed COB program reduces surprise bills and administrative friction. Members experience smoother coverage determinations, while providers benefit from clearer benefit landscapes and fewer costly denials. The overarching aim is a balanced approach that pays claims correctly the first time, while preserving the ability to optimize plan design over time.

Bottom line: a roadmap for sustained COB value

Health plans should view COB as an ongoing, cross‑functional initiative rather than a one‑time project. by integrating data governance, analytics, and enrollment management, plans can achieve ongoing savings, better risk management, and a more transparent member experience. The COB journey is as much about people and processes as it is about data and technology.

Reader questions

how does your plan source and verify COB data today? What steps are you taking to enrich eligibility histories and enrollment records?

As a member or provider, what improvements would you most like to see in how COB decisions are explained and communicated?

Disclaimer: This article provides general information on COB best practices and is not financial, legal, or medical advice. For guidance tailored to your situation, consult a qualified professional.

Share your thoughts and experiences below. Have you seen COB improvements in your plan or employer benefits? Comment now or tag a colleague who should read this.