Psychosocial emergency care in companies – an inventory on the implementation in Germany

Status:

completed 12/2025

Aims:

With a stronger focus on mental health in the work environment, an increased amount of attention is being paid to mental strain due to sudden emergencies (accidents, crises, or unexpected extreme situations) as a topic of occupational health and safety in the workplace. To promote the psychological stability of the affected employees, the German Social Accident Insurance (Deutsche Gesetzliche Unfallversicherung, DGUV) recommended the implementation of psychosocial emergency care in companies (PSNV-B, cf. DGUV 306-001, 206-017, 206-018, 206-023). However, based on scientific literature and the state of knowledge at the time, it was not possible to show which models and procedures companies chose to enable psychosocial emergency care (PSNV) for their employees. Additionally, there was little evidence on which occupational parameters constituted good psychosocial care for employees after emergency situations in a work context. So that accident insurance institutions (UVT) could support companies in providing their employees with good care after sudden emergencies, both questions needed to be scientifically elicited.

The research project aimed to register and describe how companies implemented PSNV at work. In addition, occupational factors and policies that influenced this positively or negatively were to be documented. The aim was to provide UVT with reliable results for their prevention work. This could then be used to support arguments for raising awareness among companies as well as advising them during the implementation of PSNV at work. Furthermore, the results on inhibiting and facilitating factors could provide information on which of the different models were experienced as helpful by the companies, considering company size and sector. These findings could also be included in advice given to UVT and could be incorporated into information media.

Activities/Methods:

The research project involved an inventory of how PSNV-B is structured in Germany. To this end, a multi-perspective approach was adopted, focusing on various stakeholder groups across nine conducted studies.

Target group 1: Companies
How is psychosocial care for employees in German companies organized after emergencies, and which internal and external company factors have a positive or negative influence on this care? A survey of 2,388 companies and a survey of 207 affected employees were carried out.

Target group 2: German Social Accident Insurance Institutions
Which support services do UVT currently offer to member companies in the area of PSNV, and which future plans and concepts exist to better support companies in providing care after sudden extreme situations? A full survey with document analysis and interviews was carried out.

Target group 3: Volunteer PSNV-B-teams
How often are volunteer PSNV-B-teams deployed in workplace emergencies, how do the emergency services experience these deployments in a workplace context, and how could companies be better supported in providing psychosocial care after emergencies? A deployment rate survey, a secondary data analysis (survey of emergency services and affected persons with 3 measurement points), and an intensive study on deployments in the workplace were carried out.

Target group 4: External providers
How do external providers support companies in Germany in providing psychosocial care for employees after sudden extreme situations, and which internal and external factors promote or inhibit this support? Research on providers and online interviews with 40 external providers were conducted.

Results:

Target group 1: Companies
There are numerous emergencies in companies, but there is potential for improvement in PSNV measures, particularly in terms of organizational and personnel-related measures as well as documentation and reporting behavior. PSNV is still inadequate in many companies, particularly with regard to preventive measures, documentation of psychological hazards and acute care. There is a clear need for training, clear responsibilities and the integration of company psychological first responders. UVT can support companies by providing more information materials, training and external services and raising awareness of PSNV. They can also optimize the recording of mental health risks and the use of external providers.

Target group 2: Accident insurance institutions
UVT offer extensive support to improve PSNV-B. According to the UVT interviewed, improvements could be made in the standardization of training for occupational psychologists providing initial support and in the statistical recording of affected persons. UVT already offer a wide range of support, such as information materials and acute assistance for companies. Promoting the training of workplace first responders is an important contribution, but there are challenges such as role conflicts and different training models. UVT plan to further strengthen PSNV with additional training courses, flexible continuing education programs (e.g. online modules) and platforms for the exchange of first responders. They also state that the statistical recording of affected employees should be improved.

Target group 3: Volunteer PSNV-B-teams
On average, 15 per cent of deployments by volunteer PSNV-B-teams are work-related. People receiving support in a workplace context initially show less intense emotions, but up to 50 per cent develop clinically relevant symptoms six months later. For PSNV-B emergency personnel, workplace interventions are more complex than domestic ones and require more personnel and specialized training. Volunteer PSNV-B teams are often called upon in emergencies at companies, and these deployments are particularly complex and require more resources. It is recommended that companies enter into contractual agreements with the volunteer teams to prevent abuse of volunteer structures. UVT can strengthen further support services, as up to 50% of those affected show clinical symptoms six months after the event. Specific training and better follow-up care can help to minimize the long-term consequences for those affected.

Target group 4: External providers
External providers differ in size and type of operation, as well as in the breadth of their services. There is a lack of uniform quality criteria with regard to the qualification and further training of providers and the standards on which services are based. Cooperation between UVT, companies and external service providers should be promoted in order to improve PSNV-B. There is potential for optimization in terms of standards, structural problems and the networking of external providers. UVT should address organizational shortcomings, unclear financing and a lack of appreciation in companies in order to increase the efficiency and quality of external PSNV services.

Conclusion and outlook for further research
The inventory carried out has shown that PSNV is already available in various forms in companies in Germany, but that there is still a clear need for development overall. Across all target groups examined, it is clear that although there are numerous approaches, support services and committed actors, the care provided to affected employees after emergencies and sudden extreme situations is not yet comprehensive, uniform or systematic enough. There is considerable potential for improvement, particularly in terms of preventive structures, clear responsibilities, standardized procedures, documentation, quality assurance and networking between internal and external support actors. At the same time, the results show that better care for affected employees cannot be tied to a single actor. Rather, it is a joint task for companies, UVT, volunteer PSNV-B-teams and external providers. It is precisely in the interaction between these groups of actors that there are important opportunities for more needs-based, reliable and high-quality psychosocial support.

In addition to greater awareness in companies, this requires, in particular, better coordinated support structures, more uniform qualification standards, sustainable cooperation models and a more systematic recording of needs and progress.

At the same time, the results show that the consequences of workplace emergencies are not limited to the immediate acute phase. The fact that a significant proportion of affected employees still show clinically significant symptoms months after the event underlines the need to understand PSNV not only as short-term crisis intervention, but as a graduated support process. This should range from preventive preparations to acute care and needs-based follow-up support. This results in a clear mandate to further develop existing structures in such a way that affected employees are reached early, in a targeted and sustainable manner.

Overall, the results show that important foundations already exist for PSNV-B, but that there is also considerable potential for development. Systematically exploiting this potential is a key prerequisite for making the care of affected employees more effective, reliable and sustainable in the future.

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