Trust and Safety teams are facing a growing wave of challenges. As investment surges and companies expand their efforts to keep platforms secure, regulatory demands are rising just as fast. The Digital Services Act and the Online Safety Act have made it clear that maintaining a safe digital environment is no longer optional. It is a core business responsibility.
Yet, in the push to meet these new standards, there is a blind spot. Behind every policy and process are real people handling immense pressures, making high-stakes decisions, and absorbing the emotional weight of the work. Many organisations focus on external compliance but overlook the internal risks quietly building within their teams.
The New Regulatory Reality for Trust and Safety Teams
The regulatory landscape for digital platforms is shifting rapidly. New laws like the Digital Services Act in Europe and the Online Safety Act in the UK are not only raising the bar for platform accountability, they are also raising expectations for how companies care for the people behind the scenes. These regulations demand clear processes for content management and transparent reporting, but there is an underlying thread that is just as important: the wellbeing of the people upholding these standards.
When the DSA first came into force, it was clear that the pressure would not stop at the platform level. These demands flow downstream, directly impacting moderation teams who are already carrying a heavy emotional and cognitive load. Yet despite this, many organisations have responded by pulling back investment in human moderation. There has been an increasing shift toward automation and AI solutions, while funding for wellbeing services and dedicated support has quietly been reduced. In some cases, moderators are left with less time for wellbeing check-ins, higher caseloads, and fewer dedicated support staff.
This creates a dangerous gap. Regulations might focus on external accountability, but the reality is that the internal wellbeing of Trust and Safety teams is critical to meeting these external obligations. Companies that understand this connection are in a stronger position to not only comply with regulatory demands but to protect the wellbeing and performance of their teams.
Compliance is no longer just about processes and outputs. It is also about the people. Organisations that embrace this mindset are future-proofing their operations against both human and legal risks.
The Hidden Risks Inside Trust and Safety Teams
While many companies focus their attention on content policies, moderation tools, and external reporting, they often overlook a critical internal threat. The pressure placed on Trust and Safety teams is not just operational, it is deeply personal. These teams are regularly exposed to distressing material, high-pressure decision making, and the emotional burden of keeping digital spaces safe for millions of users.
As companies move to automate more processes and lean on AI moderation, there can be a false sense of security that the human impact is being lessened. In reality, it is often the opposite. Human moderators still play an essential role in making judgment calls that machines cannot handle. However, they are increasingly asked to do more with less, while support systems around them are quietly eroded.
These stressors do not always show up in day-to-day metrics. They build quietly over time, leading to burnout, decision fatigue, and in some cases, psychological trauma. Left unaddressed, these risks can erode team performance and create vulnerabilities that extend far beyond individual wellbeing. Mistakes in moderation, inconsistent enforcement of policies, and even high attrition rates can all stem from unresolved mental health challenges within the team.
There is also a reputational risk. In an environment where regulators and external stakeholders are paying closer attention, internal wellbeing is fast becoming a factor in external perception. Companies that fail to recognise these hidden risks not only expose themselves to human consequences but also to compliance failures and public scrutiny.
The reality is simple: internal risks are external risks in disguise.
Enter the Wellbeing Audit: Measuring What Matters
This is where the wellbeing audit becomes indispensable. It looks beneath the surface of daily operations to expose the risks that standard performance metrics miss. By combining quantitative data with real conversations through focus groups, it provides a clear picture of how pressure is distributed across teams, how much exposure individuals have to harmful content, and whether support structures are keeping pace with the demands placed on moderation teams.
Crucially, it goes beyond measuring workload. A wellbeing audit examines psychosocial hazards, psychological safety, access to mental health resources, the effectiveness of peer support, and how engaged leadership truly is with the wellbeing of their teams. It also looks closely at the balance between human moderation and automation, recognising that leaning too heavily on AI often leaves human moderators overburdened and under-supported.
What makes this process so valuable is that it is not a one-off exercise. Ongoing measurement through regular surveys and focus groups helps track changes over time, ensuring that risks are addressed before they escalate. The result is not only a detailed report but a clear set of evidence-based recommendations, providing organisations with a roadmap for proactive, sustainable action.
As regulations evolve, there is an increasing expectation for holistic approaches to platform safety. Wellbeing audits meet these expectations head-on, helping organisations stay ahead of compliance requirements while building more resilient and supported teams.
Future-Proofing Trust and Safety Teams Starts Here
The pressure on Trust and Safety teams is not going away. If anything, it is only set to grow as regulations tighten and the digital landscape becomes more complex. But the companies that will thrive in this environment are those that recognise the connection between compliance, performance, and the wellbeing of their people.
A wellbeing audit is not just a way to meet regulatory expectations. It is a way to understand your team on a deeper level, to spot risks early, and to take meaningful steps toward creating a healthier, more resilient workforce. It turns hidden pressures into clear priorities and equips organisations with the insights they need to act decisively.
By making wellbeing a strategic priority, companies protect not only their teams but their long-term success. Essentially, proactive measures today will safeguard operations tomorrow.
If you are ready to understand the hidden risks within your teams and build a clearer path forward, our wellbeing audits can help you get there. Please reach out through this link if you would like to learn more.
