EN ISO 27500:2017

The human-centred organization - Rationale and general principles (ISO 27500:2016)

ISO 27500:2016 is intended for executive board members and policy makers of all types of organizations (whether large or small) in the private, public and non-profit sectors.
It describes the values and beliefs that make an organization human-centred, the significant business benefits that can be achieved, and explains the risks for the organization of not being human-centred. It provides recommendations for the policies that executive board members need to implement to achieve this. It sets out high-level human-centred principles for executive board members to endorse in order to optimize performance, minimize risks to organizations and individuals, maximize well-being in their organization, and enhance their relationships with the customers. The importance of organizational policy to address human-centredness is emphasized.
ISO 27500:2016 is not a management system standard. It is not intended or appropriate for certification purposes or regulatory or contractual use.
ISO 27500:2016 is not intended to prevent the development of national standards that are more specific or demanding.

Die menschzentrierte Organisation - Zweck und allgemeine Grundsätze (ISO 27500:2016)

Organisme centré sur l'humain - Justification et principes généraux (ISO 27500:2016)

ISO 27500:2016 s'adresse aux membres du conseil d'administration et aux personnes chargées d'élaborer les politiques de tous les types d'organismes, petits ou grands, ?uvrant dans les secteurs privé, public et à but non lucratif.
Elle décrit les valeurs et croyances que véhicule un organisme centré sur l'humain, les avantages commerciaux conséquents qui peuvent en être tirés, et explique les risques que l'organisme encourt s'il n'est pas centré sur l'humain. Elle fournit des recommandations sur les politiques que les membres du conseil d'administration doivent mettre en ?uvre pour centrer leur organisme sur l'humain. Elle décrit des principes de haut niveau centrés sur l'humain auxquels les membres du conseil d'administration doivent adhérer pour optimiser les performances, réduire le plus possible les risques pour les personnes et pour l'organisme, maximiser le bien-être au sein de leur organisme et améliorer les relations avec leurs clients. L'importance d'une politique organisationnelle pour traiter un système centré sur l'humain est soulignée.
ISO 27500:2016 n'est pas une norme traitant des systèmes de management. Elle n'est pas destinée à être employée à des fins de certification, réglementaires ou contractuelles et n'est pas adaptée à ces fins.
ISO 27500:2016 ne vise pas à empêcher l'élaboration de normes nationales plus spécifiques ou plus contraignantes.

Organizacije, osredotočene na človeka - Utemeljitev in splošna načela (ISO 27500:2016)

ISO 27500:2016 je namenjen za člane izvršnega odbora in oblikovalce politik pri vseh vrstah organizacij (velikih ali malih) v zasebnem, javnem in neprofitnem sektorju.
Opisuje vrednote in nazore, ki tvorijo organizacijo, osredotočeno na človeka, pomembne poslovne prednosti, ki jih je mogoče doseči, in pojasni tveganja za organizacije, ki niso osredotočene na človeka. Podaja priporočila glede politik, ki jih morajo člani upravnega odbora uvesti za ta namen. Določa prvostopenjska načela osredotočenosti na človeka, ki jih morajo člani upravnega odbora sprejeti, da optimizirajo učinkovitost delovanja, zmanjšajo tveganja za organizacije in posameznike, povečajo dobro počutje v organizaciji ter izboljšajo odnose s strankami. Poudarjena je pomembnost organizacijske politike za obravnavo osredotočenosti na človeka.
ISO 27500:2016 ni standard za sistem vodenja. Ni namenjen ali primeren za namene certificiranja ali uporabo v zakonodaji ali pogodbenih odnosih.
ISO 27500:2016 ni namenjen za preprečevanje razvoja nacionalnih standardov, ki so bolj specifični ali zahtevni.

General Information

• Status: Published
• Publication Date: 02-May-2017
• Withdrawal Date: 02-Nov-2017
• ICS: 13.180 - Ergonomics
• Technical Committee: CEN/TC 122 - Ergonomics
• Drafting Committee: CEN/TC 122/WG 2 - Ergonomic design principles
• Current Stage: 6060 - Definitive text made available (DAV) - Publishing
• Start Date: 03-May-2017
• Due Date: 19-Feb-2019
• Completion Date: 03-May-2017
• Ref Project: SIST EN ISO 27500:2017 - The human-centred organization - Rationale and general principles (ISO 27500:2016)

Overview

EN ISO 27500:2017 / ISO 27500:2016 - The human‑centred organization: rationale and general principles - explains at board and policy level what it means for an organization to be human‑centred. Targeted at executive board members and policy makers across private, public and non‑profit sectors, the standard describes the values, beliefs and high‑level policies that support human‑centredness, the business benefits it delivers, and the risks of not adopting it. ISO 27500 is a principles‑based guidance document (not a management‑system standard) and is not intended for certification, regulatory or contractual use.

Key Topics

• Seven human‑centred principles (concise executive summary):
  • Capitalize on individual differences as an organizational strength
  • Make usability and accessibility strategic business objectives
  • Adopt a total system approach
  • Ensure health, safety and well‑being are business priorities
  • Value employees and create meaningful work
  • Be open and trustworthy
  • Act in socially responsible ways
• Policy recommendations for executive boards to embed human‑centred values across strategy, governance and decision‑making.
• Risk awareness and mitigation: identifies consequences of failing to apply principles, complexity of risks, and steps to assess and manage them.
• Criteria and evidence: describes high‑level criteria that demonstrate each principle has been applied and guidance on monitoring and continuous improvement.
• Scope and limitations: clarifies that ISO 27500 is guidance for leaders and complements (but does not replace) operational ergonomics standards.

Applications

Who uses ISO 27500 and how:

• Executive boards & senior leaders - to set corporate policy, strategy and governance priorities around human well‑being, usability and accessibility.
• Policy makers & regulators - to inform non‑technical, high‑level guidance and stakeholder engagement.
• HR, design leadership, procurement and risk teams - to align people practices, product/service design and supplier requirements with human‑centred objectives.
• Corporate social responsibility / sustainability teams - to frame social impact, trust and transparency initiatives. Practical uses include board briefings, strategy documents, high‑level policy statements, risk registers, and cross‑functional alignment between ergonomics/human factors teams and senior management.

Related Standards

ISO 27500 complements other high‑level and ergonomics standards, for example:

• ISO 26800 (general ergonomics principles)
• ISO 26000 (social responsibility)
• ISO 31000 (risk management)
• ISO/IEC 38500 (IT governance) Use ISO 27500 as an executive‑level entry point to integrate ergonomics, usability, accessibility, health & safety and social responsibility into organizational policy and strategy.

Standards Content (Sample)

SLOVENSKI STANDARD
01-september-2017
2UJDQL]DFLMHRVUHGRWRþHQHQDþORYHND8WHPHOMLWHYLQVSORãQDQDþHOD,62

The human-centred organization - Rationale and general principles (ISO 27500:2016)
Die menschzentrierte Organisation - Zweck und allgemeine Grundsätze (ISO
27500:2016)
Organisme centré sur l'humain - Justification et principes généraux (ISO 27500:2016)
Ta slovenski standard je istoveten z: EN ISO 27500:2017
ICS:
03.100.01 Organizacija in vodenje Company organization and
podjetja na splošno management in general
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 27500
EUROPEAN STANDARD
NORME EUROPÉENNE
May 2017
EUROPÄISCHE NORM
ICS 13.180
English Version
The human-centred organization - Rationale and general
principles (ISO 27500:2016)
Organisme centré sur l'humain - Justification et Die menschzentrierte Organisation - Zweck und
principes généraux (ISO 27500:2016) allgemeine Grundsätze (ISO 27500:2016)
This European Standard was approved by CEN on 12 April 2017.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2017 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 27500:2017 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
The text of ISO 27500:2016 has been prepared by Technical Committee ISO/TC 159 “Ergonomics” of the
International Organization for Standardization (ISO) and has been taken over as EN ISO 27500:2017 by
Technical Committee CEN/TC 122 “Ergonomics” the secretariat of which is held by DIN.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by November 2017, and conflicting national standards
shall be withdrawn at the latest by November 2017.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent
rights.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.
Endorsement notice
The text of ISO 27500:2016 has been approved by CEN as EN ISO 27500:2017 without any modification.

INTERNATIONAL ISO
STANDARD 27500
First edition
2016-03-01
The human-centred organization —
Rationale and general principles
Organisme centré sur l’humain — Justification et principes généraux
Reference number
ISO 27500:2016(E)
©
ISO 2016
ISO 27500:2016(E)
© ISO 2016, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. [phone]
Fax [phone]
[e-mail]
www.iso.org
ii © ISO 2016 – All rights reserved

ISO 27500:2016(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Terms and definitions . 1
3 Understanding what being human-centred means for the organization .3
3.1 The benefits of being human-centred . 3
3.2 The responsibility of organizations to be human-centred . 3
3.3 The growth of a human-centred approach from design to organizations . 4
3.4 Characteristics of the human-centred approach to design . 4
3.5 The human-centred approach, regulation, and legislation . 4
4 Principles of the human-centred approach . 5
4.1 General . 5
4.2 Capitalize on individual differences as an organizational strength . 5
4.3 Make usability and accessibility strategic business objectives . 5
4.4 Adopt a total system approach . 5
4.5 Ensure health, safety, and well-being are business priorities . 6
4.6 Value personnel and create meaningful work . 6
4.7 Be open and trustworthy . 6
4.8 Act in socially responsible ways . 7
5 Risks from failing to apply human-centred principles . 7
5.1 General . 7
5.2 Complexity of risk . 7
5.3 Assessing risk . 8
5.4 Managing and mitigating risk . 8
6 Guidance on implementing human-centred principles and minimising risks .9
6.1 General . 9
6.2 Ways of ensuring that the principles have been applied . 9
6.3 Risks from failing to apply human-centred principles .10
7 Guidance on integrating a human-centred approach throughout the organization .12
7.1 General .12
7.2 The relationship of an organization’s characteristics to the human-centred approach .12
7.3 Practices for integrating a human-centred approach throughout the organization . .13
7.4 Reviewing and continually improving the organization’s actions related to the
human-centred approach .13
Annex A (informative) International Standards relevant to each principle of the human-
centred approach .14
Annex B (informative) Examples of organizations whose websites indicate support for
the principles .15
Bibliography .20
ISO 27500:2016(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity
assessment, as well as information about ISO’s adherence to the WTO principles in the Technical
Barriers to Trade (TBT) see the following URL: Foreword - Supplementary information
The committee responsible for this document is ISO/TC 159, Ergonomics, Subcommittee SC 1, General
ergonomics principles.
iv © ISO 2016 – All rights reserved

ISO 27500:2016(E)
Introduction
NOTE This introduction serves as an executive summary of this International Standard.
Human well-being is now recognized by the G7 (the world’s seven biggest economies) as an important
economic measure to complement traditional measures of national output. Organizations are being
judged not only on their return on the investment of their owners, but also on much broader issues such
as how well they fulfil their responsibility to the society and the impact they have on the environment
in both the short and long term. In those areas, organizations often turn to high level standards such as
ISO 26000, ISO 31000, and ISO/IEC 38500.
This International Standard explains to executive board members the values and beliefs that make
an organization human-centred, the significant business and operational benefits that arise, and the
policies they need to put in place to achieve this. This International Standard identifies the key criteria
which demonstrate that each principle has been met, the implications for the organization of failing to
meet the relevant criteria and what steps can be taken to mitigate the risks of such failure.
Adding value by applying a human-centred approach to enhance total system performance and human
well-being is the objective of ergonomics (also known as human factors). ISO 26800 describes the
general ergonomics approach and specifies basic ergonomics principles and concepts applicable to
the design and evaluation of tasks, jobs, products, tools, equipment, systems, organizations, services,
facilities, and environments. There are a number of standards on ergonomics and human factors based
on these principles and concepts which can be used by managers, engineers, and designers in selecting,
designing, and managing systems and equipment to ensure that they are effective, efficient, and
satisfying to use. These International Standards are not normally the direct concern of the executive
board of an organization.
This International Standard, in contrast, draws on that extensive body of ergonomics and human factors
knowledge and presents the rationale and general principles of human-centredness in a concise form
for executive board members. It explains the seven principles which characterize a human-centred
organization. These principles are the following:
— capitalize on individual differences as an organizational strength;
— make usability and accessibility strategic business objectives;
— adopt a total system approach;
— ensure health, safety, and well-being are business priorities;
— value employees and create a meaningful work environment;
— be open and trustworthy;
— act in socially responsible ways.
In design processes, the term user-centred is often used to reflect that the design of the product,
system, or service takes account of human characteristics both to minimize risks and to optimize well-
being and performance. The term human-centred is used to reflect that organizations not only have an
impact on their customers (the users of their products and services), but also on their employees, their
families and the wider community.
This International Standard is intended to be useful to all types of organizations (whether large or
small) in the private, public, and non-profit sectors. While not all parts of this International Standard
will be of equal use to all types of organizations, the principles are relevant to every organization.
Each organization will identify which issues are relevant and significant to address through its own
considerations and through dialogue with stakeholders. Governmental organizations, like any other
organization, may wish to use this International Standard. However, it is not intended to replace, alter,
or in any way, change the obligations of the state.
ISO 27500:2016(E)
Related International Standards, including some under development on ergonomics processes, are
intended to be used by managers who are responsible for implementing the human-centred approach
in the organization. They will contain both recommendations and requirements.
vi © ISO 2016 – All rights reserved

INTERNATIONAL STANDARD ISO 27500:2016(E)
The human-centred organization — Rationale and general
principles
1 Scope
This International Standard is intended for executive board members and policy makers of all types of
organizations (whether large or small) in the private, public and non-profit sectors.
It describes the values and beliefs that make an organization human-centred, the significant business
benefits that can be achieved, and explains the risks for the organization of not being human-centred. It
provides recommendations for the policies that executive board members need to implement to achieve
this. It sets out high-level human-centred principles for executive board members to endorse in order to
optimize performance, minimize risks to organizations and individuals, maximize well-being in their
organization, and enhance their relationships with the customers. The importance of organizational
policy to address human-centredness is emphasized.
This International Standard is not a management system standard. It is not intended or appropriate for
certification purposes or regulatory or contractual use.
This International Standard is not intended to prevent the development of national standards that are
more specific or demanding.
2 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
2.1
consumer
individual member of the general public purchasing or using property, products, or services for
personal use
2.2
customer
organization or individual purchasing property, products, or services for commercial, private, or public
purposes
2.3
accessibility
extent to which products, systems, services, environments (2.5), and facilities can be used by people
from a population with the widest range of characteristics and capabilities to achieve a specified goal in
a specified context of use
Note 1 to entry: Context of use includes direct use or use supported by assistive technologies.
Note 2 to entry: When evaluating accessibility, the three measures of usability (effectiveness (2.9), efficiency
(2.10), and satisfaction (2.11)) can be important.
[SOURCE: ISO 26800:2011, 2.1, modified]
ISO 27500:2016(E)
2.4
ergonomics
human factors
scientific discipline concerned with the understanding of interactions among human and other elements
of a system, and the profession that applies theory, principles, data, and methods to design in order to
optimize human well-being and overall system performance
Note 1 to entry: This definition is consistent with that given by the International Ergonomics Association.
Note 2 to entry: The terms ergonomics and human factors are used synonymously throughout this International
Standard.
[SOURCE: ISO 26800:2011, 2.2, modified]
2.5
environment
physical, chemical, biological, organizational, social, and cultural factors surrounding one or more persons
[SOURCE: ISO 26800:2011, 2.3]
2.6
human-centred design
approach to system design and development that aims to make systems more usable by focussing on the
use of the system; applying ergonomics (2.4), human factors, and usability knowledge and techniques
[SOURCE: ISO 9241-210:2010, 2.7, modified]
2.7
stakeholder
person or organization that can affect, be affected by, or perceive themselves to be affected by a decision
or activity
[SOURCE: ISO 31000:2009, 2.13, modified]
2.8
usability
extent to which a system, product, or service can be used by specified users to achieve specified goals
with effectiveness (2.9), efficiency (2.10), and satisfaction (2.11) in a specified context of use
[SOURCE: ISO 9241-210:2010, 2.13, modified]
2.9
effectiveness
accuracy and completeness with which users (2.12) achieve specified goals
[SOURCE: ISO 9241-11:1998, 3.2]
2.10
efficiency
resources expended in relation to the accuracy and completeness with which users (2.12) achieve goals
[SOURCE: ISO 9241-11:1998, 3.3]
2.11
satisfaction
freedom from discomfort and positive attitudes towards the use of the product
[SOURCE: ISO 9241-11:1998, 3.4]
2 © ISO 2016 – All rights reserved

ISO 27500:2016(E)
2.12
user
person who interacts with a system, product, or service
Note 1 to entry: The person who uses a service provided by a system, such as a customer (2.2) in a shop or
passenger on a train, can be considered a user.
[SOURCE: ISO 26800:2011, 2.10, modified]
3 Understanding what being human-centred means for the organization
3.1 The benefits of being human-centred
Organizations are subject to many different commercial, management, and regulatory frameworks and
being human-centred offers several business benefits. These include the following:
— improved operational effectiveness and efficiency and increased likelihood of achieving business
objectives in a timely manner;
— products and services that are easier to understand and to learn how to use, thus, increasing uptake
and reducing support costs;
— increased accessibility for staff and customers;
— reduced risk of poor product design and the associated financial consequences;
— greater responsiveness to customers and to the market;
— enhanced health and safety as well as environmental protection;
which can lead to the following:
— enhanced customer confidence and trust with increased customer loyalty;
— increased owner, shareholder, and member confidence and trust and enhanced reputation;
— greater staff confidence and trust which help to improve motivation and loyalty, as well as reduce
staff turnover.
These, in turn, lead to better organizational performance which may include organization financial
performance, customer experience, and service to the community.
3.2 The responsibility of organizations to be human-centred
There is growing international recognition that corporate (and indeed national) success ought to be
measured in terms which go beyond profit and productivity. Organizations are being assessed not just
on their return on their owner’s investment, but also on much broader issues such as how well they
fulfil their responsibility to the society and the impact they have on the environment in both the short
and long term. One area that has recently received particular attention from the world’s seven biggest
economies (G7) is human well-being as an economic measure in addition to traditional measures of
national output.
In 1964, the International Labour Organization (ILO) declared the fundamental objective that “all human
beings, irrespective of race, creed or sex, have the right to pursue both their material well-being and their
spiritual development in conditions of freedom and dignity, of economic security and equal opportunity”,
and that “everyone has the right to work, to free choice of employment, to just and favourable conditions of
work and to protection against unemployment”.
Although these obligations are aimed at nations requiring them to enact legislation to protect such
rights and freedoms, the rise of international organizations spanning the globe places these obligations
on business, as well as governments.
ISO 27500:2016(E)
3.3 The growth of a human-centred approach from design to organizations
The global market demand for accessible and usable systems is increasing. Human-centred design
(HCD) has been widely accepted in high technology industries including medical devices, website
design, consumer product design, mobile device design, and online services. The human-centred
design approach is also being applied to the design of other products, systems, and services for users,
employees, and other workers (e.g. volunteers, temporary workers, and consultants). Although initially
focused on creating usable technology, i.e. technology which is effective, efficient, and satisfying for its
users, HCD is being used to create excellent user experiences (UX), a broader concept which includes the
users expectations before and after use, as well as all aspects that impact the user and their interaction
with the product. HCD is also being applied in areas where the quality of the product, system, or service
is critical. It has an important role in making work more humanized which facilitates participation and
improved quality of life for everyone.
Accessibility is the extent to which products, systems, services, environments, or facilities can be utilized
by a population with the widest range of characteristics and capabilities. Inclusion of persons with
disabilities and the increasingly older population (the so called “silver economy”) will be key societal
challenges for most of the world in the years ahead. According to the World Health Organization in
2013, over a billion people, about 15 % of the world’s population, have some form of disability and rates
of disability are increasing due to ageing of the population and increases in chronic health conditions.
3.4 Characteristics of the human-centred approach to design
There are a number of standards describing the human-centred approach to design in different industry
sectors. The human-centred approach can be applied in many different development processes.
Whatever development process is employed, four linked human-centred design activities are required
during design and then iterating the solutions until the requirements are met:
a) understanding and specifying the context of use;
b) specifying the user requirements;
c) producing solutions;
d) evaluating the solutions.
These activities can result in formal documents (for example, as described in ISO/IEC 25060) depending
on the process being followed.
3.5 The human-centred approach, regulation, and legislation
One of the problems of using standards, even well respected International Standards in national
guidance and regulation, is that technology develops more quickly than standards-making bodies
can work. An organization which is able to demonstrate that the human-centred design process was
followed properly is provided with the evidence that they are following good practice and technical
standard requirements (regardless of developments in the technology). Such evidence is usually
required to support management systems, for example, for quality, safety, and occupational health.
Accessibility legislation is widespread. For example, the European Commission proposes to use
legislation, standardization, and other instruments to optimize the accessibility of products, the built
environment, transport, and ICT (Information and Communications Technology). The commission also
regards public procurement as a powerful means to ensure accessibility of products and services in line
with the UN Convention on the rights of persons with disabilities. The UN Convention also requires,
in Article 9, the development of accessibility standards and, in the general obligations, the promotion,
in standards, of approaches to design that will include the widest possible range of users. In addition
to national guidance and regulations on equipment and workplace design, some countries have social
policies which place responsibilities on employers to consider the wider implications of their use of
technology. Following a human-centred design approach can provide evidence of good practice in
employment and social areas of legislation and regulation.
4 © ISO 2016 – All rights reserved

ISO 27500:2016(E)
4 Principles of the human-centred approach
4.1 General
The human-centred approach works at every level in the organization, starting at the top, with the
executive board. Some of the following principles are already addressed, at least in part by existing
standards and accepted best practice, for example, social responsibility, but others have yet to be
elaborated fully. Some current International Standards relevant to each principle are shown in Annex A.
In the following subclauses, each principle is summarized by the heading and then elaborated in the text.
4.2 Capitalize on individual differences as an organizational strength
The organization recognizes individual differences as a strength and takes this into account in all areas
of its business. It acknowledges that people differ in their abilities and needs, uses ergonomics, and
social data on the nature and extent of these differences.
There is no such thing as a “standard person”. Human beings vary enormously in everything from their
body size and shape, to their personality, intelligence, and preferences. Customer-facing organizations
recognize this by designing product ranges, for example, clothing manufacturers offer a range of sizes
and styles which they hope will appeal to a broad range of customers. Automobile manufacturers make
adjustable car seats to suit different drivers. Office managers select furniture which can be adjusted to
suit different users to help ensure that they can work effectively, efficiently, and comfortably at their
workstations. Anthropometric data (about human body sizes) is available for many countries and can
be used to support design decisions.
The human-centred organization goes even further in acknowledging that people differ in their
capabilities and needs. It follows a human-centred approach to the design of products, services, and
work systems to accommodate the nature and extent of these differences. It recognizes this variation
as a strength rather than a problem and takes this into account in all areas of its business. It creates
teams, not of “clones” forced to behave in standard ways (for example, strictly following call-centre
scripts even if not appropriate), but of individuals who have complementary skills and who can use
their problem solving abilities to enhance customer experience, improve resilience, provide a range
of viewpoints on an issue, and also improve the quality of their working lives whilst still meeting
corporate objectives.
4.3 Make usability and accessibility strategic business objectives
Whether the organization simply uses products, systems, or other technol
...