ISO/DTR 9241-520.3

• Status: Not Published
• ICS: 13.100 - Occupational safety. Industrial hygiene
• ICS: 13.180 - Ergonomics
• Technical Committee: ISO/TC 159/SC 4 - Ergonomics of human-system interaction
• Drafting Committee: ISO/TC 159/SC 4/WG 3 - Controls, workplace and environmental requirements
• Current Stage: 5000 - FDIS registered for formal approval
• Start Date: 19-Aug-2026
• Completion Date: 29-Aug-2026

Overview

ISO/DTR 9241-520.3 is a technical report developed by the International Organization for Standardization (ISO) that focuses on the ergonomics of human-system interaction, with a particular emphasis on activity-based working (ABW). As organizations adapt to modern work practices-such as remote work, telework, and hybrid models-the shift toward flexible and activity-oriented environments becomes increasingly important. This document offers valuable guidance for understanding ABW and integrating ergonomics into diverse work settings to optimize user well-being, productivity, and satisfaction.

Key Topics

• Activity-Based Working (ABW): ABW is a flexible work style where individuals choose their work environment based on the specific tasks or activities they perform. This can include varying workplace locations, time schedules, and resource availability.
• Ergonomics in Flexible Work Environments: The report highlights how factors such as sound, lighting, air quality, posture, and workstation setup influence comfort and productivity in ABW scenarios.
• Evolution of Workplaces: ABW is set in the context of dramatic changes in office organization-shaped by information and communication technologies (ICT) and accelerated by global trends such as the COVID-19 pandemic.
• Modern Work Models: Definitions and distinctions are drawn between remote work, hybrid work, telework, working from home, and traditional office work to clarify workplace concepts.
• Well-being and Organizational Outcomes: The report explores how ABW can support work–life balance, autonomy, and employee engagement, while also noting potential ergonomic risks if environments are poorly matched to tasks.

Applications

ISO/DTR 9241-520.3 provides practical insights and guidance for:

• Employers and Office Designers: Helping create adaptive workspaces that accommodate a range of business activities-such as focused work, collaborative tasks, and virtual meetings-based on user needs and ergonomic principles.
• Facility Managers and Workspace Coordinators: Supporting the implementation of ABW through space planning, resource allocation, and the selection of furniture and technology that promote health and efficiency.
• Team Leaders and Supervisors: Facilitating smooth transitions to ABW models, supporting team coordination, and monitoring the effectiveness and comfort of work environments.
• Employees: Encouraging individuals to select appropriate spaces for their activities, contributing to improved comfort, concentration, and overall well-being.
• Hybrid and Remote Work Policies: Aligning organizational strategies with best practices for flexible working, including recommendations for digital infrastructure, virtual collaboration tools, and workspace flexibility.

Related Standards

To optimize the implementation of ABW and ensure environments meet ergonomic requirements, organizations should also consider other documents in the ISO 9241 series and related standards:

• ISO 9241 Series: A comprehensive collection of guidelines on ergonomics of human-system interaction, covering topics like workstation layout, input devices, and office lighting.
• ISO 6385: General principles of ergonomics in work system design.
• ISO 45001: Occupational health and safety management systems, providing broader context for workplace well-being.
• Associated Terms Databases: ISO Online browsing platform and IEC Electropedia for standardized terminology in ergonomics and human factors.

Practical Value

Adopting the principles outlined in ISO/DTR 9241-520.3 can lead to:

• Improved worker comfort, health, and productivity across physical, digital, or hybrid workplaces.
• Informed decision-making for planning and managing flexible work arrangements.
• Reduced risk of work-related discomfort or injury through attention to environmental and ergonomic factors.
• Enhanced organizational resilience and adaptability in response to evolving global work trends.

By integrating ISO ergonomic principles into activity-based working strategies, organizations can foster healthier, more efficient, and sustainable work environments for all stakeholders.

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Technical
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ISO/DTR 9241-520
ISO/TC 159/SC 4
Ergonomics of human-system
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interaction —
Voting begins on:
2025-10-08
Part 520:
Ergonomics aspect of activity-based
Voting terminates on:
2025-12-03
working (ABW)
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Reference number
ISO/DTR 9241-520:2025(en) © ISO 2025

FINAL DRAFT
ISO/DTR 9241-520:2025(en)
Technical
Report
ISO/DTR 9241-520
ISO/TC 159/SC 4
Ergonomics of human-system
Secretariat: BSI
interaction —
Voting begins on:
Part 520:
Ergonomics aspect of activity-based
Voting terminates on:
working (ABW)
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
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BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
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ISO/DTR 9241-520:2025(en) © ISO 2025

ii
ISO/DTR 9241-520:2025(en)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Intended audience . 5
5 Change of working environment . 5
5.1 Before the ICT era .5
5.2 The rise of the shared office .5
5.3 The start of ICT support .5
5.4 The start of ICT penetration .5
5.5 The rise of personal ICT .6
5.6 Change of work .6
5.6.1 General .6
5.6.2 Globalization .6
5.6.3 Work-life balance .6
5.6.4 Revolution of communication tool . .6
5.7 Changes in where to work .6
5.8 The freedom of choosing where to work .7
5.9 Changes to work .7
6 The current state of ABW . 7
6.1 General .7
6.2 Year 2020 and COVID-19 .7
6.3 Year 2023, after COVID-19 .8
6.3.1 General .8
6.3.2 Consolidation of remote work practices .8
6.3.3 Adoption of hybrid work models . .8
6.3.4 Utilization of digital tools .9
6.3.5 Implementation of flexible work arrangements .9
6.3.6 Strengthening of work-life balance .9
6.3.7 Virtual collaboration .9
6.3.8 Challenges associated with the return to the office .9
6.3.9 Weakening of team cohesion due to reduced face-to-face interactions .9
6.3.10 Virtual workplace .9
6.4 The categorizations of business activities .10
6.4.1 General .10
6.4.2 Example of activities by Veldhoen + Company .10
6.4.3 Example of activities by Sanko Estate Co., Ltd. . 12
6.4.4 Example of activities by NTT FACILITIES, Inc. . 13
6.5 Ergonomic considerations . 15
6.5.1 General . 15
6.5.2 Sound . 15
6.5.3 Light . 15
6.5.4 Air .16
6.5.5 Working position (posture) .16
6.5.6 Workstation components .16
7 Applying ABW: a before-and-after comparison . 17
7.1 General idea .17
7.2 Methods for evaluation .17
7.3 Methods for task completion evaluation .18
8 Discussion . 19
8.1 General .19

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ISO/DTR 9241-520:2025(en)
8.2 Clear understanding of ABW .19
8.3 Clear implementation guideline of ABW .19
8.4 Clear review guideline of implementing ABW . 20
8.5 Ergonomics considerations for work environments . 20
8.5.1 Conventional way of considering work environments . 20
8.5.2 New way of considering work environments . 20
8.5.3 Who is responsible for the work environments . 20
8.5.4 Personal preferences for work environments . . 20
8.6 Others . 20
9 Conclusion .21
Bibliography .22

iv
ISO/DTR 9241-520:2025(en)
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).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 159, Ergonomics, Subcommittee SC 4,
Ergonomics of human-system interaction.
A list of all parts in the ISO 9241 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

v
ISO/DTR 9241-520:2025(en)
Introduction
The rapid advancement of information and communication technologies (ICT), including mobile phones,
mobile computers, and wireless connections, has led to a significant transformation in the workplace.
Traditional constraints on the working environment have been eased, offering working persons increased
flexibility to select their workspaces based on the tasks at hand. This freedom to choose a working
environment, suited to specific activities, has reshaped how and where work is done, allowing working
persons to work from home, remote locations, or other spaces that best support their needs.
In addition to these technological advancements, the COVID-19 pandemic has further accelerated this shift
by challenging the conventional fixed-position work model. As a result, many individuals have had to adapt
to working from home or other non-traditional settings, leading to even greater flexibility in selecting their
work environments.
This shift away from the traditional office, where management assigns fixed workstations, introduces
both opportunities and challenges. While the ability to choose one’s workspace enhances autonomy and
productivity, it also carries the risk that the selected environment might not be ergonomically suitable for
the task, potentially leading to discomfort or long-term health issues.
This document explores the concept of activity-based working (ABW) and the importance of ergonomic
considerations in this new, flexible work paradigm. It highlights how the various aspects of the work
environment – such as sound, lighting, air quality, posture, and workstation components – need to be
carefully designed to support working person well-being and productivity in ABW settings.

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FINAL DRAFT Technical Report ISO/DTR 9241-520:2025(en)
Ergonomics of human-system interaction —
Part 520:
Ergonomics aspect of activity-based working (ABW)
1 Scope
This document provides an overview of activity-based working (ABW) from an ergonomics perspective. It
describes the historical and recent changes in working arrangements, particularly with regard to location
and flexibility, and examines the emergence and current state of ABW. The document presents examples of
how different organizations categorize business activities in the context of ABW and discusses ergonomic
considerations relevant to these work settings.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
activity
purposeful action carried out by an organization, whether for profit or not, in pursuit of its
mission or goals
Note 1 to entry: This general term encompasses all types of organized activities performed by entities including private
companies, public institutions, and non-profit organizations. Such activities can include operations, investment,
communication, and service delivery, and are aimed at fulfilling organizational objectives.
3.2
work
purposeful human activity (3.1) involving physical or cognitive tasks (3.3), or both, conducted individually
or collaboratively, to achieve defined goals within an organizational context
Note 1 to entry: No single definition of “work” exists in the ISO 9241 series. This definition aligns with the concept of a
work system as referenced in ISO 6385 and office-related tasks in ISO 9241-2.
3.3
task
set of activities (3.1) undertaken in order to achieve a specific goal
Note 1 to entry: These activities can be physical, perceptual, or cognitive, or a combination of these.
Note 2 to entry: While goals are independent of the means used to achieve them, tasks describe the particular means
of achieving goals.
ISO/DTR 9241-520:2025(en)
[SOURCE: ISO 9241-11:2018, 3.1.11]
3.4
activity-based working
ABW
style of work (3.2) where working persons (3.5) can choose their work environment (e.g. working time,
workplace (3.10), resources, or co-working persons) according to their work (or activity), designed to
support different kinds of activities (3.1)
Note 1 to entry: It is assumed that the office prepares a concentration area, relaxation area, meeting area, etc., from
which working persons can select their workspace (3.7).
Note 2 to entry: From the perspective of management, the outcomes achieved by working persons and the quality of
life (QOL) of working persons are very important. The ratio of attendance to work time is not evaluated.
3.5
working person
individual who performs tasks (3.3)
Note 1 to entry: The term ‘working person’ is preferred over ‘worker’ to avoid confusion, as ‘worker’ can imply a blue-
collar context. In this document, ‘working person’ refers explicitly to office workers.
Note 2 to entry: In ISO documents, a ‘worker’ is defined differently in several contexts. For example, ISO 45001 defines
worker as a person performing work (3.2) or work-related activities (3.1) under the control of the organization.
3.6
activity setting
physical environment or space within an office that is specifically designed to support a particular type of
activity (3.1)
3.7
workspace
volume of space allocated to one or more persons in the work system to complete a work task (3.3)
Note 1 to entry: In an activity-based working (AWB) (3.4) model, the workspace is not assigned to a specific working
person (3.5), but rather it is chosen based on the type of work (3.2) that needs to be done. For example, a working
person can choose to work in a private office for focused work, a shared space for collaboration, or a lounge area for
informal meetings.
Note 2 to entry: The design of the workspace is important in activity-based working because it can affect working
person productivity, creativity, and well-being. A well-designed workspace provides working persons with the tools
and resources they need to perform their work effectively and efficiently, while also supporting their physical and
mental health.
[SOURCE: ISO 9241-5:2024, 3.25, modified — Notes to entry have been added.]
3.9
working
having a job for which you are paid or assigned
3.10
workplace
place, whether permanent or temporary, where people perform work (3.2) purposes
Note 1 to entry: Adapted from ISO 45001:2018.
Note 2 to entry: Sometimes, it is mentioned that there are ‘first workplace’, ‘second workplace’, and ‘third workplace’.
However, the definitions and usages of those terms are not clear.
[11]
Note 3 to entry: Those words would be different from Oldenburg’s ‘first place’, ‘second place’ and ‘third place’.
Note 4 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.

ISO/DTR 9241-520:2025(en)
1)
Note 5 to entry: The US office of Personnel Management (OPM) defines and describes the concept of workplace .
Note 6 to entry: Although ISO 9241-5:2024, 3.24 defines “workplace” as an arrangement of workstations allocated to
one person to complete a work task (3.3), this document adopts the definition from ISO 45001:2018 as more suitable in
the context of activity-based working (ABW) (3.4).
Note 7 to entry: In contrast to workspace (3.7), which refers to a specific physical area provided by the organization
(such as a workstation or collaborative zone), workplace is a broader term referring to any location ‒ permanent or
temporary ‒ where work is performed, including remote or mobile settings.
3.11
remote work
work (3.2) performed primarily or exclusively from a location other than the organization ’s official worksite,
without a regular expectation to return
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.12
hybrid work
combination of office work (3.15) and remote work (3.11), which can vary in terms of scheduling and locations
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.13
telework
work (3.2) arrangement involving regularly scheduled alternation between the organization’s official
worksite and an alternative worksite, such as home or a satellite office
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.14
working from home
work (3.2) conducted solely from one’s residence, usually aligned closely with standard office hours
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.15
office work
traditional office work
work (3.2) entirely from a central office location, with assigned workstations, fixed schedules, and minimal
flexibility regarding location and working hours
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
1) https:// www .opm .gov/ frequently -asked -questions/ telework -faq/ remote -work/

ISO/DTR 9241-520:2025(en)
Table 1 — Workplace concepts
Concept Place Time Description
Remote work Primarily outside Flexible (sync and Employee performs duties primarily or exclusively
(3.11) main office async) from locations other than the organization’s official
worksite, without regular expectations to return.
Hybrid work Office and remote Structured or Combination of office-based and remote working can
(3.12) locations flexible vary in terms of scheduling and locations.
Telework Alternate between Structured Regularly scheduled arrangement where employees
(3.13) office and home or schedules alternate between the organization’s official worksite
satellite office and alternative worksite (home or satellite office).
Working from Exclusively home Usually follows Work conducted solely from one’s residence, usually
home regular office aligned closely with standard office hours.
(3.14) hours
Office work Exclusively the Structured, fixed Employees work entirely from a central office
(3.15) main office schedules location, with assigned workstations, fixed schedules,
and minimal flexibility regarding location and
working hours.
Key
1 remote work (3.11)
2 office work (3.15)
3 telework (3.13)
4 hybrid work (3.12)
5 working from home (3.14)
Figure 1 — Workplace concepts
3.16
virtual workplace
work (3.2) environment that is primarily digital or online, rather than confined to a physical office space

ISO/DTR 9241-520:2025(en)
4 Intended audience
This document provides insights into ABW, a modern approach to work. The intended audience includes:
— Working person: individuals who will be directly impacted by ABW practices and can be responsible for
adapting to new work environments.
— Supervisors and team leaders: managers and leaders who oversee teams and play a key role in facilitating
the successful implementation of ABW.
— Office managers and facility coordinators: professionals responsible for managing office environments,
ensuring that workspaces are suitable for ABW and aligned with ergonomic standards.
— Employers, executives, and top management: decision-makers and senior leadership who are responsible
for adopting and promoting ABW within an organization.
— Office developers, consultants, and service providers: external partners who provide expertise in
workspace design, ABW implementation, and related services.
5 Change of working environment
5.1 Before the ICT era
Prior to the widespread adoption of information and communication technologies (ICT), office management
was responsible for providing appropriate work environments. This included ensuring access to essential
ICT equipment, such as phones and computer terminals, as well as suitable furniture such as desks and
chairs. Work environments were designed with specific ergonomic requirements tailored to the tasks at
hand. Management’s responsibility was to ensure that these workspaces were free from distractions such
as direct sunlight, excessive noise, or other environmental factors that could hinder productivity. During
this period, the related ISO 9241 series documents were developed and issued for workplace ergonomics to
guide the design of these environments.
5.2 The rise of the shared office
The concept of shared offices emerged primarily as a cost-saving measure. Office managers sought to
optimize space by accommodating multiple working persons within the same workspace, particularly when
these individuals were not present at the same time. This practice, initially focused on reducing overhead
costs, began to grow and extend to other roles, such as sales, where working persons were often off-site.
Over time, shared office spaces became more common, promoting flexible usage of office resources and
further evolving the concept of the modern workplace. This early optimization of office space usage can be
considered a foundational step toward more advanced flexible working models, including ABW.
5.3 The start of ICT support
The 1970s marked the gradual introduction of ICT into workplaces, changing the way people worked and
interacted with their environment. Early computers, often sensitive to temperature and humidity and
typically noisy, were housed in dedicated rooms to minimize disruptions. These early systems were used by
specialized personnel who required such equipment for specific tasks. Despite the limitations, this period
laid the foundation for future integration of ICT into office settings, paving the way for more widespread use
of computers and digital tools in the following decades.
5.4 The start of ICT penetration
During the 1980s, ICT equipment began to shrink in size and increase in durability, making it feasible for
general office use. Despite these advancements, the high cost of such equipment limited its availability
primarily to authorized personnel and designated locations within the office. As the technology continued
to improve, its use gradually expanded, but still within controlled settings, with specialized staff relying on
ICT for tasks that required high computational power.

ISO/DTR 9241-520:2025(en)
5.5 The rise of personal ICT
By the 1990s, ICT equipment had become more affordable and compact, leading to widespread adoption
across individual workstations. The introduction of video display terminals (VDTs) became commonplace
in many office environments. This shift highlighted the need for ergonomic guidelines to protect users from
potential health risks, such as eye strain, neck pain, and repetitive strain injuries. In response, ISO 9241
series was developed and issued standards to ensure the safe and ergonomic use of VDTs, emphasizing the
importance of workstation setup, posture, and regular breaks.
5.6 Change of work
5.6.1 General
The 1990s marked a period of profound transformation in the workplace. Several factors, including
globalization, advancements in communication technologies, and the growing emphasis on work-life
balance, contributed to the evolution of work practices. These changes led to more flexible, adaptable work
environments and fundamentally altered how, when, and where work was performed. Collectively, these
changes set the stage for more structured approaches to flexible work, such as ABW, which would soon
[14]
become formalized.
5.6.2 Globalization
Globalization in the 1990s redefined both the timing and location of work. With businesses expanding across
borders, collaboration among teams in different locations and time zones became increasingly common.
As a result, working persons were required to adopt flexible working hours to accommodate these global
partnerships, often working outside of traditional office hours and in non-standard time zones.
5.6.3 Work-life balance
The 1990s also saw the rise of the work-life balance movement, as organizations recognized the growing
importance of working persons’ well-being in boosting productivity, engagement, and retention. To support
this, many companies began implementing policies that promoted flexibility, such as offering flexible
working hours, telecommuting options, and family-friendly benefits. These policies encouraged working
persons to consider when, where, and how they worked, leading to a more individualized approach to work
that balanced professional responsibilities with personal needs.
5.6.4 Revolution of communication tool
Until the late 1990s, ICT equipment was typically confined to workstations, requiring physical cables
for power, networking, and other connections. However, the advent of wireless technologies began to
revolutionize this setup. Initially, cordless phones offered greater mobility, followed by the rise of mobile
phones, and eventually the development of smartphones. These innovations enabled computers and other
devices to connect wirelessly, significantly enhancing the flexibility of workspaces and granting working
persons unprecedented mobility. As a result, working persons were no longer tethered to fixed locations,
and the boundaries of the traditional office environment began to blur. During this period, telework started
being realized.
5.7 Changes in where to work
The early 2000s saw a major shift in work environments with the introduction of advanced communication
tools. Previously, working persons were often tied to physical workplaces due to the limitations of stationary
ICT equipment. The rise of wireless technologies, however, allowed for greater flexibility, enabling remote
work from home or other locations. Despite this newfound mobility, in-person meetings remained essential
for certain tasks, often requiring specialized ICT tools such as teleconferencing systems, whiteboards, and
projectors to facilitate collaboration. This era marked a significant change, where working persons could
work in diverse environments, yet still needed to maintain connectivity and coordination with teams.
During this period, ICT supports for telework became mature.

ISO/DTR 9241-520:2025(en)
5.8 The freedom of choosing where to work
The introduction of wireless technologies (with the notable exception of power cables) provided working
person with unprecedented freedom to choose their work locations. This technological shift dramatically
transformed the traditional office setup, where workers were previously required to remain at assigned
desks. With mobile ICT technologies, individuals could perform their duties from virtually anywhere,
whether at home, in transit, or in public spaces. This flexibility removed the need to be physically tied to a
specific location for most tasks, offering working persons greater autonomy in choosing environments that
best supported their work.
While this newfound freedom was empowering, it also presented challenges for management. Remote work
made it more difficult for managers to directly monitor performance compared to traditional office settings.
Despite the increased autonomy, managers were still responsible for overseeing team productivity and
engagement. This dynamic required a careful balance between allowing working persons the freedom to
choose their work environment and ensuring that accountability and performance were maintained.
This increased autonomy and flexibility laid important groundwork for the principles central to ABW,
emphasizing the empowerment of individuals to choose appropriate work environments based on specific tasks.
5.9 Changes to work
The shift toward flexibility in work locations required an equally significant change in how work was
managed. Moving away from conventional work styles to more flexible, activity-based models demanded
that management practices evolve. ABW emphasizes the need to adapt management strategies to support
diverse work styles and locations, ensuring both productivity and working person satisfaction. ABW
encourages managers to be more flexible, focusing on outcomes and performance rather than monitoring
where or when work is completed. As a result, organizations needed to rethink not just how work was
performed, but how it was overseen and assessed in an increasingly decentralized environment.
6 The current state of ABW
6.1 General
While the concept of ABW originated in the 1970s, it did not see widespread adoption until the 1990s.
During this period, advances in information and communication technology (ICT) began to enable more
flexible work environments, allowing working persons to choose where and how they work. By the 2020s,
ABW gained significant attention as an effective model for modern organizations. Today, it is increasingly
being embraced across various industries, as organizations recognize its potential to improve productivity,
working person satisfaction, and overall work-life balance.
However, this shift raised important questions about organizational control over work environments. As
working persons began selecting their own work locations, particularly in the first and third places (homes
and remote service facilities), concerns arose regarding how much control organizations have over these
environments. Balancing flexibility with productivity and accountability became a key challenge for
employers.
6.2 Year 2020 and COVID-19
The COVID-19 pandemic necessitated that working persons avoid crowded environments, prompting a shift
to alternative work locations such as homes (the “first place”), remote working service facilities (the “third
place”), and fixed offices (the “second place”). This period has been described as both “the end of the office”
and “the dawn of a new era of work”, offering a prime opportunity to implement ABW. However, as workers
choose their locations, questions arise about the extent of organizational control over these environments,
particularly the first and third places.

ISO/DTR 9241-520:2025(en)
6.3 Year 2023, after COVID-19
6.3.1 General
As the immediate impacts of the COVID-19 pandemic began to subside in 2023, several key trends emerged
in the office environment:
— Consolidation of remote work practices: remote work, which became prevalent during the pandemic,
continued to be a primary mode of work for many working people. Organizations began refining their
remote work policies and structures to ensure long-term success.
— Adoption of hybrid work models: many organizations adopted hybrid work models, combining remote
work and office work. This flexible approach allowed working people to enjoy the benefits of both
environments, fostering a better work-life balance and improved collaboration.
— Increased utilization of digital tools: the rapid adoption of digital communication and collaboration tools,
such as video conferencing, project management software, and cloud-based platforms, became integral
to maintaining productivity in remote and hybrid work settings.
— Implementation of flexible work arrangements: companies increasingly offered flexible work hours,
compressed workweeks, and other arrangements designed to give working person more control over
their schedules, promoting a healthier work-life balance.
— Emphasis on strengthening work-life balance: employers continued to recognize the importance of
supporting working persons’ well-being, placing a greater emphasis on initiatives that promote work-
life balance, mental health, and wellness programs.
— Enhancement of virtual collaboration: as face-to-face interactions decreased, organizations invested in
enhancing virtual collaboration tools, helping teams stay connected, share information seamlessly, and
collaborate effectively regardless of physical location.
However, the shift to flexible work models also introduced some emerging trends and challenges, such as:
— Mandatory office return policies: as companies began to reopen offices, some implemented mandatory
office return policies, which sparked debates about the balance between flexibility and organizational
control.
— Weakening of team cohesion: reduced in-person interactions raised concerns about the impact on team
cohesion and morale. The absence of spontaneous, face-to-face communication made it more challenging
to maintain strong interpersonal relationships within teams.
6.3.2 Consolidation of remote work practices
In the post-COVID-19 period, remote work practices became firmly established as organizations increasingly
embraced and normalized working from home or other off-site locations. This shift allowed working persons
to continue being productive while reducing the need for physical office presence. As remote work became
more integrated into organizational practices, companies fine-tuned their policies and infrastructure to
support long-term remote working, making it a permanent feature of many work environments.
6.3.3 Adoption of hybrid work models
In response to the changing dynamics of the workplace, many companies adopted hybrid work models that
blended remote and office work. This approach offered working persons the flexibility to work from home
or other locations while also fostering collaboration and face-to-face interactions on designated office days.
Hybrid models allowed organizations to balance the benefits of remote work – such as increased flexibility
and reduced commuting time – while maintaining the ability to connect in person for critical team activities
and brainstorming sessions.
ISO/DTR 9241-520:2025(en)
6.3.4 Utilization of digital tools
Digital tools became an integral part of the post-pandemic workplace, with organizations investing heavily
in platforms such as project management systems, video conferencing tools, and cloud-based collaboration
software. These technologies enabled seamless communication and workflow management, helping teams
stay connected and efficient regardless of their physical locations. The rise of these tools facilitated remote
work, making it easier for working persons to collaborate in real-time, share documents, and manage tasks
without disruption.
6.3.5 Implementation of flexible work arrangements
To better accommodate the diverse needs of working persons, companies introduced flexible work
arrangements. These options included flexible working hours, compressed workweeks, and job sharing,
allowing working persons to tailor their schedules to fit personal obligations while still meeting
organizational objectives. Flexible work arrangements not only improved work-life balance but also
empowered working persons to manage their time more effectively, leading to higher job satisfaction and
retention.
6.3.6 Strengthening of work-life balance
Organizations increas
...

ISO/DTR 9241--520:2025(en)
ISO/TC 159/SC 4/WG 3
Secretariat: BSI
Date: 2025-07-05-09-23
Ergonomics of human-system interaction —
Part 520:
Ergonomics aspect of activity-based working (ABW)

DTR stage
Warning for WDs and CDs
This document is not an ISO International Standard. It is distributed for review and comment. It is subject to
change without notice and may not be referred to as an International Standard.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of
which they are aware and to provide supporting documentation.

A model document of an International Standard (the Model International Standard) is available at:

ISO #####-#:####(X)
2 © ISO #### – All rights reserved

ISO/DTR 9241--520:2025(:(en)
All rights reserved. Unless otherwise specified, or required in the context of its implementation, 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
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Phone: + 41 22 749 01 11
EmailE-mail: [e-mail]
Website: www.iso.orgwww.iso.org
Published in Switzerland
iii
ISO #####-#:####(X/DTR 9241-520:(en)
Contents
Foreword . v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Intended audience . 5
5 Change of working environment . 6
5.1 Before the ICT era . 6
5.2 The rise of the shared office . 6
5.3 The start of ICT support . 6
5.4 The start of ICT penetration . 6
5.5 The rise of personal ICT . 6
5.6 Change of work . 7
5.7 Changes in where to work . 7
5.8 The freedom of choosing where to work . 7
5.9 Changes to work . 8
6 The current state of ABW . 8
6.1 General . 8
6.2 Year 2020 and COVID-19 . 8
6.3 Year 2023, after COVID-19 . 9
6.4 The categorizations of business activities . 11
6.5 Ergonomic considerations . 17
7 Applying ABW: a before-and-after comparison . 20
7.1 General idea . 20
7.2 Methods for evaluation . 20
7.3 Methods for task completion evaluation . 21
8 Discussion . 22
8.1 General . 22
8.2 Clear understanding of ABW . 23
8.3 Clear implementation guideline of ABW . 23
8.4 Clear review guideline of implementing ABW . 23
8.5 Ergonomics considerations for work environments . 23
8.6 Others . 24
9 Conclusion . 24
Bibliography . 25

© ISO #### 2025 – All rights reserved
iv
ISO/DTR 9241--520:2025(:(en)
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).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights
in respect thereof. As of the date of publication of this document, ISO had not received notice of (a) patent(s)
which may be required to implement this document. However, implementers are cautioned that this may not
represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 159, Ergonomics, Subcommittee SC 4,
Ergonomics of human-system interaction.
A list of all parts in the ISO 9241 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
v
ISO #####-#:####(X/DTR 9241-520:(en)
Introduction
The rapid advancement of Informationinformation and Communication Technologiescommunication
technologies (ICT), including mobile phones, mobile computers, and wireless connections, has led to a
significant transformation in the workplace. Traditional constraints on the working environment have been
eased, offering working persons increased flexibility to select their workspaces based on the tasks at hand.
This freedom to choose a working environment, suited to specific activities, has reshaped how and where
work is done, allowing working persons to work from home, remote locations, or other spaces that best
support their needs.
In addition to these technological advancements, the COVID-19 pandemic has further accelerated this shift by
challenging the conventional fixed-position work model. As a result, many individuals have had to adapt to
working from home or other non-traditional settings, leading to even greater flexibility in selecting their work
environments.
This shift away from the traditional office, where management assigns fixed workstations, introduces both
opportunities and challenges. While the ability to choose one’s workspace enhances autonomy and
productivity, it also carries the risk that the selected environment maymight not be ergonomically suitable for
the task, potentially leading to discomfort or long-term health issues.
This technical reportdocument explores the concept of Activity-Based Workingactivity-based working (ABW)
and the importance of ergonomic considerations in this new, flexible work paradigm. It highlights how the
various aspects of the work environment – such as sound, lighting, air quality, posture, and workstation
components – mustneed to be carefully designed to support working person well-being and productivity in
ABW settings.
© ISO #### 2025 – All rights reserved
vi
ISO/DTR 9241-520:(en)
Ergonomics of human-system interaction —
Part 520:
Ergonomics aspect of activity-based working (ABW)
1 Scope
This document addresses the ergonomic aspects of activity based working (ABW) with the aim of possibly
developing a related international standard in the future, focusing on ergonomic requirements for ABW.
This document provides an overview of activity-based working (ABW) from an ergonomics perspective. It
describes the historical and recent changes in working arrangements, particularly with regard to location and
flexibility, and examines the emergence and current state of ABW. The document presents examples of how
different organizations categorize business activities in the context of ABW and discusses ergonomic
considerations relevant to these work settings.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1 3.1
activity
activities include any purposeful actionsaction carried out by an organization, whether for profit
or not, in pursuit of its mission or goals.
Note 1 to entry: This general term encompasses all types of organized activities performed by entities including private
companies, public institutions, and non-profit organizations. Such activities maycan include operations, investment,
communication, and service delivery, and are aimed at fulfilling organizational objectives.
3.2 3.2
work
purposeful human activity (3.1) involving physical and/or cognitive tasks (3.3), or both, conducted
individually or collaboratively, to achieve defined goals within an organizational context
Note 1 to entry : : No single definition of “work” exists in the ISO 9241ISO 9241 series. This definition is provided
specifically for the purposes of this document, and aligns with the concept of a work system as referenced in
ISO 6385ISO 6385 and office-related tasks in ISO 9241‑ISO 9241-2.
3.3 3.3
task
set of activities (3.1) undertaken in order to achieve a specific goal
Note 1 to entry: These activities can be physical, perceptual, and/or cognitive, or a combination of these.
ISO/DTR 9241-520:(en)
Note 2 to entry: While goals are independent of the means used to achieve them, tasks describe the particular means of
achieving goals.
[SOURCE: ISO 9241--11:2018:, 3.1.11]
3.4 3.4
activity-based working
ABW
style of work (3.2) where working persons (3.5) can choose their work environment (e.g.,. working time,
workplace (3.10,), resources, or co-working persons) according to their work (or activity)), designed to
support different kinds of activities (3.1)
Note 1 to entry: It is assumed that the office prepares a concentration area, relaxation area, meeting area, etc., from which
working persons can select their workspace (3.7.).
Note 2 to entry: From the perspective of management, the outcomes achieved by working persons and the quality of life
(QOL) of working persons are very important. The ratio of attendance to work time is not evaluated.
3.5 3.5
working person
)
individual who performs tasks (3.3
Note 1 to entry: The term ‘working person’ is preferred over ‘worker’ to avoid confusion, as ‘worker’ can imply a blue-
collar context. In this document, ‘working person’ refers explicitly to office workers.
Note 2 to entry: In ISO documentdocuments, a ‘worker’ is defined differently in several contextcontexts. For example,
ISO 45001 defines as follows: worker: as a person performing work (3.2) or work-related activities (3.1) under the control
of the organization.
3.6 3.6
activity setting
physical environment or space within an office that is specifically designed to support a particular type of
activity (3.1)
3.7 3.7
workspace
volume of space allocated to one or more persons in the work system to complete a work task (3.3)
Note 1 to entry: In an activity-based working (AWB) (3.4) model, the workspace is not assigned to a specific working
person (3.5,), but rather it is chosen based on the type of work (3.2) that needs to be done. For example, a working person
can choose to work in a private office for focused work, a shared space for collaboration, or a lounge area for informal
meetings.
Note 2 to entry: The design of the workspace is important in activity-based working because it can affect working person
productivity, creativity, and well-being. A well-designed workspace should provideprovides working persons with the
tools and resources they need to perform their work effectively and efficiently, while also supporting their physical and
mental health.
[SOURCE: ISO 9241-5:2024:, 3.24]25, modified — Notes to entry have been added.]
3.8 3.9
working
having a job for which you are paid or assigned
3.9 3.10
workplace
place, whether permanent or temporary, where people perform work (3.2) purposes
© ISO #### 2025 – All rights reserved
ISO/DTR 9241-520:(en)
Note 1 to entry: Adapted from ISO 45001:2018.
Note 2 to entry: Sometimes, it is mentioned that there are ‘first workplace’, ‘second workplace’, and/or ‘third ’workplace’.
However, the definitions and usages of those terms are not clear.
[11 ]
Note 2 3 to entry: Those words would be different from Oldenburg’s ‘first place’, ‘second place’ and/or ‘third place’. .[8]
Note 3 4 to entry : Table 1: Table 1 and Figure 1Figure 1 show the relationship among workplaces conceptworkplace
concepts.
Note 4 5 to entry :: The US office of Personnel Management (OPM) defines and describes the concept of workplace
1)
concept. .
Note 5 6 to entry: Although ISO 9241-5:2024 (Clause, 3.24) defines "“workplace"” as an arrangement of workstations
allocated to one person to complete a work task (3.3,), this document adopts the definition from ISO 45001:2018 (Clause
3.6) as more suitable in the context of activity-based working (ABW) (3.4.).
Note 6 7 to entry: In contrast to workspace (3.7,), which refers to a specific physical area provided by the organization
(such as a workstation or collaborative zone), workplace is a broader term referring to any location— ‒ permanent or
temporary— ‒ where work is performed, including remote or mobile settings.
[SOURCE: ISO 45001:2018: 3.6]
3.113.10 3.11
remote work
work (3.2) performed primarily or exclusively from a location other than the organization'sorganization-’s
official worksite, without a regular expectation to return
Note 1 to entry : Table 1: Table 1 and Figure 1Figure 1 show the relationship among workplaces conceptworkplace
concepts.
3.123.11 3.12
hybrid work
combination work of office work (3.15-based) and remote work (3.11working,), which can vary in terms of
scheduling and locations
Note 1 to entry : Table 1: Table 1 and Figure 1Figure 1 show the relationship among workplaces conceptworkplace
concepts.
3.133.12 3.12
telework
work (3.2) arrangement involving regularly scheduled alternation between the organization'sorganization’s
official worksite and an alternative worksite, such as home or a satellite office
Note 1 to entry : Table 1: Table 1 and Figure 1Figure 1 show the relationship among workplaces conceptworkplace
concepts.
3.143.13 3.13
working from Homehome
work (3.2) conducted solely from one'sone’s residence, usually aligned closely with standard office hours
Note 1 to entry : Table 1: Table 1 and Figure 1Figure 1 show the relationship among workplaces conceptworkplace
concepts.
1) https://www.opm.gov/frequently-asked-questions/telework-faq/remote-work/
ISO/DTR 9241-520:(en)
3.153.14 3.13
office work
traditional office work
work (3.2) entirely from a central office location, with assigned workstations, fixed schedules, and minimal
flexibility regarding location and working hours
Note 1 to entry : Table 1: Table 1 and Figure 1Figure 1 show the relationship among workplaces concept
workplace concepts.
Table 1 — Workplace concepts
Concept Place Time Description
Remote work Primarily outside Flexible (sync Employee performs duties primarily or exclusively
(3.11Work) main office &and async) from locations other than the
organization'sorganization’s official worksite, without
regular expectations to return.
Hybrid work Office and remote Structured or Combination of office-based and remote working can
(3.12Work) locations Flexibleflexible vary in terms of scheduling and locations.
Telework Alternate between Structured Regularly scheduled arrangement where employees
(3.13) office and home/ or schedules alternate between the organization'sorganization’s
satellite office official worksite and alternative worksite (home or
satellite office).
Working from Exclusively home Usually follows Work conducted solely from one'sone’s residence,
home regular office usually aligned closely with standard office hours.
(3.14Home) hours
Traditional Exclusively the Structured, fixed Employees work entirely from a central office
Office work main office schedules location, with assigned workstations, fixed schedules,
(3.15Work) and minimal flexibility regarding location and
working hours.
1 2
© ISO #### 2025 – All rights reserved
ISO/DTR 9241-520:(en)
Key
1 remote work (3.11)
2 office work (3.15)
3 telework (3.13)
4 hybrid work (3.12)
5 working from home (3.14)
Figure 1 — Workplace concepts
3.15
virtual workplace
wor remote work
k
(3.2
2 traditional office work
3 telework
4 hybrid work
5 work from home
Figure 1 — workplaces
) environment that is primarily digital or online, rather than confined to a physical office space
4 Intended audience
This technical reportdocument provides insights into ABW, a modern approach to work. The intended
audience includes:
— Working person: Individualsindividuals who will be directly impacted by ABW practices and can be
responsible for adapting to new work environments.
— Supervisors and team leaders: Managersmanagers and leaders who oversee teams and play a key role in
facilitating the successful implementation of ABW.
ISO/DTR 9241-520:(en)
— Office managers and facility coordinators: Professionalsprofessionals responsible for managing office
environments, ensuring that workspaces are suitable for ABW and aligned with ergonomic standards.
— Employers, executives, and top management: Decisiondecision-makers and senior leadership who are
responsible for adopting and promoting ABW within an organization.
— Office developers, consultants, and service providers: Externalexternal partners who provide expertise in
workspace design, ABW implementation, and related services.
5 Change of working environment
5.1 Before the ICT era
Prior to the widespread adoption of Information and Communication Technologiesinformation and
communication technologies (ICT), office management was responsible for providing appropriate work
environments. This included ensuring access to essential ICT equipment, such as phones and computer
terminals, as well as suitable furniture likesuch as desks and chairs. Work environments were designed with
specific ergonomic requirements tailored to the tasks at hand. Management’s responsibility was to ensure that
these workspaces were free from distractions such as direct sunlight, excessive noise, or other environmental
factors that could hinder productivity. During this period, the related ISO 9241 series documents were
developed and issued for workplace ergonomics to guide the design of these environments.
5.2 The rise of the shared office
The concept of shared offices emerged primarily as a cost-saving measure. Office managers sought to optimize
space by accommodating multiple working persons within the same workspace, particularly when these
individuals were not present at the same time. This practice, initially focused on reducing overhead costs,
began to grow and extend to other roles, such as sales, where working persons were often off-site. Over time,
shared office spaces became more common, promoting flexible usage of office resources and further evolving
the concept of the modern workplace. This early optimization of office space usage can be considered a
foundational step toward more advanced flexible working models, including ABW.
5.3 The start of ICT support
The 1970s marked the gradual introduction of ICT into workplaces, changing the way people worked and
interacted with their environment. Early computers, often sensitive to temperature and humidity and typically
noisy, were housed in dedicated rooms to minimize disruptions. These early systems were used by specialized
personnel who required such equipment for specific tasks. Despite theirthe limitations, this period laid the
foundation for future integration of ICT into office settings, paving the way for more widespread use of
computers and digital tools in the following decades.
5.4 The start of ICT penetration
During the 1980s, Information and Communication Technology (ICT)ICT equipment began to shrink in size
and increase in durability, making it feasible for general office use. Despite these advancements, the high cost
of such equipment limited its availability primarily to authorized personnel and designated locations within
the office. As the technology continued to improve, its use gradually expanded, but still within controlled
settings, with specialized staff relying on ICT for tasks that required high computational power.
5.5 The rise of personal ICT
By the 1990s, ICT equipment had become more affordable and compact, leading to widespread adoption
across individual workstations. The introduction of video display terminals (VDTs) became commonplace in
many office environments. This shift highlighted the need for ergonomic guidelines to protect users from
potential health risks, such as eye strain, neck pain, and repetitive strain injuries. In response, ISO 9241 series
© ISO #### 2025 – All rights reserved
ISO/DTR 9241-520:(en)
was developed and issued standards to ensure the safe and ergonomic use of VDTs, emphasizing the
importance of workstation setup, posture, and regular breaks.
5.6 Change of workingwork
5.6.1 General
The 1990s marked a period of profound transformation in the workplace. Several factors, including
globalization, advancements in communication technologies, and the growing emphasis on work-life balance,
contributed to the evolution of work practices. These changes led to more flexible, adaptable work
environments and fundamentally altered how, when, and where work was performed. Collectively, these
changes set the stage for more structured approaches to flexible work, such as ABW, which would soon
[14 ]
become formalized. .[13]
5.6.2 Globalization
Globalization in the 1990s redefined both the timing and location of work. With businesses expanding across
borders, collaboration among teams in different locations and time zones became increasingly common. As a
result, working persons were required to adopt flexible working hours to accommodate these global
partnerships, often working outside of traditional office hours and in non-standard time zones.
5.6.3 Work-life balance
The 1990s also saw the rise of the work-life balance movement, as organizations recognized the growing
importance of working personpersons’ well-being in boosting productivity, engagement, and retention. To
support this, many companies began implementing policies that promoted flexibility, such as offering flexible
working hours, telecommuting options, and family-friendly benefits. These policies encouraged working
persons to consider when, where, and how they worked, leading to a more individualized approach to work
that balanced professional responsibilities with personal needs.
5.6.4 Revolution of communication tool
Until the late 1990s, ICT equipment was typically confined to workstations, requiring physical cables for
power, networking, and other connections. However, the advent of wireless technologies began to
revolutionize this setup. Initially, cordless phones offered greater mobility, followed by the rise of mobile
phones, and eventually the development of smartphones. These innovations enabled computers and other
devices to connect wirelessly, significantly enhancing the flexibility of workspaces and granting working
persons unprecedented mobility. As a result, working persons were no longer tethered to fixed locations, and
the boundaries of the traditional office environment began to blur. During this period, telework started being
realized.
5.7 Changes in where to work
The early 2000s saw a major shift in work environments with the introduction of advanced communication
tools. Previously, working persons were often tied to physical workplaces due to the limitations of stationary
ICT equipment. The rise of wireless technologies, however, allowed for greater flexibility, enabling remote
work from home or other locations. Despite this newfound mobility, in-person meetings remained essential
for certain tasks, often requiring specialized ICT tools such as teleconferencing systems, whiteboards, and
projectors to facilitate collaboration. This era marked a significant change, where working persons could work
in diverse environments, yet still needed to maintain connectivity and coordination with teams. During this
period, ICT supports for telework became mature.
5.8 The freedom of choosing where to work
The introduction of wireless technologies (with the notable exception of power cables) provided working
person with unprecedented freedom to choose their work locations. This technological shift dramatically
ISO/DTR 9241-520:(en)
transformed the traditional office setup, where workers were previously required to remain at assigned desks.
With mobile ICT technologies, individuals could perform their duties from virtually anywhere, whether at
home, in transit, or in public spaces. This flexibility removed the need to be physically tied to a specific location
for most tasks, offering working persons greater autonomy in choosing environments that best supported
their work.
While this newfound freedom was empowering, it also presented challenges for management. Remote work
made it more difficult for managers to directly monitor performance compared to traditional office settings.
Despite the increased autonomy, managers were still responsible for overseeing team productivity and
engagement. This dynamic required a careful balance between allowing working persons the freedom to
choose their work environment and ensuring that accountability and performance were maintained.
This increased autonomy and flexibility laid important groundwork for the principles central to ABW,
emphasizing the empowerment of individuals to choose appropriate work environments based on specific
tasks.
5.9 Changes to work
The shift toward flexibility in work locations required an equally significant change in how work was managed.
Moving away from conventional work styles to more flexible, activity-based models demanded that
management practices evolve. ABW emphasizes the need to adapt management strategies to support diverse
work styles and locations, ensuring both productivity and working person satisfaction. ABW encourages
managers to be more flexible, focusing on outcomes and performance rather than monitoring where or when
work is completed. As a result, organizations needed to rethink not just how work was performed, but how it
was overseen and assessed in an increasingly decentralized environment.
6 The current state of ABW
6.1 General
While the concept of ABW originated in the 1970s, it did not see widespread adoption until the 1990s. During
this period, advances in information and communication technology (ICT) began to enable more flexible work
environments, allowing working persons to choose where and how they work. By the 2020s, ABW gained
significant attention as an effective model for modern organizations. Today, it is increasingly being embraced
across various industries, as organizations recognize its potential to improve productivity, working person
satisfaction, and overall work-life balance.
However, this shift raised important questions about organizational control over work environments. As
working persons began selecting their own work locations, particularly in the first and third places (homes
and remote service facilities), concerns arose regarding how much control organizations should have over
these environments. Balancing flexibility with productivity and accountability became a key challenge for
employers.
6.2 Year 20232020 and COVID-19
The COVID-19 pandemic necessitated that working persons avoid crowded environments, prompting a shift
to alternative work locations such as homes (the “first place”), remote working service facilities (the “third
place”), and fixed offices (the “second place”). This period has been described as both “the end of the office”
and “the dawn of a new era of work”, offering a prime opportunity to implement ABW. However, as workers
choose their locations, questions arise about the extent of organizational control over these environments,
particularly the first and third places.
© ISO #### 2025 – All rights reserved
ISO/DTR 9241-520:(en)
6.3 Year 2023, after COVID-19
6.3.1 General
As the immediate impacts of the COVID-19 pandemic began to subside in 2023, several key trends emerged in
the office environment:
— Consolidation of remote work practices: Remoteremote work, which became prevalent during the
pandemic, continued to be a primary mode of work for many working people. Organizations began refining
their remote work policies and structures to ensure long-term success.
— Adoption of hybrid work models: Manymany organizations adopted hybrid work models, combining
remote work and in-office work. This flexible approach allowed working people to enjoy the benefits of
both environments, fostering a better work-life balance and improved collaboration.
— Increased utilization of digital tools: Thethe rapid adoption of digital communication and collaboration
tools, such as video conferencing, project management software, and cloud-based platforms, became
integral to maintaining productivity in remote and hybrid work settings.
— Implementation of flexible work arrangements: Companiescompanies increasingly offered flexible work
hours, compressed workweeks, and other arrangements designed to give working person more control
over their schedules, promoting a healthier work-life balance.
— Emphasis on strengthening work-life balance: Employersemployers continued to recognize the
importance of supporting working persons’ well-being, placing a greater emphasis on initiatives that
promote work-life balance, mental health, and wellness programs.
— Enhancement of virtual collaboration: Asas face-to-face interactions decreased, organizations invested in
enhancing virtual collaboration tools, helping teams stay connected, share information seamlessly, and
collaborate effectively regardless of physical location.
However, the shift to flexible work models also introduced some emerging trends and challenges, such as:
— Mandatory office return policies: Asas companies began to reopen offices, some implemented mandatory
office return policies, which sparked debates about the balance between flexibility and organizational
control.
— Weakening of team cohesion: Reducedreduced in-person interactions raised concerns about the impact
on team cohesion and morale. The absence of spontaneous, face-to-face communication made it more
challenging to maintain strong interpersonal relationships within teams.
6.3.2 Consolidation of remote work practices
In the post-COVID-19 period, remote work practices became firmly established as organizations increasingly
embraced and normalized working from home or other off-site locations. This shift allowed working persons
to continue being productive while reducing the need for physical office presence. As remote work became
more integrated into organizational practices, companies fine-tuned their policies and infrastructure to
support long-term remote working, making it a permanent feature of many work environments.
6.3.3 Adoption of hybrid work models
In response to the changing dynamics of the workplace, many companies adopted hybrid work models that
blended remote and in-office work. This approach offered working persons the flexibility to work from home
or other locations while also fostering collaboration and face-to-face interactions on designated office days.
Hybrid models allowed organizations to balance the benefits of remote work – such as increased flexibility
ISO/DTR 9241-520:(en)
and reduced commuting time – while maintaining the ability to connect in person for critical team activities
and brainstorming sessions.
6.3.4 Utilization of digital tools
Digital tools became an integral part of the post-pandemic workplace, with organizations investing heavily in
platforms likesuch as project management systems, video conferencing tools, and cloud-based collaboration
software. These technologies enabled seamless communication and workflow management, helping teams
stay connected and efficient regardless of their physical locations. The rise of these tools facilitated remote
work, making it easier for working persons to collaborate in real-time, share documents, and manage tasks
without disruption.
6.3.5 Implementation of flexible work arrangements
To better accommodate the diverse needs of working persons, companies introduced flexible work
arrangements. These options included flexible working hours, compressed workweeks, and job sharing,
allowing working persons to tailor their schedules to fit personal obligations while still meeting organizational
objectives. Flexible work arrangements not only improved work-life balance but also empowered working
persons to manage their time more effectively, leading to higher job satisfaction and retention.
6.3.6 Strengthening of work-life balance
Organizations increasingly recognized the importance of fostering work-life balance for working
personpersons’ well-being. Many companies introduced measures such as wellness programs, mental health
initiatives, and flexible time-off policies to support their working persons’ physical and mental health.
Additionally, companies encouraged regular breaks throughout the workday to help working persons
recharge, thereby improving productivity and reducing stress. This growing emphasis on work-life balance
was seen as key to maintaining a healthy, and engaged workforce.
6.3.7 Virtual collaboration
The rise of virtual collaboration tools revolutionized teamwork in the post-COVID-19 workplace. Remote
teams now relied on real-time collaboration through virtual meeting platforms, document-sharing systems,
and online project management tools. These tools enabled working persons to work together effectively,
regardless of their physical location. As a result, virtual collaboration became a cornerstone of remote and
hybrid work models, allowing teams to stay connected, share knowledge, and coordinate tasks without being
bound by geographic constraints.
6.3.8 Challenges associated with the return to the office
As companies began to reopen offices, some implemented mandatory return-to-office policies. This transition
posed significant challenges for working persons who had grown accustomed to remote work. Returning to a
physical workspace required working persons to adjust to new routines, which often impacted productivity
and work habits. Additionally, working persons had to navigate the challenges of hybrid setups, balancing in-
office work with remote tasks, which sometimes led to confusion and inefficiencies.
6.3.9 Weakening of team cohesion due to reduced face-to-face interactions
The reduced frequency of face-to-face interactions caused by remote work practices led to concerns about
weakening team cohesion. The absence of informal, spontaneous conversations that typically occur in an office
environment made it more difficult for teams to build strong interpersonal relationships. These unplanned
interactions, often in shared spaces like break rooms or hallways, are crucial for fostering trust, creativity, and
camaraderie. Without them, maintaining team dynamics and collaborative relationships became more
challenging.
© ISO #### 2025 – All rights reserved
ISO/DTR 9241-520:(en)
6.3.10 Virtual workplace
A A virtual workplacevirtual workplace refers to a work environment that is primarily digital or online, rather
than confined to a physical office space. It enables working persons to work remotely from various locations
using a range of digital tools and technologies. In a virtual workplace, working persons collaborate,
communicate, and perform tasks through virtual platforms such as video conferencing, project management
software, instant messaging apps, and cloud-based document-sharing systems. These tools facilitate effective
teamwork, regardless of where working persons are located.
The virtual workplace model emphasizes flexibility and autonomy, allowing working personpersons to decide
when and where they work, as long as they meet their goals and deliverables. By minimizing the reliance on
traditional office spaces, this model fosters remote work, enhances work-life balance, and can potentially
boost productivity. Ultimately, a virtual workplace uses technology to create a digital ecosystem where
working persons can work remotely while maintaining connectivity, collaboration, and engagement with their
colleagues and the organization.
6.4 The categorizations of business activities (business)
6.4.1 General
Business activities vary significantly across organizations, and identifying the appropriate ergonomic
parameters is crucial for selecting suitable work environments. This section provides examples of how various
industriesdifferent organizations categorize their business activities. These examples are drawn from the
2)
following companies such as: :
a) Veldhoen + + Company
b) Sanko Estate Co., Ltd.
c) NTT FACILITIES, Inc.
These examples highlight different approaches to categorizing business activities within the context of ABW.
NOTE ISO does not endorse these companies; they are included solely for illustrative purposes.
6.4.2 Examples of activities
The following subclauses describe how different organizations categorize their business activities. These
categorizations are examples and not exhaustive, offering insights into how work environments can be
tailored to support various types of activities.
NOTE These categorizations are examples and not exhaustive.
6.4.36.4.2 An exampleExample of activities (1),by Veldhoen+ + Company
6.4.3.16.4.2.1 General
Veldhoen + Company has categorized business activities into several distinct types, as illustrated in Figure 2
(see Figure 2).
NOTE 1 The activity names are defined separately from Veldhoen + + Company’s framework.
NOTE 2 The activity names are protected by copyright.: © Veldhoen + Company.

2)
These companies are included solely for illustrative purposes. This information is given for the convenience of users
of this document and does not constitute an endorsement by ISO.
ISO/DTR 9241-520:(en)
[SOURCE: Veldhoen+Company, reproduced with the permission of the authors.]
Examples
[SOURCE: Veldhoen + Company, reproduced with the permission of the authors.]
Figure 2 — Example of activities by Veldhoen+ + Company
The graphic above illustrates examples of activities as de
...

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FINAL DRAFT
ISO/DTR 9241-520.2:2026(en)
Technical
Report
ISO/DTR 9241-520.2
ISO/TC 159/SC 4
Ergonomics of human-system
Secretariat: BSI
interaction —
Voting begins on:
Part 520:
Ergonomics aspect of activity-based
Voting terminates on:
working (ABW)
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Partie 520: Aspects ergonomiques du travail basé sur l’activité
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ii
ISO/DTR 9241-520.2:2026(en)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Intended audience . 5
5 An overview of changes to the working environment . 5
5.1 Before the information and communication technologies (ICT) era .5
5.2 The rise of the shared workspaces .5
5.3 The start of ICT support .5
5.4 The start of ICT penetration .6
5.5 The rise of personal ICT .6
5.6 Change of work .6
5.6.1 General .6
5.6.2 Globalization .6
5.6.3 Work-life balance .6
5.6.4 Evolution of communication tool .6
5.7 Changes in where to work .6
5.8 The freedom of choosing where to work .7
5.9 Changes to work .7
6 The current state of ABW . 7
6.1 General .7
6.2 Year 2020 and COVID-19 .7
6.3 Year 2023, after COVID-19 .8
6.3.1 General .8
6.3.2 Consolidation of remote work practices .8
6.3.3 Adoption of hybrid work models . .8
6.3.4 Utilization of digital tools .8
6.3.5 Implementation of flexible work arrangements .8
6.3.6 Strengthening of work-life balance .9
6.3.7 Virtual collaboration .9
6.3.8 Challenges associated with the return to the office .9
6.3.9 Weakening of team cohesion due to reduced face-to-face interactions .9
6.3.10 Virtual workplace .9
6.4 The categorizations of business activities .9
6.4.1 General .9
6.4.2 Example of activities by Veldhoen + Company .10
6.4.3 Example of activities by Sanko Estate Co., Ltd. .11
6.4.4 Example of activities by NTT FACILITIES, Inc. . 13
6.5 Ergonomic considerations .14
6.5.1 General .14
6.5.2 Sound .14
6.5.3 Light . 15
6.5.4 Air . 15
6.5.5 Working position (posture) . 15
6.5.6 Workstation components .16
7 Applying ABW: A before-and-after comparison .16
7.1 General idea .16
7.2 Methods for evaluation .16
7.3 Methods for task completion evaluation .17
8 Discussion .18
8.1 General .18

iii
ISO/DTR 9241-520.2:2026(en)
8.2 Clear understanding of ABW .19
8.3 Clear implementation guideline of ABW .19
8.4 Clear review guideline of implementing ABW .19
8.5 Ergonomics considerations for work environments .19
8.5.1 Conventional way of considering work environments .19
8.5.2 New way of considering work environments .19
8.5.3 Who is responsible for the work environments .19
8.5.4 Personal preferences for work environments . . 20
8.6 Others . 20
9 Conclusion .20
Bibliography .21

iv
ISO/DTR 9241-520.2:2026(en)
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).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 159, Ergonomics, Subcommittee SC 4,
Ergonomics of human-system interaction.
A list of all parts in the ISO 9241 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

v
ISO/DTR 9241-520.2:2026(en)
Introduction
The rapid advancement of information and communication technologies (ICT), including mobile phones,
mobile computers, and wireless connections, has led to a significant transformation in the workplace.
Traditional constraints on the working environment have been eased, offering people increased flexibility
to select their workspaces based on the tasks at hand. This freedom to choose a working environment suited
to specific activities has reshaped how and where work is done, allowing people to work from home, remote
locations, or other spaces that best support their needs.
In addition to these technological advancements, the COVID-19 pandemic further accelerated this shift by
challenging conventional fixed-position work models. As a result, many individuals adapted to working from
home or other non-traditional settings, reinforcing flexibility in the selection of work environments.
This shift away from traditional office arrangements, in which management assigns fixed workstations,
presents both opportunities and challenges. While increased freedom in choosing work environments
can enhance autonomy and productivity, it also introduces the possibility that selected environments are
potentially not always ergonomically suitable for specific tasks, potentially leading to discomfort or long-
term health issues.
This document explores the concept of activity-based working (ABW) and examines ergonomic
considerations relevant to this flexible work paradigm. It describes how various aspects of the work
environment — such as sound, lighting, air quality, posture, and workstation components — can influence
well-being and productivity in ABW settings.
Effective implementation of ABW is often associated with a shared understanding of its underlying principles
within an organization. In the absence of commonly understood guidelines or shared intent, individuals can
interpret flexibility differently, which can lead to fragmented or inconsistent practices.
NOTE This document is intended to address general work environments. Its content can potentially not
be sufficient for safety-critical or highly specialized applications, where additional or more specific ergonomic
considerations are typically required.

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Ergonomics of human-system interaction —
Part 520:
Ergonomics aspect of activity-based working (ABW)
1 Scope
This document provides an overview of activity-based working (ABW) from an ergonomics perspective.
It describes historical and recent changes in working arrangements, particularly regarding location and
flexibility, and examines the emergence and current state of ABW. The document presents examples of how
organizations categorize business activities in the context of ABW and discusses ergonomic considerations
relevant to these work settings.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
activity
purposeful action carried out by an organization, whether for profit or not, in pursuit of its
mission or goals
Note 1 to entry: This general term encompasses all types of organized activities performed by entities including private
companies, public institutions, and non-profit organizations. Such activities can include operations, investment,
communication, and service delivery, and are aimed at fulfilling organizational objectives.
3.2
work
purposeful human activity (3.1) involving physical or cognitive tasks (3.3), or both, conducted individually
or collaboratively, to achieve defined goals within an organizational context
Note 1 to entry: No single definition of “work” exists in the ISO 9241 series. This definition aligns with the concept of a
work system as referenced in ISO 6385 and office-related tasks in ISO 9241-2.
3.3
task
set of activities (3.1) undertaken in order to achieve a specific goal
Note 1 to entry: These activities can be physical, perceptual, or cognitive, or a combination of these.
Note 2 to entry: While goals are independent of the means used to achieve them, tasks describe the particular means
of achieving goals.
ISO/DTR 9241-520.2:2026(en)
[SOURCE: ISO 9241-11:2018, 3.1.11]
3.4
activity-based working
ABW
style of work (3.2) where people can choose their work environment (e.g. working time, workplace (3.9),
resources, or co-worker) according to their work (or activity), designed to support different kinds of
activities (3.1)
Note 1 to entry: It is assumed that the office prepares a concentration area, relaxation area, meeting area, etc., from
which people can select their workspace (3.7).
Note 2 to entry: From the perspective of management, the outcomes achieved by people and the quality of life (QOL) of
working persons are very important. The ratio of attendance to work time is not evaluated.
3.5
working person
individual who performs tasks (3.3)
Note 1 to entry: The term “working person” is used in this document to avoid ambiguity associated with the term
“worker” in other ISO contexts. It refers specifically to people engaged in office-related work.
Note 2 to entry: In ISO documents, a “worker” is defined differently in several contexts. For example, ISO 45001 defines
worker as a person performing work (3.2) or work-related activities (3.1) under the control of the organization.
3.6
activity setting
physical environment or space within an office that is specifically designed to support a particular type of
activity (3.1)
3.7
workspace
volume of space allocated to one or more persons in the work system to complete a work task (3.3)
Note 1 to entry: In an activity-based working (AWB) (3.4) model, the workspace is not assigned to a specific working
person (3.5), but rather it is chosen based on the type of work (3.2) that needs to be done. For example, a working
person can choose to work in a private office for focused work, a shared space for collaboration, or a lounge area for
casual meetings. In an activity-based working (ABW) (3.4) model, the workspace is not assigned to a specific people
but is chosen based on the type of work (3.2) being performed. For example, a person can choose a private office for
focused work, a shared space for collaboration, or a lounge area for casual meetings.
Note 2 to entry: The design of the workspace is important in activity-based working because it can affect working
person productivity, creativity, and well-being. A well-designed workspace provides working persons with the tools
and resources they need to perform their work effectively and efficiently, while also supporting their physical and
mental health.
[SOURCE: ISO 9241-5:2024, 3.25, modified — Notes to entry have been added.]
3.8
working
having a job for which you are paid or assigned
3.9
workplace
place, whether permanent or temporary, where people perform work (3.2)
Note 1 to entry: Adapted from ISO 45001:2018.
Note 2 to entry: Sometimes, it is mentioned that there are "first workplace", "second workplace", and "third workplace".
However, the definitions and usages of those terms are not clear.
[11]
Note 3 to entry: Those words would be different from Oldenburg’s "first place", "second place" and "third place".
Note 4 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.

ISO/DTR 9241-520.2:2026(en)
1)
Note 5 to entry: The US office of Personnel Management (OPM) defines and describes the concept of workplace .
Note 6 to entry: Although ISO 9241-5:2024, 3.24 defines “workplace” as an arrangement of workstations allocated to
one person to complete a work task (3.3), this document adopts the definition from ISO 45001:2018 as more suitable in
the context of activity-based working (ABW) (3.4).
Note 7 to entry: In contrast to workspace (3.7), which refers to a specific physical area provided by the organization
(such as a workstation or collaborative zone), workplace is a broader term referring to any location ‒ permanent or
temporary ‒ where work is performed, including remote or mobile settings.
3.10
remote work
work (3.2) performed primarily or exclusively from a location other than the organization’s official worksite,
without a regular expectation to return
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.11
hybrid work
combination of office work (3.14) and remote work (3.10), which can vary in terms of scheduling and locations
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.12
telework
work (3.2) arrangement involving regularly scheduled alternation between the organization’s official
worksite and an alternative worksite, such as home or a satellite office
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.13
working from home
work (3.2) conducted solely from one’s residence, usually aligned closely with standard office hours
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.14
office work
traditional office work
work (3.2) entirely from a central office location, with assigned workstations, fixed schedules, and minimal
flexibility regarding location and working hours
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.

1) https:// www .opm .gov/ frequently -asked -questions/ telework -faq/ remote -work/

ISO/DTR 9241-520.2:2026(en)
Table 1 — Workplace concepts
Concept Place Time Description
Remote work Primarily outside Flexible (sync and Employee performs duties primarily or exclusively
(3.10) main office async) from locations other than the organization’s official
worksite, without regular expectations to return.
Hybrid work Office and remote Structured or Combination of office-based and remote working can
(3.11) locations flexible vary in terms of scheduling and locations.
Telework Alternate between Structured Regularly scheduled arrangement where employees
(3.12) office and home or schedules alternate between the organization’s official worksite
satellite office and alternative worksite (home or satellite office).
Working from Exclusively home Usually follows Work conducted solely from one’s residence, usually
home regular office aligned closely with standard office hours.
(3.13) hours
Office work Exclusively the Structured, fixed Employees work entirely from a central office
(3.14) main office schedules location, with assigned workstations, fixed schedules,
and minimal flexibility regarding location and
working hours.
Key
1 remote work (3.10)
2 office work (3.14)
3 telework (3.12)
4 hybrid work (3.11)
5 working from home (3.13)
Figure 1 — Workplace concepts
3.15
virtual workplace
work (3.2) environment that is primarily digital or online, rather than confined to a physical office space

ISO/DTR 9241-520.2:2026(en)
4 Intended audience
This document provides insights into ABW, a modern approach to work. The intended audience includes:
— Working people: individuals who are directly impacted by ABW practices and who can adapt their work
behaviours and environments accordingly.
— Supervisors and team leaders: individuals who coordinate and support teams and who can facilitate the
adoption of ABW practices in daily work.
— Office managers and facility coordinators: p people involved in planning, operating, or maintaining office
environments, including the coordination of spaces that support ABW from an ergonomic perspective.
— Employers, executives, and top management: decision-makers and senior leadership who can define
organizational direction, policies, or principles related to ABW.
— Office developers, consultants, and service providers: external parties who contribute expertise related
to workspace design, ABW concepts, or supporting services.
5 An overview of changes to the working environment
5.1 Before the information and communication technologies (ICT) era
Prior to the widespread adoption of information and communication technologies (ICT), work environments
were largely defined and prepared by organizations. In many cases, office management or related
organizational functions were responsible for providing ICT equipment such as telephones and computer
terminals, as well as furniture including desks and chairs.
NOTE "Office management” can include employers, executive officers, or top management, depending on
organizational context.
Work environments during this period were typically designed to match specific tasks, with attention to
ergonomic considerations such as lighting, noise, and layout. These environments often aimed to minimize
disturbances, including direct sunlight or excessive noise, that could negatively affect work performance.
During this time, several documents in the ISO 9241 series were developed to support the ergonomic design
of office workplaces.
5.2 The rise of the shared workspaces
The concept of shared desks emerged primarily as a means of improving space efficiency. Organizations
explored ways to allow multiple people to use the same desk at different times, particularly when work
involved frequent travel or off-site activities.
Initially introduced to reduce space-related costs, shared desk arrangements gradually became more
widespread and were applied to a broader range of roles. Over time, these arrangements contributed to
more flexible use of office resources and represented an early step toward later flexible working concepts,
including ABW.
NOTE In early implementations, sharing was often limited to desks or individual workstations. Over time, the
concept expanded to include broader aspects of the workspace.
5.3 The start of ICT support
The 1970s marked the early introduction of ICT into work environments. Early computer systems were often
large, sensitive to environmental conditions such as temperature and humidity, and generated considerable
noise. As a result, they were typically placed in dedicated rooms and operated by specialized personnel.
Although access to ICT was limited during this period, these early systems laid the groundwork for the
broader integration of digital technologies into office work in subsequent decades.

ISO/DTR 9241-520.2:2026(en)
5.4 The start of ICT penetration
During the 1980s, ICT equipment became smaller and more robust, making it increasingly suitable for office
use. However, high costs meant that access was often restricted to specific roles or locations. As technology
continued to evolve, its use expanded gradually within organizations, primarily for tasks requiring
specialized capabilities.
5.5 The rise of personal ICT
By the 1990s, ICT equipment had become more affordable and compact, enabling widespread use at
individual workstations. Video display terminals (VDTs) became common in office environments, drawing
attention to potential health risks such as visual fatigue, musculoskeletal discomfort, and repetitive strain.
In response, standards in the ISO 9241 series were developed to address ergonomic aspects of VDT work,
including workstation layout, posture, and the organization of work.
5.6 Change of work
5.6.1 General
The 1990s marked a period of significant change in work practices. Globalization, advances in communication
technologies, and growing awareness of work–life balance contributed to more flexible and adaptive ways
of working. These developments influenced when, where, and how work was carried out and created
[14]
conditions that later supported more structured flexible work approaches such as ABW.
5.6.2 Globalization
Globalization changed both the location and timing of work. As organizations expanded internationally,
collaboration across regions and time zones became common. In many cases, people adjusted their working
hours to accommodate partners or colleagues in different locations.
NOTE Such collaboration increasingly relied on asynchronous communication methods, including e-mail and
messaging, in addition to real-time interaction.
5.6.3 Work-life balance
During the same period, greater attention was given to work–life balance. Organizations increasingly
recognized that well-being can influence productivity, engagement, and retention. Various measures were
introduced, including flexible working hours, telecommuting, and family-supportive arrangements. These
developments encouraged people to reflect on when, where, and how they worked, contributing to more
individualized work patterns.
5.6.4 Evolution of communication tool
Until the late 1990s, ICT equipment was commonly tied to fixed workstations through physical connections
for power and data. Over time, wireless technologies reduced these constraints. Cordless phones, mobile
phones, and later smartphones expanded mobility and allowed devices to connect without fixed network
connections. These developments increased flexibility in workspace use and reduced dependence on fixed
locations. As a result, work was no longer strictly bound to a single physical workstation, and telework
became more feasible.
5.7 Changes in where to work
In the early 2000s, improvements in communication technologies further expanded where work could be
performed. Wireless connectivity made it possible to work from home or other locations while remaining
connected to colleagues and systems.

ISO/DTR 9241-520.2:2026(en)
At the same time, certain activities continued to benefit from face-to-face interaction, supported by tools
such as teleconferencing systems, whiteboards, and shared displays. This period marked a transition toward
more diverse work environments supported by mature ICT for telework.
5.8 The freedom of choosing where to work
Wireless ICT technologies enabled greater freedom in choosing work locations, reducing reliance on
assigned desks or fixed office layouts. People can perform many tasks from a variety of locations, including
home, transit environments, or public spaces.
This flexibility increased autonomy in selecting environments that supported specific activities. At the same
time, it altered how work was coordinated and observed, as traditional indicators such as presence became
less central.
These changes contributed to principles later associated with ABW, including the emphasis on matching
work environments to activities.
5.9 Changes to work
Greater flexibility in work location was accompanied by changes in how work was coordinated and
evaluated. As work became less tied to specific places or times, attention shifted toward outcomes and
results rather than physical presence. In many organizations, this led to adjustments in management
approaches to support diverse work styles and locations. Such changes provided an important foundation
for activity-based working, where flexibility and autonomy are considered in relation to both work activities
and organizational goals.
NOTE Real-time collaboration can be constrained by time-zone differences and that asynchronous collaboration
is often used in practice.
6 The current state of ABW
6.1 General
While the concept of ABW originated in the 1970s, it did not see widespread adoption until the 1990s. During
this period, advances in information and communication technology (ICT) enabled more flexible work
environments, allowing people to choose where and how they work. By the 2020s, ABW gained significant
attention as a model for modern organizations. It is now used across various industries, as organizations
recognize its potential to support productivity, satisfaction, and work–life balance.
At the same time, this shift raises questions about how work environments are shaped and influenced when
work is performed in locations that are not directly provided by the organization. As people increasingly
select work locations, including home and other non-office settings, organizations can have limited
ability to influence ergonomic conditions in those environments. Balancing flexibility with coordination,
accountability, and well-being remains an ongoing challenge for many organizations.
6.2 Year 2020 and COVID-19
The COVID-19 pandemic led many people to avoid crowded environments and to work from alternative
locations such as home (often described as the “first place”), remote working service facilities (sometimes
described as the “third place”), and offices (sometimes described as the “second place”). This period has
been described as both “the end of the office” and “the dawn of a new era of work”, and it accelerated interest
in ABW.
As work locations diversified, questions also emerged about the extent to which organizations can influence
ergonomic conditions in locations that are not directly controlled by the organization, particularly home
and third-place environments.
ISO/DTR 9241-520.2:2026(en)
6.3 Year 2023, after COVID-19
6.3.1 General
As the immediate impacts of the COVID-19 pandemic began to subside in 2023, several key trends emerged
in office-related work:
— Consolidation of remote work practices: remote work continued to be a primary mode of work for many
people, and organizations refined policies and support structures for longer-term use.
— Adoption of hybrid work models: many organizations combined remote work and office work, enabling
people to mix environments across the week.
— Increased utilization of digital tools: communication and collaboration platforms (e.g. video conferencing,
project management software, and cloud-based systems) became integral to remote and hybrid work.
— Implementation of flexible work arrangements: some organizations introduced flexible working hours,
compressed workweeks, and other arrangements that increased choice in scheduling.
— Emphasis on strengthening work–life balance: organizations continued to focus on well-being, including
mental health initiatives and wellness programmes.
— Enhancement of virtual collaboration: organizations invested in tools and practices to support
collaboration across locations.
The shift to flexible work models also introduced challenges, such as::
— Mandatory return-to-office policies: some organizations introduced policies that increased office
presence, prompting debate about flexibility and organizational direction.
— Weakening of team cohesion: reduced in-person interaction raised concerns about cohesion, casual
learning, and workplace social connection.
6.3.2 Consolidation of remote work practices
In the post-COVID-19 period, remote work practices became firmly established in many organizations.
Working from home and other off-site locations allowed people to remain productive while reducing
reliance on physical office presence. As remote work became more integrated, organizations refined policies,
infrastructure, and support mechanisms to sustain remote work over the longer term.
6.3.3 Adoption of hybrid work models
Many organizations adopted hybrid work models that combined remote and office work. This approach
enabled people to work from a range of locations while also supporting periodic face-to-face interaction for
activities that benefit from in-person collaboration.
6.3.4 Utilization of digital tools
Digital tools became central to post-pandemic work, including project management systems, video
conferencing platforms, and cloud-based collaboration tools. These technologies supported communication
and workflow coordination across locations, enabling teams to share documents, manage tasks, and
collaborate.
NOTE Collaboration is not always performed in real time. In global work, time-zone differences and non-
overlapping working hours often lead to asynchronous collaboration (e.g. e-mail and messaging) alongside real-time
meetings.
6.3.5 Implementation of flexible work arrangements
To accommodate diverse needs, some organizations introduced flexible work arrangements such as flexible
working hours, compressed workweeks, and job sharing. These arrangements allowed people to adjust

ISO/DTR 9241-520.2:2026(en)
schedules while meeting organizational goals and contributed to job satisfaction and retention in some
contexts.
6.3.6 Strengthening of work-life balance
Organizations increasingly emphasized work–life balance and well-being. Some introduced wellness
programmes, mental health initiatives, and flexible leave policies. Breaks and recovery practices were also
promoted in various ways to support sustainable work performance.
6.3.7 Virtual collaboration
Virtual collaboration became a cornerstone of remote and hybrid work. Teams used online meeting
platforms, document-sharing systems, and project management tools to coordinate tasks and share
knowledge across locations.
NOTE Virtual collaboration can combine real-time interaction with asynchronous communication, depending on
time-zone differences and working-hour overlap.
6.3.8 Challenges associated with the return to the office
As offices reopened, some organizations introduced mandatory return-to-office policies. For people
accustomed to remote work, returning to office environments required adjustment to routines and
commuting. Hybrid arrangements also introduced coordination challenges, including managing activities
across multiple locations.
6.3.9 Weakening of team cohesion due to reduced face-to-face interactions
Reduced face-to-face interaction raised concerns about team cohesion. Informal and spontaneous
conversations in shared spaces can support trust, learning, and workplace relationships. When such
interaction decreases, maintaining team dynamics and shared understanding can become more challenging.
6.3.10 Virtual workplace
A virtual workplace is a work (3.2) environment in which collaboration, communication, and task
performance are primarily supported through digital tools and online systems. This can include video
conferencing, project management platforms, messaging applications, and cloud-based document sharing.
Virtual workplaces are often associated with increased flexibility in where work is performed and can
support remote or hybrid arrangements. In many cases, they rely on shared digital practices that help teams
maintain coordination, communi
...

ISO/DTR 9241-520.2
ISO/TC 159/SC 4
Secretariat: BSI
Date: 2025-12-302026-05-20
Ergonomics of human-system interaction —
Part 520:
Ergonomics aspectsaspect of activity-based working (ABW)
Ergonomie de l'interaction homme-système —
Partie 520: Aspects ergonomiques du travail basé sur l’activité (ABW)

ISO/DTR 9241-520.2:(en)
All rights reserved. Unless otherwise specified, or required in the context of its implementation, 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
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
E-mail: [e-mail]
Website: www.iso.org
Published in Switzerland
ii
ISO/DTR 9241-520.2:(en)
Contents
Foreword . iv
Introduction . v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Intended audience . 5
5 An overview of changes to the working environment . 6
5.1 Before the information and communication technologies (ICT) era . 6
5.2 The rise of the shared workspaces . 6
5.3 The start of ICT support . 6
5.4 The start of ICT penetration . 7
5.5 The rise of personal ICT . 7
5.6 Change of work . 7
5.7 Changes in where to work . 7
5.8 The freedom of choosing where to work . 8
5.9 Changes to work . 8
6 The current state of ABW . 8
6.1 General . 8
6.2 Year 2020 and COVID-19 . 8
6.3 Year 2023, after COVID-19 . 9
6.4 The categorizations of business activities . 10
6.5 Ergonomic considerations . 16
7 Applying ABW: A before-and-after comparison . 18
7.1 General idea . 18
7.2 Methods for evaluation . 18
7.3 Methods for task completion evaluation . 19
8 Discussion . 20
8.1 General . 20
8.2 Clear understanding of ABW . 21
8.3 Clear implementation guideline of ABW . 21
8.4 Clear review guideline of implementing ABW . 21
8.5 Ergonomics considerations for work environments . 21
8.6 Others . 22
9 Conclusion . 22
Bibliography . 23

iii
ISO/DTR 9241-520.2:(en)
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).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights
in respect thereof. As of the date of publication of this document, ISO had not received notice of (a) patent(s)
which may be required to implement this document. However, implementers are cautioned that this may not
represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 159, Ergonomics, Subcommittee SC 4,
Ergonomics of human-system interaction.
A list of all parts in the ISO 9241 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
iv
ISO/DTR 9241-520.2:(en)
Introduction
The rapid advancement of information and communication technologies (ICT), including mobile phones,
mobile computers, and wireless connections, has led to a significant transformation in the workplace.
Traditional constraints on the working environment have been eased, offering people increased flexibility to
select their workspaces based on the tasks at hand. This freedom to choose a working environment suited to
specific activities has reshaped how and where work is done, allowing people to work from home, remote
locations, or other spaces that best support their needs.
In addition to these technological advancements, the COVID-19 pandemic further accelerated this shift by
challenging conventional fixed-position work models. As a result, many individuals adapted to working from
home or other non-traditional settings, reinforcing flexibility in the selection of work environments.
This shift away from traditional office arrangements, in which management assigns fixed workstations,
presents both opportunities and challenges. While increased freedom in choosing work environments can
enhance autonomy and productivity, it also introduces the possibility that selected environments mayare
potentially not always be ergonomically suitable for specific tasks, potentially leading to discomfort or long-
term health issues.
This document explores the concept of activity-based working (ABW) and examines ergonomic
considerations relevant to this flexible work paradigm. It describes how various aspects of the work
environment— — such as sound, lighting, air quality, posture, and workstation components— — can
influence well-being and productivity in ABW settings.
Effective implementation of ABW is often associated with a shared understanding of its underlying principles
within an organization. In the absence of commonly understood guidelines or shared intent, individuals
maycan interpret flexibility differently, which can lead to fragmented or inconsistent practices.
NOTE: This Technical Reportdocument is intended to address general work environments. Its content maycan
potentially not be sufficient for safety-critical or highly specialized applications, where additional or more specific
ergonomic considerations are typically required.
v
ISO/DTR 9241-520.2:(en)
Ergonomics of human-system interaction —
Part 520:
Ergonomics aspectsaspect of activity-based working (ABW)
1 Scope
This document provides an overview of activity-based working (ABW) from an ergonomics perspective. It
describes historical and recent changes in working arrangements, particularly regarding location and
flexibility, and examines the emergence and current state of ABW. The document presents examples of how
organizations categorize business activities in the context of ABW and discusses ergonomic considerations
relevant to these work settings.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1
activity
purposeful action carried out by an organization, whether for profit or not, in pursuit of its mission
or goals
Note 1 to entry: This general term encompasses all types of organized activities performed by entities including private
companies, public institutions, and non-profit organizations. Such activities can include operations, investment,
communication, and service delivery, and are aimed at fulfilling organizational objectives.
3.2
work
purposeful human activity (3.1()) involving physical or cognitive tasks (3.3(),), or both, conducted individually
or collaboratively, to achieve defined goals within an organizational context
Note 1 to entry: No single definition of “work” exists in the ISO 9241 series. This definition aligns with the concept of a
work system as referenced in ISO 6385 and office-related tasks in ISO 9241-2.
3.3
task
set of activities (3.1()) undertaken in order to achieve a specific goal
Note 1 to entry: These activities can be physical, perceptual, or cognitive, or a combination of these.
Note 2 to entry: While goals are independent of the means used to achieve them, tasks describe the particular means of
achieving goals.
[SOURCE: ISO 9241-11:2018, 3.1.11]
ISO/DTR 9241-520.2:(en)
3.4
activity-based working
ABW
style of work (3.2()) where people can choose their work environment (e.g. working time, workplace (3.9(),),
resources, or co-worker) according to their work (or activity), designed to support different kinds of activities
(3.1())
Note 1 to entry: It is assumed that the office prepares a concentration area, relaxation area, meeting area, etc., from which
people can select their workspace (3.7().).
Note 2 to entry: From the perspective of management, the outcomes achieved by people and the quality of life (QOL) of
working persons are very important. The ratio of attendance to work time is not evaluated.
3.5
working person
individual who performs tasks (3.3())
Note 1 to entry: The term “working person” is used in this document to avoid ambiguity associated with the term
“worker” in other ISO contexts. It refers specifically to people engaged in office-related work.
Note 2 to entry: In ISO documents, a ‘worker’“worker” is defined differently in several contexts. For example, ISO 45001
defines worker as a person performing work (3.2()) or work-related activities (3.1()) under the control of the
organization.
3.6
activity setting
physical environment or space within an office that is specifically designed to support a particular type of
activity (3.1())
3.7
workspace
volume of space allocated to one or more persons in the work system to complete a work task (3.3())
Note 1 to entry: In an activity-based working (AWB) (3.4()) model, the workspace is not assigned to a specific working
person (3.5(),), but rather it is chosen based on the type of work (3.2()) that needs to be done. For example, a working
person can choose to work in a private office for focused work, a shared space for collaboration, or a lounge area for
casual meetings.
In an activity-based working (ABW) (3.4(3.4)) model, the workspace is not assigned to a specific people but is chosen
based on the type of work (3.2(3.2)) being performed. For example, a person maycan choose a private office for focused
work, a shared space for collaboration, or a lounge area for casual meetings.
Note 2 to entry: The design of the workspace is important in activity-based working because it can affect working person
productivity, creativity, and well-being. A well-designed workspace provides working persons with the tools and
resources they need to perform their work effectively and efficiently, while also supporting their physical and mental
health.
[SOURCE: ISO 9241-5:2024, 3.25, modified — Notes to entry have been added.]
3.8
working
having a job for which you are paid or assigned
3.9
workplace
place, whether permanent or temporary, where people perform work (3.2())
ISO/DTR 9241-520.2:(en)
Note 1 to entry: Adapted from ISO 45001:2018.
Note 2 to entry: Sometimes, it is mentioned that there are ‘"first workplace’, ‘workplace", "second workplace’,workplace",
and ‘"third workplace’.workplace". However, the definitions and usages of those terms are not clear.
Note 3 to entry: Those words would be different from Oldenburg’s ‘"first place’, ‘place", "second place’place" and ‘"third
[] [11]
place’. place".
Note 4 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
1)
Note 5 to entry: The US office of Personnel Management (OPM) defines and describes the concept of workplace .
Note 6 to entry: Although ISO 9241-5:2024, 3.24 defines “workplace” as an arrangement of workstations allocated to one
person to complete a work task (3.3(),), this document adopts the definition from ISO 45001:2018 as more suitable in
the context of activity-based working (ABW) (3.4().).
Note 7 to entry: In contrast to workspace (3.7(),), which refers to a specific physical area provided by the organization
(such as a workstation or collaborative zone), workplace is a broader term referring to any location ‒ permanent or
temporary ‒ where work is performed, including remote or mobile settings.
3.10
remote work
work (3.2()) performed primarily or exclusively from a location other than the organization-’sorganization’s
official worksite, without a regular expectation to return
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.11
hybrid work
combination of office work (3.14(3.14)) and remote work ((3.10), which can vary in terms of scheduling and
locations
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.12
telework
work (3.2()) arrangement involving regularly scheduled alternation between the organization’s official
worksite and an alternative worksite, such as home or a satellite office
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.13
working from home
work (3.2()) conducted solely from one’s residence, usually aligned closely with standard office hours
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.
3.14
office work
traditional office work
work (3.2()) entirely from a central office location, with assigned workstations, fixed schedules, and minimal
flexibility regarding location and working hours

1)
https://www.opm.gov/frequently-asked-questions/telework-faq/remote-work/

ISO/DTR 9241-520.2:(en)
Note 1 to entry: Table 1 and Figure 1 show the relationship among workplace concepts.

Table 1 — Workplace concepts
Concept Place Time Description
Remote work Primarily outside Flexible (sync and Employee performs duties primarily or exclusively
((3.10) main office async) from locations other than the organization’s official
worksite, without regular expectations to return.
Hybrid work Office and remote Structured or Combination of office-based and remote working can
(3.11(3.11)) locations flexible vary in terms of scheduling and locations.
Telework Alternate between Structured Regularly scheduled arrangement where employees
(3.12(3.12)) office and home or schedules alternate between the organization’s official worksite
satellite office and alternative worksite (home or satellite office).
Working from Exclusively home Usually follows Work conducted solely from one’s residence, usually
home regular office aligned closely with standard office hours.
(3.13(3.13)) hours
Office work Exclusively the Structured, fixed Employees work entirely from a central office
(3.14(3.14)) main office schedules location, with assigned workstations, fixed schedules,
and minimal flexibility regarding location and
working hours.
ISO/DTR 9241-520.2:(en)
Key
1 remote work (3.10(3.10))
2 office work (3.14(3.14))
3 telework (3.12(3.12))
4 hybrid work (3.11(3.11))
5 working from home (3.13(3.13))
Figure 1 — Workplace concepts
3.15
virtual workplace
work (3.2()) environment that is primarily digital or online, rather than confined to a physical office space
4 Intended audience
This document provides insights into ABW, a modern approach to work. The intended audience includes:
ISO/DTR 9241-520.2:(en)
— workingWorking people: individuals who are directly impacted by ABW practices and who maycan adapt
their work behaviours and environments accordingly.
— Supervisors and team leaders: individuals who coordinate and support teams and who maycan facilitate
the adoption of ABW practices in daily work.
— Office managers and facility coordinators: p people involved in planning, operating, or maintaining office
environments, including the coordination of spaces that support ABW from an ergonomic perspective.
— Employers, executives, and top management: decision-makers and senior leadership who maycan define
organizational direction, policies, or principles related to ABW.
— Office developers, consultants, and service providers: external parties who contribute expertise related to
workspace design, ABW concepts, or supporting services.
5 An overview of changes to the working environment
5.1 Before the information and communication technologies (ICT) era
Prior to the widespread adoption of information and communication technologies (ICT), work environments
were largely defined and prepared by organizations. In many cases, office management or related
organizational functions were responsible for providing ICT equipment such as telephones and computer
terminals, as well as furniture including desks and chairs.
NOTE: office "Office management” maycan include employers, executive officers, or top management, depending on
organizational context.
Work environments during this period were typically designed to match specific tasks, with attention to
ergonomic considerations such as lighting, noise, and layout. These environments often aimed to minimize
disturbances, including direct sunlight or excessive noise, that could negatively affect work performance.
During this time, several documents in the ISO 9241 series were developed to support the ergonomic design
of office workplaces.
5.2 The rise of the shared workspaces
The concept of shared desks emerged primarily as a means of improving space efficiency. Organizations
explored ways to allow multiple people to use the same desk at different times, particularly when work
involved frequent travel or off-site activities.
Initially introduced to reduce space-related costs, shared desk arrangements gradually became more
widespread and were applied to a broader range of roles. Over time, these arrangements contributed to more
flexible use of office resources and represented an early step toward later flexible working concepts, including
activity-based working (ABW).ABW.
NOTE  In early implementations, sharing was often limited to desks or individual workstations. Over time, the
concept expanded to include broader aspects of the workspace.
5.3 The start of ICT support
The 1970s marked the early introduction of ICT into work environments. Early computer systems were often
large, sensitive to environmental conditions such as temperature and humidity, and generated considerable
noise. As a result, they were typically placed in dedicated rooms and operated by specialized personnel.
Although access to ICT was limited during this period, these early systems laid the groundwork for the broader
integration of digital technologies into office work in subsequent decades.

ISO/DTR 9241-520.2:(en)
5.4 The start of ICT penetration
During the 1980s, ICT equipment became smaller and more robust, making it increasingly suitable for office
use. However, high costs meant that access was often restricted to specific roles or locations. As technology
continued to evolve, its use expanded gradually within organizations, primarily for tasks requiring specialized
capabilities.
5.5 The rise of personal ICT
By the 1990s, ICT equipment had become more affordable and compact, enabling widespread use at individual
workstations. Video display terminals (VDTs) became common in office environments, drawing attention to
potential health risks such as visual fatigue, musculoskeletal discomfort, and repetitive strain. In response,
standards in the ISO 9241 series were developed to address ergonomic aspects of VDT work, including
workstation layout, posture, and the organization of work.
5.6 Change of work
5.6.1 General
The 1990s marked a period of significant change in work practices. Globalization, advances in communication
technologies, and growing awareness of work–life balance contributed to more flexible and adaptive ways of
working. These developments influenced when, where, and how work was carried out and created conditions
[] [14]
that later supported more structured flexible work approaches such as ABW. .
5.6.2 Globalization
Globalization changed both the location and timing of work. As organizations expanded internationally,
collaboration across regions and time zones became common. In many cases, people adjusted their working
hours to accommodate partners or colleagues in different locations.
NOTE: Such collaboration increasingly relied on asynchronous communication methods, including e-mail and
messaging, in addition to real-time interaction.
5.6.3 Work-life balance
During the same period, greater attention was given to work–life balance. Organizations increasingly
recognized that well-being couldcan influence productivity, engagement, and retention. Various measures
were introduced, including flexible working hours, telecommuting, and family-supportive arrangements.
These developments encouraged people to reflect on when, where, and how they worked, contributing to
more individualized work patterns.
5.6.4 EevolutionEvolution of communication tool
Until the late 1990s, ICT equipment was commonly tied to fixed workstations through physical connections
for power and data. Over time, wireless technologies reduced these constraints. Cordless phones, mobile
phones, and later smartphones expanded mobility and allowed devices to connect without fixed network
connections. These developments increased flexibility in workspace use and reduced dependence on fixed
locations. As a result, work was no longer strictly bound to a single physical workstation, and telework became
more feasible.
5.7 Changes in where to work
In the early 2000s, improvements in communication technologies further expanded where work could be
performed. Wireless connectivity made it possible to work from home or other locations while remaining
connected to colleagues and systems.
ISO/DTR 9241-520.2:(en)
At the same time, certain activities continued to benefit from face-to-face interaction, supported by tools such
as teleconferencing systems, whiteboards, and shared displays. This period marked a transition toward more
diverse work environments supported by mature ICT for telework.
5.8 The freedom of choosing where to work
Wireless ICT technologies enabled greater freedom in choosing work locations, reducing reliance on assigned
desks or fixed office layouts. People couldcan perform many tasks from a variety of locations, including home,
transit environments, or public spaces.
This flexibility increased autonomy in selecting environments that supported specific activities. At the same
time, it altered how work was coordinated and observed, as traditional indicators such as presence became
less central.
These changes contributed to principles later associated with ABW, including the emphasis on matching work
environments to activities.
5.9 Changes to work
Greater flexibility in work location was accompanied by changes in how work was coordinated and evaluated.
As work became less tied to specific places or times, attention shifted toward outcomes and results rather than
physical presence. In many organizations, this led to adjustments in management approaches to support
diverse work styles and locations. Such changes provided an important foundation for activity-based working,
where flexibility and autonomy are considered in relation to both work activities and organizational goals.
NOTE: real Real-time collaboration maycan be constrained by time-zone differences and that asynchronous collaboration
is often used in practice.
6 The current state of ABW
6.1 General
While the concept of activity-based working (ABW)ABW originated in the 1970s, it did not see widespread
adoption until the 1990s. During this period, advances in information and communication technology (ICT)
enabled more flexible work environments, allowing people to choose where and how they work. By the 2020s,
ABW gained significant attention as a model for modern organizations. It is now used across various
industries, as organizations recognize its potential to support productivity, satisfaction, and work–life balance.
At the same time, this shift raises questions about how work environments are shaped and influenced when
work is performed in locations that are not directly provided by the organization. As people increasingly select
work locations, including home and other non-office settings, organizations maycan have limited ability to
influence ergonomic conditions in those environments. Balancing flexibility with coordination, accountability,
and well-being remains an ongoing challenge for many organizations.
6.2 Year 2020 and COVID-19
The COVID-19 pandemic led many people to avoid crowded environments and to work from alternative
locations such as home (often described as the “first place”), remote working service facilities (sometimes
described as the “third place”), and offices (sometimes described as the “second place”). This period has been
described as both “the end of the office” and “the dawn of a new era of work”, and it accelerated interest in
ABW.
As work locations diversified, questions also emerged about the extent to which organizations can influence
ergonomic conditions in locations that are not directly controlled by the organization, particularly home and
third-place environments.
ISO/DTR 9241-520.2:(en)
6.3 Year 2023, after COVID-19
6.3.1 General
As the immediate impacts of the COVID-19 pandemic began to subside in 2023, several key trends emerged in
office-related work:
— Consolidation of remote work practices: remote work continued to be a primary mode of work for many
people, and organizations refined policies and support structures for longer-term use.
— Adoption of hybrid work models: many organizations combined remote work and office work, enabling
people to mix environments across the week.
— Increased utilization of digital tools: communication and collaboration platforms (e.g. video conferencing,
project management software, and cloud-based systems) became integral to remote and hybrid work.
— Implementation of flexible work arrangements: some organizations introduced flexible working hours,
compressed workweeks, and other arrangements that increased choice in scheduling.
— Emphasis on strengthening work–life balance: organizations continued to focus on well-being, including
mental health initiatives and wellness programmes.
— Enhancement of virtual collaboration: organizations invested in tools and practices to support
collaboration across locations.
The shift to flexible work models also introduced challenges, such as::
— Mandatory return-to-office policies: some organizations introduced policies that increased office
presence, prompting debate about flexibility and organizational direction.
— Weakening of team cohesion: reduced in-person interaction raised concerns about cohesion, casual
learning, and workplace social connection.
6.3.2 Consolidation of remote work practices
In the post-COVID-19 period, remote work practices became firmly established in many organizations.
Working from home and other off-site locations allowed people to remain productive while reducing reliance
on physical office presence. As remote work became more integrated, organizations refined policies,
infrastructure, and support mechanisms to sustain remote work over the longer term.
6.3.3 Adoption of hybrid work models
Many organizations adopted hybrid work models that combined remote and office work. This approach
enabled people to work from a range of locations while also supporting periodic face-to-face interaction for
activities that benefit from in-person collaboration.
6.3.4 Utilization of digital tools
Digital tools became central to post-pandemic work, including project management systems, video
conferencing platforms, and cloud-based collaboration tools. These technologies supported communication
and workflow coordination across locations, enabling teams to share documents, manage tasks, and
collaborate.
NOTE: Collaboration is not always performed in real time. In global work, time-zone differences and non-overlapping
working hours often lead to asynchronous collaboration (e.g. e-mail and messaging) alongside real-time meetings.
ISO/DTR 9241-520.2:(en)
6.3.5 Implementation of flexible work arrangements
To accommodate diverse needs, some organizations introduced flexible work arrangements such as flexible
working hours, compressed workweeks, and job sharing. These arrangements allowed people to adjust
schedules while meeting organizational goals and contributed to job satisfaction and retention in some
contexts.
6.3.6 Strengthening of work-life balance
Organizations increasingly emphasized work–life balance and well-being. Some introduced wellness
programmes, mental health initiatives, and flexible leave policies. Breaks and recovery practices were also
promoted in various ways to support sustainable work performance.
6.3.7 Virtual collaboration
Virtual collaboration became a cornerstone of remote and hybrid work. Teams used online meeting platforms,
document-sharing systems, and project management tools to coordinate tasks and share knowledge across
locations.
NOTE: Virtual collaboration maycan combine real-time interaction with asynchronous communication, depending
on time-zone differences and working-hour overlap.
6.3.8 Challenges associated with the return to the office
As offices reopened, some organizations introduced mandatory return-to-office policies. For people
accustomed to remote work, returning to office environments required adjustment to routines and
commuting. Hybrid arrangements also introduced coordination challenges, including managing activities
across multiple locations.
6.3.9 Weakening of team cohesion due to reduced face-to-face interactions
Reduced face-to-face interaction raised concerns about team cohesion. Informal and spontaneous
conversations in shared spaces can support trust, learning, and workplace relationships. When such
interaction decreases, maintaining team dynamics and shared understanding can become more challenging.
6.3.10 Virtual workplace
A virtual workplace is a work (3.2(3.2)) environment in which collaboration, communication, and task
performance are primarily supported through digital tools and online systems. This can include video
conferencing, project management platforms, messaging applications, and cloud-based document sharing.
Virtual workplaces are often associated with increased flexibility in where work is performed and can support
remote or hybrid arrangements. In many cases, they rely on shared digital practices that help teams maintain
coordination, communication, and engagement across locations.
6.4 The categorizations of business activities
6.4.1 General
Business activities vary across organizations, and identifying appropriate ergonomic parameters can support
the selection of suitable work environments. This section provides examples of how different organizations
2)
categorize business activities. These examples are drawn from the following companies :

2)
These companies are included solely for illustrative purposes. This information is given for the convenience of users
of this document and does not constitute an endorsement by ISO.

ISO/DTR 9241-520.2:(en)
a) Veldhoen + Company.
b) Sanko Estate Co., Ltd.
c) NTT FACILITIES, Inc.
These categorizations are examples and not exhaustive. They illustrate different ways in which work
environments can be matched to types of activities in the context of ABW.
6.4.2 Example of activities by Veldhoen + Company
6.4.2.1 General
Veldhoen + Company has categorized business activities into several distinct types, as illustrated in Figure 2.
NOTE 1 The activity names are defined separately from Veldhoen + Company’s framework.
NOTE 2 The activity names are protected by copyright: © Veldhoen + Company.

[SOURCE: Veldhoen + Company, reproduced with the permission of the authors.]
Figure 2 — Example of activities by Veldhoen + Company
6.4.2.2 Focus
“Focus” activities involve individual work that requires a high level of concentration and minimal
interruptions. These tasks are typically done in quiet, isolated environments that support deep focus.
6.4.2.3 Process
“Process” activities involve individual work that does not demand full concentration, allowing for occasional
brief interruptions. These tasks can be performed in environments with a moderate level of noise or
distractions.
ISO/DTR 9241-520.2:(en)
6.4.2.4 Call
“Call” activities involve a working person communicating with others via ICT tools, such as phones or video
calls. These activities are typically conducted individually but can require specific equipment to ensure clear
communication.
6.4.2.5 Duo
“Duo” activities involve two or three working persons collaborating closely side-by-side. These tasks often
require focused cooperation and are typically done in shared workspaces designed to facilitate collaborative
work.
6.4.2.6 Dialogue
“Dialogue” activities consist of discussions or conversations among two to four people. These activities often
involve brainstorming, problem-solving, or decision-making and are typically conducted in semi-private
spaces to allow for open communication.
6.4.2.7 Create
“Create” activities involve more than three people engaging in collaborative brainstorming sessions to
generate new ideas or solve problems. These activities benefit from larger, more flexible spaces that can
accommodate group interaction and the free flow of ideas.
6.4.2.8 Coordinate
“Coordinate” activities involve more than three people discussing status updates, progress, and making
decisions. These activities often require formal meetings or structured environments to facilitate clear
communication and decision-making.
6.4.2.9 Inform
“Inform” activities involve sharing information through presentations, typically with a speaker addressing a
group of participants. These activities require spaces equipped with visual aids, such as projectors or screens,
and are often used for training or knowledge-sharing.
6.4.2.10 Relax and Socializesocialize
“Relax and Socializesocialize” activities provide opportunities for working persons to rest, relax, or socialize,
either individually or in groups. These spaces are designed to foster informal interaction and rejuvenation,
helping working persons to recharge and build stronger relationships with colleagues.
6.4.2.11 Technical
“Technical” activities require specialized facilities or equipment, such as laboratories, testing stations, or areas
equipped with specific tools. These environments are designed to support tasks that demand particular
technical resources. “Technical” activities require specific facilities or equipment, or both.
6.4.3 Example of activities by Sanko Estate Co., Ltd.
6.4.3.1 General
Sanko Estate Co., Ltd. categorizes its business activities into several distinct types, each tailored to the specific
needs of the tasks being performed. Figure 3 illustrates the various categories of activities as defined by Sanko
Estate Co., Ltd.
ISO/DTR 9241-520.2:(en)
[SOURCE: Sanko Estate Co., Ltd., reproduced with the permission of the authors.]
Key
1 focus
2 normal desk work
3 confidential work
4 on-line meeting
5 informal conference
6 formal conference (internal)
7 formal conference (external)
8 specific work
9 relax and recharge
Figure 3 — Example of activities by Sanko Estate Co., Ltd.
6.4.3.2 Focus
“Focus” activities require a high level of concentration in a quiet and distraction-free environment. These tasks
are typically best performed in private, isolated spaces where working persons can focus on complex or
detailed work without interruptions.
6.4.3.3 Normal desk work
“Normal desk work” involves tasks that do not require full concentration, allowing for brief conversations or
interactions with colleagues. These tasks can be performed in environments that can have moderate noise
levels and occasional interruptions.
6.4.3.4 Confidential work
“Confidential work” involves tasks that require maintaining confidentiality, where external interference needs
to be minimized. These activities are typically carried out in secure, private spaces to protect sensitive
information.
ISO/DTR 9241-520.2:(en)
6.4.3.5 On-line meeting
“Online meeting” activities involve one or more participants conducting meetings in a sound-proof or quiet
space to ensure clear communication. These meetings are typically held remotely, with participants joining
from different locations.
6.4.3.6 Informal conference
“Informal conference” activities include agile meetings, brainstorming sessions, and collaborative teamwork.
These activities benefit from flexible spaces designed to foster open discussions and idea generation, often
with a more relaxed atmosphere compared to formal meetings.
6.4.3.7 Formal conference (internal)
“Formal conference (internal)” includes structured meetings such as board meetings, one-on-one discussions,
and confidential internal conversations. These activities require environments that support focused dialogue
and decision-making within the organization.
6.4.3.8 Formal conference (external)
“Formal conference (external)” refers to planned meetings with clients, vendors, or external partners. These
activities typically take place in professional, well-equipped spaces that facilitate structured discussions and
presentations.
6.4.3.9 Specific work
“Specific work” activities involve tasks that require specialized facilities or equipment. These activities can be
related to technical, creative, or research-based work that demands specific tools or
...