ISO/TR 9241-520
(Main)Ergonomics of human-system interaction — Part 520: Ergonomics aspect of activity-based working (ABW)
Ergonomics of human-system interaction — Part 520: Ergonomics aspect of activity-based working (ABW)
Ergonomie de l'interaction homme-système — Partie 520: Aspects ergonomiques du travail basé sur l’activité (ABW)
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Standards Content (Sample)
FINAL DRAFT
Technical
Report
ISO/DTR 9241-520
ISO/TC 159/SC 4
Ergonomics of human-system
Secretariat: BSI
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.
© ISO 2025
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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,
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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
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www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
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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
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ISO/DTR 9241--520:2025(:(en)
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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
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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
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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
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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.
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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.
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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
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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
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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
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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.
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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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