ISO 45003:2021
(Main)Occupational health and safety management — Psychological health and safety at work — Guidelines for managing psychosocial risks
Occupational health and safety management — Psychological health and safety at work — Guidelines for managing psychosocial risks
This document gives guidelines for managing psychosocial risk within an occupational health and safety (OH&S) management system based on ISO 45001. It enables organizations to prevent work-related injury and ill health of their workers and other interested parties, and to promote well-being at work. It is applicable to organizations of all sizes and in all sectors, for the development, implementation, maintenance and continual improvement of healthy and safe workplaces. NOTE When the term “worker” is used in this document, worker representatives, where they exist, are always implied.
Management de la santé et de la sécurité au travail — Santé psychologique et sécurité au travail — Lignes directrices pour la gestion des risques psychosociaux
Sistem vodenja varnosti in zdravja pri delu - Psihično zdravje in varnost pri delu - Smernice za obvladovanje psihosocialnih tveganj
Ta dokument podaja navodila za obvladovanje psihosocialnih tveganj znotraj sistema za upravljanje varnosti in zdravja pri delu na podlagi standarda ISO 45001. Organizacijam omogoča preprečevati poškodbe na delu, poslabšanje zdravja delavcev in drugih zainteresiranih strani ter spodbujati dobro počutje na delu.
Uporablja se za organizacije vseh velikosti in iz vseh sektorjev za razvoj, izvedbo, vzdrževanje in stalno izboljševanje zdravih in varnih delovnih mest.
OPOMBA: Izraz »delavec« v tem dokumentu zajema tudi predstavnike delavcev, če obstajajo.
General Information
Standards Content (Sample)
SLOVENSKI STANDARD
01-junij-2023
Sistem vodenja varnosti in zdravja pri delu - Psihično zdravje in varstvo pri delu -
Smernice za obvladovanje psihosocialnih tveganj
Occupational health and safety management - Psychological health and safety at work -
Guidelines for managing psychosocial risks
Management de la santé et de la sécurité au travail — Santé psychologique et sécurité
au travail — Lignes directrices pour la gestion des risques psychosociaux
Ta slovenski standard je istoveten z: ISO 45003:2021
ICS:
13.100 Varnost pri delu. Industrijska Occupational safety.
higiena Industrial hygiene
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
INTERNATIONAL ISO
STANDARD 45003
First edition
2021-06
Occupational health and safety
management — Psychological health
and safety at work — Guidelines for
managing psychosocial risks
Management de la santé et de la sécurité au travail — Santé
psychologique et sécurité au travail — Lignes directrices pour la
gestion des risques psychosociaux
Reference number
©
ISO 2021
© ISO 2021
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ii © ISO 2021 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.1.1 General. 2
4.1.2 External issues . 2
4.1.3 Internal issues . 3
4.2 Understanding the needs and expectations of workers and other interested parties. 3
4.3 Determining the scope of the OH&S management system . 3
4.4 OH&S management system . 3
5 Leadership and worker participation . 4
5.1 Leadership and commitment . 4
5.2 OH&S policy . 4
5.3 Organizational roles, responsibilities and authorities. 5
5.4 Consultation and participation of workers . 5
6 Planning . 6
6.1 Actions to address risks and opportunities . 6
6.1.1 General. 6
6.1.2 Hazard identification and assessment of risks and opportunities . 7
6.2 Objectives to address psychosocial risk .12
7 Support .13
7.1 Resources .13
7.2 Competence .13
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .15
7.5.1 General.15
7.5.2 Confidentiality .15
8 Operation .15
8.1 Operational planning and control .15
8.1.1 General.15
8.1.2 Eliminating hazards, reducing OH&S risks and promoting well-being at work .16
8.1.3 Management of change.18
8.1.4 Procurement, contracting and outsourcing .19
8.2 Emergency preparedness and response .19
8.3 Rehabilitation and return to work .19
9 Performance evaluation .20
9.1 Monitoring, measurement, analysis and performance evaluation .20
9.2 Internal audit .21
9.3 Management review .21
10 Improvement .22
10.1 General .22
10.2 Incident, nonconformity and corrective action .22
10.3 Continual improvement .22
Bibliography .23
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
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on the ISO list of patent declarations received (see www .iso .org/ patents).
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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 283, Occupational health and safety
management.
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 2021 – All rights reserved
Introduction
This document provides guidance on the management of psychosocial risks and promoting well-being
at work, as part of an occupational health and safety (OH&S) management system.
This document is intended to be used together with ISO 45001, which contains requirements and
guidance on planning, implementing, reviewing, evaluating and improving an OH&S management
system. ISO 45001 highlights that the organization is responsible for the OH&S of workers and others
who can be affected by its activities. This responsibility includes promoting and protecting their
physical and psychological health.
The aim and intended outcomes of the OH&S management system are therefore to prevent work-
related injury and ill health to workers, and to provide safe and healthy workplaces. Consequently, it
is critically important for the organization to eliminate hazards and minimize OH&S risks by taking
effective preventive and protective measures, which include measures to manage psychosocial risks.
Psychosocial hazards are increasingly recognized as major challenges to health, safety and well-being
at work.
Psychosocial hazards relate to how work is organized, social factors at work and aspects of the work
environment, equipment and hazardous tasks. Psychosocial hazards can be present in all organizations
and sectors, and from all kinds of work tasks, equipment and employment arrangements.
Psychosocial hazards can occur in combination with one another and can influence and be influenced
by other hazards. Psychosocial risk relates to the potential of these types of hazards to cause several
types of outcomes on individual health, safety and well-being and on organizational performance and
sustainability. It is important that psychosocial risks are managed in a manner consistent with other
OH&S risks, through an OH&S management system, and integrated into the organization’s broader
business processes.
Psychosocial risks affect both psychological health and safety, and health, safety and well-being at work
more broadly. Psychosocial risks are also associated with economic costs to organizations and society.
There are a range of terms that are used in relation to what psychosocial risks affect, including
“psychological health” and “mental health”. These terms are considered interchangeable and to have
the same meaning for the purposes of this document. This document is concerned with all types of
impacts on health, safety and well-being at work.
Negative outcomes for workers can include poor health and associated conditions (e.g. cardiovascular
disease, musculoskeletal disorders, diabetes, anxiety, depression, sleep disorders) and associated
poor health behaviours (e.g. substance misuse, unhealthy eating), as well as reduced job satisfaction,
commitment and productivity. Managing psychosocial risks can result in positive outcomes, including
improved job satisfaction and increased productivity.
Although numerous factors can determine the nature and severity of outcomes of psychosocial risks,
organizations have a significant role to play in eliminating hazards or minimizing risks. Both the
organization and workers have a shared responsibility for maintaining and improving health, safety
and well-being at work.
For the organization, the impact of psychosocial risks includes increased costs due to absence from
work, turnover, reduced product or service quality, recruitment and training, workplace investigations
and litigation, as well as damage to the organization’s reputation.
Effective management of psychosocial risk can lead to benefits such as improved worker engagement,
enhanced productivity, increased innovation and organizational sustainability.
This document outlines examples of psychosocial hazards arising from work organization, social
factors and work environment, equipment and hazardous tasks, as well as a range of control measures
that can be used to eliminate hazards or minimize associated risks.
Organizations are responsible for identifying hazards and minimizing the risks associated with
them. The participation of workers, in all stages of the process, is critical to the success of managing
psychosocial risks.
This document also includes information on what is important for organizations to consider in relation
to raising awareness of psychosocial risks, developing competence in the management of psychosocial
risks, supporting the recovery and return to work of affected workers, and planning for and responding
to emergency situations.
The success of psychosocial risk management depends on commitment from all levels and functions of
the organization, especially from top management.
vi © ISO 2021 – All rights reserved
INTERNATIONAL STANDARD ISO 45003:2021(E)
Occupational health and safety management —
Psychological health and safety at work — Guidelines for
managing psychosocial risks
1 Scope
This document gives guidelines for managing psychosocial risk within an occupational health and
safety (OH&S) management system based on ISO 45001. It enables organizations to prevent work-
related injury and ill health of their workers and other interested parties, and to promote well-being at
work.
It is applicable to organizations of all sizes and in all sectors, for the development, implementation,
maintenance and continual improvement of healthy and safe workplaces.
NOTE When the term “worker” is used in this document, worker representatives, where they exist, are
always implied.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 45001:2018, Occupational health and safety management systems — Requirements with guidance for
use
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 45001:2018 and the following
apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
psychosocial risk
combination of the likelihood of occurrence of exposure to work-related hazard(s) of a psychosocial
nature and the severity of injury and ill-health that can be caused by these hazards
Note 1 to entry: Hazards of a psychosocial nature include aspects of work organization, social factors at work,
work environment, equipment and hazardous tasks. Detailed examples of such sources are given in Tables 1, 2
and 3.
3.2
well-being at work
fulfilment of the physical, mental, social and cognitive needs and expectations of a worker related to
their work
Note 1 to entry: Well-being at work can also contribute to the quality of life outside of work.
Note 2 to entry: Well-being at work relates to all aspects of working life, including work organization, social
factors at work, work environment, equipment and hazardous tasks.
4 Context of the organization
4.1 Understanding the organization and its context
4.1.1 General
In relation to managing psychosocial risk, the organization should:
a) consider the external and internal issues that can affect the achievement of the intended outcomes
of the OH&S management system;
b) understand the needs and expectations of workers and other relevant interested parties;
c) consider which of these needs and expectations are, or could become, legal requirements and other
requirements;
d) adjust the design of activities to manage psychosocial risk to suit the specific context of the
workplace;
e) tailor activities to improve the focus, reliability, validity and effectiveness of the process to manage
psychosocial risk;
f) determine how the assessment of psychosocial risks will be used to make effective action plans.
4.1.2 External issues
The organization should determine external issues relevant to achieving the intended outcomes of the
OH&S management system in relation to psychosocial risk. External issues can include:
a) the supply chain in which the organization operates, as this can affect psychosocial hazards and
their associated risks (e.g. through time pressure, schedules or production pressure);
b) relationships with contractors, subcontractors, suppliers, providers and other interested parties;
c) the sharing of workplaces, resources and equipment with other parties (e.g. if the organization
collaborates with other organizations on worksites);
d) customer and/or client requirements for service provision (e.g. customer/client requirements can
affect psychosocial hazards through violence, harassment, time pressure);
e) economic conditions that can affect availability, duration and location of work;
f) the nature of work contracts, remuneration, employment conditions and industrial relations;
g) the demographics of workers who are available for work (e.g. young or ageing workers, increasing
retirement ages, gender);
h) rapid technological changes (e.g. increased connectivity to electronic devices, impact of artificial
intelligence and automation technology);
i) labour force mobility, creating greater diversity among workers with different backgrounds and
cultures, and speaking different languages;
j) the wider context of the organization’s geographical region, including social, economic and public
health issues (e.g. pandemics, natural disasters, financial crises).
2 © ISO 2021 – All rights reserved
4.1.3 Internal issues
Internal issues that can affect the intended outcomes of the OH&S management system in relation to
psychosocial risk can include:
a) how the organization is governed and managed (e.g. its organizational structure, assignment of
roles and responsibilities, effectiveness and efficiency of its formal and informal decision-making
processes, organizational culture, management style, communication style, respect for privacy);
b) the organization’s level of commitment and direction with respect to psychological health, safety
and well-being at work, as set out in policy statements, guidelines, objectives and strategies;
c) other management systems adopted by the organization that can interact with the management of
psychosocial risks (e.g. based on ISO 9001 and ISO 14001);
d) size and nature of the organization’s workforce (e.g. large, small, complex or highly decentralized);
e) characteristics of workers and the workforce (e.g. gender, age, ethnicity, religion, disability,
language, literacy and numeracy);
f) competence of workers to recognize psychosocial hazards and manage risks;
g) locations of work (e.g. itinerant workforce without a fixed workplace, working remotely, working at
home, working in isolation or working in remote locations such as rurally);
h) workers’ terms and conditions (e.g. flexible work arrangements, compensation and benefits, part-
time, casual or temporary workforce);
i) adequacy and availability of resources (see 7.1).
4.2 Understanding the needs and expectations of workers and other interested parties
In relation to managing psychosocial risk, the organization should understand and determine the needs
and expectations of workers and other interested parties.
Workers and other interested parties have a range of needs and expectations that can be influenced by
psychosocial risks at work. These needs and expectations can include:
— financial security;
— social interaction and support;
— inclusion, recognition, reward and accomplishment;
— personal development and growth;
— equal opportunity and fair treatment at work.
Needs and expectations can be included in legal requirements (e.g. OH&S and human rights legislation),
collective agreements, and voluntary agreements and other requirements to which the organization
subscribes or adheres.
4.3 Determining the scope of the OH&S management system
The organization should confirm that the scope of its OH&S management system and its operations
and activities with respect to the management of psychosocial risk are specifically addressed by the
organization’s OH&S management system.
4.4 OH&S management system
The organization should ensure that its OH&S management system remains appropriate, effective and
relevant to its operations and activities with respect to its management of psychosocial risk.
5 Leadership and worker participation
5.1 Leadership and commitment
The successful management of psychosocial risk calls for a commitment throughout the organization.
Top management should lead this, and managers and workers at all levels should assist in its
implementation. Top management should:
a) demonstrate leadership and commitment to managing psychosocial risk and to promoting well-
being at work;
b) identify, monitor and be aware of its roles and responsibilities with respect to managing
psychosocial risks;
c) determine the resources needed and make them available in a timely and efficient manner;
d) reinforce the sustainability of managing psychosocial risk by including it in strategic plans and
existing systems, processes and reporting structures;
e) protect workers from reprisals and/or threats of reprisals for reporting incidents, hazards, risks
and opportunities;
f) communicate how whistle-blowers, victims, witnesses and those who report or raise workplace
psychosocial risk concerns will be protected;
g) obtain and provide feedback to determine the effectiveness of managing and preventing
psychosocial risk within the OH&S management system, both in implementation and operation;
h) empower workers and ensure they are competent to fulfil their roles and responsibilities to identify
and manage psychosocial risk;
i) remove barriers that can limit worker participation, and aim to enhance participation;
j) actively engage workers in a continual dialogue on the management of psychosocial risk;
k) support and encourage workers to actively participate in the management of psychosocial risk in
the workplace
5.2 OH&S policy
5.2.1 In establishing an OH&S policy for the organization, top management should:
a) ensure that commitments to preventing ill health and injuries related to psychosocial risk and
promoting well-being at work are included in the OH&S policy;
b) determine if there is a need for a separate policy about managing psychosocial risk;
c) consider how other policies (e.g. human resources, corporate social responsibility) support and are
consistent with the OH&S policy to achieve common objectives.
5.2.2 The OH&S policy should:
a) be appropriate to the purpose, size and context of the organization;
b) include a commitment to fulfil legal requirements and other requirements related to health, safety
and well-being at work, including a commitment to manage psychosocial risk;
c) provide a framework for setting and reviewing, evaluating and revising objectives for the
management of psychosocial risk;
4 © ISO 2021 – All rights reserved
d) promote and enhance a working environment consistent with the principles of dignity, mutual
respect, confidentiality, cooperation and trust in the OH&S management system;
e) be communicated to all workers so that they are aware of their rights and responsibilities;
f) be reviewed periodically to ensure it remains relevant and appropriate to the organization.
The organization should consult workers and, where they exist, worker representatives in the
development of a policy to manage psychosocial risk and, where relevant, consult other interested
parties.
Policy related to psychosocial risk can provide direction for implementing and improving management
of psychosocial risk within the general OH&S management system. The policy can enable top
management and other workers to understand the overall commitment of the organization and how
this can affect individual responsibilities. The organization should consider if a specific policy to
manage psychosocial risk is necessary.
5.3 Organizational roles, responsibilities and authorities
Top management is responsible for the functioning of the OH&S management system and should clarify
roles, responsibilities and authorities for managing psychosocial risk in the workplace. The effective
management of psychosocial risks within a workplace requires workers with different roles to work
together effectively (e.g. human resources, line managers, workers with specific OH&S responsibilities).
The organization should promote and support worker involvement in actively managing psychosocial
risks.
5.4 Consultation and participation of workers
Consultation and participation of workers and, where they exist, worker representatives is essential
for the development, planning, implementation, maintenance, evaluation and continual improvement of
healthy and safe workplaces and the success of the process(es) to manage psychosocial risk.
In addition to the general requirements in ISO 45001:2018, 5.4, the organization should:
a) provide opportunities for feedback by workers to help the organization determine the effectiveness
of the management of psychosocial risks;
b) encourage participation and engagement, e.g. in health and safety committees or peer-to-peer
support networks if appropriate to the size and context of the organization. In smaller organizations,
where formal worker representation can be lacking, this consultation process should be undertaken
directly with workers. Consultation between the organization and workers should take place at all
stages of managing psychosocial risk, taking into account the experience and expertise of workers.
Both the organization and its workers have specific roles and responsibilities. Health and safety
committees, work councils or other representation bodies also have an important role to play.
Involvement in decision-making processes can increase a worker’s motivation and commitment
to contribute to psychologically healthy and safe workplaces. Being encouraged and supported to
participate, rather than feeling forced to take part, is more likely to be effective and sustainable.
Some of the concerns about engaging workers can include worries about pushback, negative attitudes,
apathy and the sensitive nature of the impact of psychosocial hazards. Any of these concerns can come
from unsuccessful past initiatives. For these reasons, care should be taken to address the concerns
of workers and other interested parties when establishing the OH&S management system, and
participation and consultation should be encouraged. Engaging worker representatives, where they
exist, can help prevent or minimize worker concerns.
Organizations should also support ongoing consultation, participation and engagement, and get input
at all stages of planning and implementation. Active and meaningful involvement of relevant interested
parties is an important factor for the management of psychosocial risks in any organization.
6 Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.1.1 The organization should consider the issues referred to in Clause 4 and determine the risks
and opportunities that need to be addressed, including:
a) psychosocial hazards;
b) prevention of injury and ill-health;
c) strategies for workers returning to work;
d) opportunities for improvement, including promotion of well-being at work;
e) the development, review and maintenance of systems, processes and reporting structures with
relevance to the management of psychosocial risk.
The organization should prioritize actions based on its assessment of psychosocial risks.
6.1.1.2 The organization should use the planning process to:
a) establish appropriate objectives;
b) determine how to achieve the objectives for the management of psychosocial risk and fulfil legal
requirements and other requirements;
c) demonstrate a commitment to continual improvement that, where possible, goes beyond fulfilling
legal requirements.
6.1.1.3 During the planning process, the organization should take into account:
a) the needs and expectations of particular groups of workers (e.g. workers working alone, remote
workers, minority groups);
b) the needs of specific workplaces or sets of operations or work tasks;
c) the results of the assessment of psychosocial risks, to understand their nature and the underlying
causes;
d) the implementation of actions designed to eliminate psychosocial hazards and reduce the
associated risks;
e) the evaluation of those actions and their outcomes;
f) the management of the process by reviewing and updating it to meet changing needs, recognizing
good practice;
g) the resources needed;
h) how to actively involve workers through consultation and participation.
6 © ISO 2021 – All rights reserved
6.1.2 Hazard identification and assessment of risks and opportunities
6.1.2.1 Hazard identification
6.1.2.1.1 The organization should:
a) understand the underlying sources of harm before control measures are considered to improve the
effectiveness of activities to manage psychosocial risk;
b) establish, implement and maintain processes for hazard identification that are ongoing and
proactive.
6.1.2.1.2 The organization should identify hazards of a psychosocial nature. These can include:
a) aspects of how work is organized (for examples, see Table 1);
b) social factors at work (for examples, see Table 2);
c) work environment, equipment and hazardous tasks (for examples, see Table 3).
Table 1 — Aspects of how work is organized
Examples
Roles and expectations — role ambiguity
— role conflict
— duty of care for other people
— scenarios where workers do not have clear guidelines on the tasks they
are expected to do (and not do)
— expectations within a role that undermine one another (e.g. being
expected to provide good customer service, but also to not spend a long
time with customers)
— uncertainty about, or frequent changes to, tasks and work standards
— performing work of little value or purpose
Job control or autonomy — limited opportunity to participate in decision-making
— lack of control over workload
— low levels of influence and independence (e.g. not being able to influence
the speed, order or schedule of work tasks and workload)
Job demands — underuse of skills
— continual work exposure to interaction with people (e.g. the public,
customers, students, patients)
— having too much to do within a certain time or with a set number of
workers
— conflicting demands and deadlines
— unrealistic expectations of a worker’s competence or responsibilities
— lack of task variety or performing highly repetitive tasks
— fragmented or meaningless work
Table 1 (continued)
Examples
— requirements for excessive periods of alertness and concentration
— working with aggressive or distressed people
— exposure to events or situations that can cause trauma
Organizational change — lack of practical support provided to assist workers during transition
management periods
— prolonged or recurring restructuring
— lack of consultation and communication about workplace changes, or
consultation and communication which is of poor quality, untimely or not
meaningful
Remote and isolated work — working in locations that are far from home, family, friends and usual
support networks (e.g. isolated working or “fly-in-fly-out” work
arrangements)
— working alone in non-remote locations without social/human interaction
at work (e.g. working at home,)
— working in private homes (e.g. providing care or domestic roles in other
people’s homes)
Workload and work pace — work overload or underload
— high levels of time pressure
— continually subject to deadlines
— machine pacing
— high level of repetitive work
Working hours and schedule — lack of variety of work
— shift work
— inflexible work schedules
— unpredictable hours
— long or unsociable hours
— fragmented work or work that is not meaningful
— continual requirements to complete work at short notice
Job security and precarious — uncertainty regarding work availability, including work without set
work hours
— possibility of redundancy or temporary loss of work with reduced pay
— low-paid or insecure employment, including non-standard employment
— working in situations that are not properly covered or protected by
labour law or social protection
8 © ISO 2021 – All rights reserved
Table 2 — Social factors at work
Examples
Interpersonal relationships — poor communication, including poor information sharing
— poor relationships between managers, supervisors, co-workers, and
clients or others that workers interact with
— interpersonal conflict
— harassment, bullying, victimization (including using electronic tools such
as email and social media), third-party violence
— lack of social support
— unequal power relationships between dominant and non-dominant
groups of workers
— social or physical isolation
Leadership — lack of clear vision and objectives
— management style unsuited to the nature of the work and its demand
— failing to listen or only casually listening to complaints and suggestions
— withholding information
— providing inadequate communication and support
— lack of accountability
— lack of fairness
— inconsistent and poor decision-making practices
— abuse or misuse of power
Organizational/workgroup — poor communication
culture
— low levels of support for problem-solving and personal development
— lack of definition of, or agreement on, organizational objectives
— inconsistent and untimely application of policies and procedures, unfair
decision-making
Recognition and reward — imbalance between workers’ effort and formal and informal recognition
and reward
— lack of appropriate acknowledgement and appreciation of workers’
efforts in a fair and timely manner
Career development — career stagnation and uncertainty, under-promotion or over-promotion,
lack of opportunity for skill development
Support — lack of support from supervisors and co-workers
— lack of access to support services
— lack of information/training to support work performance
Table 2 (continued)
Examples
Supervision — lack of constructive performance feedback and evaluation processes
— lack of encouragement/acknowledgement
— lack of communication
— lack of shared organizational vision and clear objectives
— lack of support and/or resources to facilitate improvements in
performance
— lack of fairness
— misuse of digital surveillance
Civility and respect — lack of trust, honesty, respect, civility and fairness
— lack of respect and consideration in interactions among workers, as well
as with customers, clients and the public
Work/life balance — work tasks, roles, schedules or expectations that cause workers to
continue working in their own time
— conflicting demands of work and home
— work that impacts the workers’ ability to recover
Violence at work — incidents involving an explicit or implicit challenge to health, safety or
well-being at work; violence can be internal, external or client initiated,
e.g.:
— abuse
— threats
— assault (physical, verbal or sexual)
— gender-based violence
Harassment — unwanted, offensive, intimidating behaviours (sexual or non-sexual in
nature) which relate to one or more specific characteristic of the targeted
individual, e.g.:
— race
— gender identity
— religion or belief
— sexual orientation
— disability
— age
10 © ISO 2021 – All rights reserved
Table 2 (continued)
Examples
Bullying and victimization — repeated (more than once) unreasonable behaviours which can present a
risk to health, safety and well-being at work; behaviours can be overt or
covert, e.g.:
— social or physical isolation
— assigning meaningless or unfavourable tasks
— name-calling, insults and intimidation
— undermining behaviour
— undue public criticism
— withholding information or resources critical for one’s job
— malicious rumours or gossiping
— assigning impossible deadlines
NOTE 1 A range of policies, legislation and practices can be in place in relation to the issues in this table.
Consulting the relevant guidance and/or legislation is part of understanding legal requirements and other
requirements (see ISO 45001:2018, 6.1.3).
NOTE 2 Bullying and harassment can occur both face to face and electronically (e.g. social media).
Table 3 — Work environment, equipment and hazardous tasks
Examples
Work environment, equipment — inadequate equipment availability, suitability, reliability, maintenance or
and hazardous tasks repair
— poor workplace conditions such as lack of space, poor lighting and
excessive noise
— lack of the necessary tools, equipment or other resources to complete
work tasks
— working in extreme conditions or situations, such as very high or low
temperatures, or at height
— working in unstable environments such as conflict zones
6.1.2.1.3 The organization should establish, implement and maintain ongoing and proactive processes
for identifying psychosocial hazards. This can be done by, for example:
a) reviewing job descriptions;
b) analysing work tasks, schedules and locations;
c) consulting with workers, clients and other interested parties at regular intervals;
d) analysing performance evaluations, worker surveys, standardized questionnaires, audits, etc.;
e) holding interviews, group discussions or using checklists;
f) conducting workplace inspections and observations which help to understand how work is carried
out, and how workers interact with one another;
g) reviewing relevant documented information such as incident reports, hazard and risk reports,
grouped occupational health statistics, workers’ compensation claims, worker surveys, absenteeism
and worker turnover data.
NOTE 1 Where documented information can identify specific workers, it is important to aggregate
(group) the data to
...
SLOVENSKI STANDARD
01-junij-2023
Sistem vodenja varnosti in zdravja pri delu - Psihično zdravje in varnost pri delu -
Smernice za obvladovanje psihosocialnih tveganj
Occupational health and safety management - Psychological health and safety at work -
Guidelines for managing psychosocial risks
Management de la santé et de la sécurité au travail — Santé psychologique et sécurité
au travail — Lignes directrices pour la gestion des risques psychosociaux
Ta slovenski standard je istoveten z: ISO 45003:2021
ICS:
13.100 Varnost pri delu. Industrijska Occupational safety.
higiena Industrial hygiene
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
INTERNATIONAL ISO
STANDARD 45003
First edition
2021-06
Occupational health and safety
management — Psychological health
and safety at work — Guidelines for
managing psychosocial risks
Management de la santé et de la sécurité au travail — Santé
psychologique et sécurité au travail — Lignes directrices pour la
gestion des risques psychosociaux
Reference number
©
ISO 2021
© ISO 2021
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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Published in Switzerland
ii © ISO 2021 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.1.1 General. 2
4.1.2 External issues . 2
4.1.3 Internal issues . 3
4.2 Understanding the needs and expectations of workers and other interested parties. 3
4.3 Determining the scope of the OH&S management system . 3
4.4 OH&S management system . 3
5 Leadership and worker participation . 4
5.1 Leadership and commitment . 4
5.2 OH&S policy . 4
5.3 Organizational roles, responsibilities and authorities. 5
5.4 Consultation and participation of workers . 5
6 Planning . 6
6.1 Actions to address risks and opportunities . 6
6.1.1 General. 6
6.1.2 Hazard identification and assessment of risks and opportunities . 7
6.2 Objectives to address psychosocial risk .12
7 Support .13
7.1 Resources .13
7.2 Competence .13
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .15
7.5.1 General.15
7.5.2 Confidentiality .15
8 Operation .15
8.1 Operational planning and control .15
8.1.1 General.15
8.1.2 Eliminating hazards, reducing OH&S risks and promoting well-being at work .16
8.1.3 Management of change.18
8.1.4 Procurement, contracting and outsourcing .19
8.2 Emergency preparedness and response .19
8.3 Rehabilitation and return to work .19
9 Performance evaluation .20
9.1 Monitoring, measurement, analysis and performance evaluation .20
9.2 Internal audit .21
9.3 Management review .21
10 Improvement .22
10.1 General .22
10.2 Incident, nonconformity and corrective action .22
10.3 Continual improvement .22
Bibliography .23
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation 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 283, Occupational health and safety
management.
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 2021 – All rights reserved
Introduction
This document provides guidance on the management of psychosocial risks and promoting well-being
at work, as part of an occupational health and safety (OH&S) management system.
This document is intended to be used together with ISO 45001, which contains requirements and
guidance on planning, implementing, reviewing, evaluating and improving an OH&S management
system. ISO 45001 highlights that the organization is responsible for the OH&S of workers and others
who can be affected by its activities. This responsibility includes promoting and protecting their
physical and psychological health.
The aim and intended outcomes of the OH&S management system are therefore to prevent work-
related injury and ill health to workers, and to provide safe and healthy workplaces. Consequently, it
is critically important for the organization to eliminate hazards and minimize OH&S risks by taking
effective preventive and protective measures, which include measures to manage psychosocial risks.
Psychosocial hazards are increasingly recognized as major challenges to health, safety and well-being
at work.
Psychosocial hazards relate to how work is organized, social factors at work and aspects of the work
environment, equipment and hazardous tasks. Psychosocial hazards can be present in all organizations
and sectors, and from all kinds of work tasks, equipment and employment arrangements.
Psychosocial hazards can occur in combination with one another and can influence and be influenced
by other hazards. Psychosocial risk relates to the potential of these types of hazards to cause several
types of outcomes on individual health, safety and well-being and on organizational performance and
sustainability. It is important that psychosocial risks are managed in a manner consistent with other
OH&S risks, through an OH&S management system, and integrated into the organization’s broader
business processes.
Psychosocial risks affect both psychological health and safety, and health, safety and well-being at work
more broadly. Psychosocial risks are also associated with economic costs to organizations and society.
There are a range of terms that are used in relation to what psychosocial risks affect, including
“psychological health” and “mental health”. These terms are considered interchangeable and to have
the same meaning for the purposes of this document. This document is concerned with all types of
impacts on health, safety and well-being at work.
Negative outcomes for workers can include poor health and associated conditions (e.g. cardiovascular
disease, musculoskeletal disorders, diabetes, anxiety, depression, sleep disorders) and associated
poor health behaviours (e.g. substance misuse, unhealthy eating), as well as reduced job satisfaction,
commitment and productivity. Managing psychosocial risks can result in positive outcomes, including
improved job satisfaction and increased productivity.
Although numerous factors can determine the nature and severity of outcomes of psychosocial risks,
organizations have a significant role to play in eliminating hazards or minimizing risks. Both the
organization and workers have a shared responsibility for maintaining and improving health, safety
and well-being at work.
For the organization, the impact of psychosocial risks includes increased costs due to absence from
work, turnover, reduced product or service quality, recruitment and training, workplace investigations
and litigation, as well as damage to the organization’s reputation.
Effective management of psychosocial risk can lead to benefits such as improved worker engagement,
enhanced productivity, increased innovation and organizational sustainability.
This document outlines examples of psychosocial hazards arising from work organization, social
factors and work environment, equipment and hazardous tasks, as well as a range of control measures
that can be used to eliminate hazards or minimize associated risks.
Organizations are responsible for identifying hazards and minimizing the risks associated with
them. The participation of workers, in all stages of the process, is critical to the success of managing
psychosocial risks.
This document also includes information on what is important for organizations to consider in relation
to raising awareness of psychosocial risks, developing competence in the management of psychosocial
risks, supporting the recovery and return to work of affected workers, and planning for and responding
to emergency situations.
The success of psychosocial risk management depends on commitment from all levels and functions of
the organization, especially from top management.
vi © ISO 2021 – All rights reserved
INTERNATIONAL STANDARD ISO 45003:2021(E)
Occupational health and safety management —
Psychological health and safety at work — Guidelines for
managing psychosocial risks
1 Scope
This document gives guidelines for managing psychosocial risk within an occupational health and
safety (OH&S) management system based on ISO 45001. It enables organizations to prevent work-
related injury and ill health of their workers and other interested parties, and to promote well-being at
work.
It is applicable to organizations of all sizes and in all sectors, for the development, implementation,
maintenance and continual improvement of healthy and safe workplaces.
NOTE When the term “worker” is used in this document, worker representatives, where they exist, are
always implied.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 45001:2018, Occupational health and safety management systems — Requirements with guidance for
use
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 45001:2018 and the following
apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
psychosocial risk
combination of the likelihood of occurrence of exposure to work-related hazard(s) of a psychosocial
nature and the severity of injury and ill-health that can be caused by these hazards
Note 1 to entry: Hazards of a psychosocial nature include aspects of work organization, social factors at work,
work environment, equipment and hazardous tasks. Detailed examples of such sources are given in Tables 1, 2
and 3.
3.2
well-being at work
fulfilment of the physical, mental, social and cognitive needs and expectations of a worker related to
their work
Note 1 to entry: Well-being at work can also contribute to the quality of life outside of work.
Note 2 to entry: Well-being at work relates to all aspects of working life, including work organization, social
factors at work, work environment, equipment and hazardous tasks.
4 Context of the organization
4.1 Understanding the organization and its context
4.1.1 General
In relation to managing psychosocial risk, the organization should:
a) consider the external and internal issues that can affect the achievement of the intended outcomes
of the OH&S management system;
b) understand the needs and expectations of workers and other relevant interested parties;
c) consider which of these needs and expectations are, or could become, legal requirements and other
requirements;
d) adjust the design of activities to manage psychosocial risk to suit the specific context of the
workplace;
e) tailor activities to improve the focus, reliability, validity and effectiveness of the process to manage
psychosocial risk;
f) determine how the assessment of psychosocial risks will be used to make effective action plans.
4.1.2 External issues
The organization should determine external issues relevant to achieving the intended outcomes of the
OH&S management system in relation to psychosocial risk. External issues can include:
a) the supply chain in which the organization operates, as this can affect psychosocial hazards and
their associated risks (e.g. through time pressure, schedules or production pressure);
b) relationships with contractors, subcontractors, suppliers, providers and other interested parties;
c) the sharing of workplaces, resources and equipment with other parties (e.g. if the organization
collaborates with other organizations on worksites);
d) customer and/or client requirements for service provision (e.g. customer/client requirements can
affect psychosocial hazards through violence, harassment, time pressure);
e) economic conditions that can affect availability, duration and location of work;
f) the nature of work contracts, remuneration, employment conditions and industrial relations;
g) the demographics of workers who are available for work (e.g. young or ageing workers, increasing
retirement ages, gender);
h) rapid technological changes (e.g. increased connectivity to electronic devices, impact of artificial
intelligence and automation technology);
i) labour force mobility, creating greater diversity among workers with different backgrounds and
cultures, and speaking different languages;
j) the wider context of the organization’s geographical region, including social, economic and public
health issues (e.g. pandemics, natural disasters, financial crises).
2 © ISO 2021 – All rights reserved
4.1.3 Internal issues
Internal issues that can affect the intended outcomes of the OH&S management system in relation to
psychosocial risk can include:
a) how the organization is governed and managed (e.g. its organizational structure, assignment of
roles and responsibilities, effectiveness and efficiency of its formal and informal decision-making
processes, organizational culture, management style, communication style, respect for privacy);
b) the organization’s level of commitment and direction with respect to psychological health, safety
and well-being at work, as set out in policy statements, guidelines, objectives and strategies;
c) other management systems adopted by the organization that can interact with the management of
psychosocial risks (e.g. based on ISO 9001 and ISO 14001);
d) size and nature of the organization’s workforce (e.g. large, small, complex or highly decentralized);
e) characteristics of workers and the workforce (e.g. gender, age, ethnicity, religion, disability,
language, literacy and numeracy);
f) competence of workers to recognize psychosocial hazards and manage risks;
g) locations of work (e.g. itinerant workforce without a fixed workplace, working remotely, working at
home, working in isolation or working in remote locations such as rurally);
h) workers’ terms and conditions (e.g. flexible work arrangements, compensation and benefits, part-
time, casual or temporary workforce);
i) adequacy and availability of resources (see 7.1).
4.2 Understanding the needs and expectations of workers and other interested parties
In relation to managing psychosocial risk, the organization should understand and determine the needs
and expectations of workers and other interested parties.
Workers and other interested parties have a range of needs and expectations that can be influenced by
psychosocial risks at work. These needs and expectations can include:
— financial security;
— social interaction and support;
— inclusion, recognition, reward and accomplishment;
— personal development and growth;
— equal opportunity and fair treatment at work.
Needs and expectations can be included in legal requirements (e.g. OH&S and human rights legislation),
collective agreements, and voluntary agreements and other requirements to which the organization
subscribes or adheres.
4.3 Determining the scope of the OH&S management system
The organization should confirm that the scope of its OH&S management system and its operations
and activities with respect to the management of psychosocial risk are specifically addressed by the
organization’s OH&S management system.
4.4 OH&S management system
The organization should ensure that its OH&S management system remains appropriate, effective and
relevant to its operations and activities with respect to its management of psychosocial risk.
5 Leadership and worker participation
5.1 Leadership and commitment
The successful management of psychosocial risk calls for a commitment throughout the organization.
Top management should lead this, and managers and workers at all levels should assist in its
implementation. Top management should:
a) demonstrate leadership and commitment to managing psychosocial risk and to promoting well-
being at work;
b) identify, monitor and be aware of its roles and responsibilities with respect to managing
psychosocial risks;
c) determine the resources needed and make them available in a timely and efficient manner;
d) reinforce the sustainability of managing psychosocial risk by including it in strategic plans and
existing systems, processes and reporting structures;
e) protect workers from reprisals and/or threats of reprisals for reporting incidents, hazards, risks
and opportunities;
f) communicate how whistle-blowers, victims, witnesses and those who report or raise workplace
psychosocial risk concerns will be protected;
g) obtain and provide feedback to determine the effectiveness of managing and preventing
psychosocial risk within the OH&S management system, both in implementation and operation;
h) empower workers and ensure they are competent to fulfil their roles and responsibilities to identify
and manage psychosocial risk;
i) remove barriers that can limit worker participation, and aim to enhance participation;
j) actively engage workers in a continual dialogue on the management of psychosocial risk;
k) support and encourage workers to actively participate in the management of psychosocial risk in
the workplace
5.2 OH&S policy
5.2.1 In establishing an OH&S policy for the organization, top management should:
a) ensure that commitments to preventing ill health and injuries related to psychosocial risk and
promoting well-being at work are included in the OH&S policy;
b) determine if there is a need for a separate policy about managing psychosocial risk;
c) consider how other policies (e.g. human resources, corporate social responsibility) support and are
consistent with the OH&S policy to achieve common objectives.
5.2.2 The OH&S policy should:
a) be appropriate to the purpose, size and context of the organization;
b) include a commitment to fulfil legal requirements and other requirements related to health, safety
and well-being at work, including a commitment to manage psychosocial risk;
c) provide a framework for setting and reviewing, evaluating and revising objectives for the
management of psychosocial risk;
4 © ISO 2021 – All rights reserved
d) promote and enhance a working environment consistent with the principles of dignity, mutual
respect, confidentiality, cooperation and trust in the OH&S management system;
e) be communicated to all workers so that they are aware of their rights and responsibilities;
f) be reviewed periodically to ensure it remains relevant and appropriate to the organization.
The organization should consult workers and, where they exist, worker representatives in the
development of a policy to manage psychosocial risk and, where relevant, consult other interested
parties.
Policy related to psychosocial risk can provide direction for implementing and improving management
of psychosocial risk within the general OH&S management system. The policy can enable top
management and other workers to understand the overall commitment of the organization and how
this can affect individual responsibilities. The organization should consider if a specific policy to
manage psychosocial risk is necessary.
5.3 Organizational roles, responsibilities and authorities
Top management is responsible for the functioning of the OH&S management system and should clarify
roles, responsibilities and authorities for managing psychosocial risk in the workplace. The effective
management of psychosocial risks within a workplace requires workers with different roles to work
together effectively (e.g. human resources, line managers, workers with specific OH&S responsibilities).
The organization should promote and support worker involvement in actively managing psychosocial
risks.
5.4 Consultation and participation of workers
Consultation and participation of workers and, where they exist, worker representatives is essential
for the development, planning, implementation, maintenance, evaluation and continual improvement of
healthy and safe workplaces and the success of the process(es) to manage psychosocial risk.
In addition to the general requirements in ISO 45001:2018, 5.4, the organization should:
a) provide opportunities for feedback by workers to help the organization determine the effectiveness
of the management of psychosocial risks;
b) encourage participation and engagement, e.g. in health and safety committees or peer-to-peer
support networks if appropriate to the size and context of the organization. In smaller organizations,
where formal worker representation can be lacking, this consultation process should be undertaken
directly with workers. Consultation between the organization and workers should take place at all
stages of managing psychosocial risk, taking into account the experience and expertise of workers.
Both the organization and its workers have specific roles and responsibilities. Health and safety
committees, work councils or other representation bodies also have an important role to play.
Involvement in decision-making processes can increase a worker’s motivation and commitment
to contribute to psychologically healthy and safe workplaces. Being encouraged and supported to
participate, rather than feeling forced to take part, is more likely to be effective and sustainable.
Some of the concerns about engaging workers can include worries about pushback, negative attitudes,
apathy and the sensitive nature of the impact of psychosocial hazards. Any of these concerns can come
from unsuccessful past initiatives. For these reasons, care should be taken to address the concerns
of workers and other interested parties when establishing the OH&S management system, and
participation and consultation should be encouraged. Engaging worker representatives, where they
exist, can help prevent or minimize worker concerns.
Organizations should also support ongoing consultation, participation and engagement, and get input
at all stages of planning and implementation. Active and meaningful involvement of relevant interested
parties is an important factor for the management of psychosocial risks in any organization.
6 Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.1.1 The organization should consider the issues referred to in Clause 4 and determine the risks
and opportunities that need to be addressed, including:
a) psychosocial hazards;
b) prevention of injury and ill-health;
c) strategies for workers returning to work;
d) opportunities for improvement, including promotion of well-being at work;
e) the development, review and maintenance of systems, processes and reporting structures with
relevance to the management of psychosocial risk.
The organization should prioritize actions based on its assessment of psychosocial risks.
6.1.1.2 The organization should use the planning process to:
a) establish appropriate objectives;
b) determine how to achieve the objectives for the management of psychosocial risk and fulfil legal
requirements and other requirements;
c) demonstrate a commitment to continual improvement that, where possible, goes beyond fulfilling
legal requirements.
6.1.1.3 During the planning process, the organization should take into account:
a) the needs and expectations of particular groups of workers (e.g. workers working alone, remote
workers, minority groups);
b) the needs of specific workplaces or sets of operations or work tasks;
c) the results of the assessment of psychosocial risks, to understand their nature and the underlying
causes;
d) the implementation of actions designed to eliminate psychosocial hazards and reduce the
associated risks;
e) the evaluation of those actions and their outcomes;
f) the management of the process by reviewing and updating it to meet changing needs, recognizing
good practice;
g) the resources needed;
h) how to actively involve workers through consultation and participation.
6 © ISO 2021 – All rights reserved
6.1.2 Hazard identification and assessment of risks and opportunities
6.1.2.1 Hazard identification
6.1.2.1.1 The organization should:
a) understand the underlying sources of harm before control measures are considered to improve the
effectiveness of activities to manage psychosocial risk;
b) establish, implement and maintain processes for hazard identification that are ongoing and
proactive.
6.1.2.1.2 The organization should identify hazards of a psychosocial nature. These can include:
a) aspects of how work is organized (for examples, see Table 1);
b) social factors at work (for examples, see Table 2);
c) work environment, equipment and hazardous tasks (for examples, see Table 3).
Table 1 — Aspects of how work is organized
Examples
Roles and expectations — role ambiguity
— role conflict
— duty of care for other people
— scenarios where workers do not have clear guidelines on the tasks they
are expected to do (and not do)
— expectations within a role that undermine one another (e.g. being
expected to provide good customer service, but also to not spend a long
time with customers)
— uncertainty about, or frequent changes to, tasks and work standards
— performing work of little value or purpose
Job control or autonomy — limited opportunity to participate in decision-making
— lack of control over workload
— low levels of influence and independence (e.g. not being able to influence
the speed, order or schedule of work tasks and workload)
Job demands — underuse of skills
— continual work exposure to interaction with people (e.g. the public,
customers, students, patients)
— having too much to do within a certain time or with a set number of
workers
— conflicting demands and deadlines
— unrealistic expectations of a worker’s competence or responsibilities
— lack of task variety or performing highly repetitive tasks
— fragmented or meaningless work
Table 1 (continued)
Examples
— requirements for excessive periods of alertness and concentration
— working with aggressive or distressed people
— exposure to events or situations that can cause trauma
Organizational change — lack of practical support provided to assist workers during transition
management periods
— prolonged or recurring restructuring
— lack of consultation and communication about workplace changes, or
consultation and communication which is of poor quality, untimely or not
meaningful
Remote and isolated work — working in locations that are far from home, family, friends and usual
support networks (e.g. isolated working or “fly-in-fly-out” work
arrangements)
— working alone in non-remote locations without social/human interaction
at work (e.g. working at home,)
— working in private homes (e.g. providing care or domestic roles in other
people’s homes)
Workload and work pace — work overload or underload
— high levels of time pressure
— continually subject to deadlines
— machine pacing
— high level of repetitive work
Working hours and schedule — lack of variety of work
— shift work
— inflexible work schedules
— unpredictable hours
— long or unsociable hours
— fragmented work or work that is not meaningful
— continual requirements to complete work at short notice
Job security and precarious — uncertainty regarding work availability, including work without set
work hours
— possibility of redundancy or temporary loss of work with reduced pay
— low-paid or insecure employment, including non-standard employment
— working in situations that are not properly covered or protected by
labour law or social protection
8 © ISO 2021 – All rights reserved
Table 2 — Social factors at work
Examples
Interpersonal relationships — poor communication, including poor information sharing
— poor relationships between managers, supervisors, co-workers, and
clients or others that workers interact with
— interpersonal conflict
— harassment, bullying, victimization (including using electronic tools such
as email and social media), third-party violence
— lack of social support
— unequal power relationships between dominant and non-dominant
groups of workers
— social or physical isolation
Leadership — lack of clear vision and objectives
— management style unsuited to the nature of the work and its demand
— failing to listen or only casually listening to complaints and suggestions
— withholding information
— providing inadequate communication and support
— lack of accountability
— lack of fairness
— inconsistent and poor decision-making practices
— abuse or misuse of power
Organizational/workgroup — poor communication
culture
— low levels of support for problem-solving and personal development
— lack of definition of, or agreement on, organizational objectives
— inconsistent and untimely application of policies and procedures, unfair
decision-making
Recognition and reward — imbalance between workers’ effort and formal and informal recognition
and reward
— lack of appropriate acknowledgement and appreciation of workers’
efforts in a fair and timely manner
Career development — career stagnation and uncertainty, under-promotion or over-promotion,
lack of opportunity for skill development
Support — lack of support from supervisors and co-workers
— lack of access to support services
— lack of information/training to support work performance
Table 2 (continued)
Examples
Supervision — lack of constructive performance feedback and evaluation processes
— lack of encouragement/acknowledgement
— lack of communication
— lack of shared organizational vision and clear objectives
— lack of support and/or resources to facilitate improvements in
performance
— lack of fairness
— misuse of digital surveillance
Civility and respect — lack of trust, honesty, respect, civility and fairness
— lack of respect and consideration in interactions among workers, as well
as with customers, clients and the public
Work/life balance — work tasks, roles, schedules or expectations that cause workers to
continue working in their own time
— conflicting demands of work and home
— work that impacts the workers’ ability to recover
Violence at work — incidents involving an explicit or implicit challenge to health, safety or
well-being at work; violence can be internal, external or client initiated,
e.g.:
— abuse
— threats
— assault (physical, verbal or sexual)
— gender-based violence
Harassment — unwanted, offensive, intimidating behaviours (sexual or non-sexual in
nature) which relate to one or more specific characteristic of the targeted
individual, e.g.:
— race
— gender identity
— religion or belief
— sexual orientation
— disability
— age
10 © ISO 2021 – All rights reserved
Table 2 (continued)
Examples
Bullying and victimization — repeated (more than once) unreasonable behaviours which can present a
risk to health, safety and well-being at work; behaviours can be overt or
covert, e.g.:
— social or physical isolation
— assigning meaningless or unfavourable tasks
— name-calling, insults and intimidation
— undermining behaviour
— undue public criticism
— withholding information or resources critical for one’s job
— malicious rumours or gossiping
— assigning impossible deadlines
NOTE 1 A range of policies, legislation and practices can be in place in relation to the issues in this table.
Consulting the relevant guidance and/or legislation is part of understanding legal requirements and other
requirements (see ISO 45001:2018, 6.1.3).
NOTE 2 Bullying and harassment can occur both face to face and electronically (e.g. social media).
Table 3 — Work environment, equipment and hazardous tasks
Examples
Work environment, equipment — inadequate equipment availability, suitability, reliability, maintenance or
and hazardous tasks repair
— poor workplace conditions such as lack of space, poor lighting and
excessive noise
— lack of the necessary tools, equipment or other resources to complete
work tasks
— working in extreme conditions or situations, such as very high or low
temperatures, or at height
— working in unstable environments such as conflict zones
6.1.2.1.3 The organization should establish, implement and maintain ongoing and proactive processes
for identifying psychosocial hazards. This can be done by, for example:
a) reviewing job descriptions;
b) analysing work tasks, schedules and locations;
c) consulting with workers, clients and other interested parties at regular intervals;
d) analysing performance evaluations, worker surveys, standardized questionnaires, audits, etc.;
e) holding interviews, group discussions or using checklists;
f) conducting workplace inspections and observations which help to understand how work is carried
out, and how workers interact with one another;
g) reviewing relevant documented information such as incident reports, hazard and risk reports,
grouped occupational health statistics, workers’ compensation claims, worker surveys, absenteeism
and worker turnover data.
NOTE 1 Where documented information can identify specific workers, it is important to aggregate
(group) the data to
...
INTERNATIONAL ISO
STANDARD 45003
First edition
2021-06
Occupational health and safety
management — Psychological health
and safety at work — Guidelines for
managing psychosocial risks
Management de la santé et de la sécurité au travail — Santé
psychologique et sécurité au travail — Lignes directrices pour la
gestion des risques psychosociaux
Reference number
©
ISO 2021
© ISO 2021
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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below or ISO’s member body in the country of the requester.
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Published in Switzerland
ii © ISO 2021 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.1.1 General. 2
4.1.2 External issues . 2
4.1.3 Internal issues . 3
4.2 Understanding the needs and expectations of workers and other interested parties. 3
4.3 Determining the scope of the OH&S management system . 3
4.4 OH&S management system . 3
5 Leadership and worker participation . 4
5.1 Leadership and commitment . 4
5.2 OH&S policy . 4
5.3 Organizational roles, responsibilities and authorities. 5
5.4 Consultation and participation of workers . 5
6 Planning . 6
6.1 Actions to address risks and opportunities . 6
6.1.1 General. 6
6.1.2 Hazard identification and assessment of risks and opportunities . 7
6.2 Objectives to address psychosocial risk .12
7 Support .13
7.1 Resources .13
7.2 Competence .13
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .15
7.5.1 General.15
7.5.2 Confidentiality .15
8 Operation .15
8.1 Operational planning and control .15
8.1.1 General.15
8.1.2 Eliminating hazards, reducing OH&S risks and promoting well-being at work .16
8.1.3 Management of change.18
8.1.4 Procurement, contracting and outsourcing .19
8.2 Emergency preparedness and response .19
8.3 Rehabilitation and return to work .19
9 Performance evaluation .20
9.1 Monitoring, measurement, analysis and performance evaluation .20
9.2 Internal audit .21
9.3 Management review .21
10 Improvement .22
10.1 General .22
10.2 Incident, nonconformity and corrective action .22
10.3 Continual improvement .22
Bibliography .23
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation 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 283, Occupational health and safety
management.
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 2021 – All rights reserved
Introduction
This document provides guidance on the management of psychosocial risks and promoting well-being
at work, as part of an occupational health and safety (OH&S) management system.
This document is intended to be used together with ISO 45001, which contains requirements and
guidance on planning, implementing, reviewing, evaluating and improving an OH&S management
system. ISO 45001 highlights that the organization is responsible for the OH&S of workers and others
who can be affected by its activities. This responsibility includes promoting and protecting their
physical and psychological health.
The aim and intended outcomes of the OH&S management system are therefore to prevent work-
related injury and ill health to workers, and to provide safe and healthy workplaces. Consequently, it
is critically important for the organization to eliminate hazards and minimize OH&S risks by taking
effective preventive and protective measures, which include measures to manage psychosocial risks.
Psychosocial hazards are increasingly recognized as major challenges to health, safety and well-being
at work.
Psychosocial hazards relate to how work is organized, social factors at work and aspects of the work
environment, equipment and hazardous tasks. Psychosocial hazards can be present in all organizations
and sectors, and from all kinds of work tasks, equipment and employment arrangements.
Psychosocial hazards can occur in combination with one another and can influence and be influenced
by other hazards. Psychosocial risk relates to the potential of these types of hazards to cause several
types of outcomes on individual health, safety and well-being and on organizational performance and
sustainability. It is important that psychosocial risks are managed in a manner consistent with other
OH&S risks, through an OH&S management system, and integrated into the organization’s broader
business processes.
Psychosocial risks affect both psychological health and safety, and health, safety and well-being at work
more broadly. Psychosocial risks are also associated with economic costs to organizations and society.
There are a range of terms that are used in relation to what psychosocial risks affect, including
“psychological health” and “mental health”. These terms are considered interchangeable and to have
the same meaning for the purposes of this document. This document is concerned with all types of
impacts on health, safety and well-being at work.
Negative outcomes for workers can include poor health and associated conditions (e.g. cardiovascular
disease, musculoskeletal disorders, diabetes, anxiety, depression, sleep disorders) and associated
poor health behaviours (e.g. substance misuse, unhealthy eating), as well as reduced job satisfaction,
commitment and productivity. Managing psychosocial risks can result in positive outcomes, including
improved job satisfaction and increased productivity.
Although numerous factors can determine the nature and severity of outcomes of psychosocial risks,
organizations have a significant role to play in eliminating hazards or minimizing risks. Both the
organization and workers have a shared responsibility for maintaining and improving health, safety
and well-being at work.
For the organization, the impact of psychosocial risks includes increased costs due to absence from
work, turnover, reduced product or service quality, recruitment and training, workplace investigations
and litigation, as well as damage to the organization’s reputation.
Effective management of psychosocial risk can lead to benefits such as improved worker engagement,
enhanced productivity, increased innovation and organizational sustainability.
This document outlines examples of psychosocial hazards arising from work organization, social
factors and work environment, equipment and hazardous tasks, as well as a range of control measures
that can be used to eliminate hazards or minimize associated risks.
Organizations are responsible for identifying hazards and minimizing the risks associated with
them. The participation of workers, in all stages of the process, is critical to the success of managing
psychosocial risks.
This document also includes information on what is important for organizations to consider in relation
to raising awareness of psychosocial risks, developing competence in the management of psychosocial
risks, supporting the recovery and return to work of affected workers, and planning for and responding
to emergency situations.
The success of psychosocial risk management depends on commitment from all levels and functions of
the organization, especially from top management.
vi © ISO 2021 – All rights reserved
INTERNATIONAL STANDARD ISO 45003:2021(E)
Occupational health and safety management —
Psychological health and safety at work — Guidelines for
managing psychosocial risks
1 Scope
This document gives guidelines for managing psychosocial risk within an occupational health and
safety (OH&S) management system based on ISO 45001. It enables organizations to prevent work-
related injury and ill health of their workers and other interested parties, and to promote well-being at
work.
It is applicable to organizations of all sizes and in all sectors, for the development, implementation,
maintenance and continual improvement of healthy and safe workplaces.
NOTE When the term “worker” is used in this document, worker representatives, where they exist, are
always implied.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 45001:2018, Occupational health and safety management systems — Requirements with guidance for
use
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 45001:2018 and the following
apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
psychosocial risk
combination of the likelihood of occurrence of exposure to work-related hazard(s) of a psychosocial
nature and the severity of injury and ill-health that can be caused by these hazards
Note 1 to entry: Hazards of a psychosocial nature include aspects of work organization, social factors at work,
work environment, equipment and hazardous tasks. Detailed examples of such sources are given in Tables 1, 2
and 3.
3.2
well-being at work
fulfilment of the physical, mental, social and cognitive needs and expectations of a worker related to
their work
Note 1 to entry: Well-being at work can also contribute to the quality of life outside of work.
Note 2 to entry: Well-being at work relates to all aspects of working life, including work organization, social
factors at work, work environment, equipment and hazardous tasks.
4 Context of the organization
4.1 Understanding the organization and its context
4.1.1 General
In relation to managing psychosocial risk, the organization should:
a) consider the external and internal issues that can affect the achievement of the intended outcomes
of the OH&S management system;
b) understand the needs and expectations of workers and other relevant interested parties;
c) consider which of these needs and expectations are, or could become, legal requirements and other
requirements;
d) adjust the design of activities to manage psychosocial risk to suit the specific context of the
workplace;
e) tailor activities to improve the focus, reliability, validity and effectiveness of the process to manage
psychosocial risk;
f) determine how the assessment of psychosocial risks will be used to make effective action plans.
4.1.2 External issues
The organization should determine external issues relevant to achieving the intended outcomes of the
OH&S management system in relation to psychosocial risk. External issues can include:
a) the supply chain in which the organization operates, as this can affect psychosocial hazards and
their associated risks (e.g. through time pressure, schedules or production pressure);
b) relationships with contractors, subcontractors, suppliers, providers and other interested parties;
c) the sharing of workplaces, resources and equipment with other parties (e.g. if the organization
collaborates with other organizations on worksites);
d) customer and/or client requirements for service provision (e.g. customer/client requirements can
affect psychosocial hazards through violence, harassment, time pressure);
e) economic conditions that can affect availability, duration and location of work;
f) the nature of work contracts, remuneration, employment conditions and industrial relations;
g) the demographics of workers who are available for work (e.g. young or ageing workers, increasing
retirement ages, gender);
h) rapid technological changes (e.g. increased connectivity to electronic devices, impact of artificial
intelligence and automation technology);
i) labour force mobility, creating greater diversity among workers with different backgrounds and
cultures, and speaking different languages;
j) the wider context of the organization’s geographical region, including social, economic and public
health issues (e.g. pandemics, natural disasters, financial crises).
2 © ISO 2021 – All rights reserved
4.1.3 Internal issues
Internal issues that can affect the intended outcomes of the OH&S management system in relation to
psychosocial risk can include:
a) how the organization is governed and managed (e.g. its organizational structure, assignment of
roles and responsibilities, effectiveness and efficiency of its formal and informal decision-making
processes, organizational culture, management style, communication style, respect for privacy);
b) the organization’s level of commitment and direction with respect to psychological health, safety
and well-being at work, as set out in policy statements, guidelines, objectives and strategies;
c) other management systems adopted by the organization that can interact with the management of
psychosocial risks (e.g. based on ISO 9001 and ISO 14001);
d) size and nature of the organization’s workforce (e.g. large, small, complex or highly decentralized);
e) characteristics of workers and the workforce (e.g. gender, age, ethnicity, religion, disability,
language, literacy and numeracy);
f) competence of workers to recognize psychosocial hazards and manage risks;
g) locations of work (e.g. itinerant workforce without a fixed workplace, working remotely, working at
home, working in isolation or working in remote locations such as rurally);
h) workers’ terms and conditions (e.g. flexible work arrangements, compensation and benefits, part-
time, casual or temporary workforce);
i) adequacy and availability of resources (see 7.1).
4.2 Understanding the needs and expectations of workers and other interested parties
In relation to managing psychosocial risk, the organization should understand and determine the needs
and expectations of workers and other interested parties.
Workers and other interested parties have a range of needs and expectations that can be influenced by
psychosocial risks at work. These needs and expectations can include:
— financial security;
— social interaction and support;
— inclusion, recognition, reward and accomplishment;
— personal development and growth;
— equal opportunity and fair treatment at work.
Needs and expectations can be included in legal requirements (e.g. OH&S and human rights legislation),
collective agreements, and voluntary agreements and other requirements to which the organization
subscribes or adheres.
4.3 Determining the scope of the OH&S management system
The organization should confirm that the scope of its OH&S management system and its operations
and activities with respect to the management of psychosocial risk are specifically addressed by the
organization’s OH&S management system.
4.4 OH&S management system
The organization should ensure that its OH&S management system remains appropriate, effective and
relevant to its operations and activities with respect to its management of psychosocial risk.
5 Leadership and worker participation
5.1 Leadership and commitment
The successful management of psychosocial risk calls for a commitment throughout the organization.
Top management should lead this, and managers and workers at all levels should assist in its
implementation. Top management should:
a) demonstrate leadership and commitment to managing psychosocial risk and to promoting well-
being at work;
b) identify, monitor and be aware of its roles and responsibilities with respect to managing
psychosocial risks;
c) determine the resources needed and make them available in a timely and efficient manner;
d) reinforce the sustainability of managing psychosocial risk by including it in strategic plans and
existing systems, processes and reporting structures;
e) protect workers from reprisals and/or threats of reprisals for reporting incidents, hazards, risks
and opportunities;
f) communicate how whistle-blowers, victims, witnesses and those who report or raise workplace
psychosocial risk concerns will be protected;
g) obtain and provide feedback to determine the effectiveness of managing and preventing
psychosocial risk within the OH&S management system, both in implementation and operation;
h) empower workers and ensure they are competent to fulfil their roles and responsibilities to identify
and manage psychosocial risk;
i) remove barriers that can limit worker participation, and aim to enhance participation;
j) actively engage workers in a continual dialogue on the management of psychosocial risk;
k) support and encourage workers to actively participate in the management of psychosocial risk in
the workplace
5.2 OH&S policy
5.2.1 In establishing an OH&S policy for the organization, top management should:
a) ensure that commitments to preventing ill health and injuries related to psychosocial risk and
promoting well-being at work are included in the OH&S policy;
b) determine if there is a need for a separate policy about managing psychosocial risk;
c) consider how other policies (e.g. human resources, corporate social responsibility) support and are
consistent with the OH&S policy to achieve common objectives.
5.2.2 The OH&S policy should:
a) be appropriate to the purpose, size and context of the organization;
b) include a commitment to fulfil legal requirements and other requirements related to health, safety
and well-being at work, including a commitment to manage psychosocial risk;
c) provide a framework for setting and reviewing, evaluating and revising objectives for the
management of psychosocial risk;
4 © ISO 2021 – All rights reserved
d) promote and enhance a working environment consistent with the principles of dignity, mutual
respect, confidentiality, cooperation and trust in the OH&S management system;
e) be communicated to all workers so that they are aware of their rights and responsibilities;
f) be reviewed periodically to ensure it remains relevant and appropriate to the organization.
The organization should consult workers and, where they exist, worker representatives in the
development of a policy to manage psychosocial risk and, where relevant, consult other interested
parties.
Policy related to psychosocial risk can provide direction for implementing and improving management
of psychosocial risk within the general OH&S management system. The policy can enable top
management and other workers to understand the overall commitment of the organization and how
this can affect individual responsibilities. The organization should consider if a specific policy to
manage psychosocial risk is necessary.
5.3 Organizational roles, responsibilities and authorities
Top management is responsible for the functioning of the OH&S management system and should clarify
roles, responsibilities and authorities for managing psychosocial risk in the workplace. The effective
management of psychosocial risks within a workplace requires workers with different roles to work
together effectively (e.g. human resources, line managers, workers with specific OH&S responsibilities).
The organization should promote and support worker involvement in actively managing psychosocial
risks.
5.4 Consultation and participation of workers
Consultation and participation of workers and, where they exist, worker representatives is essential
for the development, planning, implementation, maintenance, evaluation and continual improvement of
healthy and safe workplaces and the success of the process(es) to manage psychosocial risk.
In addition to the general requirements in ISO 45001:2018, 5.4, the organization should:
a) provide opportunities for feedback by workers to help the organization determine the effectiveness
of the management of psychosocial risks;
b) encourage participation and engagement, e.g. in health and safety committees or peer-to-peer
support networks if appropriate to the size and context of the organization. In smaller organizations,
where formal worker representation can be lacking, this consultation process should be undertaken
directly with workers. Consultation between the organization and workers should take place at all
stages of managing psychosocial risk, taking into account the experience and expertise of workers.
Both the organization and its workers have specific roles and responsibilities. Health and safety
committees, work councils or other representation bodies also have an important role to play.
Involvement in decision-making processes can increase a worker’s motivation and commitment
to contribute to psychologically healthy and safe workplaces. Being encouraged and supported to
participate, rather than feeling forced to take part, is more likely to be effective and sustainable.
Some of the concerns about engaging workers can include worries about pushback, negative attitudes,
apathy and the sensitive nature of the impact of psychosocial hazards. Any of these concerns can come
from unsuccessful past initiatives. For these reasons, care should be taken to address the concerns
of workers and other interested parties when establishing the OH&S management system, and
participation and consultation should be encouraged. Engaging worker representatives, where they
exist, can help prevent or minimize worker concerns.
Organizations should also support ongoing consultation, participation and engagement, and get input
at all stages of planning and implementation. Active and meaningful involvement of relevant interested
parties is an important factor for the management of psychosocial risks in any organization.
6 Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.1.1 The organization should consider the issues referred to in Clause 4 and determine the risks
and opportunities that need to be addressed, including:
a) psychosocial hazards;
b) prevention of injury and ill-health;
c) strategies for workers returning to work;
d) opportunities for improvement, including promotion of well-being at work;
e) the development, review and maintenance of systems, processes and reporting structures with
relevance to the management of psychosocial risk.
The organization should prioritize actions based on its assessment of psychosocial risks.
6.1.1.2 The organization should use the planning process to:
a) establish appropriate objectives;
b) determine how to achieve the objectives for the management of psychosocial risk and fulfil legal
requirements and other requirements;
c) demonstrate a commitment to continual improvement that, where possible, goes beyond fulfilling
legal requirements.
6.1.1.3 During the planning process, the organization should take into account:
a) the needs and expectations of particular groups of workers (e.g. workers working alone, remote
workers, minority groups);
b) the needs of specific workplaces or sets of operations or work tasks;
c) the results of the assessment of psychosocial risks, to understand their nature and the underlying
causes;
d) the implementation of actions designed to eliminate psychosocial hazards and reduce the
associated risks;
e) the evaluation of those actions and their outcomes;
f) the management of the process by reviewing and updating it to meet changing needs, recognizing
good practice;
g) the resources needed;
h) how to actively involve workers through consultation and participation.
6 © ISO 2021 – All rights reserved
6.1.2 Hazard identification and assessment of risks and opportunities
6.1.2.1 Hazard identification
6.1.2.1.1 The organization should:
a) understand the underlying sources of harm before control measures are considered to improve the
effectiveness of activities to manage psychosocial risk;
b) establish, implement and maintain processes for hazard identification that are ongoing and
proactive.
6.1.2.1.2 The organization should identify hazards of a psychosocial nature. These can include:
a) aspects of how work is organized (for examples, see Table 1);
b) social factors at work (for examples, see Table 2);
c) work environment, equipment and hazardous tasks (for examples, see Table 3).
Table 1 — Aspects of how work is organized
Examples
Roles and expectations — role ambiguity
— role conflict
— duty of care for other people
— scenarios where workers do not have clear guidelines on the tasks they
are expected to do (and not do)
— expectations within a role that undermine one another (e.g. being
expected to provide good customer service, but also to not spend a long
time with customers)
— uncertainty about, or frequent changes to, tasks and work standards
— performing work of little value or purpose
Job control or autonomy — limited opportunity to participate in decision-making
— lack of control over workload
— low levels of influence and independence (e.g. not being able to influence
the speed, order or schedule of work tasks and workload)
Job demands — underuse of skills
— continual work exposure to interaction with people (e.g. the public,
customers, students, patients)
— having too much to do within a certain time or with a set number of
workers
— conflicting demands and deadlines
— unrealistic expectations of a worker’s competence or responsibilities
— lack of task variety or performing highly repetitive tasks
— fragmented or meaningless work
Table 1 (continued)
Examples
— requirements for excessive periods of alertness and concentration
— working with aggressive or distressed people
— exposure to events or situations that can cause trauma
Organizational change — lack of practical support provided to assist workers during transition
management periods
— prolonged or recurring restructuring
— lack of consultation and communication about workplace changes, or
consultation and communication which is of poor quality, untimely or not
meaningful
Remote and isolated work — working in locations that are far from home, family, friends and usual
support networks (e.g. isolated working or “fly-in-fly-out” work
arrangements)
— working alone in non-remote locations without social/human interaction
at work (e.g. working at home,)
— working in private homes (e.g. providing care or domestic roles in other
people’s homes)
Workload and work pace — work overload or underload
— high levels of time pressure
— continually subject to deadlines
— machine pacing
— high level of repetitive work
Working hours and schedule — lack of variety of work
— shift work
— inflexible work schedules
— unpredictable hours
— long or unsociable hours
— fragmented work or work that is not meaningful
— continual requirements to complete work at short notice
Job security and precarious — uncertainty regarding work availability, including work without set
work hours
— possibility of redundancy or temporary loss of work with reduced pay
— low-paid or insecure employment, including non-standard employment
— working in situations that are not properly covered or protected by
labour law or social protection
8 © ISO 2021 – All rights reserved
Table 2 — Social factors at work
Examples
Interpersonal relationships — poor communication, including poor information sharing
— poor relationships between managers, supervisors, co-workers, and
clients or others that workers interact with
— interpersonal conflict
— harassment, bullying, victimization (including using electronic tools such
as email and social media), third-party violence
— lack of social support
— unequal power relationships between dominant and non-dominant
groups of workers
— social or physical isolation
Leadership — lack of clear vision and objectives
— management style unsuited to the nature of the work and its demand
— failing to listen or only casually listening to complaints and suggestions
— withholding information
— providing inadequate communication and support
— lack of accountability
— lack of fairness
— inconsistent and poor decision-making practices
— abuse or misuse of power
Organizational/workgroup — poor communication
culture
— low levels of support for problem-solving and personal development
— lack of definition of, or agreement on, organizational objectives
— inconsistent and untimely application of policies and procedures, unfair
decision-making
Recognition and reward — imbalance between workers’ effort and formal and informal recognition
and reward
— lack of appropriate acknowledgement and appreciation of workers’
efforts in a fair and timely manner
Career development — career stagnation and uncertainty, under-promotion or over-promotion,
lack of opportunity for skill development
Support — lack of support from supervisors and co-workers
— lack of access to support services
— lack of information/training to support work performance
Table 2 (continued)
Examples
Supervision — lack of constructive performance feedback and evaluation processes
— lack of encouragement/acknowledgement
— lack of communication
— lack of shared organizational vision and clear objectives
— lack of support and/or resources to facilitate improvements in
performance
— lack of fairness
— misuse of digital surveillance
Civility and respect — lack of trust, honesty, respect, civility and fairness
— lack of respect and consideration in interactions among workers, as well
as with customers, clients and the public
Work/life balance — work tasks, roles, schedules or expectations that cause workers to
continue working in their own time
— conflicting demands of work and home
— work that impacts the workers’ ability to recover
Violence at work — incidents involving an explicit or implicit challenge to health, safety or
well-being at work; violence can be internal, external or client initiated,
e.g.:
— abuse
— threats
— assault (physical, verbal or sexual)
— gender-based violence
Harassment — unwanted, offensive, intimidating behaviours (sexual or non-sexual in
nature) which relate to one or more specific characteristic of the targeted
individual, e.g.:
— race
— gender identity
— religion or belief
— sexual orientation
— disability
— age
10 © ISO 2021 – All rights reserved
Table 2 (continued)
Examples
Bullying and victimization — repeated (more than once) unreasonable behaviours which can present a
risk to health, safety and well-being at work; behaviours can be overt or
covert, e.g.:
— social or physical isolation
— assigning meaningless or unfavourable tasks
— name-calling, insults and intimidation
— undermining behaviour
— undue public criticism
— withholding information or resources critical for one’s job
— malicious rumours or gossiping
— assigning impossible deadlines
NOTE 1 A range of policies, legislation and practices can be in place in relation to the issues in this table.
Consulting the relevant guidance and/or legislation is part of understanding legal requirements and other
requirements (see ISO 45001:2018, 6.1.3).
NOTE 2 Bullying and harassment can occur both face to face and electronically (e.g. social media).
Table 3 — Work environment, equipment and hazardous tasks
Examples
Work environment, equipment — inadequate equipment availability, suitability, reliability, maintenance or
and hazardous tasks repair
— poor workplace conditions such as lack of space, poor lighting and
excessive noise
— lack of the necessary tools, equipment or other resources to complete
work tasks
— working in extreme conditions or situations, such as very high or low
temperatures, or at height
— working in unstable environments such as conflict zones
6.1.2.1.3 The organization should establish, implement and maintain ongoing and proactive processes
for identifying psychosocial hazards. This can be done by, for example:
a) reviewing job descriptions;
b) analysing work tasks, schedules and locations;
c) consulting with workers, clients and other interested parties at regular intervals;
d) analysing performance evaluations, worker surveys, standardized questionnaires, audits, etc.;
e) holding interviews, group discussions or using checklists;
f) conducting workplace inspections and observations which help to understand how work is carried
out, and how workers interact with one another;
g) reviewing relevant documented information such as incident reports, hazard and risk reports,
grouped occupational health statistics, workers’ compensation claims, worker surveys, absenteeism
and worker turnover data.
NOTE 1 Where documented information can identify specific workers, it is important to aggregate
(group) the data to ensure individual worker privacy is respected and specific workers cannot be identified.
The organization is expected to take into account the knowledge, expertise and competence of workers in
relation to their jobs and consult with relevant workers and worker representatives, where they exist, in
psychosocial hazard identification and how their work is designed and performed.
When identifying psychosocial hazards, organizations should take into account that psychosocial
hazards interact with each other and with other types of hazards in the work environment. For
example, psychosocial hazards can increase the risk of exposure to other hazards through human error,
increased time pressure or social/cultural expectations about how to work with other hazards. More
adverse effects can occur within the same levels of exposure when working in conditions that include
uncontrolled psychosocial risks.
Organizations should take into account how exposure to other hazards (e.g. biological hazards, airborne
contaminants, working at height, confined spaces) can also contribute to psychosocial risks, as workers
can worry about the possible implications of such exposures or experiences. Hazardous manual tasks
(e.g. lifting, repetitive mov
...
NORMA ISO
INTERNACIONAL 45003
Primera edición
Traducción oficial
2021-06
Official translation
Traduction officielle
Gestión de la seguridad y salud
en el trabajo — Seguridad y salud
psicológicas en el trabajo —
Directrices para la gestión de los
riesgos psicosociales
Occupational health and safety management — Psychological health
and safety at work — Guidelines for managing psychosocial risks
Management de la santé et de la sécurité au travail — Santé
psychologique et sécurité au travail — Lignes directrices pour la
gestion des risques psychosociaux
Publicado por la Secretaría Central de ISO en Ginebra, Suiza, como
traducción oficial en español avalada por el Grupo de Trabajo Spanish
Translation Task Force (STTF), que ha certificado la conformidad en
relación con las versiones inglesa y francesa.
Número de referencia
©
ISO 2021
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Publicada en Suiza
Versión española publicada en 2021
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ii © ISO 2021 – Todos los derechos reservados
Índice Página
Prólogo .v
Prólogo de la versión en español .vi
Introducción .vii
1 Objeto y campo de aplicación. 1
2 Referencias normativas . 1
3 Términos y definiciones . 1
4 Contexto de la organización . 2
4.1 Comprensión de la organización y su contexto . 2
4.1.1 Generalidades . 2
4.1.2 Cuestiones externas . 2
4.1.3 Cuestiones internas . 3
4.2 Comprensión de las necesidades y expectativas de los trabajadores y de otras
partes interesadas . 3
4.3 Determinación del alcance del sistema de gestión de la SST . 4
4.4 Sistema de gestión de la SST . 4
5 Liderazgo y participación de los trabajadores . 4
5.1 Liderazgo y compromiso . 4
5.2 Política de la SST . 5
5.3 Roles, responsabilidades y autoridades en la organización . 5
5.4 Consulta y participación de los trabajadores . 6
6 Planificación. 6
6.1 Acciones para abordar riesgos y oportunidades . 6
6.1.1 Generalidades . 6
6.1.2 Identificación de peligros y evaluación de los riesgos y oportunidades . 7
6.2 Objetivos para abordar el riesgo psicosocial .14
7 Apoyo .14
7.1 Recursos.14
7.2 Competencia .14
7.3 Toma de conciencia .15
7.4 Comunicación .15
7.5 Información documentada .16
7.5.1 Generalidades .16
7.5.2 Confidencialidad .16
8 Operación .16
8.1 Planificación y control operacional .16
8.1.1 Generalidades .16
8.1.2 Eliminar peligros, reducir riesgos para la SST y promover el bienestar en
el trabajo .17
8.1.3 Gestión del cambio .20
8.1.4 Compras, contratistas y contratación externa .20
8.2 Preparación y respuesta ante emergencias .20
8.3 Rehabilitación y retorno al trabajo .21
9 Evaluación del desempeño.22
9.1 Seguimiento, medición, análisis y evaluación del desempeño .22
9.2 Auditoría interna .22
9.3 Revisión por la dirección .23
10 Mejora .23
10.1 Generalidades .23
10.2 Incidentes, no conformidades y acciones correctivas .24
10.3 Mejora continua .24
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Bibliografía .25
Prólogo
ISO (Organización Internacional de Normalización) es una federación mundial de organismos
nacionales de normalización (organismos miembros de ISO). El trabajo de elaboración de las Normas
Internacionales se lleva a cabo normalmente a través de los comités técnicos de ISO. Cada organismo
miembro interesado en una materia para la cual se haya establecido un comité técnico, tiene el derecho
de estar representado en dicho comité. Las organizaciones internacionales, gubernamentales y no
gubernamentales, vinculadas con ISO, también participan en el trabajo. ISO colabora estrechamente
con la Comisión Electrotécnica Internacional (IEC) en todos los temas de normalización electrotécnica.
En la Parte 1 de las Directivas ISO/IEC se describen los procedimientos utilizados para desarrollar este
documento y aquellos previstos para su mantenimiento posterior. En particular debería tomarse nota
de los diferentes criterios de aprobación necesarios para los distintos tipos de documentos ISO. Este
documento ha sido redactado de acuerdo con las reglas editoriales de la Parte 2 de las Directivas ISO/
IEC (véase www .iso .org/ directives).
Se llama la atención sobre la posibilidad de que algunos de los elementos de este documento puedan
estar sujetos a derechos de patente. ISO no asume la responsabilidad por la identificación de alguno
o todos los derechos de patente. Los detalles sobre cualquier derecho de patente identificado durante
el desarrollo de este documento se indicarán en la Introducción y/o en la lista ISO de declaraciones de
patente recibidas (véase www .iso .org/ patents).
Cualquier nombre comercial utilizado en este documento es información que se proporciona para
comodidad del usuario y no constituye una recomendación.
Para una explicación de la naturaleza voluntaria de las normas, el significado de los términos específicos
de ISO y las expresiones relacionadas con la evaluación de la conformidad, así como la información
acerca de la adhesión de ISO a los principios de la Organización Mundial del Comercio (OMC) respecto a
los Obstáculos Técnicos al Comercio (OTC), véase www .iso .org/ iso/ foreword .html.
Este documento ha sido elaborado por el Comité Técnico ISO/TC 283, Sistemas de gestión de la seguridad
y salud en el trabajo.
Cualquier comentario o pregunta sobre este documento deberían dirigirse al organismo nacional de
normalización del usuario. En www .iso .org/ members .html se puede encontrar un listado completo de
estos organismos.
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Prólogo de la versión en español
Este documento ha sido traducido por el Grupo de Trabajo Spanish Translation Task Force (STTF) del
ISO/TC 283, Sistemas de gestión de la seguridad y salud en el trabajo, en el que participan representantes
de los organismos nacionales de normalización y representantes del sector empresarial de los siguientes
países:
Argentina, Bolivia, Chile, Colombia, Costa Rica, Cuba, Ecuador, El Salvador, España, Guatemala,
Honduras, México, Panamá, Perú, República Dominicana y Uruguay.
Igualmente, en el citado Grupo de Trabajo participan representantes de COPANT (Comisión
Panamericana de Normas Técnicas) e INLAC (Instituto Latinoamericano de la Calidad).
Esta traducción es parte del resultado del trabajo que el ISO/TC 283/STTF, viene desarrollando desde
su creación en el año 2016 para lograr la unificación de la terminología en lengua española en el ámbito
de la gestión de la seguridad y salud en el trabajo.
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Introducción
Este documento proporciona orientación sobre la gestión de los riesgos psicosociales y la promoción del
bienestar en el trabajo, como parte de un sistema de gestión de la Seguridad y Salud en el Trabajo (SST).
Este documento está destinado a ser utilizado junto con la Norma ISO 45001, que contiene requisitos
y orientación sobre la planificación, implementación, revisión, evaluación y mejora de un sistema de
gestión de la SST. La Norma ISO 45001 destaca que la organización es responsable de la SST de los
trabajadores y de otras personas que puedan verse afectadas por sus actividades. Esta responsabilidad
incluye la promoción y protección de su salud física y psicológica.
Por lo tanto, el objetivo y los resultados previstos del sistema de gestión de la SST son prevenir lesiones
y deterioro de la salud relacionados con el trabajo a los trabajadores, y proporcionarles lugares de
trabajo seguros y saludables. En consecuencia, es de importancia crítica que la organización elimine los
peligros y minimice los riesgos de la SST mediante la adopción de medidas preventivas y de protección
eficaces, que incluyen medidas para gestionar los riesgos psicosociales. Los peligros psicosociales son
crecientemente reconocidos como desafíos mayores para la salud, la seguridad y el bienestar en el
trabajo.
Los peligros psicosociales se relacionan con la forma en que se organiza el trabajo, los factores sociales
en el trabajo y los aspectos del ambiente de trabajo, los equipos y las tareas peligrosas. Los peligros
psicosociales pueden estar presentes en todas las organizaciones y sectores, y en todo tipo de tareas,
equipos, y acuerdos de trabajo.
Los peligros psicosociales pueden presentarse combinados entre sí y pueden influir y ser influidos por
otros peligros. El riesgo psicosocial se relaciona con el potencial de estos tipos de peligros de causar
diferentes resultados en la salud, la seguridad y el bienestar individuales y en el desempeño y la
sostenibilidad de la organización. Es importante que los riesgos psicosociales se gestionen de manera
coherente con otros riesgos de la SST, a través de un sistema de gestión de la SST, y que se integren en
general los procesos de negocio de la organización.
Los riesgos psicosociales afectan tanto a la seguridad y salud psicológicas como a la salud, la seguridad
y el bienestar en el trabajo en general. Los riesgos psicosociales también están asociados a los costos
económicos para las organizaciones y la sociedad.
Hay una serie de términos que se utilizan en relación a lo que los riesgos psicosociales afectan,
incluyendo la “salud psicológica” y la “salud mental”. Para los propósitos de este documento, estos
términos se consideran intercambiables y con el mismo significado. Este documento se ocupa de todos
los tipos de impactos en la salud, la seguridad, y el bienestar en el trabajo.
Los resultados negativos para los trabajadores pueden incluir una salud deficiente y condiciones
asociadas (por ejemplo, enfermedades cardiovasculares, trastornos musculoesqueléticos, diabetes,
ansiedad, depresión, trastornos del sueño) y conductas no saludables asociadas (por ejemplo, uso
indebido de sustancias, alimentación poco saludable), así como una reducción de la satisfacción, el
compromiso y la productividad en el trabajo. Gestionar los riesgos psicosociales puede resultar en
resultados positivos, incluyendo mejorar la satisfacción en el trabajo e incrementar la productividad.
Aunque numerosos factores pueden determinar la naturaleza y la severidad de los resultados de los
riesgos psicosociales, las organizaciones tienen un rol significativo que desempeñar en la eliminación
de los peligros o la minimización de los riesgos. Tanto la organización como los trabajadores tienen una
responsabilidad compartida en la mantención y la mejoría de la salud, la seguridad y el bienestar en el
trabajo.
Para la organización, el impacto de los riesgos psicosociales incluye el aumento de los costos debido
al ausentismo laboral, la rotación de personal, la reducción de la calidad del producto o servicio, el
reclutamiento y la formación, las investigaciones y los litigios en el lugar de trabajo, así como el daño a
la reputación de la organización.
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La gestión eficaz del riesgo psicosocial puede conducir a beneficios como la mejora del compromiso
del trabajador, el aumento de la productividad, el incremento de la innovación y la sostenibilidad de la
organización.
Este documento expone ejemplos de peligros psicosociales que surgen de la organización del trabajo,
los factores sociales y el ambiente de trabajo, los equipos y las tareas peligrosas, así como una serie de
medidas de control que pueden ser usadas para eliminar peligros o minimizar riesgos asociados.
Las organizaciones son responsables de identificar los peligros y minimizar los riesgos asociados a
ellos. La participación de los trabajadores, en todas las etapas del proceso, es crítica para el éxito de la
gestión de los riesgos psicosociales.
Este documento también incluye información sobre lo que es importante que las organizaciones
consideren en relación con la sensibilización sobre los riesgos psicosociales, el desarrollo de la
competencia en la gestión de los riesgos psicosociales, el apoyo a la recuperación y la reincorporación al
trabajo de los trabajadores afectados, y la planificación y la respuesta ante situaciones de emergencia.
El éxito de la gestión del riesgo psicosocial depende del compromiso de todos los niveles y funciones de
la organización, especialmente de la alta dirección.
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NORMA INTERNACIONAL ISO 45003:2021 (traducción oficial)
Gestión de la seguridad y salud en el trabajo — Seguridad
y salud psicológicas en el trabajo — Directrices para la
gestión de los riesgos psicosociales
1 Objeto y campo de aplicación
Este documento proporciona directrices para la gestión del riesgo psicosocial dentro de un sistema
de gestión de la seguridad y salud en el trabajo (SST) basado en la Norma ISO 45001. Permite a las
organizaciones prevenir las lesiones y el deterioro de la salud relacionadas con el trabajo en sus
trabajadores y otras partes interesadas, y promover el bienestar en el trabajo.
Es aplicable a organizaciones de todos los tamaños y en todos los sectores, para el desarrollo, la
implementación, el mantenimiento y la mejora continua de lugares de trabajo seguros y saludables.
NOTA Cuando en este documento se utiliza el término "trabajador", los representantes de los trabajadores,
cuando existan, siempre se encuentran implícitos.
2 Referencias normativas
En el texto se hace referencia a los siguientes documentos de manera que parte o la totalidad de su
contenido constituyen requisitos de este documento. Para las referencias con fecha, solo se aplica la
edición citada. Para las referencias sin fecha se aplica la última edición (incluida cualquier modificación
de esta).
ISO 45001:2018, Sistemas de gestión de la seguridad y salud en el trabajo — Requisitos con orientación
para su uso
3 Términos y definiciones
Para los fines de este documento, se aplican los términos y definiciones incluidos en la Norma
ISO 45001:2018 además de los siguientes.
ISO e IEC mantienen bases de datos terminológicas para su utilización en normalización en las siguientes
direcciones:
— Plataforma de búsqueda en línea de ISO: disponible en https:// www .iso .org/ obp
— Electropedia de IEC: disponible en https:// www .electropedia .org/
3.1
riesgo psicosocial
combinación de la probabilidad de ocurrencia de una exposición a peligros de naturaleza psicosocial
relacionados con el trabajo y la severidad de la lesión y deterioro de la salud que pueden causar estos
peligros
Nota 1 a la entrada: Los peligros de naturaleza psicosocial incluyen aspectos de la organización del trabajo,
factores sociales en el trabajo, el ambiente de trabajo, los equipos y las tareas peligrosas. En las Tablas 1, 2 y 3 se
proporcionan ejemplos de dichas fuentes.
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3.2
bienestar en el trabajo
cumplimiento de las necesidades y expectativas físicas, mentales, sociales y cognitivas de un trabajador
relacionadas con su trabajo
Nota 1 a la entrada: El bienestar en el trabajo también puede contribuir a la calidad de vida fuera del trabajo.
Nota 2 a la entrada: El bienestar en el trabajo se relaciona con todos los aspectos de la vida laboral, incluida
la organización del trabajo, los factores sociales en el trabajo, el ambiente de trabajo, los equipos y las tareas
peligrosas.
4 Contexto de la organización
4.1 Comprensión de la organización y su contexto
4.1.1 Generalidades
En relación con la gestión del riesgo psicosocial, la organización debería:
a) considerar las cuestiones externas e internas que pueden afectar al logro de los resultados
previstos del sistema de gestión de la SST;
b) comprender las necesidades y expectativas de los trabajadores y otras partes interesadas
pertinentes;
c) considerar cuáles de estas necesidades y expectativas son, o podrían convertirse, en requisitos
legales y otros requisitos;
d) adecuar el diseño de las actividades de gestión del riesgo psicosocial al contexto específico del
lugar de trabajo;
e) adaptar las actividades para mejorar el enfoque, la fiabilidad, la validez y la eficacia del proceso de
gestión del riesgo psicosocial; y
f) determinar cómo se utilizará la evaluación de los riesgos psicosociales para elaborar planes de
acción eficaces.
4.1.2 Cuestiones externas
La organización debería determinar las cuestiones externas pertinentes para lograr los resultados
previstos del sistema de gestión de la SST en relación con el riesgo psicosocial. Las cuestiones externas
pueden incluir:
a) la cadena de suministro en la que opera la organización, ya que ésta puede afectar a los peligros
psicosociales y sus riesgos asociados (por ejemplo, por la presión del tiempo, la programación o la
presión en la producción);
b) las relaciones con los contratistas, subcontratistas, proveedores, prestadores de servicio y otras
partes interesadas;
c) el compartir los lugares de trabajo, recursos y equipos con otras partes (por ejemplo, si la
organización colabora con otras organizaciones en sitios de trabajo);
d) los requisitos de los consumidores y/o clientes para la prestación de servicios (por ejemplo, los
requisitos de los consumidores/clientes pueden afectar los peligros psicosociales a través de la
violencia, el acoso, la presión del tiempo);
e) las condiciones económicas que pueden afectar a la disponibilidad, la duración y la ubicación del
trabajo;
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f) la naturaleza de los contratos de trabajo, de la remuneración, de las condiciones de empleo y de las
relaciones laborales;
g) la demografía de los trabajadores que están disponibles para trabajar (por ejemplo, trabajadores
jóvenes o de edad avanzada, aumento de la edad de jubilación, género);
h) los rápidos cambios tecnológicos (por ejemplo, el aumento de la conectividad con los dispositivos
electrónicos, el impacto de la inteligencia artificial y la tecnología de automatización);
i) la movilidad de la fuerza de trabajo, que crea una mayor diversidad entre los trabajadores con
diferentes orígenes y culturas, y que hablan diferentes idiomas;
j) el contexto más amplio de la región geográfica de la organización, incluidas las cuestiones sociales,
económicas y de salud pública (por ejemplo, pandemias, desastres naturales, crisis financieras).
4.1.3 Cuestiones internas
Entre las cuestiones internas que pueden afectar a los resultados previstos del sistema de gestión de la
SST en relación con el riesgo psicosocial, se pueden incluir:
a) cómo se gobierna y gestiona la organización (por ejemplo, su estructura de la organización,
la asignación de roles y responsabilidades, la eficacia y la eficiencia de sus procesos de toma de
decisiones formales e informales; la cultura organizacional; el estilo de gestión; el estilo de
comunicación; el respeto de la privacidad);
b) el nivel de compromiso y dirección de la organización con respecto a la salud psicológica, la
seguridad y el bienestar en el trabajo, tal como se establece en las declaraciones de política,
directrices, objetivos y estrategias;
c) otros sistemas de gestión adoptados por la organización que puedan interactuar con la gestión de
los riesgos psicosociales (por ejemplo, basados en las Normas ISO 9001 e ISO 14001);
d) el tamaño y la naturaleza de la fuerza de trabajo de la organización (por ejemplo, grande, pequeña,
compleja o altamente descentralizada);
e) las características de los trabajadores y la fuerza de trabajo (por ejemplo, género, edad, origen
étnico, religión, discapacidad, idioma, alfabetización y conocimientos matemáticos);
f) la competencia de los trabajadores para reconocer los peligros psicosociales y gestionar los riesgos;
g) las ubicaciones de trabajo (por ejemplo, fuerza de trabajo itinerante sin un lugar de trabajo fijo,
trabajo a distancia, trabajo en el hogar, trabajo aislado o trabajo en lugares remotos, como en el
ámbito rural);
h) los términos y condiciones de los trabajadores (por ejemplo, acuerdos de trabajo flexible,
compensación y beneficios, mano de obra a tiempo parcial, ocasional o temporal);
i) la adecuación y disponibilidad de recursos (véase 7.1).
4.2 Comprensión de las necesidades y expectativas de los trabajadores y de otras
partes interesadas
En relación con la gestión del riesgo psicosocial, la organización debería comprender y determinar las
necesidades y expectativas de los trabajadores y de otras partes interesadas.
Los trabajadores y otras partes interesadas tienen una serie de necesidades y expectativas que pueden
verse influidas por los riesgos psicosociales en el trabajo. Estas necesidades y expectativas pueden
incluir:
— seguridad financiera;
— interacción y apoyo social;
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— inclusión, reconocimiento, recompensa y logros;
— desarrollo y crecimiento personal;
— igualdad de oportunidades y trato justo en el trabajo.
Las necesidades y expectativas pueden estar incluidas en los requisitos legales (por ejemplo legislación
de la SST y derechos humanos), acuerdos colectivos, y acuerdos voluntarios y otros requisitos a los
cuales la organización subscribe o adhiere.
4.3 Determinación del alcance del sistema de gestión de la SST
La organización debería confirmar que el alcance de su sistema de gestión de la SST y sus operaciones y
actividades con respecto a la gestión del riesgo psicosocial se abordan específicamente en el sistema de
gestión de la SST de la organización.
4.4 Sistema de gestión de la SST
La organización debería asegurarse de que su sistema de gestión de la SST sea apropiado, efectivo y
pertinente para sus operaciones y actividades con respecto a su gestión del riesgo psicosocial.
5 Liderazgo y participación de los trabajadores
5.1 Liderazgo y compromiso
La gestión exitosa del riesgo psicosocial requiere de un compromiso de toda la organización. La alta
dirección debería liderar esto, y los directivos y trabajadores de todos los niveles deberían asistir en su
implementación. La alta dirección debería:
a) demostrar liderazgo y compromiso con la gestión del riesgo psicosocial y promover el bienestar en
el trabajo;
b) identificar, hacer seguimiento y ser consciente de sus roles y responsabilidades con respecto a la
gestión de los riesgos psicosociales;
c) determinar los recursos necesarios y ponerlos a disposición de manera oportuna y eficiente;
d) reforzar la sostenibilidad de la gestión del riesgo psicosocial incluyéndola en los planes estratégicos
y en los sistemas, procesos y estructuras de elaboración de informes existentes;
e) proteger a los trabajadores de las represalias y/o de amenazas de represalias por informar sobre
incidentes, peligros, riesgos y oportunidades;
f) comunicar cómo se protege a los denunciantes, las víctimas, los testigos y a quienes informen o
planteen preocupaciones sobre el riesgo psicosocial en el lugar de trabajo;
g) obtener y proporcionar retroalimentación para determinar la eficacia de la gestión y la prevención
del riesgo psicosocial dentro del sistema de gestión de la SST, tanto en la implementación como en
el funcionamiento;
h) empoderar a los trabajadores y asegurar que sean competentes para cumplir con sus roles y
responsabilidades para la identificación y la gestión del riesgo psicosocial;
i) eliminar las barreras que puedan limitar la participación de los trabajadores y animar a mejorar su
participación;
j) comprometer activamente a los trabajadores en un diálogo continuo sobre la gestión del riesgo
psicosocial;
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k) apoyar y animar a los trabajadores a participar activamente en la gestión del riesgo psicosocial en
el lugar de trabajo.
5.2 Política de la SST
5.2.1 Al establecer una política de la SST para la organización, la alta dirección debería:
a) asegurar de que en la política de la SST se incluyan compromisos para prevenir el deterioro de la
salud y las lesiones relacionadas con el riesgo psicosocial, y promover el bienestar en el trabajo;
b) determinar si es necesario establecer una política separada sobre la gestión del riesgo psicosocial;
c) considerar la forma en que otras políticas (por ejemplo, la de recursos humanos, la de
responsabilidad social de las empresas) apoyan y son consistentes con la política de la SST para
lograr objetivos comunes.
5.2.2 La política de la SST debería:
a) ser apropiada para el propósito, el tamaño y el contexto de la organización;
b) incluir el compromiso de cumplir con los requisitos legales y otros requisitos relacionados con
la salud, la seguridad y el bienestar en el trabajo, incluido el compromiso de gestionar el riesgo
psicosocial;
c) proporcionar un marco de referencia para establecer y prever, evaluar y revisar los objetivos de la
gestión del riesgo psicosocial;
d) promover y mejorar un ambiente de trabajo coherente con los principios de dignidad, respeto
mutuo, confidencialidad, cooperación y confianza en el sistema de gestión de la SST;
e) ser comunicada a todos los trabajadores para que tomen conciencia de sus derechos y
responsabilidades;
f) ser revisada periódicamente para asegurar que continúa siendo pertinente y apropiada para la
organización.
La organización debería consultar a los trabajadores y, cuando existan, a los representantes de
los trabajadores en el desarrollo de una política para gestionar el riesgo psicosocial y, cuando sea
pertinente, consultar a otras partes interesadas.
Una política relacionada con el riesgo psicosocial puede proporcionar una dirección para implementar
y mejorar la gestión del riesgo psicosocial dentro del sistema general de gestión de la SST. La política
puede permitir a la alta dirección y a otros trabajadores comprender el compromiso general de la
organización y cómo éste puede afectar a las responsabilidades individuales. La organización debería
considerar si es necesaria una política específica para gestionar los riesgos psicosociales .
5.3 Roles, responsabilidades y autoridades en la organización
La alta dirección es responsable del funcionamiento del sistema de gestión de la SST y debería aclarar
los roles, responsabilidades y autoridades para la gestión del riesgo psicosocial en el lugar de trabajo.
La gestión efectiva de los riesgos psicosociales dentro de un lugar de trabajo requiere trabajadores con
diferentes roles para trabajar juntos efectivamente (por ejemplo recursos humanos, línea de dirección,
trabajadores con responsabilidades específicas de la SST).
La organización debería promover y apoyar el involucramiento de los trabajadores en la gestión activa
de los riesgos psicosociales.
Traducción oficial/Official translation/Traduction officielle
5.4 Consulta y participación de los trabajadores
La consulta y la participación de los trabajadores y, cuando existen, de los representantes de los
trabajadores es esencial para el desarrollo, la planificación, la implementación, el mantenimiento, la
evaluación y la mejora continua de lugares de trabajo seguros y saludables y el éxito de los procesos
para gestionar el riesgo psicosocial.
Además de los requisitos generales de la Norma ISO 45001:2018, 5.4 la organización debería:
a) proporcionar oportunidades de retroalimentación a los trabajadores para ayudar a la organización
a determinar la eficacia de la gestión de los riesgos psicosociales;
b) animar la participación y el compromiso, por ejemplo, en un comité de seguridad y salud o redes de
apoyo entre pares, si es apropiado al tamaño y al contexto de la organización. En las organizaciones
más pequeñas, en las que puede faltar la representación formal de los trabajadores, este proceso
de consulta debería emprenderse directamente con los trabajadores. Las consultas entre la
organización y los trabajadores deberían tener lugar en todas las etapas de la gestión del riesgo
psicosocial, teniendo en cuenta la experiencia y pericia de los trabajadores. Tanto la organización
como sus trabajadores tienen roles y responsabilidades específicas. Los comités de seguridad y
salud, los comités de empresa u otros órganos de representación también tienen un rol importante
que desempeñar.
El involucramiento de los trabajadores en los procesos de toma de decisiones puede aumentar su
motivación y su compromiso para contribuir a lugares de trabajo psicológicamente saludables y seguros.
El hecho de que se los anime y apoye en su participación, en lugar de sentirse obligados a hacerlo, tiene
más posibilidades de ser eficaz y sostenible.
Algunas de las preocupaciones sobre el compromiso de los trabajadores pueden incluir las inquietudes
sobre el rechazo, actitudes negativas, apatía y la naturaleza sensible del impacto de los peligros
psicosociales. Cualquiera de estas preocupaciones puede provenir de iniciativas anteriores que no
han tenido éxito. Por estas razones, al establecer el sistema de gestión de la SST se deberían tener en
cuenta las preocupaciones de los trabajadores y de otras partes interesadas, y se debería alentar la
participación y la consulta. El compromiso de los representantes de los trabajadores, cuando existan,
puede ayudar a prevenir o minimizar las preocupaciones de los trabajadores.
Las organizaciones también deberían apoyar la consulta, la participación y el compromiso continuo, y
obtener aportes en todas las etapas de la planificación y la implementación. La participación activa y
significativa de las partes interesadas pertinentes es un factor importante para la gestión de los riesgos
psicosociales en cualquier organización.
6 Planificación
6.1 Acciones para abordar riesgos y oportunidades
6.1.1 Generalidades
6.1.1.1 La organización debería considerar las cuestiones a que se refiere el Capítulo 4 y determinar
los riesgos y oportunidades que es necesario abordar, incluyendo:
a) los peligros psicosociales;
b) la prevención de lesiones y deterioros de la salud;
c) las estrategias para que los trabajadores retornen al trabajo;
d) las oportunidades de mejora que incluyan la promoción del bienestar en el trabajo;
e) el desarrollo, la revisión y el mantenimiento de sistemas, procesos y estructuras de presentación
de informes pertinentes para la gestión del riesgo psicosocial.
Traducción oficial/Official translation/Traduction officielle
6 © ISO 2021 – Todos los derechos reservados
La organización debería priorizar las acciones basándose en su evaluación de los riesgos psicosociales.
6.1.1.2 La organización debería utilizar el proceso de planificación para:
a) establecer objetivos apropiados;
b) determinar cómo alcanzar los objetivos para la gestión de los riesgos psicosociales y cumplir con
los requisitos legales y otros requisitos;
c) demostrar un compromiso con la mejora continua que, cuando sea posible, vaya mas allá del
cumplimiento de los requisitos legales.
6.1.1.3 Durante el proceso de planificación la organización debería tener en cuenta:
a) las necesidades y expectativas de grupos particulares de trabajadores (por ejemplo, trabajadores
trabajando solos, trabajadores remotos, grupos minoritarios);
b) las necesidades de lugares de trabajo específicos o de conjuntos de operaciones o de tareas de
trabajo;
c) los resultados de la evaluación de los riesgos psicosociales, para comprender su naturaleza y las
causas subyacentes;
d) la implementación de acciones destinadas a eliminar los peligros psicosociales y reducir los riesgos
asociados;
e) la evaluación de esas acciones y sus resultados;
f) la gestión del proceso mediante su revisión y actualización para satisfacer la necesidad de cambios,
reconociendo buenas prácticas;
g) los recursos necesarios;
h) cómo involucrar activamente a los trabajadores a través de la consulta y la participación.
6.1.2 Identificación de peligros y evaluación de los riesgos y oportunidades
6.1.2.1 Identificación de peligros
6.1.2.1.1 La organización debería:
a) comprender las fuentes subyacentes del daño antes de considerar las medidas de control a fin de
mejorar la eficacia de las actividades de gestión del riesgo psicosocial;
b) establecer, implementar y mantener procesos continuos y proactivos de identificación de peligros.
6.1.2.1.2 La organización debería identificar los peligros de naturaleza psicosocial. Estos pueden
incluir:
a) los aspectos sobre cómo está organizado el trabajo (por ejemplo, véase la Tabla 1);
b) los factores sociales en el trabajo (por ejemplo, véase la Tabla 2);
c) el ambiente de trabajo, el equipo y las tareas peligrosas (por ejemplo, véase la Tabla 3).
Traducción oficial/Official translation/Traduction officielle
Tabla 1 — Aspectos sobre cómo está organizado el trabajo
Ejemplos
Los roles y las expectativas — la ambigüedad de rol
— el conflicto de rol
— el deber de cuidar de otras personas
— los escenarios en los que los trabajadores no tienen directrices claras
sobre las tareas que se espera que hagan (y que no hagan)
— las expectativas dentro de un rol que se contraponen mutuamente (por
ejemplo, se espera que se proporcione un buen servicio al cliente, pero
también que no se pase mucho tiempo con los clientes)
— la incertidumbre o los cambios frecuentes en las tareas y las normas de
trabajo
— el desempeño del trabajo de pequeño valor o propósito
El control del trabajo o la auto- — la oportunidad limitada de participar en la toma de decisiones
nomía
— la falta de control sobre la carga de trabajo
— los bajos niveles de influencia e independencia (por ejemplo, no poder
influir en la velocidad, el orden o la programación de las tareas y la carga
de trabajo)
Las demandas de trabajo — la subutilización de las habilidades
— la exposición continua en el trabajo a la interacción con las personas (por
ejemplo, el público, clientes, estudiantes, pacientes)
— tener demasiado que hacer en un cierto tiempo o con un número
preestablecido de trabajadores
— las demandas y los plazos conflictivos
— las expectativas poco realistas de la competencia o las responsabilidades
de un trabajador
— la falta de variedad de tareas o la realización de tareas altamente
repetitivas
— el trabajo fragmentado o sin sentido
— los requisitos de períodos de alerta y concentración excesivos
— trabajar con personas agresivas o angustiadas
— la exposición a eventos o situaciones que pueden causar trauma
La gestión del cambio organi- — la falta de apoyo práctico para asistir a los trabajadores durante los
zacional períodos de transición
— una reestructuración prolongada o recurrente
— la falta de consulta y comunicación sobre los cambios en el lugar de
trabajo, o la mala calidad de las consultas y comunicaciones que son
inoportunas o no significativas
Traducción oficial/Official translation/Traduction officielle
8 © ISO 2021 – Todos los derechos reservados
Tabla 1 (continúa)
Ejemplos
El trabajo remoto y aislado — trabajar en lugares alejados del hogar, la familia, los amigos y las r
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