What Are Psychosocial Risks? Managing Them Under ISO 45001
What Are Psychosocial Risks? Managing Them Under ISO 45001
Workplace safety isn’t just about hard hats and hazard signs. Increasingly, the biggest threats to employee well-being are invisible: stress, burnout, isolation, and workplace conflict. These are known as psychosocial risks — and under the evolving framework of ISO 45001, they are becoming a core part of occupational health & safety management.
🔍 What Exactly Are Psychosocial Risks?
Psychosocial risks are aspects of work design, organization, and social context that can cause psychological or physical harm. They arise from:
- Poor job design: Excessive workload, unrealistic deadlines, lack of control
- Work environment: Bullying, harassment, poor communication, lack of support
- Organizational change: Job insecurity, restructuring, automation anxiety
- Remote/hybrid work: Isolation, blurred work-life boundaries, digital fatigue
When unmanaged, these factors can lead to:
- Anxiety, depression, and burnout
- Increased absenteeism and staff turnover
- Reduced concentration → higher risk of physical accidents
- Lower engagement and innovation
⚙️ How ISO 45001 Addresses Psychosocial Risks
While the current version of ISO 45001:2018 doesn't use the term "psychosocial" explicitly, its structure fully supports managing these risks through key clauses:
🔹 Clause 6.1 – Actions on Risks and Opportunities
This is the foundation. Organizations must identify hazards — not just physical ones. The standard defines hazard as “a source with potential to cause injury,” which includes psychological harm.
Action: Include psychosocial factors in your risk assessments and register.
🔹 Clause 8.1 – Operational Planning and Control
Once identified, risks must be controlled. Controls can include:
- Flexible work arrangements
- Mental health training for managers
- Clear policies against harassment
- Well-being programs (EAPs, mindfulness sessions)
🔹 Clause 9.1 – Performance Evaluation
Monitor leading indicators such as:
- Employee engagement scores
- Sick leave due to stress
- Turnover rates
- Number of reported conflicts or grievances
Use anonymous surveys to gather honest feedback.
🔹 Clause 5.1 – Leadership and Worker Participation
Top management must demonstrate commitment to worker well-being — not just physical safety. Workers should be consulted when designing roles, workflows, and well-being initiatives.
📊 Case Study: Manufacturing Plant Reduces Burnout by 35%
A mid-sized factory in Thailand faced rising absenteeism and low morale among shift workers.
Solution:
- Conducted a psychosocial risk assessment using WHO guidelines
- Identified root causes: unpredictable schedules, lack of breaks, poor supervisor communication
- Implemented changes:
- Stable shift rotations
- Designated rest zones with natural light
- Monthly "well-being circles" for team feedback
- Training supervisors in empathetic leadership
- Integrated findings into their ISO 45001 system under Clause 6.1 and 9.1
Results After 12 Months:
- Burnout symptoms ↓ 35%
- Sick leave due to stress ↓ 42%
- Staff turnover ↓ 28%
- Passed ISO 45001 audit with recognition for holistic OHS approach
🛠️ Practical Steps to Manage Psychosocial Risks
- Assess: Use validated tools like the COPSOQ or WHO Mental Health at Work survey.
- Engage: Talk to employees — don’t assume you know the issues.
- Act: Implement targeted controls (schedule changes, EAP access, anti-bullying policies).
- Measure: Track KPIs monthly and report in management reviews (Clause 9.3).
- Improve: Adjust based on feedback — continual improvement applies to mental health too.
🎯 Final Thoughts: Safety Includes the Mind
The future of occupational health isn’t just about preventing falls or chemical exposure — it’s about creating workplaces where people feel safe, respected, and supported.
With ISO 45001:2025 expected to make psychosocial risks explicit, now is the time to expand your definition of safety.
By treating mental well-being with the same rigor as physical safety — using the PDCA cycle, documented controls, and performance monitoring — you build a culture where every employee can thrive.
And as shown in your effiqiso.com analysis of smart systems, integrating human-centered design with structured management frameworks creates resilient, high-performing organizations.
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