Expanding the Boundaries of ISO 45001 into ISO 45003 and Beyond

1. Expanding the Boundaries of ISO 45001: OHSMS with ISO 45003 and ISO/PAS 45005:2020 Presented by: Bernard L. Fontaine, Jr., CIH, CSP, FAIHA May 26, 2022 MAY 23-25 | Nashville, TN | 1

2. MAY 23-25 | Nashville, TN | 2 The body of work comes from the Intelex Technology Corporation and Flourish Dx to accurately understand the psychosocial and psychological risk factors and mental health associated with organizational culture and workforce. Other portions come from the Canadian Centre for Occupational Health and Safety (CCOHS), International Standards Organization (ISO) 45003 – Occupational Health and Safety at Work – Guidelines for Managing Psychosocial Risk and 45003 for COVID-19 concerns under the ISO 45001 standard and other stakeholders, and the National Institute for Occupational Safety and Health. Disclaimer

3. Defining Mental Health in the Workplace • Mental health is a state of wellbeing that realizes an individual’s ability to cope with normal stresses of life, work productively and contribute to community (WHO). • It includes emotional, psychological, and social wellbeing. • It affects how we think, feel, and act. • It helps how we handle stress, relate to others, and make choices. • Work has a huge impact on mental health – it can promote wellbeing or alternatively trigger problems.

4. MAY 23-25 | Nashville, TN | 4 Mental Health Continuum in the Workplace

5. Outline: Mental Health in the Workplace • Cost burden of mental illness to employers • Health and productivity burden of mental illness • Addressing risk factors for mental health and illness • Moving from illness to health – prevention and intervention • Moving from problems to sustainable solutions • Recommendations for affirmative action • Develop a recognition program and a scorecard

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12. MAY 23-25 | Nashville, TN | 12 Hierarchy of Controls Applied to TWH

15. ISO 45001:2018 • ISO 45001:2018 specifies requirements for an OEHS management system, guide for its use, to enable organizations to provide safe and healthy workplaces by preventing work-related injury and ill health and proactively improving its OHS performance. • ISO 45001:2018 applies to any organization to establish, implement and maintain an management system to improve occupational health and safety, eliminate hazards and minimize OEHS risks, take advantage of opportunities, and address management system nonconformities associated with its activities.

25. ISO 45001 Certification

29. MAY 23-25 | Nashville, TN | 29 Poll Question What is psychological health and safety? Please select all of the appropriate answers. Emotional Social Governance Emotional Intelligence Worker Health and Safety

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31. MAY 23-25 | Nashville, TN | 31 Poll Question What is psychological health and safety? Please select all of the appropriate answers. Emotional Social Governance Emotional Intelligence Worker Health and Safety

34. Mental Health Disorders

36. Definitions • Good stress (Eustress) – beneficial stress that makes an employee feel positively challenged in his/her work environment • Bad stress (Distress) – harmful stress that causes undue burden to the subjected employee, resulting in perceived or actual negative health effects • Psychologically healthy and safe workplace – a workplace that promotes workers’ psychological well-being and actively works to prevent harm, including in negligent, reckless, or intentional ways. • Presenteeism is the action of workers coming to work despite having a sickness that justifies an absence, therefore they are performing their work under sub- optimal conditions

37. Definitions • Job burnout is a state of physical, emotional or mental exhaustion caused by long-term exposure to demanding work situations • Burnout is the cumulative result of stress. Anyone can experience job burnout. Professions with high job demands and few supports can increase the prevalence of burnout and reduce engagement • Harassment, Violence, Bullying and Mobbing – Most people think of violence as a physical assault but it is abuse, threats, intimidation or assaulted while working in-person and remotely • Substance use, misuse, abuse and coping strategies can have a significant impact on mental health at work. Addictions and mental health conditions are often coupled (called a concurrent disorder)

38. Definitions • Organization is any person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives • Interested party or stakeholder is person or organization that can affect, be affected by, or perceive itself to be affected by a decision or activity • Worker or contractor is anyone performing work or work-related activities that are under the direct control of the organization • Management system is set of interrelated or interacting elements of an organization to establish policies and objectives and processes to achieve those objectives

39. MAY 23-25 | Nashville, TN | 39 General Workplace Stress Statistics • 55% of Americans are stressed during the day • 30% marked their job or careers as regular causes of stress • 48% of employees agreed they felt more callous toward people since they took their job • 65% of workers said that workplace stress had caused difficulties, and more than • 42% of employees report yelling and verbal abuse is common, while • 29% yelled at co-workers from workplace stress

40. Workplace Stress by the Numbers • 83% of US workers suffer from work-related stress • US businesses lose up to $300 billion yearly from workplace stress • Stress causes around one million workers to miss work every day • Only 43% of US employees think their employers care about their work-life balance • Depression leads to $51 billion in costs due to absenteeism and $26 billion in treatment costs • Work-related stress causes 120,000 deaths and results in $190 billion in healthcare costs yearly

43. Psychological Health and Safety • Psychosocial exposures or “misery” is associated with physical ailments and disease • Psychosocial factors such as mental stress, hostility, depression, hopelessness, and job control appear to be associated with physical health—particularly coronary heart disease • Other adverse risk due to psychosocial factors seem to cluster with general social disadvantage and organizational climate • Explore 13 organizational factors impacting organizational health, health of individual employees and financial bottom line, including the way work is carried out and the context in which work occurs

44. Psychological Health and Safety • A state of well-being to cope with the normal stresses of life, work productively and fruitfully, and contribute to the community. (WHO) • Capacity to feel, think, and act in ways that enhance ability to enjoy life and deal with work and life challenges. • Positive sense of emotional and spiritual well-being that respects culture, equity, social justice, interconnections, and dignity. • Too much stress or too little stimulation affects psychological health and physical safety. Workplace violence, harassment, bullying and intimidation, sexual advancement, religious persecution, political and racial disparities, and cultural differences are contributing factors.

45. Psychosocial Verses Mental Health • What are some examples of psychosocial issues? • What is a psychosocial issue? • What are the psychosocial symptoms? • What are the psychosocial needs? • Is psychosocial a mental illness? • What are examples of psychological hazards in the workplace? • What are some types of mental disorders?

46. Psychological Health and Safety Increase • Engagement • Morale • Retention • Productivity • Financial performance • Organizational recruitment • Overall well being Decrease • Grievances • Injuries • Health costs • Medical costs • Absenteeism and presenteeism • Thoughts of suicide • Poor mental health

49. MAY 23-25 | Nashville, TN | 49 Biological and Neurological Psychosocial • Bio (physiological pathology) • Psycho (thoughts emotions and behaviors such as psychological distress, fear/avoidance beliefs, current coping methods and attribution) • Social (socio-economical, socio- environmental, and cultural factors such as work issues, family circumstances and benefits/economics)

50. Cartoon by Dilbert

53. Defining Psychological Safety at Work

54. Stages of Psychological Safety at Work

56. How Teams Nurture Psychological Safety

57. Psychological Safety in the Virtual World

58. Psychological Safety and DEI

59. Diversity, Equity, and Inclusion (DEI)

61. Benefit of Workplace Psychological Safety

62. “Culture Eats Strategy for Breakfast”

63. Does Your Workplace have Psychological Safety?

64. How to Create Psychological Safety?

65. Create Psychological Safety in Teams?

66. Fostering Psychological Safety Individually

67. Behavior Undermining Psychological Safety

69. Understanding Context of the Organization • Understand the specific OEHS risk to workers and other people • Changes to external risks – Prevalence of COVID-19 within the community – Availability of clinical services, testing, treatment, vaccines and PPE – How workers travel to/from work (public or private transport) – Suitability of worker’s residence for remove working – Changes in local culture, demand for services and communication • Changes to internal risks – Numbers and types of workplaces – Cultural values within the organization – Type of workers (FTEs v contractors, seasonal) – Specific needs of workers to prevent getting COVID -19 illness – Increased worker absence (sickness, self-isolation or quarantine)

71. MAY 23-25 | Nashville, TN | 71 Americans Are Overworked – Is that Okay?

73. How to Deal with Being Overworked • Prioritize and use time management • Delegate small tasks to others • Ask for assistance • Take short breaks from work • Don’t take work home • Exercise and get away from work • Eat wholesome meals regularly • Relax and sleep regular cycles • Think positive with time pressures and stress

74. HEALTH HAZARDS GLOBAL EPIDEMIC Today, hazardous work kills 2.3 million people each year and injures millions more. The rise of globalization, precarious work, neoliberal politics, attacks on unions, and the idea of individual employment rights have challenged protection of occupational health and safety of workers world- wide. In the book Hazard or Hardship, Jeffrey Hilgert presents evidence on the right of refusal and protection of worker rights as both a moral and a human question. THE DAILY NEWS www.dailynews.com THE WORLD’S FAVOURITE NEWSPAPER - Since 1879 Hilgert finds that the protection of the right to refuse unsafe work, as constituted under international labor standards, is a failure and calls for a reexamination of worker health and safety policy from the ground up. The current model of human protection follows a individual employment rights framework, which fails to protect all workers against inherent social inequalities within framework of the employment relationship. To adequately protect the right to refuse as a human right around the world, Hilgert argues that a broader protection must be granted under a freedom of association framework. Hazard or Hardship is a welcome resource for labor and environmental activists, trade union leaders, labor lawyers and labor law scholars, industrial relations experts, human rights advocates, public health professionals, and specialists in occupa-tional safety and health. Copyright @ 2015 WHWB All rights reserved.

76. ISO/PAS 45005:2020 • ISO/PAS 45005:2020 Occupational health and safety management. • General guidelines for safe working during the COVID-19 pandemic for organizations of any size to protect employees, manage risk and create organizational resilience during a pandemic. • It can be applied to a gig economy workforce that is at home, in the office or in multiple locations and can be integrated into an OHSMS based on ISO 45001:2018 or used as a stand-alone standard. • Provides practical and comprehensive approach to managing risk, enable planning across multiple worksites, assist with organizational response based on operational restrictions on short notice.

77. Digital Solutions to New Requirements • ISO/PAS 45005:2020 is designed to integrate smoothly into an OHSMS that already meets the requirements for ISO 45001:2018. • An OHSMS that doesn’t provide real-time data collection, reporting and dashboards will inevitably be under greater pressure as a result of the new requirements of ISO 45003 and ISO/PAS 45005:2020. • Plenty of support to create a continuous improvement of a digital OHSMS program.

78. Leadership and Worker Participation • Demonstrate effective leadership for safe working practices • Communicate compliance with effective policy and programs • Commit to transparency to report suspect COVID-19 cases • Ensure adequate resources due to operation restrictions • Provide appropriate financial support to cover cost from pandemic • Protect workers from reprisals, harassment, and violence • Coordinate and communicate policy across the enterprise • Seek competent advice and information to manage COVID-19 risk

79. Leadership and Worker Participation • Organizational duty of care includes active engagement with workers, business partners, stakeholders, suppliers and visitors by: – Encouraging participation in assessing the risks related to COVID-19 – Communicate to relevant parties how organization is managing the risk – Provide feedback to collaborate to manage the risk with interested parties – Take timely action to address any concerns raised by shareholders and stakeholders

80. Workplaces • Assess all premises, sites or parts of sites, including those were closed or partially operating • Establish arrangements to prevent potentially infectious people from entering the workplace • Perform maintenance checks and activities on equipment and systems • Assess and control risks related to Legionella and other water-related diseases • Establish enhanced and/or more frequent cleaning and disinfection schedules

83. MAY 23-25 | Nashville, TN | 83 Mental Health Myths

87. MAY 23-25 | Nashville, TN | 87 Mental Health Issues Go Beyond Industry Impact of military service • Being forced to kill others • Watching friends and comrades suffer grievous wounds and death • Having core values threatened • Long separations from families • Loss of freedom and control over one’s life • Tremendous uncertainty and anxiety

88. MAY 23-25 | Nashville, TN | 88 Mental Health Issues in Industry Poor mental health and stress can negatively affect employee: • Job performance and productivity • Engagement with one’s work • Communication with coworkers • Physical capability and daily functioning

89. It’s time for a… The meeting will restart at 10:30 AM Coffe e break! min 30’

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91. MAY 23-25 | Nashville, TN | 91 Mental Health in the Workplace Signs of a potential problem… • Appearance – unkempt, inappropriate clothing, hygiene • Mood swings – elation/depression, nervous, suspicious, extreme sensitivity, irritability, withdrawn, sickness/death • Behavior/Actions – argumentative, physically threatening, overly talkative, resist change, outburst, personal calling, and frequent complaining – blaming others • Absenteeism – excessive sick leave, frequent pattern of absences/unscheduled time off, improper reporting absence, improbable excuses, on-the-job absenteeism

92. MAY 23-25 | Nashville, TN | 92 Mental Health in the Workplace Signs of a potential problem… • Performance/Production – missed deadline, mistakes, poor judgement, forgetfulness, periods of highs/lows, carelessness, decreased ability to perform complex tasks, work left undone, complaints about work, growing disorganization • Relationships at Work – communication breakdowns, over-reaction to real/imaged criticism, frequent criticism of work or co-workers, abrasiveness, inappropriate behavior, persistent transfer request, borrowing money • Mishaps/Near Misses – accidents on- and off-the-job, physical complaints on the job.

93. MAY 23-25 | Nashville, TN | 93 Coping with Mental Stress • Stress can cause the following: • Feelings of fear, anger, sadness, worry, numbness, or frustration • Changes in appetite, energy, desires, and interests • Difficulty concentrating and making decisions • Difficulty sleeping or nightmares • Physical reactions, such as headaches, body pains, stomach problems, and skin rashes • Worsening of chronic health problems • Worsening of mental health conditions • Increased use of tobacco, alcohol, and other substances

94. Tackling the Mental Health Concern • Mental health is not a legal obligation but a moral imperative • Cost of mental health benefits • ISO 45003 is a standard needed to protect workers from harm • How can ISO 45003 benefit an organization? • What does ISO 45003 cover exactly? – How workloads are organized – Social factors in the workplace – Work environment and culture

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103. Common Signs and Symptoms of Anxiety Physical • muscle pain • tightening of the chest • racing heart • difficulty sleeping • restless and on edge • shortness of breath Feeling • overwhelmed • dread − that something bad is going to happen • fearful • constantly tense • panic Thinking • “I’m going crazy” • “I can’t control myself” • “People are judging me” • constant worry • unwanted and intrusive thoughts Behavioral • avoiding situations and tasks • difficulty

104. Common Signs and Symptoms of Depression Physical • tired all the time • difficulty sleeping • significant weight loss or gain • sick and run down Feeling • unhappy • overwhelmed • unmotivated • irritable • indecisive Thinking • “I’m a failure” • “It’s my fault” • “I’m worthless” • “Life’s not worth living” Behavioral • unable to concentrate • not getting things done at

105. MAY 23-25 | Nashville, TN | 105 Supporting a Return Back to Work

109. Is Psychological Health & Safety Important? • Compliance - Many countries (and states and territories) legislation exists dictate how employers should address matters of health and safety • Increased Productivity - Companies investing in mental health saw a positive ROI of $2.30 for every dollar spent in productivity gains • Become an Employer of Choice - Means establishing a business that is a great place to work Source: https://wiseglobaltraining.com

110. Symptoms of Distress in the Workplace When untreated or poorly treated – what emotional distress or mental illness looks like relative to work performance and productivity.

111. Psychological Cost of an Unsafe Workplace High demand, low control, high effort and low reward jobs are more likely to suffer adverse consequences. Potential Health Costs Potential Performance Costs  3× Heart problems  Reduced adaptability  3× Back pain  Reduced ability to cope with change  5× Certain types of cancer  Impaired learning  2-3× Injuries of all types  Increased helplessness  2-3× Infections  Increase passivity/aggression/conflict  2-3× Conflicts  2-3× Mental health problems  2-3× Substance abuse

123. Who should adopt ISO 45003?

124. What are some benefits?

125. How to monitor progress?

126. Organizational Structure • Understanding the organization and its context • Understanding needs and expectations of workers and other interested parties • Determining the scope of the OEHS management system • OEHS management system Leadership and Worker Participation • Leadership and commitment • Organizational OEHS policy, program and procedures • Organizational roles, responsibilities and authorities • Consultation and participation of workers Planning • Actions to address risks and opportunities • Objectives to address psychosocial risk Support • Resources • Competence • Awareness • Communication ISO 45003 – Guidelines for Managing Risk

129. Organizational Structure • Understanding the organization and its context • Understand needs and expectations of workers and other interested parties • Determining the scope of the OEHS management system • OEHS management system Leadership and Worker Participation • Leadership and commitment • Organizational OEHS policy, program and procedures • Organizational roles, responsibilities and authorities • Consultation and participation of workers Planning • Actions to address risks and opportunities • Objectives to address psychosocial risk Support • Resources • Competence • Awareness • Communication ISO 45003 – Guidelines for Managing Risk

130. Roles and Expectations Examples include: role ambiguity, role conflict, duty of care for other people, no clear guideline or direction, expectation in a role that undermine one another, uncertainty about, or frequent changes to, tasks and work standards, and doing work of little value or purpose. Job control or Autonomy Examples include: limited opportunity to participate in decision-making, — lack of control over workload, and 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 Examples include: underuse of skills, continual work exposure to interaction with people (e.g. public, customers, students, patients), too much to do within a certain timeframe 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 perform highly repetitive tasks, fragmented or meaningless work, requirements for excessive periods of alertness and concentration, working with aggressive or distressed people, and exposure to events or situations that can cause trauma. ISO 45003 – Guidelines for Managing Risk

133. Organizational Change Management Examples include: lack of practical support provided to assist workers during transition 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 Examples include: working in locations that are far from home, family, friends and usual support networks (e.g. isolated work or “fly-in-fly-out” work arrangements), working alone in non-remote locations without social/human interaction at work (e.g. working at home), and working in private homes (e.g. providing care or domestic roles in other people’s homes). Workload and Work Pace Examples include: work overload or underload, high levels of time pressure, continually subject to deadlines, machine pacing, and high level of repetitive work. Work Hours and Schedule Examples include: lack of variety of work, shift work, inflexible work schedules, unpredictable work hours, long or unsociable hours, fragmented work or work that is not meaningful, continual requirements to complete work at short notice. ISO 45003 – Guidelines for Managing Risk

137. Job Security and Precarious Work Examples include: uncertainty regarding work availability, including work without set hours, possibility of redundancy or temporary loss of work with reduced pay, low-paid or insecure employment, including non-standard employment, and — working in situations that are not properly covered or protected by labor law or social protection. ISO 45003 – Organizational Hazards & Risk

138. Interpersonal relationships Examples include: poor communication or poor information sharing, poor relationships between managers, supervisors, co-workers, and clients or others that workers interact with, interpersonal conflicts, harassment, bullying, victimization (including use of electronic tools such as email and social media), threats of third-party workplace violence, lack of social support, unequal power relation-ships between dominant and non-dominant groups of workers, social or physical isolation. Leadership Examples include: lack of clear vision and objectives, management style unsuited to the nature of the work and its demand, failing to listen or only casual listening to complaints and suggestions, withholding information, provide inadequate communication and support, lack of accountability, lack of fairness, inconsistent and poor decision-making practices, and — abuse or misuse of power. Recognition and reward Examples include: imbalance between workers’ effort and formal and informal recognition and reward, and the lack of appropriate acknowledgement and appreciation of workers’ efforts in a fair and timely manner. ISO 45003 – Social Risk Factors

141. Career Development Examples include: career stagnation and uncertainty, under-promotion or over- promotion, lack of opportunity for skill development. Support Examples include: lack of support from supervisors and co-workers, lack of access to support services, and the lack of information or training to support work performance. Supervision Examples include: lack of constructive performance feedback and evaluation, lack of encouragement or acknowledgement, lack of communication, lack of a shared organizational vision and clear objectives, lack of support or resources to facilitate improvements in performance, lack of fairness, and misuse of digital surveillance. Civility and Respect Examples include: lack of trust, honesty, respect, civility and fairness, and the lack of respect and consideration in interactions among workers, as well as with customers, clients and the public. Work/Life Balance Examples include: work tasks, roles, schedules or expectations that cause workers to continue working in their own time, conflicting demands of work and home, and work that impacts the workers’ ability to recover. ISO 45003 – Social Risk Factors

146. Workplace Violence Examples include: 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), religious, political affiliation, racial, ethnic or gender-based violence. Harassment Examples include: any unwanted, offensive, intimidating behaviors (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, race or creed, ethnicity, political affiliation, disability, age, or sexual orientation. This can occur face-to-face or electronically. Bullying and Victimization Examples include: repeated (more than once) unreasonable behaviors which can present a risk to health, safety and well-being at work; behaviors can be overt or covert, e.g.: social or physical isolation, assigning meaningless or unfavorable tasks, name-calling, insults and intimidation, undue public criticism, withholding information or resources critical for one’s job, malicious rumors or gossip, and assigning impossible deadlines. This can occur face-to-face or electronically. ISO 45003 – Social Risk Factors

148. ISO 45003 – Harassment in the Workplace

150. ISO 45003 – Bullying in the Workplace

151. Work Environment, Equipment and Hazardous Work Tasks Examples include: inadequate equipment availability, suitability, reliability, maintenance or 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, elevated heights or over exposure to harmful chemicals, biological or radiological agents, ergonomic conditions, environmental toxins, poor indoor air quality, extreme or poor lighting, and lack of engineering and/or administrative controls and the selection and use of respirators and other personal protective clothing and equipment, and working in unstable environments such as conflict zones. ISO 45003 – Workplace Risk Factors

152. ISO 45003 – Workplace Risk Factors

153. ISO 45003 – Workplace Risk Factors

154. ISO 45003 – Workplace Risk Factors • COVID-19 put unprecedented pressure on the workforce, family and friends, business operations, transportation, and supply chain. • UK Health and Safety Executive (HSE) has reported on stress, depression, anxiety, and other psychosocial disorders in the workplace. • Psychological health has direct and indirect impact on the work environment, business operations, and society. • Canadian Centre for Occupational Health and Safety (CCOHS) with Simon Fraser University identified 13 risk factors. • Factors that affect workers also affect the financial bottom line.

155. Risk Factor Description Psychological Support Workers who are supported have better job performance and satisfaction. When absent, it can result in absenteeism, greater injury risk , and loss of productivity. Organizational Culture It is based on trust and provides a positive environment for workers. When absent, it can undermine organizational cohesion and create employee burnout. Leadership & Expectations Clear leadership helps workers understand their contributions to the organization. Leaders focusing on results without concern for their workers set a negative tone makes them feel powerless, fearful with no boundaries or benchmarks. Civility and Respect Organizations demonstrating these traits in internal and external interactions have a higher rate of work satisfaction. A lack of these traits can lead to greater conflicts, disorganization, chaos, and attrition Psychological Competency Workers need technical and psychological skills to fulfill their job requirements. Anyone lacking these skills can experience higher emotional distress resulting in greater voluntary turnover. ISO 45003 – Workplace Risk Factors

160. Risk Factor Description Growth and Development Supporting these concepts nurtures confidence and competency in workers. Those workers lacking these skills experience higher stress and lower productivity. Recognition and Reward Achievement and success motivates workers to excel and build self-esteem. When absent, it can undermine employee confidence and organizational trust. Involvement and Influence Workers who are involved in job discussions and provide in-put into decision- making feel engaged and have higher morale. Anyone who in not involved in the process may feel indifferent and helpless, leading to burnout and attrition. Workload Management Heavy workloads are one of the biggest workplace stressors. A more manageable workload is critical for job satisfaction and employee success. Heavy workloads can result in physical and psychological fatigue, anxiety, depression and stress. Engagement Engaged workers who are committed to the mission, vision, and value proposition will support a culture of satisfaction and improved job performance. When absent, it results in lower productivity, higher employee turnover and attrition. ISO 45003 – Workplace Risk Factors

165. MAY 23-25 | Nashville, TN | 165 Constructing a Workplace Program • Obtain leadership support by constructing a business case • Identify gaps in current policy, programs and operating procedures • Embed employee mental health on a strategic level • Engage employee representatives • Tailor the policy, program and procedures • Brief staff and gain support for the initiative • Provide mental health awareness to everyone • Identify metrics to measure employee mental health

166. MAY 23-25 | Nashville, TN | 166 Mental Health Awareness Training Learning objectives • Understand the mental health continuum • Discover symptoms of common mental illnesses (e.g., depression and anxiety) • Know common risk and protective factors for mental health • Gain practical knowledge and skills to optimize wellbeing • Seek help for mental health issues when required

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168. MAY 23-25 | Nashville, TN | 168 • AIHA comments on work related stress and mental health in the workplace • NIOSH Request for Information seeks ideas for intervention • Presents ISO standards for aligning safety management systems and psychological health

169. MAY 23-25 | Nashville, TN | 169 Organizational Best Practices Supporting Mental Health in the Workplace • Wu, Ashley MHS; Roemer, Enid Chung PhD; Kent, Karen B. MPH; Ballard, David W. PsyD, MBA; and Goetzel, Ron Z. PhD • Highlights eight categories of best practices: (1) culture, (2) robust mental health benefits, (3) mental health resources, (4) workplace policies and practices, (5) healthy work environment, (6) leadership support, (7) outcomes measurement, and (8) innovation.

Expanding the Boundaries of ISO 45001 into ISO 45003 and Beyond

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