Amy McKeown: National Stress Awareness Week – Managing workplace stress with ISO 45003 and HSE Standards

National Stress Awareness Week serves as an important reminder that stress and mental health in the workplace are not only individual issues but also organisational responsibilities.

This awareness week encourages organisations to examine and address workplace stress, drawing on established frameworks like the Health and Safety Executive (HSE) Stress Management Standards, the ISO 45003 international standard, and emerging tools like the CCLA Corporate Mental Health Benchmark. These tools are essential for creating healthier workplaces, fostering a culture of support, and ensuring that employee well-being is prioritised alongside productivity.

With workplace mental health at the forefront of organisational goals, this article explores how insights from the HSE’s Stress Management Standards, the globally recognised ISO 45003, and the CCLA Mental Health Benchmark can support both leaders and colleagues in managing stress effectively.

A Foundation of Stress Awareness: International Stress Management Association’s 50-Year Contribution

For 50 years, ISMA has been dedicated to advancing research, developing resources, and building awareness around stress management. As a pioneer in promoting healthy ways to manage stress, ISMA has championed the importance of well-being for individuals and organisations alike, particularly through initiatives like National Stress Awareness Week. With a mission to drive positive change in how we approach mental health, ISMA’s work has informed many of the practices now foundational to workplace stress management.

Integrating ISMA’s Insights with HSE Standards and ISO 45003

Beyond ISMA’s educational and awareness efforts, organisations can look to the structured frameworks provided by the HSE and ISO 45003 to create resilient work environments. These standards outline specific, actionable steps to help organisations manage stress and safeguard mental well-being.

20 Years of the HSE Stress Management Standards: A Foundation for Workplace Mental Health

Since the introduction of its Stress Management Standards in 2004, the UK’s Health and Safety Executive (HSE) has been a leader in setting structured guidance for managing workplace stress. Recognising the impact of work-related stress on mental and physical health, these standards have guided UK organisations in taking a proactive, preventative approach.

The HSE’s standards identify six core areas—known as the Management Standards—that contribute to workplace stress:

1. Demands: Refers to the workload, work patterns, and environment.
2. Control: The level of influence employees have over how they do their work.
3. Support: The resources, encouragement, and support provided by management and colleagues.
4. Relationships: The importance of positive working relationships and managing workplace conflicts.
5. Role: Ensuring employees have a clear understanding of their roles and responsibilities.
6. Change: How organisational changes are managed and communicated to employees.

For nearly two decades, these standards have provided a comprehensive framework to help organisations assess the workplace environment, identify stressors, and create targeted interventions to reduce stress. By addressing each of these six areas, organisations can create a more supportive, positive environment where employees feel equipped to handle workplace challenges without undue stress.

Expanding Mental Health Focus with ISO 45003

In 2021, ISO 45003 was introduced as the first international standard specifically focused on managing psychosocial risks in the workplace. This standard builds upon the HSE’s six areas but provides a more expansive framework, emphasising the importance of psychological well-being as a core component of occupational health and safety.

ISO 45003 integrates mental health into the broader occupational health and safety (OHS) management system, encouraging organisations to address both mental and physical safety comprehensively. Its principles focus on fostering a supportive work environment, promoting well-being, and identifying psychosocial hazards such as workload, lack of autonomy, and poor communication. By setting a global benchmark, ISO 45003 enables organisations worldwide to adopt a uniform approach to workplace mental health, making psychological safety a standard business imperative rather than a secondary concern.

Adding Transparency with the CCLA Mental Health Benchmark

In recent years, corporate transparency around mental health practices has become increasingly important. Launched by investment management firm CCLA, the Corporate Mental Health Benchmark assesses how companies disclose and implement their mental health strategies. This benchmark evaluates areas such as policy, leadership, and transparency, encouraging organisations to be more accountable and transparent in their mental health efforts.

The CCLA benchmark aligns with the HSE and ISO 45003 by adding an extra layer of transparency, making it easier for organisations to measure their progress and showcase their commitment to workplace well-being. Publicly reporting mental health initiatives not only builds trust with employees but also strengthens the organisation’s reputation, making it more attractive to prospective talent and investors who prioritise mental health. By embracing this benchmark, organisations can demonstrate their commitment to mental health and actively engage in creating a positive, open workplace culture.

Implementing HSE, ISO 45003, and the CCLA Benchmark: Practical Strategies for Leaders

With guidance from HSE’s standards, the ISO 45003 framework, and the transparency encouraged by the CCLA Mental Health Benchmark, leaders have the tools they need to create a psychologically safe workplace. Here are practical strategies that leaders can use to foster a healthier, less stressful work environment.

1. Conduct Regular Psychosocial Risk Assessments

Both HSE and ISO 45003 emphasise the importance of proactively assessing risks related to psychosocial health. Leaders should regularly evaluate workplace demands, work environment, team dynamics, and organisational culture to identify sources of stress. Employee surveys, one-on-one check-ins, and focus groups provide valuable data that can help guide decisions and tailor interventions. By conducting these assessments, leaders can identify potential stressors and implement policies to mitigate them before they escalate.

2. Set Realistic Work Demands and Promote Balance

Workload and unrealistic expectations are among the most common sources of workplace stress. Leaders should ensure that tasks, deadlines, and goals are realistic and achievable. Flexibility in working arrangements, such as remote work options or flexible hours, can also help employees manage their work-life balance. Aligning with the CCLA Mental Health Benchmark’s focus on transparency, leaders can openly discuss workload expectations, promote work-life balance, and make mental health a routine part of organisational dialogue.

3. Empower Employees with Control and Autonomy

HSE highlights “Control” as one of its six key areas, emphasising the importance of employee autonomy. Leaders can reduce stress by allowing employees greater control over how they complete their tasks, make decisions, or manage their schedules. Providing this flexibility helps employees feel more in control of their work, which research shows can reduce anxiety and improve job satisfaction. ISO 45003 also reinforces this point by encouraging organisations to allow employees to shape aspects of their work environment that directly impact their well-being.

4. Foster Open Communication and a Culture of Support

A supportive workplace is critical for mental health, as both the HSE standards and ISO 45003 highlight. Leaders can encourage open communication by creating regular forums for employees to discuss challenges or seek help without fear of stigma. Providing mental health resources, such as Employee Assistance Programs (EAPs), access to counselling, or mindfulness sessions, can further bolster support systems. The CCLA benchmark’s emphasis on transparency also encourages leaders to openly communicate about mental health policies, promoting trust and reducing stigma.

5. Promote Positive Relationships and Respectful Team Dynamics

The HSE standards emphasise the importance of positive relationships at work, with a focus on minimising conflict and fostering respect. Leaders should actively promote a respectful, inclusive environment where differences are celebrated, and conflicts are addressed constructively. Team-building activities, regular feedback sessions, and inclusive practices help build trust and reduce interpersonal stress, aligning with the psychosocial safety culture promoted by ISO 45003.

6. Manage Change Transparently and Inclusively

Organisational change can be a major source of stress, particularly when it is not managed well. Both the HSE standards and ISO 45003 stress the importance of clear, consistent communication during periods of change. Leaders should provide frequent updates on changes, give employees ample time to adjust, and, where possible, involve employees in the planning or feedback process. Transparent communication around change aligns with the CCLA benchmark’s principles, which emphasise openness and accountability.

Colleagues as Allies: Supporting Each Other in Managing Stress

While leaders set the tone, a healthy work environment is a collective effort. Colleagues play a crucial role in fostering a supportive workplace culture, and the guidance from HSE, ISO 45003, and the CCLA benchmark provides actionable steps for building that culture together.

1. Normalise Conversations About Mental Health

One of the most effective ways to reduce stigma is by normalising discussions about stress and mental health. Colleagues can support each other by talking openly about well-being, sharing stress-management strategies, and creating informal support networks. By making mental health a routine part of workplace conversations, employees collectively reinforce that well-being is a shared priority.

2. Encourage Regular Breaks and Rest

Frequent breaks are essential for mental well-being, yet they’re often neglected. Colleagues can encourage each other to take short breaks throughout the day, whether it’s a quick walk, a coffee break, or just a few minutes of quiet reflection. This habit not only reduces stress but also reinforces that taking time to recharge is valued and encouraged.

3. Model Empathy, Respect, and Support

A culture of empathy and mutual respect strengthens psychological safety, a key goal in ISO 45003. Colleagues can listen actively, respect each other’s boundaries, and offer support when others are experiencing stress. These small acts of empathy help create a workplace where individuals feel safe and supported, contributing to a culture where mental health is prioritised.

Moving Forward with Mental Health and Transparency

National Stress Awareness Week reminds us that workplace mental health is not just an individual responsibility but a collective commitment. The frameworks provided by the HSE Stress Management Standards, ISO 45003, and the CCLA Corporate Mental Health Benchmark offer structured, practical approaches for organisations to prioritise mental well-being.

Through these resources, leaders can create a culture where stress management is integrated into everyday operations, mental health support is transparent and accessible, and employees feel valued. By committing to these principles, organisations can not only reduce workplace stress but also build resilient, supportive workplaces for the future.

Individual Strategies for Managing Stress at Work

While organisational frameworks provide structure, individuals can adopt personal strategies for managing their own stress:

• Mindfulness and Relaxation Techniques: Practicing mindfulness throughout the day can reduce stress, helping employees stay focused and calm.
• Setting Boundaries: Maintaining clear work-life boundaries, including defined work hours, helps reduce the risk of burnout.
• Using Support Resources: Organisations often provide Employee Assistance Programs (EAPs) or mental health services, which employees can use to access additional support.
• Journaling and Self-Reflection: Reflecting on stress patterns and identifying personal triggers can help employees build resilience.

Looking Ahead: A Future of Reduced Workplace Stress

National Stress Awareness Week, supported by ISMA’s 50 years of expertise, underscores the importance of effective workplace stress management. When organisations integrate the principles from ISMA, HSE’s Stress Management Standards, and ISO 45003, they create a comprehensive approach to managing stress and supporting mental well-being.

Together, these resources help organisations cultivate a culture of psychological safety, empowering both leaders and employees to prioritize mental health. This week reminds us that workplace stress isn’t merely an individual issue but a collective responsibility—one that requires commitment to creating healthier, more resilient work environments for everyone.