ISO/DIS 45008:2026(en)

ISO/TC 283/WG8

Secretariat: BSI

Date: 2025-12-29

Title Occupational health and safety management— Guidelines for remote working

© ISO 2026

All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.

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Contents

1 Scope 1

2 Normative references 1

3 Terms and definitions 1

4 Responsibilities in remote working 3

4.1 General 3

4.2 Responsibilities of organizations 3

4.3 Responsibilities of remote workers 5

5 Scenarios of remote working & their OH&S considerations 5

5.1 General 5

5.2 OH&S considerations for remote working scenarios 7

6 Assessing OH&S risk in remote working 7

6.1 General 7

6.2 Preliminary risk assessment 8

6.3 On-site risk assessment verification and review 9

6.4 Dynamic risk assessment 9

7 Implementation and continual improvement 10

7.1 Managing OH&S risk in remote working 10

7.1.1 Implementing appropriate controls 10

7.1.2 Emergency preparedness and response in remote working 11

7.2 Supporting healthy and safe remote working practices 12

7.2.1 General 12

7.2.2 Supporting remote workers 12

7.2.3 Support for managers overseeing remote workers in remote working 13

7.3 Monitoring & feedback in remote working 14

Annex A (informative) Examples of scenario-based remote working tools 16

Bibliography 29

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).

ISO draws attention to the possibility that the implementation of this document may involve the use of (a) patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights in respect thereof. As of the date of publication of this document, ISO [had/had not] received notice of (a) patent(s) which may be required to implement this document. However, implementers are cautioned that this may not represent the latest information, which may be obtained from the patent database available at www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.

Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.

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This document was prepared by Technical Committee [or Project 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.

Introduction

Remote working is a growing and evolving form of work that is performed in workplaces not under the direct control of the organization. These can include the remote worker’s home, isolated external sites, sites controlled by other organizations, or private homes where services are delivered.

As remote work continues to increase, it offers several benefits for both remote workers and organizations. However, it also introduces distinct occupational health and safety (OH&S) risks and challenges that differ from those found in traditional, organization-controlled workplaces.

In many remote working situations, organizations cannot rely on immediate OH&S supervision or direct control over the remote workplace. This document has been developed to fill a gap in existing OH&S guidance by addressing how organizations can manage risks and promote well-being in remote working contexts. It recognizes that remote workers can face increased isolation, limited access to shared support systems, and a broader range of physical, psychosocial, and environmental risks.

Remote working, as defined in this document, encompasses any work activity conducted in a workplace not directly controlled by the organization—whether chosen by the remote worker or determined by the organization. This includes work that can be mobile, client-based, or performed in workplaces that the organization cannot access or adapt.

This guideline supports organizations in meeting their responsibilities by providing practical guidance for assessing, preventing, and responding to OH&S risks in diverse remote working situations. Emphasis is placed on collaboration between remote workers and organizations, shared responsibility, and the development of competence to ensure health and safety wherever work is performed.

Occupational health and safety management — Guidelines for remote working

This document

— gives guidelines for an organization to manage the health, safety, and well-being at work of remote workers.

— is applicable to any organization regardless of its size, type and activities. It can be used independently or as part of a OH&S management system, including those based on ISO 45001.

— covers work that is performed at workplace(s) not under the direct control of the organization.

— includes work for which the remote worker selects the work workplace as well as work at workplaces determined by the organization.

There are no normative references in this document.

For the purposes of this document, the following terms and definitions apply.

ISO and IEC maintain terminology databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https://www.iso.org/obp

— IEC Electropedia: available at https://www.electropedia.org

3.1

hazard

source with a potential to cause injury and ill health (3.2)

Note 1 to entry: Hazards can include sources with the potential to cause harm or hazardous situations, or circumstances with the potential for exposure leading to injury and ill health.

[SOURCE: ISO 45001:2018, 3.19]

3.2

injury and ill health

adverse effect on the physical, mental or cognitive condition of a person

Note 1 to entry: These adverse effects include occupational diseases, illnesses, and death.

Note 2 to entry: The term ‘injury and ill health’ implies the presence of injury or ill health, either on their own or in combination.

[SOURCE: ISO 45001:2018, 3.18]

3.3

monitoring

determining the status of a system, a process, or an activity

Note 1 to entry: To determine the status, there may be a need to check, supervise or critically observe.

[SOURCE: ISO 45001:2018, 3.30, modified — Note 2 to entry has been deleted]

3.4

occupational health and safety risk

OH&S risk

combination of the likelihood of occurrence of a work-related hazardous event(s) or exposure(s) and the severity of injury and ill health (3.2) that can be caused by the event(s) or exposure(s)

[SOURCE: ISO 45001:2018, 3.21]

3.5

organization

person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives

[SOURCE: ISO 45001:2018, 3.1, modified — The original notes to entry have been deleted]

3.6

remote worker

worker who performs remote working (3.7)

3.7

remote working

work in a workplace not under the direct control of the organization

3.8

well-being at work

fulfilment of the physical, mental, social and cognitive needs and expectations of a worker related to their work

[SOURCE: ISO 45003:2021, 3.2 modified — The original Notes to entry have been deleted]

3.9

workplace

place where a person needs to be or to go for work purposes

Note 1 to entry: The organization’s responsibilities for the workplace depend on the degree of control over the workplace.

Note 2 to entry: Workplaces can be inside or outside, natural and man-made, and include the worker’s own home, other people’s homes, vehicles used for working, other organizations’ facilities, public spaces and isolated external sites.

[SOURCE: ISO 45006:2023, Note 2 to entry has been modified]

The organization should take a proactive and structured approach to effectively manage OH&S in remote working and determine:

— the control for the particular physical and psychological OH&S hazards and risks to which those working remotely, including lone remote workers, can be subject;

— the potential unpredictability of working conditions in workplaces that are not under its direct control, and

— the limitations on its ability to oversee workplace conditions directly.

The organization should ensure that remote workers are fully equipped for their task, with the necessary competence and awareness, and with appropriate supporting policies, processes and systems in place.

Remote workers should be responsible for taking proactive efforts to ensure their own health, safety and well-being, and that of others who can be affected by their work.

The organization should be responsible for managing OH&S of remote working through a structured approach that includes hazard identification, OH&S risk assessment, implementation of appropriate controls, and continual improvement, ensuring the consultation and participation of remote workers and workers' representatives, where they exist, and interested parties.

The organization should manage OH&S in remote working by applying following principles:

a) Clarifying roles:

— define and communicate the respective roles of the organization, remote workers and relevant interested parties in establishing and maintaining healthy and safe remote working conditions. This clarity enables timely and appropriate actions to identify hazards, assess risks, and implement necessary controls in diverse remote workplace conditions;

b) Providing support to remote workers:

— establish policies and procedures that enable healthy and safe remote working conditions. This includes providing remote workers with access to necessary tools and equipment, training, information, and active and effective communication channels for remote workers and interested parties;

c) Training and developing remote worker competence:

— train, develop and maintain the competence of remote workers, including:

— OH&S procedures including legal and other requirements;

— hazard identification;

— OH&S risk assessment;

— situational awareness (awareness of situations where working conditions can change and require changes to controls);

— decision-making in unfamiliar workplaces and uncontrolled workplaces;

— the ability to adapt to changing conditions, and respond to changes and emergencies, where full oversight is not possible (e.g. on-site review, dynamic risk assessment, see Clause 6.3, Clause 6.4);

— handling difficult interactions;

d) Fostering participation and trust:

— promote a culture of participation and trust by encouraging remote workers to report hazards, share concerns, and contribute to continual improvement;

e) Ensuring proactive OH&S risk management:

— design its OH&S risk management to be flexible and responsive to changing workplace conditions. This includes equipping remote workers to carry out on site reviews and dynamic risk assessments, and supporting remote workers in responding to hazards that emerge or evolve during the course of remote work.;

f) Monitoring OH&S in remote working:

— establish and maintain appropriate monitoring of remote working, taking into account the limitations on its ability to directly inspect the remote workplace. Incident reports, feedback from remote workers, and the trends in such information, should be monitored, while technology increasingly provides opportunities for remote monitoring;

— monitor the health, safety and well-being of remote workers taking into account the particular physical and psychological risks to which remote workers can be subject and the potential for those working alone or unsupervised to not being aware of unsafe or unhealthy working practices;

— communicate actively with remote workers and interested parties to manage OH&S effectively;

g) Complying with legal and other requirements:

— comply with legal requirements, policies and procedures;

— review regularly and update policies, procedures, and systems of work to ensure they remain effective and compliant with requirements;

h) Encouraging and maintaining established safe practices:

— establish, enforce, maintain, and update safe work practices through regular training and awareness, clear communication channels, provision of ergonomic tools and equipment, monitoring and feedback, and proactive risk management;

i) Responding to emergency situations:

— ensure that appropriate arrangements are in place to address and respond to emergency situations;

— implement procedures where there is limited access to emergency services and nearby medical facilities, weak or non-existent cellular (mobile telecommunications) networks, poor or limited transportation networks, lack or poor immediate support or coordination issues.

j) Making documented information available for effective implementation:

— determine the documented information necessary for the effectiveness of the implementation of the guidelines included in this document, and keep it under control as appropriate.

Remote workers should be responsible for following the organization’s OH&S requirements for remote working and should actively participate in maintaining their own health, safety and well-being and that of others who can be affected by their work.

To achieve this, remote workers, with the assistance and the advice of the organization, should:

a) follow the organization’s OH&S policies, procedures, and specific instructions for remote working;

b) assess any emerging or evolving risks in the remote workplace and take reasonable steps to control them;

c) maintain awareness of the organization’s emergency procedures applicable to remote working;

d) be aware of and cooperate with the emergency procedures of the organization of the workplace they are working in;

e) stop work if conditions become unsafe and seek guidance before resuming work;

f) contribute to effective OH&S monitoring and continual improvement by providing feedback on remote working conditions and OH&S measures.

Remote working can take place in a variety of settings, where the organization has limited or no control over the workplace conditions. While these workplaces differ in type and context, all of them have some common characteristics such as;

a) the organization cannot directly monitor and supervise OH&S;

b) workplace conditions can be unpredictable or change over time;

c) communication and support can be limited during the work activity;

d) both the organization and the remote worker should contribute to OH&S risk management.

Although all remote working scenarios share the above mentioned characteristics, the degree of control, predictability and OH&S considerations vary across them. This document outlines four common remote working scenarios.

— An organization allows its remote workers to carry out work from home;

— An organization sends its remote workers to an isolated external site where there is no other organization on site;

— An organization sends its remote workers to work at a workplace under the control of another organization;

— An organization sends its remote workers into private homes.

These scenarios are introduced briefly below, with an example of hazard, related risk, and control measures provided for both the organization and the remote worker. (See Table 1)

For more comprehensive information, see checklists in Annex A.

Table 1 — Examples of OH&S consideration for four scenarios

When determining OH&S actions related to any remote working scenarios, the organization should consider the following;

a) Identify type of work performed at those workplaces:

— the organization needs to understand the typical remote working arrangements and identify the organization's level of control and oversight;

b) Identify OH&S considerations arising due to the chosen remote working scenarios:

— the organization should assess the unique OH&S considerations that each scenario presents, focusing on the factors that increase risks to remote workers' health and safety;

c) Determine actions to be taken by the organization and the remote workers:

— the organization should list actions to be carried out by both the organization and the remote workers, detailing the specific actions each party should take to reduce the assessed OH&S risks and ensure a safe working environment.

The organization can have little information about and limited or no ability to evaluate a potential or planned remote workplace for hazards and necessary controls, in advance of arrival. These types of workplaces and the circumstances requiring such work can require approaches to OH&S risk assessment and supervision that are different than those used for more traditional, process-oriented and standardized workplaces.

Remote workplaces can have limited staffing and with modified supervisory structures and nontypical resources, Furthermore, some remote workplaces can have a significant level of unpredictability, and with hazards that can be non-routine and develop rapidly. The organization can need in these cases, to rely on a combination of organizational provisions and tools in combination with remote workers’ abilities to assess and respond to hazards on site.

To manage OH&S risks effectively, the organization should establish a structured yet flexible approach to OH&S risk assessment. Assessing OH&S risk in remote working should not be treated as a one-time process. Rather, it should be approached as an ongoing activity that enables remote workers to identify and respond to hazards in advance wherever possible, but also as work is being conducted to provide real time information for dynamic decision-making.

To enable this, the organization should ensure that OH&S risk assessment from identified hazards (see Clause 5) for remote working includes the following stages:

a) Preliminary risk assessment – conducted before going to the remote workplace;

b) On-site risk assessment verification and review – conducted upon arrival at the remote workplace;

c) Dynamic risk assessment – OH&S risk assessment that is conducted continually during work.

This approach allows the organization to reasonably anticipate a range of work hazards, possible controls and likely remote worker needs, and to set parameters for work. It also provides for the active participation and engagement of its remote workers at remote sites, who are physically present and best able to assess active working conditions and manage on-site risks effectively.

In this document, any type of risk assessment means OH&S risk assessment.

Before remote work begins, the organization should conduct a preliminary risk assessment to identify foreseeable hazards and determine appropriate control measures.

To do this, the organization should:

a) collect relevant information about the remote work activity, location, environment and other people present in the workplace not involved in working activities;

b) Assess risks related to the identified hazards associated with the planned work;

c) identify any specific remote worker competencies, training needs and support required;

d) determine what procedures, tools, equipment, and communication methods are needed;

e) establish emergency planning, including response actions and contact arrangements.

Where possible, the remote worker or work team members should be included in the planning processes.

The organization should communicate the outcomes of the assessment to the remote worker(s) and interested parties in its completed form, within a reasonable time frame before conducting work at the remote workplace. Where needed, the organization should provide additional instructions, guidance, or training to ensure that the assessed risks are understood and managed before the work begins.

When arriving at the remote workplace, remote workers should check whether the conditions correspond to the preliminary risk assessment made by the organization when needed. If the conditions differ from those anticipated, the organization or remote workers should review and modify the assessment and implement controls accordingly before any work begins. This review helps to identify hazards that can not have been apparent or available during the preliminary risk assessment and identify other conditions that can have changed since initial review.

To enable this, the organization should:

a) provide the remote worker(s) with appropriate tools or checklists to guide the on-site review;

b) train the remote worker to recognize and respond to changes in the environment, in behaviour of people, or in the overall situation at the remote workplace that could affect health and safety;

c) ensure the remote worker knows how to report concerns or to delay the start of work if they consider the work situation to be unsafe;

d) ensure that all hazards have been identified and all associated controls implemented;

e) maintain clear communication procedures to allow the remote worker to confirm safety or seek further instruction if needed.

The on-site risk assessment is especially important where the organization had limited or no prior information available before remote worker arrival to a remote working workplace. This can be the case especially for private homes or isolated external sites. It supports timely decision-making and reinforces the remote worker’s role in OH&S risk management.

During remote work, the conditions of the workplace or the task can change in ways that were not identified during the preliminary or on-site risk assessments. The organization should ensure that remote workers are capable of recognizing and responding to these changes through a dynamic risk assessment approach.

To enable this, the organization should:

a) provide training on how to identify emerging hazards and assess changing risks;

b) establish clear procedures for remote workers to follow when encountering unexpected situations;

c) empower remote workers to pause or stop work if they believe it is unsafe to continue;

d) encourage real-time communication with supervisors or designated contacts when additional resources or other support are needed;

e) promote a culture where remote workers feel confident to act on their judgment and report new hazards without fear of negative consequences.

To address identified hazards and assessed risks, the organization should implement control measures that reflect the variability and limitations of remote workplace conditions. These measures should be aligned with the OH&S risk assessment stages and adapted to the specific characteristics of each remote working scenario, such as working from home, isolated external sites, host-controlled workplaces, and work performed in private homes.

The organization should align controls measures by considering the following:

a) Before remote work begins,

— the organization should:

— ensure that the remote workplace conditions meet organization’s OH&S requirements;

— If the workplace is under another organization’s control (e.g., client site), establish appropriate OH&S arrangements or agreements to meet organization’s OH&S requirements;

— provide remote workers with clear work instructions, scenario-specific risk controls, and any necessary equipment or support to carry out their work safely;

— the remote worker should:

— familiarise themselves with the emergency response plan;

b) Upon arrival at the remote workplace,

— the remote worker should:

— determine whether the conditions align with the organization’s pre-assessed expectations and guidance;

— pause or stop work and report concerns if unexpected hazards or unsafe conditions are identified;

— the organization should:

— support this process by providing emergency response plan, clearly defined decision-making criteria, and accessible communication channels in advance;

c) During the work,

— the remote worker should:

— where appropriate implement the emergency response plan;

— the organization should:

— ensure that the control measures in place are flexible and allow remote workers to respond effectively to evolving tasks and environmental conditions;

— encourage timely reporting and communication from remote workers when new hazards are identified;

— review remote worker feedback and incident data to improve future hazards identification, OH&S risk assessment and control planning.

In remote working contexts, emergency situations can arise where timely organizational intervention is difficult due to limited oversight, unpredictable environments, or physical distance.

The organization should ensure that remote workers are prepared to handle potential emergencies through planning, resource allocation, and capability-building.

To enable this, the organization should consider:

a) Establishing emergency procedures:

— define expected responses for different types of emergencies that can occur in remote working situations (e.g. medical emergencies, environmental hazards, personal safety threats);

— ensure procedures are applicable across different scenarios, including home working, isolated sites, and private residences, as appropriate;

— ensure workers are aware of and cooperate with the host’s emergency procedures as well as the remote worker’s organization’s emergency procedures;

b) Providing training and resources:

— train remote workers on emergency procedures, including, where applicable, the site-based organization’s emergency procedures, and on immediate self-care actions in the event of a medical emergency, and how to request assistance;

— provide user-friendly resources such as mobile-accessible emergency guidelines, first-aid kits, communication tools, or personal safety devices where appropriate, and list of contacts in case of emergency;

— when applicable, ensure remote workers are trained on the emergency procedures of the sites they are working in;

c) Setting clear criteria for work stoppage:

— define situations where remote workers are expected to stop work (e.g. unsafe conditions, equipment failure, threats to personal safety, and immediate or severe risk to life or health);

— inform these criteria clearly to remote workers to ensure consistent application;

d) Establishing emergency communication routes:

— provide remote workers with reliable communication channels for emergency reporting and support (e.g. hotlines, messaging apps, designated contacts);

— ensure remote workers know whom to contact, how to reach them, and what information to provide when reporting emergencies or work stoppages;

e) Providing follow-up and support mechanisms:

— define post-incident actions, including incident reporting, debriefing, and psychological or medical support;

— use incident records and remote worker feedback to revise emergency plans and improve future response strategies.

Remote working requires approaches to supporting both remote workers and managers as direct supervision is limited, informal interactions are reduced, and physical and psychosocial hazards can be harder to detect.

Remote workers perform work where the organization cannot directly observe or intervene in day-to-day activities. In this context, remote workers should take a more active role in identifying hazards and assessing risks for maintaining their own health, safety and well-being. To maintain healthy and safe working practices, the organization should provide targeted and differentiated support for both remote workers and those managing them.

To enable this, the organization should consider:

a) Strengthening awareness and autonomy:

— train remote workers to recognize hazards, assess changing conditions, and act appropriately, when direct OH&S supervision is limited (see Clause 4.2);

— strengthen remote workers’ ability to make safe decisions in unfamiliar or variable remote working conditions;

b) Providing accessible tools and guidance:

— provide practical resources such as scenario-based OH&S guidance, ergonomic setup examples, and self-assessment checklists;

c) Encouraging two-way communication:

— establish and maintain clear communication channels for reporting hazards, requesting assistance, and sharing feedback;

— encourage participation in OH&S discussions and collaborative problem-solving;

d) Addressing psychosocial risks:

— support healthy work routines, rest periods, and work–life balance;

— provide support to reduce the impact of isolation, such as establishing peer networks or strengthening social connection;

— provide mental health support;

e) Involving remote workers in continual improvement:

— collect remote worker feedback on remote working conditions regularly;

— use insights from remote workers to refine OH&S measures and support systems.

f) Addressing the need for additional on-site support or direct supervision:

— provide appropriate on-site assistance or direct supervision if needed, where there is a severe risk of violence or a high-risk situation;

— coordinate with relevant parties, such as the host organization or security services, to ensure that protective measures and emergency response arrangements are effective.

The absence of direct observation, reduced informal interaction, and limitations in OH&S supervision require adapted skills and tools for managers.

The organization should support managers who supervise remote workers. To enable this, the organization should consider:

a) Revising the role of supervision:

— clarify how the manager’s role changes in a remote working context, emphasizing facilitation, communication, and trust over direct oversight;

— help managers understand the limitations of traditional OH&S supervisory methods in remote settings as well as the benefits of the new supervisory methods to be applied to remote working;

b) Strengthening OH&S managing capability:

— train managers to recognize signs of fatigue, stress, or disengagement without relying on observation during the work activity;

— support the development of communication techniques and relational skills suited to manage remote workers interaction;

c) Providing effective tools and resources:

— equip managers with resources such as remote check-in templates, status tracking tools, and access to OH&S support as well as communication and collaborative tools;

— define clear expectations for monitoring that respect privacy while ensuring safety;

d) Promoting collaboration:

— create opportunities for managers to share lessons learned and challenges with peers;

— encourage continual reflection on managing OH&S in remote working to improve effectiveness.

To ensure the effectiveness of control measures and to identify opportunities for improvement, the organization should implement monitoring and feedback mechanisms suited to the remote working context.

To enable this, the organization should consider:

a) Monitoring remote working conditions and controls:

— encourage remote workers and managers to report observed conditions, best practices, and emerging risks;

— verify that risk controls remain effective and relevant over time, especially in dynamic or unpredictable environments;

— identify signs of deteriorating work conditions, including those derived from psychosocial issues and isolation;

— organizations may, where appropriate, use simple indicators (e.g. number of hazard reports, participation in feedback activities, or trends in reported concerns) to support monitoring over time;

b) Providing timely feedback:

— encourage remote workers and managers to report incidents, concerns, suggestions, and improvement ideas;

— enable confidential and accessible channels (e.g. anonymous pulse surveys) for sharing feedback related to remote working conditions and support systems;

— provide timely responses to reported information, ensuring that the persons who raised issues are informed of the outcomes;

c) Acting on collected information:

— review monitoring data and feedback periodically to identify recurring issues, or areas of improvement;

— adapt OH&S procedures, training, and control measures based on insights gathered from remote working experiences;

d) Learning and adaptation:

— communicate findings and lessons learned to interested parties;

— revise OH&S policies, procedures, and support systems based on evidence from monitoring and feedback.

1. 
   (informative)
   
   Examples of scenario-based remote working tools
   1. Scenario 1: An organization allows its remote workers to carry out work from home
      1. Workstation self-assessment checklist

The following checklist is intended to help remote workers assess the suitability of their home working conditions.

• • 1. Regular self-check reminder

The following checklist is intended to be used regularly, particularly when there are changes in the workplace condition, workload, or physical/mental condition.

• • 1. Discomfort or interruption response guide

The following guide is intended to provide actions for remote workers to follow when experiencing physical discomfort, psychological stress, or other interruptions while working from home.

a) Pause work and identify the source of discomfort or risk.

b) Make immediate adjustments to posture, setup, or routine.

c) If the issue relates to stress or workload, communicate with your supervisor or HR contact.

d) If unresolved, report the issue through the designated channel.

• 1. Scenario 2: An organization sends its remote workers to an isolated external site where there is no other organization on site.
     1. Flow chart on managing isolated remote working

This flowchart is intended to guide the organization and remote workers on managing isolated remote working.

• • 1. Organization’s checklist

This checklist is intended to assist organizations in managing work that is carried out at an isolated site including making decisions on stop work and providing emergency response where immediate organizational support may not be available.

• • 1. Remote worker’s checklist

This checklist is intended to be used by remote workers upon arrival, during work and when encountering changed conditions at an isolated site. This checklist aimed to assist remote workers to confirm that OH&S arrangements remain adequate, any hazards including the new ones are manageable and determine whether it is necessary to stop work due to emerging or unplanned risks.

• 1. Scenario 3: An organization sends its remote workers to work at a workplace under the control of another organization
     1. Flow chart on managing host-controlled remote working

This flowchart is intended to guide the organization and remote workers on managing host-controlled remote working.

• • 1. Organization’s checklist on managing host-controlled remote working

This checklist is intended to assist organizations in managing work that is carried out at a workplace managed by another organization (e.g., a client or contractor). This includes coordination with host organization and making decisions on stop work where the employer has limited authority over OH&S arrangements and relies on coordination with the host organization.

• • 1. Remote worker’s checklist on managing host-controlled remote working

This checklist is intended to be used by remote workers upon arrival, during work and when encountering changed conditions at a host-controlled site. This checklist aimed to assist remote workers to confirm that OH&S arrangements remain adequate, any hazards including the new ones are manageable and determine whether it is necessary to stop work due to emerging or unplanned risks.

• 1. Scenario 4: An organization sends its remote workers into private homes
     1. Flow chart on managing remote working in private homes

This flowchart is intended to guide the organization and remote workers on managing remote working in private homes.

• • 1. Organization’s checklist on managing remote working in private homes

This checklist is intended to assist organizations in managing work that is carried out in private residences where the organization has no control over the workplace and limited visibility of remote worker–client interactions.

• • 1. Remote worker’s checklist on managing remote working in private homes

This checklist is intended to be used by remote workers upon arrival, during work and when encountering changed conditions in private residences. This checklist aimed to assist remote workers to confirm that OH&S arrangements remain adequate, any hazards including the new ones are manageable and determine whether it is necessary to stop work due to emerging or unplanned risks.

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[2] ISO/TS 20646:2014, Ergonomics guidelines for the optimization of musculoskeletal workload

[3] ISO 31000:2018, Risk management — Guidelines

[4] ISO 45001:2018, Occupational health and safety management systems — Requirements with guidance for use

[5] ISO 45002:2023, Occupational health and safety management systems — General guidelines for the implementation of ISO 45001:2018

[6] ISO 45003:2021, Occupational health and safety management — Psychological health and safety at work — Guidelines for managing psychosocial risks

[7] ISO/PAS 45005:2020, Occupational health and safety management — General guidelines for safe working during the COVID-19 pandemic

[8] ISO 45006:2023, Occupational health and safety management — Guidelines for organizations on preventing, controlling and managing infectious diseases

[9] ISO 50004:2020, Energy management systems — Guidance for the implementation, maintenance and improvement of an ISO 50001 energy management system

[10] WHO, Healthy and Safe Telework, Feburary 2022

[11] Harvard Business Review(HBR), A Guide to Managing Your (Newly) Remote Workers, March 2020

[12] Ministry of Trade, Industry and Energy Korea, Guideline for preventing at workplace with high-risk infection and working from home, 2023