A guide to manage and

assess ergonomic and

psychosocial risks in the
hotel industry

1
A guide to manage and
assess ergonomic and
psychosocial risks in the
hotel industry

2
Title:
A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Author:
Instituto Nacional de Seguridad y Salud en el Trabajo (National Institute of Safety and Health at Work) (INSST), O.A., M.P.

Prepared by:
Ángel Lara Ruiz
Teresa Álvarez Bayona
Centro Nacional de Nuevas Tecnologías (National Centre for New Technologies) (CNNT). INSST

Jesús Pérez Bilbao

Centro Nacional de Verificación de Maquinaria (National Centre for Machine Verification) (CNVM). INSST

Jesús Ledesma de Miguel

Centro Nacional de Medios de Protección (National Centre for Means of Protection) (CNMP). INSST

Aitana Clara Garí Pérez

Centro Nacional de Condiciones de Trabajo (National Centre for Working Conditions) (CNCT). INSST

Edited by:
Instituto Nacional de Seguridad y Salud en el Trabajo (INSST), O.A., M.P.
C/Torrelaguna, 73 - 28027 Madrid
Telephone: 91 363 41 00. Fax 91 363 43 27
www.insst.es

Composition:
Azcárate & Asocia2

Edition:
Madrid, september 2022

NIPO (on line): 118-22-056-5

3
Hyperlinks:
The INSST is neither liable nor guarantees the accuracy of the information on the web sites not owned by it. In addition, includ-
ing a hyperlink does not imply INSST’s approval of the web site, its owner or any specific content the site redirects to.

Acknowledgements:
The representatives of the Autonomous Communities, Business Organisations and Trade Unions who comprised the Quality of
Employment in the Horeca Sector Roundtable Taskforce.

Quote this document as:

Instituto Nacional de Seguridad y Salud en el Trabajo (2021). A guide to manage and assess ergonomic and psychosocial risks
in the hotel industry. Madrid: Instituto Nacional de Seguridad y Salud en el Trabajo.

General Catalogue of Official Publications:

http://cpage.mpr.gob.es/

INSST Catalogue of Publications:

http://www.insst.es/catalogo-de-publicaciones

4
 TABLE OF CONTENTS

BACKGROUND.................................................................................................................................. 7

10

GOALS............................................................................................................................................... 13
16

ERGONOMIC AND PSYCHOSOCIAL RISKS..................................................................................... 19

Ergonomic and psychosocial risks in the Horeca sector................................................................ 26
Accident rate and health damages in the hotel industry............................................................... 29

THE STATEWIDE LABOUR AGREEMENT FOR THE HORECA SECTOR........................................... 32

Functional areas, tasks and jobs..................................................................................................... 34

PREVENTION OF OCCUPATIONAL RISKS IN THE INDUSTRY......................................................... 40

Management and assessment of ergonomic and psychosocial risks............................................. 42
Ergonomic and psychosocial assessment methodologies............................................................. 49

PREVENTIVE MEASURES................................................................................................................... 54

BIBLIOGRAPHY.................................................................................................................................. 75

ANNEXES........................................................................................................................................... 78
Summary of the SLAH V ................................................................................................................ 79
Ergonomic and psychosocial assessment methods....................................................................... 82

5
LIST OF ABBREVIATIONS

OA Occupational accidents
SLAH The statewide labour agreement for the Horeca sectora
BOE Official State Gazette
IEQ Indoor environmental quality
CNAE National Classification of Economic Activities
CNO National Classification of Occupations
OD Occupational diseases
TF Quality of Employment in the Horeca sector Roundtable Taskforce
INE National Statistical Institute
INSST National Institute of Safety and Health at Work
LPOR Law on Prevention of Occupational Risks
ROUNDTABLE Quality of Employment in the Horeca sector Roundtable
MHL Manual handling of loads
TNP Technical Note on Prevention
ILO International Labour Organisation
GDP Gross Domestic Product
POR Prevention of occupational risks
RD Royal Decree
PSR Preventive Services Regulations
MSD Musculoskeletal disorders

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 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

BACKGROUND

7
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

The Quality of Employment in the Horeca sector
Roundtable (hereinafter, the “roundtable”) was
formed on November 23rd 2017 under the umbrel-
la of the Quality of Employment Roundtable. A tri-
partite joint roundtable, it includes representatives
of the Central State Administration, the Autono-
mous Communities (according to the number of
affiliated members in the industry) and of the most
representative trade unions and business organi-
sations.
The roundtable aims to analyse issues relating
to the improvement of working conditions in the
Horeca sector, paying special attention to stable
employment, training, regulation of working time
as well as occupational health and safety in the in-
dustry.
The roundtable has already obtained some major
achievements: within the scope of chambermaids’
occupational diseases, taking the relevant steps
to amend the Royal Decree 1299/2006, dated No-
vember 10th, which passed the framework of oc-
cupational diseases in the Social Security System
and set forth the relevant notification and record-
ing criteria, and among others; requesting the Na-
tional Statistical Institute (hereinafter, the “INE”)
to include a specific code for chambermaids in the
National Classification of Occupations (hereinafter,
the “CNO”); etc.

A Quality of Employment in the Horeca sector

Roundtable Taskforce (hereinafter, the “TF”) was
formed within this framework in order to address
four thematic areas:

• Occupational diseases and chambermaids.

• Occupational training and the Horeca sector.
• Prevention of occupational risks and the Horeca
sector.
• Labour inspectorate and the Horeca sector.

8
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Specifically in the area of Prevention of Occupation- This taskforce agreed that:

al Risks (hereinafter, the “POR”) area and following
the preparatory work by the TF, in August 2018 the
roundtable agreed to form a workgroup “to pre-
pare, on a statewide level, a Practical Guide to
Assess Occupational Risks in the Horeca sector
which pays particular attention to the ergonomic
and psychosocial risks to which workers of this
trade are deemed to be particularly exposed, all
of which from a necessary gender standpoint, in
view of the considerable feminisation of many of
the professional tasks undertaken in this indus-
try. The drafting of the said Guide is entrusted
to the National Institute of Safety and Health at
Work.”
• the Guide should encompass the ergonomic and
psychosocial risks in accommodation services, in-
cluding the six functional areas of the Fifth Sta-
tewide Labour Agreement for the Horeca sector;
• the main references for the Guide should be:
the “Canary Islands’ Technical Guide of Good
Practice for the Assessment and Management
of Ergonomic and Psychosocial Risks in the Ho-
tel Industry”; the documents drafted by the tas-
kforce on musculoskeletal disorders belonging
to the National Commission of Health and Safe-
ty at Work; several publications by the National
Institute of Safety and Health at Work (hereinaf-
ter, the “INSST”) on psychosocial issues.

9
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

INTRODUCTION

10
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
The so-called “Horeca sector” lies within the
framework of the wide and diverse service sec-
tor. In turn, Horeca activities comprise two large
groups: beverage and food services and accom-
modation services. This second group is the
subject of this Guide and focuses on providing
accommodation and other related services. In
particular, it includes premises such as hotels,
hostels, boarding houses, motels, residences,
apartments which provide some hotel services,
spas, bed and breakfasts, campsites… and, in
general, any other premises which provide ac-
commodation services.
Other occupational activities are performed at
many of these establishments, which are not di-
rectly related to accommodation itself (such as
reception of guests or room cleaning), but also to
catering, entertainment, relaxation, etc.
These work centres range from small family busi-
nesses to establishments linked to large hotel
chains, each one with their own specific features
regarding business management and organi-
sation. Nevertheless, the industry features, in
general, a series of characteristics such as high
seasonality, which entails high percentages of
temporary and/or part-time jobs; a large propor-
tion of women in specific jobs; a strong presence
of foreign immigrant workers; low--skilled jobs
11
which particularly impacts on specific groups of
workers, such as young people or students occa-
sionally employed in the industry; scarce oppor-
tunities for career advancement and promotion;
particularly burdensome timetables and shifts;
strong presence not only of the most traditional
risks linked to safety or health, but also to those
now known as “emerging risks” such as musculo-
skeletal disorders (hereinafter, the “MSD”) result-
ing from repeated movements, prolonged/awk-
ward postures, efforts made, inadequate design
of workplaces and/or lack of breaks; or work-re-
lated stress resulting from the exposure to psy-
chosocial risk factors from customer care, high
work rates, violent situations, timetable changes,
difficulty in reconciling personal, professional and
family life, etc.
Aware of this reality, the Roundtable set up a task-
force to draft a guide which would specifically deal
with the management and assessment of the most
common ergonomic and psychosocial risks.
Hence, this Guide provides the reader with infor-
mation about: profiling the hotel industry in Spain;
the most prevalent ergonomic and psychosocial
risks in this industry and the management, assess-
ment and specific intervention regarding them
considering their specific features.
A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Lastly, three aspects should be mentioned:

Firstly, as the reader may have already noticed,

this Guide refers to the “hotel industry” although
it really is an economic activity (number 55 in the
National Classification of Economic Activities,
hereinafter, the “CNAE”). We preferred the term
“industry” as it is largely used. Likewise, we chose
“hotel” as most overnight stays take place in this
type of establishment.

Secondly, while the Guide specifically deals

with the hotel industry, many of its conclusions
and recommendations are applicable across the
same functional areas existing in other activities
of the Horeca sector.

And, to finish, we use the masculine plural in this

publication as a generic reference to men and
women as a group, following the principles of lan-
guage economy and for easy reference, except for
the position of chambermaids, where we use the
feminine plural as a generic reference, since this
job is mostly performed by women.
A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

GOALS
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
The general purpose stated by the Roundtable and
by the Taskforce for the Prevention of Occupational
Risks is to have a non-prescriptive Statewide Guide
which may provide helpful information about ade-
quate management and assessment of ergonomic
and psychosocial risks in the hotel industry.
Therefore, we intend to provide prevention servic-
es (including any type of preventive organisation
as defined by Royal Decree 39/1997, dated Jan-
uary 17th, which passed the Prevention Services
Regulation (hereinafter, the “PSR”), with specific
14
information about the prevention of ergonomic
and psychosocial risks in the hotel industry which
may help to:
• have a greater and better understanding of the
working conditions and the ergonomic and psy-
chosocial risks usually present at hotel estab-
lishments;
• make adequate assessment of the working con-
ditions to which the workers of this industry may
be exposed;
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

• employ suitable assessment methodologies tai-
lored to the specific ergonomic and psychosocial
issues to be addressed at each work centre; and
• implement measures which may improve the
health and safety conditions of hotel compa-
nies and of the workers present therein.
Ultimately, the purpose is to facilitate the develop-
ment of suitable management of the ergonomic
and psychosocial risks usually present at this type
of accommodation activities, while comprehen-
sively addressing the working conditions and as-
sessing other risks present at workplaces.

15
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

PROFILING THE HOTEL

INDUSTRY IN SPAIN

16
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
In Spain, tourism accounts for a significant pro-
portion of the Gross Domestic Product (hereinaf-
ter, the “GDP”) and of employment. According to
the World Tourism Organization report 2019, the
number of arrivals of foreign tourists who stayed
overnight reached 81.7 million in 2017, a rise of 6.4
million on 2016. The tourism industry experiences
steady annual growth in Spain and, according to
INE’s data, in 2016 it accounted for 11.2% of the
national GDP and the tourist industry contributed
13.3% of national jobs (National Statistical Insti-
tute, 2018). In sum, tourism is a key driver for na-
tional economy.
17
According to the World Tourism Organization, in
2017 there was a total of 224.756 million overnight
stays made by foreign visitors in hotels or similar
establishments in our country, to which the over-
night stays by domestic tourists must be added. As
regards the type of establishment, overnight stays
in hotels account for 72%, far ahead of other types
of accommodations.
In relation to the number of workers, there was
a total of 361,444 workers in Spain in 2018 occu-
pied under CNAE code 55.10 “Hotels and simi-
lar accommodations” (Labour Force Survey data;
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

INE, 2018), which represents an increase of 6,704
workers compared with the previous year (INE,
2017). We should highlight that approximately
30% of these figures are chambermaids (this may
be inferred by comparing the latter data with CNO
code 921 “Office, hotels and other similar estab-
lishments cleaning staff”).
Due to the nature of the tourist activities in general
and, specifically, of the hotel industry, the human
factor is a key factor because, as of today, it is dif-
ficult to replace the labour force with technology.
In this regard, the hotel industry labour market has
some special features that determine the working
conditions and, with them, its workers’ health and
safety. The following may be highlighted:
• Seasonality favours the adoption of flexible hir-
ing arrangements.
• The population occupied in this industry is es-
sentially women in certain jobs, such as cham-
bermaids, as they are a majority (specifically,
93% of hotels’ cleaning staff, according to the
Labour Force Survey data). In addition, they are
usually low-skilled people, with a strong pres-
ence of foreign female workers.
To finish with, we should mention that the man-
agement of human resources in the hotel industry
is essential, due to the decisive contribution made
by employees to the quality levels perceived by
customers.

• This activity is highly defined by seasonality.

The average demand at Spanish hotels in Au-
gust is approximately three times higher than
in January. This is especially relevant in several
coastal holiday destinations. In turn, demand
of overnight stays in urban areas is more stable
due to its strong links to business activities and
congresses.

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 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

ERGONOMIC AND PSYCHOSOCIAL RISKS

19
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
According to the International Ergonomics Asso-
ciation (IEA), ergonomics is “the scientific disci-
pline concerned with the understanding of inter-
actions among humans and other elements of a
system, and the profession that applies theory,
principles, data, and methods to design in order
to optimize human well-being and overall system
performance” (International Ergonomics Associa-
tion, 2018). This definition is reflected in Spanish
technical standards, such as UNE EN-614-1:2006
and UNE-EN ISO 6385:2004.
Therefore, it is a discipline which focuses on sys-
tems; i.e., on sets of elements or components
20
which interact with each other (at least some of
them) and which are organised in a specific man-
ner in order to reach the set purposes.
In the labour area, “a work system comprises one
or more workers and the working team acting to-
gether in order to develop the system function, at
a workplace, within a working environment, un-
der the conditions prescribed by the work tasks”
(Spanish Association of Standardisation and Certi-
fication, 2015).
In order to perform a “comprehensive” ergonom-
ic study (or assessment) which takes into account
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
every dimension to be considered (task, worker and
working conditions), the INSST proposes a series of
guidelines to address the problems and to deter-
mine: a) the factors to be considered in the study;
and b) which require deeper analysis (National In-
stitute of Safety and Health at Work, 2011). To sum-
marise, the strategy is to answer the following ques-
tions:
• The task: What should be done?
• The person: Who does or will do it?
• The working conditions: Where and how will it
be done?
• The workload: What is the cost of performing
this task for the person who performs it?
• The intervention: What should be changed?
Ergonomics takes into account physical, environ-
mental, organisational and psychosocial (cognitive
21
and social) factors, but from a comprehensive
standpoint where each one of these factors must
not be analysed in isolation, but rather in their in-
teraction with others. Below we include a non-ex-
haustive list of factors known as “ergonomic fac-
tors” (see Table 1 - Ergonomic factors).
On the other hand, within the framework of the
POR, Applied Psychosociology is the technical dis-
cipline intended to study the working conditions
related to the organisation of work, with the con-
tent and the execution of tasks, and with the in-
terpersonal relationships and the contexts wherein
the work is performed. These working conditions
are called “psychosocial factors” (National Insti-
tute of Safety and Health at Work, 1997).
Regardless of the size of the organisation, of the
specific activity, etc., these factors are always
present.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

WORKING CONDITION /
COMPONENTS TO BE ANALYSED
ERGONOMIC FACTOR
PHYSICAL OR BIOMECHANICAL FACTORS

Posture of different body segments, time that posture is maintained, actions per-
formed, levels or degrees of repetitiveness of movements, recovery time, application
Posture / Repeated movements
of force, vibrating tools and impact forces, use of gloves, use of hands as tools, ther-
mo-hygrometric conditions, psychosocial and organisational factors, individual factors.

Load weight, position of the load in relation to the body, horizontal distance, vertical
Manual handling of loads /
displacement of the load, trunk turns, load gripping, handling frequency, load carrying,
application of force
trunk tilting, pushing and pulling force, load size, load stability, recovery time, etc.

ENVIRONMENTAL CONDITIONS
Lighting level, luminance, luminance and illuminance balance, glare, colour tempera-
Lighting
ture, etc.

Vibration Acceleration, frequency, wave direction and type of exposure (whole body, hand-arm).

Thermo-hygrometric
Air temperature, radiant temperature, relative humidity, air speed, etc.
conditions
Noise Sound pressure level, frequency, temporal variation, information content, etc.
Air renewal, ventilation, carbon monoxide (CO), carbon dioxide (CO2), Volatile organic
Indoor environmental quality
compounds (VOC), Legionella, etc.
PSYCHOSOCIAL AND ORGANISATIONAL FACTORS
See Table 2 - Psychosocial factors.
INDIVIDUAL FACTORS

Sex, age, length of service, associated pathologies, lifestyle, training level, etc.

Table 1 - Ergonomic factors.

22
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
However, the specific realisation shall be different
for different companies and different jobs. This is
so because they derive from the organisation of
work; i.e., from how the organisation is structured
and managed, from how the organisation estab-
lishes what to do, conditioning the specific perfor-
mance of each job and task. They are, therefore,
similarly to the issues raised in Ergonomics, work-
ing conditions, directly related to the following,
among others:
• What and how is the job done?
• How is it organised?
• Who performs it, with what and with whom?
• Where and when is it performed?
Psychosocial factors (for example, workload, work-
ing time or interpersonal relationships) are called
“psychosocial risk factors” if they are poorly de-
signed or are presented in a specific fashion (for
example, excessive workload, night work or expo-
sure to violent customers) as they pose a risk and
are likely to negatively affect the worker’s health
and wellbeing.
Scientific evidence highlights the relationship
between the exposure to psychosocial risk fac-
23
tors at work and the likelihood of negative ef-
fects on workers’ (physical, cognitive, emotional
and social) health and safety. The exposure in-
creases the probability of stress or violent situ-
ations in any of their manifestations (commonly
called “psychosocial risks”), which may cause
negative effects in people’s health and safety
and affect certain occupational health indicators:
absenteeism, productivity, satisfaction, turnover,
work climate…
Given that psychosocial factors are conditions of
the work organisation, the said conditions may be
classified and organised according to different cri-
teria. At present there are different more or less
homogeneous categorisations in relation to which
there is wide reasonable technical and scientific
consensus based on theoretical models with ex-
tensive scientific evidence (for example, the de-
mand-control-social support and/or effort-reward
models).
Below we include a categorisation (Table 2 - Psy-
chosocial factors) based on the categorisation of
the European Framework for Psychosocial Risk
Management (PRI- MA-EF) (Leka, Cox & Zwets-
loot, 2008), proposed by a consortium which In-
cluded different European institutes in addition
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

WORKING CONDITION /
COMPONENTS TO BE ANALYSED
PSYCHOSOCIAL FACTOR

Duration of the work-cycle, fragmentation, excessive complexity, meaningless work,

duration too excessive or too short, repeated movements, poor variety, little value of
Job content
the tasks, mismatch between capacities and demand, significant or continued emotio-
nal demand, tasks that by their nature may pose risks of violence, etc.

Under or overload; high, imposed or inadequate pace; inflexible, poorly-planned or

unsuited deadlines; concentration levels/continued attention; interruptions; conse-
Workload / work pace
quences of mistakes; unpredictability; execution time; insufficient information; multi-
tasking, need of permanent updating, etc.

Night shifts, changing shifts, too long working times, irregular timetables, unpredicta-
Work schedule
bility, insufficient breaks, weekend working, etc.

Lack of autonomy in times and decision-making, difficulties to be proactive and parti-

Participation/control
cipate, etc.

Role in the organisation Without definition, conflict, ambiguity, accountability, etc.

Insufficient or unsuitable promotion, professional sidelining, contractual terms, remu-

Career development neration, insufficient training or qualification; undercompensation, recognition or sta-
tus; imbalance, etc.

Interpersonal relationships/ Little or unsuitable social support, poor quality of personal relationships, conflicting
social support situations, distrust, social isolation, etc.

Technologies, equipment, tools, design, maintenance, suitability, physical environ-

Work equipment and exposure to
ment, exposure to ergonomic factors (See Table 1 - Ergonomic factors) and to other
other risks
hazards, etc.

Table 2 - Psychosocial factors.

24
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
to the International Labour Organisation (here-
inafter, the “ILO”) and the World Health Organ-
isation (the “WHO”).
In sum, Ergonomics preferentially focuses on
the study of the interaction of workers with the
work systems and Psychosociology looks more
closely at analysing the interaction of workers
with the social environment. Both disciplines
25
complement each other and thus result in a
more unified vision, and both areas should be
considered jointly in order to manage occupa-
tional risks. Consequently, Ergonomics and Psy-
chology Applied to work offer an extraordinary
opportunity to analyse and establish relation-
ships between technical, human and organisa-
tional factors.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Ergonomic and psychosocial risks in the • “Work schedule and working hours” (data in
Horeca sector percentage of workers):

As from 2015, the INSST no longer performed the Total Services

National Working Conditions Survey and joined
Horeca
the European Working Conditions Survey. Specif-
ically, 2015 survey is the sixth edition (6th EWCS),
performed by the European Foundation for the Im- 5,7%
Work 7 days a week
provement of Living and Working Conditions. By 11,1%
widening the Spanish sample, the INSST improved
national representativeness in the survey as well as
comparability with other European countries. 24,5%
Shift work
39,5%
This last edition of the sample, performed in 2015,
included 2,254 service sector workers. 12% of them
worked in the Horeca sector. Have a fixed start and 70,4%
finish time
55,1%
In order to approach this industry, below we in-
clude some relevant data (Horeca)1 compared with
the service sector. Work the same 66,3%
number of hours
every day 55,9%

0% 20% 40% 60% 80% 100%

Figure 1 - Work schedule and working hours.

It can be seen that, in comparison to all services,

1
The data below, although referring to “Horeca” and include “be-
verages and catering services”, are representative of the activities at
the Horeca sector is characterised by more irregu-
accommodation establishments. lar timetables and greater shift work.

26
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

• “Work pace” (data in percentage of workers):

Total Services Horeca

Direct dealing 58%

Total Services Horeca
with the public 68%

Repetitive hand-arm 11,1% 41%

movement 48%

Carrying or moving 11%

Always or almost 32,1% 14%
heavy loads
always the task has
tight deadlines 20%
48,7% Tring positions 25%

Contact with 8%
chemical substances 7%

Breathe smoke 4%
and fumes 4%
32,2%
Always or almost Low 5%
always the task temperature 4%
requires very 56,7% 11%
High temperature 19%

Noise 7%
8%
0% 20% 40% 60% 80% 100% Exposure to 5%
vibration 2%
Figure 2 - Work pace.
0% 50% 100%

As regards this factor, the Horeca sector also fea-

tures a different more unfavourable pattern than
the whole services sector.
Other characteristics highlighted are as follows
(data in percentage of workers):
Figure 3 – Other features.
Compared to the whole services sector, the Ho-
reca sector features more workers exposed to di-
rect dealing with the public, repetitive hand-arm

27
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

movements, carrying or moving heavy loads, pain- Although the health pattern among Horeca work-
ful or tiring positions and exposure to high tem- ers is quite similar to that observed in the whole
perature. services sector, the frequency of overall fatigue,
sleeping disorders and muscular pain in the lower
As regards the “perceived health problems”, the limbs as distinctive indicators for this industry can
Survey results reveal the following data (in per- be observed.
centage of workers):
Ultimately, it can be noted that in the Horeca sec-
tor there is a high incidence of the performance of
Total Services Horeca
highly-demanding physical activities, special time-
Sleeping 20% tables and expanded working times.
disorders 23%

44%
Overall fatigue 55%

19%
Anxiety 20%

Headache, 37%
eyestrain 33%
Muscular pain in the 33%
lower limbs 38%

Muscle pain in the 45%

upper limbs 43%
45%
Backache 41%

6%
Skin problems 4%
Hearing 4%
problems 2%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Ilustración 4 - Problemas de salud percibida.

28
A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Accident rate and health damages in the

hotel industry

According to the data revealed by the INSST in

the Annual Report on Occupational Accidents due
to Overexertion 2016 (National Institute of Safety,
Health and Wellbeing at Work, 2017), accommo-
dation services (CNAE 55) features an incidence
rate of work accidents due to overexertion of 1,678
occupational accidents (hereinafter, the “OA”) per
100,000 workers, which is a 7.9% increase from
2015. In addition, it shows 373 OA more than the
general incidence rate and 815 OA more than in
the “beverage and food services”. As regards the
anatomical location of the OA overexertion injury
at work in this industry, the highest incidence is in
the back (43%), followed by legs (10.7%), shoulders
(8%), wrists (6.1%), neck (5.8%) and arms (5.5%).

Considering that this is a highly feminised industry,

it should be noted that, according to the data re-
vealed by the report on Priority Activities accord-
ing to the accident rate 2016 (National Institute of
Safety and Health at Work, 2017), in stratification
by sex the incidence rate of women’s occupational
accidents while working in accommodation ser-
vices amounted to 4,997.3 occupational accidents
with medical leave per 100,000 female workers,
only behind female workers at residential estab-
lishments (CNAE code 87) and ahead of female
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

workers in activities such as the food industry, so-

cial services or agriculture and livestock farming.

In the specific case of the cleaning staff, where

chambermaids2 stands out, in 2017 there was a
total of 4,012 OA with medical leave, affecting an
87.4% of women (accident rate data provided by
the General Statistical Directorate). Concerning
the frequency of the “form of contact”3 variable,
the physical overexertion stands out, followed by
physical trauma by falling. In regard to the “de-
viation”4, to be underlined is the “falling of peo-
ple”, “uncoordinated movement” and “pushing,
pulling”. Regarding the “material agent causing
the injury”5, “furniture” and “surfaces” (flooring)
stand out.
As regards occupational diseases (hereinafter,
“OD”) registered in cleaning staff at hotels from
2011 to 2017, according to the data revealed by
2
As chambermaids are not identified as a group in the CNO, the data the Occupational Diseases Communication Sys-
provided for this job were obtained from a crossed approximation of
the CNO 921 code corresponding to “Cleaning staff at offices, ho-
tem of the Social Security (CEPROSS) granted by
tels and other similar establishments“ in contrast with the economic the General Directorate of the Social Security Or-
activity CNAE 551, a code corresponding to “Hotels and similar ac- ganisation, there were 776 OD of cleaning staff at
commodations”.
hotels, affecting 94.5% of women. As we may see
3
The “form of contact” describes how the victim was injured by the
material agent which caused the trauma.
in Figure 5 - OD of cleaning staff at hotels from
2011 to 2017, 75% of the OD is caused by MSD.
4
Describes the abnormal event which negatively affected the process
to perform the job and which caused or originated the accident. The most frequent disease disclosed by this group
5
Descriptor of the object, instrument or agent with which the victim was the carpal tunnel syndrome, which represent-
was injured. ed virtually half of the notified OD.

30
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

These data corroborate that the ergonomic and

Cleaning staff at hotels: OD recorded in from 2011
biomechanical conditions in this industry involve
to 2017
extreme hyperflexion and hyperextension wrist
movements and of hand grip; i.e. repeated move- SHOULDER
ments and awkward postures (data consistent with INJURIES
3% OTHER
those reflected in the report “Condiciones de tra- OD 11%
RADIAL STYLOID
bajo según género en España - 2015” (National TENOSYNOVITIS
Institute of Safety and Health at Work, 2018), for (DE QUERVAIN
SYNDROME)
every sector and activity, stating that “women have 5% CARPAL TUNNEL
DERMATITIS
a very high level of exposure to repeated move- 14%
SYNDROME 49%

ments and to keeping painful or fatiguing pos-

tures. Therefore, it is no surprise that this translates ELBOW
INJURY
into higher prevalence of muscle and back pain 18%
than among men.”

Figure 5 – OD of cleaning staff at hotels from 2011 to 2017.

 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

THE STATEWIDE LABOUR

AGREEMENT FOR THE
HORECA SECTOR

32
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
The Statewide Labour Agreement for the Horeca
sector (hereinafter, the “SLAH”) results from State-
wide collective bargaining of this industry, which
formally started in 1995 with the creation of the
negotiation commission, in answer to the need of
replacing the former Labour Ordinance for the Ho-
reca sector dating back to 1974.
The first SLAH was signed in 1996 and the subse-
quent agreements were entered into in the follow-
ing years, until the current SLAH V. This SLAH V
was published in the Official State Gazette (here-
inafter, the “BOE”) in 2015 (BOE number 121 dat-
ed May 21st 2015). In 2018 the parties agreed to
amend and extend the SLAH V (BOE number 76
33
dated March 29th 2019), being extended until De-
cember 31st 2020. Finally, in 2020, the SLAH V was
agreed to be extended until December 31st 2021
(BOE number 307 dated November 23rd 2020).
The SLAH V has 12 Chapters, the first, second,
tenth and eleventh of which were used in drafting
this Guide. More information about the SLAH
V may be found in the relevant annex.
In preparing this Guide, this Agreement was taken
as reference because its categorisation by func-
tional areas (and then occupations and jobs there-
in) may help establish the jobs in order to under-
take the risk assessment.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
We should note that the identification of the jobs
for assessment purposes does not need to literally
match this categorisation. It helps, but it is not a
comprehensive list of jobs to be literally consid-
ered in assessment. In certain cases, the specific
features of the relevant centres will make some
jobs irrelevant, while other jobs will need to be tai-
lored to the features and organisation of the spe-
cific work centre.
Article 17 of the SLAH V describes the tasks which,
as well as the jobs, are references and should not
be considered an exhaustive list. These tasks, with
the relevant adjustments according to the specific
organisation, shall be observed for proper identifi-
34
cation and assessment of ergonomic and psycho-
social risks.
Below we describe the functional areas, the jobs
and, in very general terms, the most representative
tasks of each functional area.
Functional areas, tasks and jobs
Pursuant to the aforementioned Agreement and
within chapter II on professional categorisation,
article 14 sets forth the following functional areas:
• First functional area: Reception-Concierge,
Public Relations, Administration and Manage-
ment.
• Second functional area: Kitchen and Kitchen
Supplies.
• Third functional area: Restaurant, Lounge, Bar
and similar; Catering associations and Catering
premises.
• Fourth functional area: Floors and cleaning.
• Fifth functional area: Maintenance and Suppor-
ting services.
• Sixth functional area: Ancillary services.
As we already stated, these six functional areas are
mentioned in this Guide in order to refer to the
risks by job.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Describing the basic tasks of each functional This functional area includes the following jobs:
area

Based on the knowledge and study of the tasks • Head of reception.

and basic activities of each functional area, we may • Second Head of reception.
Reception
infer the ergonomic and psychosocial risk factors • Receptionist.
present in the hotel industry jobs. • Switchboard operator.

Below we describe the basic tasks to be performed

in each of the six functional areas. • First Concierge.
• Concierge.
First functional area: Reception-concierge, Public • Reception and/or concierge
Concierge
Relations, administration and management. assistant.
• Reception and/or concierge
Tasks: Receiving customers and performing the re- attendant.
lated tasks. Performing customer care work. Realis-
ing tasks required to sell and occupy rooms. Safe-
keeping of valuable items and money that have
Public Relations • Public Relations.
been deposited. Invoicing, collection of money
and foreign exchange tasks. Receiving, processing
and addressing customer claims to the relevant
services. Perform archiving, accounting and cleri- • Head of administration.
cal tasks corresponding to this section. • Technical expert in prevention of
occupational risks.
Administration and • Head of Sales.
Management
• Sales personnel.
• Clerk.
• Assistant clerk.

35
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Second functional area: Kitchen and Kitchen Sup- under supervision. Performing basic preparations
plies. and any other task related to the preparation of food
entrusted to them. Prepare dishes for which they
Tasks: Preparing, seasoning and presenting dishes have received appropriate training.
using the most suitable techniques. Collaborate in or-
ders and preserving raw materials and products used This functional area includes the following jobs:
in the kitchen. Preparation, cooking and presenting
any products intended for cooking. Collaborate in • Head of kitchen.
arranging, servicing and removing buffets. Monitor- • Second Head of kitchen.
ing and controlling the materials to be used in the • Head of catering.
kitchen, communication of any incident concerning • Head cook.
Kitchen
materials. Collaborate in planning of set menus and • Cook.
a la carte menus. Collaborate in managing costs and • Pâtissier
stocks, and purchasing. Controlling and taking care • Kitchen assistant.
of the preservation and use of the products placed • Kitchen attendant.
at their disposal. Taking part in kitchen preparations
• Head Kitchen Supplies.
Kitchen Supplies
• Assistant Kitchen Supplies.

Third functional area: Restaurant, lounge, bar and

similar premises; catering associations and cater-
ing premises.

Tasks: Servicing and selling food and beverages.

Preparing working areas for service. Direct client
servicing for the consumption of food and bev-
erages. Preparing simple food. Transporting the
required tools and supplies for the service. Con-
trolling and inspecting goods and objects to be
used in the section.

36
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Collaborate in arranging, servicing and remov-

ing buffets. Performing work in front of custom- • Centre manager.
ers, such as flambé, cutting, carving, boning, etc. • Modern restaurant
Collaborate in preparing and developing special supervisor.
events. Coordinating and supervising the activi- Modern restaurant • Modern restaurant preparer.
ties inherent in their area. Informing and advising • Deliverer of food and
beverage.
customers about the composition and preparation
• Modern restaurant assistant.
of available products. Attending customer com-
plaints.
• Supervisor/a colectividades.
Invoicing and charging customers. Selling, distrib- Catering • Monitor/a o cuidador/a
uting and servicing beverages at the bar, also pre- associations colectividades.
paring cocktails. Preparing all types of beverages. • Asistente colectividades.
Receiving and saying good-bye to customers, lo-
cating and advising them. Writing down orders; • Head of catering
distributing and serving beverages and appetiz- operations.
ers. Examining and controlling stocks of goods. • Head of catering lounge.
• Catering Supervisor.
This functional area includes the following jobs: • Catering team leader.
Catering
• Catering team assistant.
• Head of Restaurant or lounge. • Catering preparer/
arranger.
• Second Head of Restaurant or
lounge. • Catering preparer/arranger
assistant.
• Head of sector.
Restaurant • Waiter/waitress.
and bar • Bar staff. Fourth functional area: Floors and cleaning.
• Sommelier.
• Cider Spinner.
Tasks: Cleaning and organising rooms, lobbies and
common areas. Cleaning and tidying up rooms,
• Assistant waiter/waitress.
bathrooms and hallways between customer rooms.
• Deliverer of food and beverages.
Controlling customers’ materials and products.

37
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Communicating to managers any incidence at the
premises. Informing of any lost property found.
Performing customer care work inherent in their
area. Preparing, taking and collecting any materi-
als and products required for cleaning and main-
taining rooms as well as public and internal are-
as. Preparing halls for meetings, conferences, etc.
Carrying out linen and laundry activities.
This functional area includes the following jobs:
• General Housekeeping
Supervisor or Head.
• Assistant Housekeeping
Floors and Supervisor or Section Head.
cleaning
• Chambermaid.
• Floors and cleaning
attendant.
38
Fifth functional area: Maintenance and Support-
ing services.
Tasks: Carrying out specific hotel maintenance or
supporting services. Undertake any tests required
to ensure safe and efficient operation of the prem-
ises. Installing and maintaining specific devices to
protect both people and property. Taking care of
and maintaining the premises and machinery. Co-
operating with external installation and mainte-
nance services if required.
This functional area includes the following jobs:
• Head of catering services.
• Head of maintenance and
supporting services.
• Head of maintenance and
technical catering services, feet or
premises and building.
Maintenance
• Head of Section.
and supporting
services • Technical expert of maintenance
and supporting services.
• Technical expert of maintenance
and catering services, feet or
premises and building
• Maintenance and supporting
services attendant.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Sixth functional area: Ancillary services. This is but a formal list of tasks and every risk
assessment will require a detailed description of
Tasks: Carrying out any tasks related to the pro- the effective tasks performed by workers, con-
visions of leisure, sport, entertainment, recreation sidering the specific features of each job in each
and relaxation services, as well as anything relating company.
to the provision of thermal, beauty, health and sim-
ilar services directly provided by hotel companies Please note that article 17 of the Agreement in-
to complement the main hotel activity. cludes descriptions of the performance, activ-
ities, jobs and tasks of the six functional areas,
This functional area includes the following jobs: clarifying that the occupations and jobs, includ-
ing, but not limited to any other which may be
determined or agreed by the parties, shall be re-
ferred to the prevailing tasks set forth in the list,
according to the functional area(s) where services
• Head of service. are rendered.
• Technical expert of service
(physiotherapist, dietitian
and other Health Sciences
graduates).
• Service Specialist (lifeguard or first
aid specialist, tourist entertainer
Ancillary services and free time monitor, sports
trainer, DJ, masseur, chiropractor,
beautician, thermal or spa
specialist, hydrotherapist and
customer care specialist)
• Service attendant (customer
service attendant and swimming-
pool and spa attendant)

39
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

PREVENTION OF
OCCUPATIONAL RISKS IN
THE INDUSTRY

40
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Laws and regulations provide the workers’ right
to have their safety and health protected in the
workplace. This gives rise to the employers’ lia-
bility to protect workers from occupational risks,
ensuring their health and safety in every work-re-
lated area by integrating preventive activities into
the company and by taking any required step (ar-
ticle 14 of Act 31/1995, dated November 8th, on
the Prevention of Occupational Risks; hereinafter,
the “LPOR”). For this purpose, they shall “de-
velop a coherent overall prevention policy which
covers technology, organization of work, working
conditions, social relationships and the influence
of factors related to the working environment”
(article 15 of the LPOR).
• Adapting to technical progress.
• Replacing the dangerous by the non-dange-
rous or the less dangerous.
• Developing a coherent overall prevention po-
licy which covers technology, organization of
work, working conditions, social relationships
and the influence of factors related to the wor-
king environment.
• Giving collective protective measures priority
over individual protective measures.
• Giving appropriate instructions to the workers.

Employers shall apply any measures comprising

the general prevention duty pursuant to the fol-
lowing general principles:

• Avoiding risks.
• Evaluating the risks which cannot be avoided.
• Combating the risks at source.
• Adapting the work to the individual, especia-
lly as regards the design of jobs, the choice of
work equipment and the choice of working and
production methods, with a view, in particular,
to mitigating monotonous and repetitive work
and to reducing its effects on health.

41
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
The POR shall be integrated into the general man-
agement system of the undertaking, both in all the
activities and at all hierarchical levels, implement-
ing and applying an Occupational Risks Preven-
tion Plan.
The key instruments to manage and apply the POR
Plan, which may be undertaken in scheduled stag-
es, are assessing occupational risks and planning
preventive activities.
The application of all the principles and liabilities
arising from the general prevention duty is com-
plete in the hotel industry. As we noted above,
this industry is characterised, from an ergonom-
ic and psychosocial standpoint, by certain char-
acteristics which may generate a series of risks,
particularly including physical loads. Therefore,
awkward and maintained postures, manual han-
dling of loads (hereinafter, the “MHL”) and re-
peated movements are the factors to be more
specifically considered in the ergonomic arena.
From a psychosocial point of view, the workers in
this industry are subject to a series of work con-
ditions such as work shifts and night work, high
emotional response demand when dealing with
hotel users, little control of the pace of work and
high time pressure, which are the subject of study
and control.
42
In addition, the outsourcing of some services
needs to be taken into account; for example,
cleaning works to temporary employment agen-
cies, integral service companies or other com-
panies, as they are governed by other collective
agreements different from the Horeca sector,
which impacts on the conditions for working and
recruiting.
Management and assessment of ergono-
mic and psychosocial risks
The management of ergonomic and psychoso-
cial occupational risks, as with risks of any nature,
should be part of the general management sys-
tem of the company by implementing and ap-
plying a Plan for the Prevention of Occupational
Risks. The process of managing the said risks and
the procedures to undertake it should be under-
stood as an on-going improvement process and
follow the usual prevention cycle: identifying risks
or risky situations; eliminating risks, where possi-
ble; assessing any risks which could not be pre-
vented and planning and applying preventive
measures, as the case may be (Figure 6 - Man-
agement process).
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

managing ergonomic and psychosocial risks must

be identifying the ergonomic and psychosocial
factors linked to any tasks, jobs or work environ-
Identification/ ments that have the potential to produce negative
Assessment consequences for the safety and health of workers
(risk factors).

“Identifying the risks” is considered to be includ-

ed in assessment (as the first activity to be under-
Assessment, Planning
follow-up and preventive taken), notwithstanding the fact that, whenever
control activities an “avoidable” risk is identified, the prevention
service shall directly propose its elimination (Basic
guidelines to develop the prevention of occupa-
tional risks in companies – National Institute for
Ergonomic and Health and Safety at Work).
psychosocial
intervention
Consequently, before starting what is usually
called the “risk assessment process”, all previously
identified risks need to be eliminated. This means
Figure 6 - Management process. that, as soon as a risk is identified and the corre-
sponding preventive measure, either technical or
organisational can be established, the organisa-
tion is firstly obligated to apply the said measure
in order to eliminate the risk. We should not wait
Identification/Assessment until the so-called “risk assessment” signals that
the risk needs to be eliminated.
As we already mentioned, the first principle for
preventive action is “avoiding risks.” However, Nevertheless, we need to ensure that the meas-
how do we know what should or can be avoided? ure is adequate and can be maintained in the
For this purpose, the first step in the process of long run.

43
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

This initial assessment shall be followed by reas-

sessment of the jobs affected by changes in the
working conditions, inclusion of new technologies
or changes in the workplaces, or whenever particu-
larly sensitive workers start working.

The initial risk assessment shall be reviewed in the

following cases:

• If established by specific legislation.

• If harm to workers’ health is detected.
• If preventive measures prove inadequate or in-
sufficient.

Any risks which could not be avoided need • If this is agreed by the company and workers’
representatives at specific intervals.
to be assessed (second principle of preventive
action). The assessment of occupational risks is
the process aimed at estimating the scale of the As regards the way to undertake the assessment,
risks, in order to obtain the information required the procedure must ensure the trustworthiness
for the employer to make appropriate decisions of the result, the purpose being to diagnose the
on the need to take preventive steps and, as the working conditions in relation to their impact upon
case may be, on the type of measures to be taken physical, psychological and social health of the
(PSR). workers exposed to them. The assessment may
include any measurements or analyses deemed
appropriate.
The risks existing in each job must be assessed.
For this, the existing or anticipated working condi-
tions, on the one hand, and the specific character-
istics of the individual performing the job, on the
other, shall be assessed.

44
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Analysis of the job

Analysis of the capabilities

and characteristics of the
individuals

Analysis of the working

conditions

Assessment of the work load

Preparation and final design of corrective

measures / intervention

Figure 7 – Procedure to assess ergonomic risks (INSHT).

The legislation does not provide compulsory use cluded in figure 7 and detailed below (to obtain
of a particular assessment procedure or technique; further information, please refer to Álvarez Bayo-
for this reason, the INSST’s recommendations for na, 2019).
the ergonomic and psychosocial area are present-
ed below. “Analysis of the job”

One proposal to carry out the ergonomic risk
assessment is to follow the “Procedure for ergo-
nomic risk assessment” proposed by the INSST
(National Institute of Health and Safety at Work,
2011), which proposes to consider the ideas in-
The following shall be undertaken:
• Observation of the work performed: after be-
coming familiar with the general characteristics
of the centre and the tasks performed by work-

45
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

ers according to the functional area and the po-

sition they occupy, how the work is performed
within the environment where it is carried out
will be observed.
• Identifying main and secondary tasks: defining
the tasks performed is essential. They are not
always easy to identify. “Task” shall mean a unit
of activity which must be performed by the indi-
vidual and which requires more than one physi-
cal or mental “operation”. Main tasks are those
which are performed always or very frequently,
while secondary tasks are performed occasion-
ally. For example:

46
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
conditions to specific individuals (fourth premise
of preventive action principles).
In this case, information about occupational acci-
dents, declared occupational diseases and about
fitness reports arising from monitoring of health
should, at least, be collected. These data should
be supplemented by the information obtained at
workers’ interviews and contributed by occupa-
tional health specialists.
“Analysis of the working conditions”
After we know what is to be done and by whom,
the question is: where and how will the tasks be
undertaken? At this stage the factors to be includ-
ed in the study must be defined. These factors may
be of different types:
• Physical: space, workplace, environmental con-
ditions, work equipment, furniture, areas and
scopes, working postures, movements, etc.
• Cognitive: perception, memorisation, etc.
• Organisational: working times, organisation of
work, training, communication, participation,
etc.
47
Analysing the working conditions will make it pos-
sible to proceed either to eliminate some risks
directly, or to risk assessment. The assessment
should be undertaken in those cases where the risk
could not be eliminated, in order to take the re-
quired steps intended to reduce the existing risks,
by limiting the time of risk exposure, by changing
the way of organising work adjusting the pace of
work or setting breaks, or by undertaking any oth-
er measure addressed at reducing the risk; for ex-
ample, by acquiring certain work equipment or by
using supporting technologies.
Following this analysis we should progress to
the assessment of identified, non-eliminated or
non-controlled risks. In the following section we
propose several methodologies to undertake this
stage of the proposed procedure.
In as much as addressing psychosocial risks is con-
cerned, as in the evaluation of ergonomic risks, it is
important to collect information in advance which
provides for better analysis and for guiding the as-
sessment process by taking into account, among
others: number of workers and their characteris-
tics; activities performed; health data, absentee-
ism; claims or knowledge of prior issues; etc.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
The choice of a particular psychosocial assessment
methodology or technique or a combination of
several, will depend, among others, on the factors
to be analysed, on the complexity and size of or-
ganisations, of the qualification of whoever under-
takes the assessment, etc. The Technical Note on
Prevention 702 by the INSHT, on the assessment
process of psychosocial factors, provides a series
of guidelines on how to address this area. In addi-
tion, more information can be found in the follow-
ing section.
The different tools to obtain information to proceed
with the assessment may be of a quantitative or
qualitative nature. The most commonly used tech-
niques to collect information are the following:
• Observation.
• Consulting statistics and reports.
• Company records: accident rate, absenteeism,
turnover, etc.
• Questionnaires.
• Check lists.
• Individual or group interviews.
• Discussion groups.
• Other sources of information: audits, minutes of
Health and Safety Committees, etc.
48
Planning
On the basis of the outcome of the risk assessment,
a planning proposal must be put forward in order
to control the said risks, which shall be reviewed,
assessed, undertaken and finally approved by the
employer. Planning will include technical and/or
organisational measures.
Intervention
Ergonomic and psychosocial intervention con-
sists in defining, planning, implementing and fol-
lowing-up specific preventive actions, addressed
at eliminating, reducing and/or controlling the ex-
posure to ergonomic and psychosocial risk factors.
These measures will have focus primarily on work-
ing conditions, although also on individuals and
the interaction between them.
Follow-up and control
Likewise, by appropriate follow-up and control
it must be verified that both the implementation
of the planned measures is adequate and that the
said measures are efficient. Should implement-
ed preventive measures prove not efficient, new
measures shall be adopted.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Ergonomic and psychosocial assessment
methodologies
There are different methodologies to undertake
the ergonomic and psychosocial risk assessment.
When deciding which one to use we should con-
sider the criteria established by the PSR, which in
article 5, 2nd and 3rd sections reads as follows:
5.2.- The assessment procedure should provide
full confidence. In case of doubt, the most fa-
vourable preventive measures from a preven-
tion standpoint should be adopted.
The assessment shall include performing the
measurements, analyses or tests deemed ap-
propriate, unless it concerns operations, activ-
ities or processes where direct accredited pro-
fessional assessment allows a conclusion to be
reached without the need to resort to the said
measurements, analyses or tests, provided that
the provisions of the foregoing paragraph are
met.
In any event, if there be specific applicable laws
and regulations, the assessment procedure
must comply with the specific terms thereof.
5.3.- Whenever the assessment requires per-
forming measurements, analyses or test and
the laws and regulations do not provide any
49
particular methods to be used, or whenever the
assessment criteria included in said laws and
regulations need to be construed or clarified in
light of other technical criteria, the methods or
criteria, if available, included in the following,
shall be used:
a) UNE standards;
b) Guides of the National Institute for Health
and Safety at Work, of the National Silicosis In-
stitute and any guides and protocols issued by
the Ministry of Health and Consumption and by
competent authorities in the autonomous com-
munities;
c) International standards;
d) In absence of the foregoing, guides issued
by other renowned entities or other profes-
sional methods or criteria described in writing
which meet the provisions of the first paragraph
of section 2 of this article and provide an equiv-
alent level of confidence.
The decision to use one or other methodology
will also rest on the characteristics of the job, the
identified risk factors and the purpose of the risk
assessment. On the other hand, there are very
specific methodologies (focused on one specific
risk), while others encompass various risks; some
require higher specialisation by the assessor, while
others are simpler.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

In certain situations specific m ethods, o r m eth-

ods which have a higher level of development
may be needed; for example, when dealing
with particularly sensitive staff, pregnant work-
ers (Technical Prevention Notes; hereinafter, the
TNPs, 785 and 413), older workers, staff with
known limitations after undertaking health sur-
veillance tests or when attempting to assess
highly complex tasks.

The following Table (Table 3 - Assessment meth-

Therefore, an analysis of the specific conditions
to be assessed is required because, although
this Guide provides a list of the risk factors which
may be generally present and of the methodolo-
gies which may be considered in order to assess
them, in each risk assessment the existing risks
to which workers are exposed will need to be
identified.
Area to be assessed
01
General
02
Ergonomics and psycho-sociology 03
odologies by functional area) provides assessment
methodologies recommended for each function-
al area. These are methods with an acceptable ap-
plicability and accuracy level and in no way do they
exclude other methodologies, provided that they
are generally accepted, validated and have
proven suitability. The corresponding annex
includes de-tailed information about the
proposed methods.
Functional area
Proposed methodology
I II III IV V VI
6
Evalúa-T (INSST) X X X X X X
Evaluación de las condiciones de trabajo de pequeñas y
X X X X X X
medianas empresas (INSHT)
Manual para la evaluación y prevención de riesgos er-
X X X X X X
gonómicos y psicosociales en PYME (INSHT-IBV)

6
The number in this column refers to the number of the “method” in the annex on “Ergonomic and psychosocial assessment methods”.

50
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Functional area
Area to be assessed Proposed methodology
I II III IV V VI
04 ISO/TR 12295:2014 X X X X X X

05 Ergopar (ISTAS) X X X X X X

Metabolic consumption 06 UNE-EN ISO 8996:2005 X X X X X

07 ISO 11228-3:2007 X X X X X

08 OCRA Method (Occupational Repetitive Action) X X X X X

Repeated work 09 OCRA Checklist X X X X X

10 Strain Index X X X X X

11 Keyserling Checklist (Michigan) X X X X X

12 INSHT’s Technical Guide Method X X X X X X

Physical
Manual handling of loads: 13 ISO 11228-1: 2003 X X X X X X X
load
raising and carrying loads 14 NIOSH equation X X X X X X

15 HSE’s MAC (Manual Handling Assessment charts) X X X X X X

16 Method 1 ISO 11228-2 standard X X X X X X

Manual handling of loads:
17 Method 2 ISO 11228-2 standard X X X X X X
Pushing and pulling
18 Snook and Ciriello Tables X X X X X X

19 ISO 11226:2000 X X X X X X

20 OWAS (Ovako Working Analysis System) X X X X X X

Maintained posture
21 REBA (Rapid Entire Body Assessment) X X X X X X

22 RULA (Rapid Upper Limb Assessment) X X X X X X

51
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Functional area
Area to be assessed Proposed methodology
I II III IV V VI

Direct measurement and comparison with reference

23 X X X X X X
Thermal comfort values

24 UNE EN-ISO 7730:2006 X X X X X X

Direct measurement and comparison with reference

25 X X X X X X
values

UNE-EN ISO 9921:2004. Verbal communication assess-

Noise 26 X X X
ment

Confort acústico: Ruido: Evaluación y acondicionamien-

27 X X X X X X
to ergonómico (INSHT)

Environmental Direct measurement and comparison with reference

factors 28 X X X X X X
values
Lighting
Confort lumínico: Evaluación y acondicionamiento de
29 la iluminación en el puesto de trabajo: Cuestionario de X X X X X X
evaluación subjetiva (INSHT)

Direct measurement and comparison with reference

Indoor air quality 30 X X X X X X
values

Calidad de ambiente interior en oficinas: identificación,

31 X
Indoor environmental análisis y priorización de actuación frente al riesgo
quality
UNE 171350. Calidad Ambiental en interiores. Calidad
32 X X X X X X
ambiental en hostelería

Mental workload 33 ESCAM(Escala Subjetiva de Carga Mental) X X X X X X

52
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Functional area
Area to be assessed Proposed methodology
I II III IV V VI
FPsico 4.0. Factores Psicosociales. Método de evaluación
34 X X X X X X
(INSST)

35 CoPsoQ Istas21 (ISTAS) X X X X X X

Psychosocial factors Risk assessment essentials (European Agency for Safety
36 X X X X X X
and Health at Work)

37 Stress Prevention at Work Checkpoints. (ILO) X X X X X X

Modelo operativo para la gestión de la violencia ocupa-

Violence 38 X X X X
cional de origen externo (INSHT)

Technical Guide Methodology for the Assessment and

Jobs with VDU 39 Prevention of the risks relating to the use of equipment X X
with VDU (INSHT)

Table 3 - Assessment methodologies by functional area.

53
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

PREVENTIVE MEASURES

54
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
When planning the execution of preventive meas-
ures and prioritising actions, the scale of the risks
involved, the number of workers exposed and the
principles for preventive action listed in article 15
of the LPOR should be taken into account, pur-
suant to article 8 of the PSR. Likewise, attention
should be paid to article 16 of the LPOR, which
provides that preventive actions “shall be planned
by the employer including, for each preventive
action, the time period needed to perform it, the
people responsible and the human and material
resources required to execute it.”
In practice, different criteria should be com-
bined in order to adapt to the real situation and
context of each company and job. In this way,
aspects such as the following will be taken into
account:
• Adapting and specifying the measures to the
identified causes and the target population.
• Studying possible alternatives.
• Analysing the feasibility of the solutions: imple-
mentation time, acceptability by the staff, eco-
nomic cost, capacity of intervention with the
organisation’s own means available, etc.
• Consider that actions which reduce exposure
to more than one factor are particularly recom-
mended.
55
• Avoiding actions which improve one factor but
may aggravate other(s).
A series of preventive measures and their specific
implementation in the hotel industry is included
below, categorised by the factors mentioned in
Tables 1 and 2 (Table 1 – Ergonomic Factors, Ta-
ble 2 – Psychosocial Factors). This list is neither
exhaustive nor exclusive. Neither does it men-
tion general preventive measures, such as train-
ing and informing workers or health surveillance,
as these are universally applicable although they
should be tailored to the characteristics of the
relevant jobs. In addition, it does not include
specific measures for particular situations, such
as outsourcing or using temporary employment
agencies, employing under age individuals, peo-
ple with disabilities, etc. In these cases, the organ-
isation needs to have the required mechanisms in
place to efficiently undertake risk management.
We should highlight, however, the importance of
training and specific information, as well as of the
coordination of corporate activities, in the hotel
industry.
Lastly, please be reminded of the interaction ex-
isting among several of the listed factors, which
makes specific measures, although proposed in an
express factor, to have simultaneous effect upon
many.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
POSTURE AND REPEATED MOVEMENTS
DESCRIPTION:
The “work posture” is the relative position of body
segments, not only whether work is performed
sitting or standing. Work postures are one of the
factors linked to MSD, the occurrence of which de-
pends on several factors: firstly, how awkward the
posture is, but also how long it is maintained, how
frequent the gesture (or action) is or for how long
workers are exposed to similar postures during the
working day.
“Awkward postures” are work postures which in-
volve one or more anatomical regions which are no
longer in a natural comfort position but rather take
a position which causes hyperflexion, hyperexten-
sion and/or osteoarticular hyper rotation.
A task is “repeated” whenever it is characterised
by cycles, regardless of their duration, or whenev-
er the same gesture or a sequence of gestures is
performed for more than 50% of the time. Repeat-
ed tasks may become sources of MSD even when
they require a minimum and usually safe force.
56
SOME PREVENTIVE MEASURES:
• Performing an ergonomic design of the job it-
self; i.e., taking into account the worker and the
tasks to be performed, as well as the equipment
and tools used and the environment.
• Acquiring work equipment and tools consid-
ering the characteristics of individual workers,
and paying special attention to the anthropo-
metric characteristics (for example, diameter of
handles or handle height).
• Establishing correct organisation of the work
with adequate breaks, variation and alternation
of tasks, job rotation, possibility of changing
postures, etc., particularly when awkward pos-
tures (squatting or kneeling) are required.
• Avoiding space constraints at workplaces.
• Promoting the adoption of good postures at
work. For that purpose:
- Avoiding incorrect positions of the upper
limbs.
- Avoiding back bending and turning.
- Enabling the use of alternate arms.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

• Providing and correctly using available tools

and equipment to prevent forced twisting of
wrist.
• Undertaking proper maintenance of equipment
and tools; for example, keeping cutting tools
sharp.
• Providing good general lighting and specifica-
lly suitable for each job, without reflections, gla-
re or shadows.
• To encourage doing muscular warm up and
stretching exercises.
• Automatizing the most repeated tasks (for
example, using peeling machines, crockery dr-
yer, etc.) and providing electrical tools, when For the fourth functional area (chambermaids):
possible.
• Acquiring liftable or wheeled beds, at least in
the two front legs.
EXAMPLES:
• Providing telescopic poles, storage work belts
For the first functional area (reception-concierge): for light items, cleaning products caddy or bas-
ket...
• Alternate standing and semi-seated positions, • Providing door retainers in place of the traditio-
providing seats which provide for the adoption nal wedges.
of the latter posture.
• Providing vacuum brooms and buckets with
• Providing comfortable footwear with shock ab- easy wringing systems (for example, with elec-
sorbing (anti-fatigue) insole. trical or mechanical mop wringing systems).

57
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
• Using flat mopping systems.
• Performing the job in pairs, if possible, so as to
facilitate that tasks such as moving mattresses
may be done by two people or so that their tas-
ks may be exchanged with each other.
58
• Performing adequate maintenance of delivery
trolleys and making sure that they are not over-
loaded.
• Prohibiting access to high areas by climbing on
the room furniture. These tasks will require pro-
viding step ladders with wide steps, telescopic
handles, etc.
• Performing suitable training to favour alternate
use of hands and arms; adequate use of tools
and equipment; and avoiding unnecessary back
bending and turning.
MANUAL HANDLING OF LOADS AND
APPLICATION OF FORCE
DESCRIPTION:
Pursuant to Royal Decree 487/1997, on minimum
safety and health provisions relating to the manual
handling of loads which involve risks, in particular
lower back risks, for workers, “manual handling
of loads” is any operation carrying or holding of
loads by one or more workers, such as lifting, plac-
ing, pushing, pulling or moving.
Items lighter than 3 kg are not usually considered
MHL; however, loads lighter than this weight may
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

also be dangerous depending on the characteris-

tics of their handling. In jobs with these require-
ments, the application of forces should be consid-
ered.

“Force” is the physical effort required from the

worker in order to perform a certain task. Force is
generally transmitted through hands to the mate-
rials or items people are working on. Poorly de-
signed jobs or tasks may make the force exerted
excessive, as added resistance needs to be over-
come.

SOME PREVENTIVE MEASURES:

• Reduce or redesign loads, as far as possible:
weight, grip, size, etc.
• Establish organisational measures to prevent
MHL as far as possible and, particularly, that
people should move excessively heavy loads on
their own.
• Provide workers with mechanical aids or auxi-
liary means to facilitate the carrying of loads
(carts, trolleys, etc.).
• Establish adequate planning of load storage
tasks.
• Avoid handling loads above shoulder height.
• Improve working conditions taking into account
the individual capabilities of the people concer-
ned.
• The personal protection equipment provided;
for example, gloves or footwear, must meet
the characteristics of the people who will use
them (regardless of the risk which they protect
against). Special attention should be paid to
the size of the equipment.
EXAMPLE:
For workers who work in the kitchen:

59
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
• The heaviest items stored in cold rooms or other
storage areas should be placed, as far as pos-
sible, on the lower shelves, so that those most
usually employed are located at hip height.
• Provide trolleys tailored to the task as auxiliary
means, with a size that allows access to the re-
quired areas. Use them for tasks such as hand-
ling sacks of potatoes, pots and pans, rubbish
bins, etc.
• Providing electrical appliances (tin openers,
juicers, mixers, potato peeling machines, etc.)
which do not require applying much force to use.
LIGHTING
DESCRIPTION:
Suitable lighting is essential to undertake the
tasks within a safe and comfortable environment.
Moreover, a deficient lighting level is associat-
ed with the adoption of inadequate postures.
There are many aspects which may improve the
light conditions, such as the level of illumination
and the distribution, which shall be established
according to task characteristics or colour tem-
60
perature. Uniform distribution of luminance and
illuminance are key to reduce eyestrain, glare and
reflections problems.
SOME PREVENTIVE MEASURES:
• Apply article 8 and annex IV of Royal Decree
486/1997, dated April 14th, which provides mi-
nimum safety and health provisions at the wor-
kplace.
• Adapt the lighting levels to the characteristics
of the area and the type of task to be perfor-
med.
• Favour, as far as possible, natural lighting and
supplement it with artificial lighting.
• Avoid direct and indirect reflections and gla-
re: avoid shiny surfaces; use blinds, curtains or
other items which allow the natural light to be
regulated.
• Design the workplaces taking into considera-
tion the characteristics of the lighting installa-
tion.
• Selecting lamps and luminaries according to
the light required in each area or job.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

EXAMPLES:

The proposed lighting levels in the UNE EN 12464-

1:2012 standard on lighting in indoor workplaces
are as follows:

• Kitchens, conference halls, infirmaries and med-

ical posts: 500 lux.
• Reception/till cash register, concierge, buffet
area, physical exercise room: 300 lux.
• Self-service restaurant, changing rooms, bath-
rooms: 200 lux.
• Hallways, boiler rooms: 100 lux.

A transition area between restaurant and kitchen

may be installed in order to prevent glare.
Provide focused lighting for maintenance jobs, for
example, which may require extra light for certain
tasks.
VIBRATION
DESCRIPTION:
Vibration may cause damages and injuries or ef-
fects related to the discomfort. It has proven direct
relationship with some kind of MSD.
Subjective perception is influenced by phys-
ical parameters such as intensity, frequency,
direction and exposure time. It may also be
affected by factors related to the characteris-
tics of the task (type, duration, required atten-
tion, postures, etc.), environmental conditions
(noise, thermo-hygrometric conditions, etc.) and
the individual characteristics (age, sex, habits,
etc.).
Vibration may be categorised according to the
body area affected: hand-arm and full body.

61
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
SOME PREVENTIVE MEASURES:
• Complying with Royal Decree 1311/2005, dated
November 4th, on the protection of workers’
health and safety from the risks arising from or
which may arise from exposure to mechanical
vibration (if the exposure values set forth in this
Royal Decree (hereinafter, the “RD”) are excee-
ded, we would be facing another scale in rela-
tion to the exposure to vibration. This will not
be analysed in this document).
• Adequately designing the building to prevent
the transfer of vibration to other elements or
the building structure (installing machinery on
platforms separated from the floor, placing
elastic elements or springs in machinery su-
pport).
• Controlling vibration at source: selecting equip-
ment which vibrates as little as possible.
• Adequately maintaining equipment and premi-
ses.
EXAMPLES:
• Properly insulate the noisiest recreational areas
(discotheques, restaurants, etc.) or machinery
areas from the rest of the premises.
62
• Acquiring electrically (or pneumatically) powe-
red tools with low vibration.
• In maintenance operations using equipment
which causes hand-arm vibration (mower, floor
polisher…), provide insulating elements.
THERMO-HYGROMETRIC CONDITIONS
DESCRIPTION:
An inadequate, although not extreme, thermal
environment may decrease physical and mental
performance, with the consequent drop in pro-
ductivity and increase in distractions arising from
the discomfort caused which, in turn, may be the
cause of occupational accidents.
Thermal comfort refers to the individual feeling
of thermal neutrality and this makes it difficult to
reach a consensus in this area in spite of having a
legally-established range of values. The main fac-
tors to be considered are the following: air tem-
perature, humidity, air speed and radiant tempera-
ture. They are not independent factors, but rather
they interact with one another. On the other hand,
accepting a thermal environment depends on oth-
er variables, such as the intensity of the activity
performed when working, the type of outfit and
workers’ individual characteristics.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
This document is not intended to deal with issues
related to extreme, either too cold or too hot, en-
vironments which may particularly affect certain
jobs, such as the servicing of cookers or boilers,
among others. More information on this may be
found in the following TNPs by the INSST: TNP
922: Heat stress and heat strain: Risk assessment
(I), TNP 923: Heat stress and heat strain: Risk as-
sessment (II), TNP 1036: Cold stress (I) and TNP
1037: Cold stress (II).
SOME PREVENTIVE MEASURES:
• Applying article 7 and annex III of Royal Decree
486/1997, dated April 14th, on minimum safety
and health provisions at the workplace.
• Thermal insulation of premises, where neces-
sary.
• Using elements such as blinds, shutters or awn-
ings for insulation from the radiant tempera-
ture.
• Adaptation and maintenance of the condition-
ing system.
• Avoiding or reducing draughts: double doors,
screens or curtains may be used.
• Avoid vertical temperature gradients and sud-
den changes of temperature.
63
• Adapting clothing to the type of task and the
weather.
• Promoting best practice, such as drinking water,
avoiding large meals or fatty food.
EXAMPLES:
• Adapting and maintaining cooker extractor
hoods.
• Adapting and maintaining cold stores and reg-
ularly checking locking systems from the inside.
• Regulating the time that may be spent inside
cold stores, and also adapting patterns, breaks,
etc.
• As regards restaurant staff, chambermaids,
etc., who will be in contact with areas acclima-
tised to the customer (who usually has lower
physical activity), the outfit or uniform should
be light.
• The areas where food is prepared should be lo-
cated, as far as possible, away from sources of
heat or light.
• Accommodating outdoor work spaces to house
lifeguards, entertainers, etc.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
NOISE
DESCRIPTION:
A sound is called “noise” whenever it is annoy-
ing, disturbing or unwanted. However, the same
sound may be pleasant for some people and dis-
turbing for others, or even both things for the
same person at different times or in different
situations, depending on various factors. Con-
sequently, the subjective factor is a relevant as-
pect. In addition, noise is a pollutant which may
cause hypoacusis or acoustic fatigue, as well as
extra auditory damages, disturbances and unde-
sirable effects.
The main risk factors involved in noise exposure
from an ergonomic standpoint may be grouped as
follows:
• Physical characteristics of noise (intensity, fre-
quency and time variability).
• Non-physical characteristics of noise (for ex-
ample, the degree of tolerance for noise shall
depend on whether the noise is caused by
the worker or whether it provides information
about the condition of equipment in case of
breakdown).
64
• Task characteristics (for example, depending on
the level of concentration required to perform
the task).
• To finish with, the degree of noise annoyance is
related to individual characteristics.
SOME PREVENTIVE MEASURES:
• Compliance with Royal Decree 286/2006, dated
March 10th, on the protection of workers health
and safety against risks related to noise expo-
sures (if the lower exposure values set forth in
this Royal Decree are exceeded, we would be
facing another scale in relation to the noise ex-
posure. This will not be analysed in this docu-
ment).
• Eliminate or insulate sources of noise.
• As regards air conditioning and ventilation sys-
tems (and other installations) the following can
be implemented: using silencing connections
in the ducts, placing anti-vibration elements
and other absorbent materials in the duct cas-
ing, changing the size or model of diffusors and
air return grids...
• Controlling external noise with elements of
construction and insulating materials.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
• Acquire work equipment with low noise emis-
sion.
• Avoid reverberation, particularly in highly-occu-
pied areas of the building. Ceilings, walls and
flooring may be treated acoustically or parti-
tions with acoustic screens can be used.
• Service all equipment, machinery or instal-
lations that generate noise according to the
specifications of the manufacturer.
EXAMPLES:
• When emptying the cutlery, placing a cloth on
the tray to buffer the transmission of noise.
• When designing the areas most likely to be
noisy, such as dining rooms, using insulating
materials such as glass fibres, geotextiles or
polyurethane.
INDOOR ENVIRONMENTAL QUALITY
DESCRIPTION:
The indoor environmental quality (hereinafter, the
“IEQ”) may be defined as the state of the envi-
ronmental conditions at work premises, in relation
to their effects upon the workers’ health and well-
being and productivity. These environmental con-
65
ditions include chemical, physical and biological
agents.
When all these factors are controlled, a healthy and
comfortable environmental quality is achieved. De-
ficient IEQ may give rise to harmful effects for work-
ers affecting their health, comfort and productivity.
SOME PREVENTIVE MEASURES:
• Eliminating the sources of pollution.
• Adjusting the ventilation and conditioning (and
air renewal) system to the characteristics of the
premises, taking into account the intended use
as a hotel and external characteristics (external
pollutants, temperature, humidity).
• Adjusting building ventilation in order to re-
duce the concentration of pollutants inside.
• Having suitable filter systems adapted to the
external air quality, particularly in areas with
high external pollution.
• Servicing the heating, ventilation and air condi-
tioning (HVAC) system.
• Complying with the rules and regulations
on legionella, both nationally (Royal Decree
865/2003, dated July 4th, which provides the
health criteria to prevent and control the Le-
gionnaire’s disease) and regionally.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
EXAMPLES:
• Considering the UNE 171350:2016 standard on
the Horeca sector environmental quality to im-
prove the priority environmental parameters (dry
temperature, relative humidity, CO2 and CO,
suspended particles, and suspended bacteria
and fungus), as well as any specific and comple-
mentary parameters that may be applicable.
• Specific control and servicing of heated water
systems with constant recirculation through
high-speed water jets or air-injection (spas,
jacuzzies, hydro-massage swimming pools for
collective use) and of the cooling towers, as
these premises are considered more likely to
proliferate and spread legionella.
WORK CONTENT
DESCRIPTION:
Aspects related to the design of the task in relation
to what is required to perform the task and the way
it is performed, as well as with the meaning it has
for whoever performs it, keeping both dimensions
in a close relationship.
66
SOME PREVENTIVE MEASURES:
• Avoiding as much as possible the performance
of very fragmented tasks with very short cycles.
• Combining tasks, avoiding prolonged exposure
to identical demands.
• Procuring a balance of task demand / worker
capability.
• In jobs with a high emotional response demand,
providing suitable training to achieve balance
between over involvement and indifference.
• Facilitating, according to the worker’s profes-
sional interests, the performance of alternative
tasks.
• Facilitating clear information about the contri-
bution of each job to meet the goals of the or-
ganisation.
EXAMPLES:
• As far as possible, introducing certain varie-
ty in tasks. For example, regarding chamber-
maids, cleaning different types of spaces, so
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
as to avoid “excessive specialisation” in only
one type; o regarding the maintenance staff,
ensuring their specialisation in different are-
as (plumbing and heating/cooling, gardening
and swimming pool maintenance…).
• Reflecting explicitly and visually (for example
in posters or similar) how the work of each
group of workers impacts upon the whole or-
ganisation. This information may be present
at spaces for different purposes, such as fre-
quently used meeting halls or even changing
rooms, among others.
67
WORKLOAD AND WORK PACE
DESCRIPTION:
The “workload” is the level of work demand which
workers have to meet. It may be quantitative
(quantity) or qualitative (complexity) and may be-
come a risk factor by excess –overload– or defect
–underload-.
The “workload” is linked to the “pace of work”:
if the pace is high, imposed or inadequate and
the terms are inflexible, poorly planned or not
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
adapted, the “work pace” shall be considered in-
adequate and may create situations of risk.
SOME PREVENTIVE MEASURES:
• Programming the volume of work, the time re-
quired for its development and the resources
(material, human, etc.) required.
• Structuring and distributing a balanced alloca-
tion of tasks among workers, avoiding intense
and continuous effort.
• Paying special attention to those jobs where
mistakes may have severe consequences for
the service rendered.
• Keeping workers well informed, both in terms
of quantity and quality of information.
• Increasing autonomy and control of time so that
workers themselves may set the pace of work.
EXAMPLE:
For appropriate adjustment of the workload and
pace for a chambermaid, some of the following ac-
tions may be taken:
68
• Dimensioning well the workforce, particularly at
times when more work is anticipated.
• Replacing workers who are absent as soon as
possible.
• Programming the distribution of tasks at the
start of each work shift.
WORKING TIME
DESCRIPTION:
This factor refers to different issues related to the
organisation and time structure of the occupation-
al activities throughout the day, the week and the
year. Included are the hours worked, the breaks in
each day, longer (between workdays, weekly and
yearly) breaks, the specific working days (week-
ends, holidays…), workday extensions, work shifts
and night work, etc. In short, it refers to how work-
ing time impacts upon physical health and on the
worker’s social and family environments.
Consequently, organisation of time is deemed
inadequate whenever it does not meet the legal
provisions, causes harm to health or makes the
balance between working life and social and family
commitments difficult.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
SOME PREVENTIVE MEASURES:
• Put in place mechanisms that allow workers to
participate in organising timetables and days
off.
• Avoid sudden changes of timetable; organise
working time so that workers have the informa-
tion as soon as possible.
• Comply with the regulated working days.
• Ensure suitable rest time to recover from fati-
gue.
• Promote a healthy lifestyle, eating and sleeping
habits.
EXAMPLES:
• Reinforce shifts at times of higher hotel occu-
pancy (events, holidays, etc.).
• Establish frequent and short breaks throughout
the working day (particularly for functional areas
II, III and IV) following highly demanding tasks.
• Facilitate the intake of hot and balanced meals.
• Plan the working time taking into account the
possibility of unforeseen or particularly stressful
69
situations (restaurant demands, checking large
groups in or out, etc.).
• Have flexible working hours (especially for night
shifts) and facilitate shift exchanges (swaps) be-
tween workers to permit reconciliation of per-
sonal and family life with work.
PARTICIPATION AND CONTROL
DESCRIPTION:
“Control” refers to the worker’s autonomy to man-
age and make decisions regarding either tempo-
rary organisational issues and breaks (time auton-
omy) or the organisation of work and procedure
itself (decision-making autonomy). The lack of time
autonomy impacts on the choice of the work pace,
on the possibilities to change it, on the distribution
of breaks throughout the working day and on the
distribution of free time for personal issues, there-
fore enabling reconciliation of personal and family
life with work.
The lack of decision-making autonomy refers
to the impossibility of making decisions about
the tasks to perform, how to perform them, the
choice of methods and procedures, incident solu-
tion, etc.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
SOME PREVENTIVE MEASURES:
• Favouring autonomy to make decisions regar-
ding task distribution and planning, the wor-
king method to be followed, distribution of
work space and furniture, etc.
• Providing suitable and regular information on
the targets achieved and to be achieved.
• Paying special attention to jobs where the pace
of work is fixed externally; for example, by cus-
tomers.
• In order to limit exposure to this factor, it is es-
sential to improve workers’ social support with
their peers and superiors, and to have suitable
resources to carry out the work.
EXAMPLE:
Waiters lack autonomy to make decisions on time,
which particularly affects breaks and rest periods.
This lack of autonomy may be due to:
• Poor organisation of the work: peak workloads
are not adequately anticipated.
• Lack of coordination and teamwork.
70
Some steps that may be taken:
• Holding meetings to organise work.
• Allowing team workers to decide when to take
breaks, provided they inform their peers so that
they can cover for them.
• Improving coordination, communication and
team work.
ROLE PERFORMANCE
DESCRIPTION:
This concept refers to how the functions, commit-
ments, tasks, responsibilities, means and goals of
each job are defined. When this is clearly described,
workers know what to do –and what not to do–, how
to do it, when, with what level of responsibility, and
are also acquainted with their role within the pro-
ductive process and its relationship to other work-
ers’ contributions. The risk factors are the absence
of role clarification (workers do not know what to
do, when or how as their functions are not clearly
described), conflicting role (workers have inconsist-
ent, incompatible, contradictory or impossible to
execute demands) and role overload (workers have
tasks alien to their job added to their workload).
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
SOME PREVENTIVE MEASURES:
• Clearly define the functions, competencies
and powers of each job, the procedures to be
followed, quantity and quality goals, the time
allocated, the responsibility and the available
scope of autonomy.
• Regularly reviewing job descriptions and also
whenever changes of goals, procedures or te-
chnology occur.
• Ensuring that workers are appropriately informed
and that they know the tasks that their jobs entail.
EXAMPLES:
• Setting clear realistic goals (rooms to clean, or-
ders to serve…) and adjusting the means to the
goals.
• Training and informing each worker about di-
fferent functional areas of the work procedures,
commitments, goals and responsibilities.
• Giving written guidelines, as far as possible,
about the different tasks.
• Establishing a clear and true organisational
chart in each hotel organisation, so that workers
71
know their position and their relationship with
other positions.
• Holding regular departmental meetings to dis-
cuss problems encountered, propose solutions
and clarify doubts.
• Adjusting different hierarchical and functional
lines so that workers are not exposed to conflic-
ting instructions and demands.
PROFESSIONAL DEVELOPMENT
DESCRIPTION:
this factor focuses on issues affecting a worker’s po-
sition vis-à-vis the organisation, the opportunities to
progress within it and also the equity consideration
between what workers contribute and what they re-
ceive from their organisation. Issues such as the lack
of professional development possibilities, contrac-
tual insecurity or an inadequate balance between
the worker’s contribution and the compensation re-
ceived are major sources of stress.
SOME PREVENTIVE MEASURES:
• Establish suitable and transparent promotion
systems.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
• Facilitate actions for professional development:
favouring access to training activities aimed at
career development.
• Recognise the work performed, providing feed-
back on the process and outcomes.
• Establishing mechanisms for an internal selec-
tion process using “blind curricula”, where wor-
kers are judged strictly on merits, regardless of
their identity.
• Promote adequate social and peer-to-peer es-
teem in certain jobs.
• Put in place various (not only monetary) valua-
tion/recognition mechanisms for the job done.
• Develop employment stability policies.
EXAMPLE:
Abide by SLAH V regarding professional groups
and factors for professional categorisation (articles
12, 13 and annex I), facilitating, as far as possible,
the promotion of professional groups. For assign-
ment to one of the three defined professional
groups (managers, technical experts, and special-
72
ists and attendants) the following professional cat-
egorisation factors will be weighted:
• Autonomy: greater or lesser hierarchical depen-
dence when performing functions.
• Training: expertise required to perform the job
agreed upon, on-going training received, expe-
rience gained and the difficulty of acquiring the
complete training and experience.
• Initiative: greater or lesser degree of follow-up
or observation of guidelines, standards or rules
when executing tasks.
• Leadership: power to oversee and organise tasks,
as well as the capacity to question the functions
performed by the group of workers under com-
mand and the number of people comprising it.
• Responsibility: greater or lesser autonomy when
performing functions, the level of influence upon
results and the relevance of management on hu-
man, technical and productive resources.
• Complexity: the addition of the foregoing fac-
tors impacting on the function developed or the
job being performed.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

INTERPERSONAL RELATIONSHIPS / SOCIAL

SUPPORT

DESCRIPTION:

This factor refers to the relationships people

make at companies, both among peers and
with third parties (suppliers, customers, etc.) and
which may give rise to situations of conflict, in
different forms, with different intensities and of
different nature (personal conflicts, physical vio-
lence, insults, threats…). Between peers it may be
the source of personal conflicts, which can range
from misunderstandings to cases of great hostili-
ty with potential aggressive, derogatory, degrad-
ing, discriminating or harassing behaviours.

The relationships with people outside the com-

pany may also create different forms of violence,
many of which originate in actions of intention to
steal, dissatisfied or frustrated customers or the
SOME PREVENTIVE MEASURES:
mere fact of working alone or with the public.
• Reviewing managers’ roles vis-à-vis their teams
Appropriate and positive relationships with peers
so that they offer: technical and material assis-
are a source of support through which the different
tance, sensitivity to personal problems, support
kinds of help that people can give each other may
with regard to other authorities and recognition
be found. This will enable stressful situations to be
of the work done.
handled more easily through mutual aid and coop-
eration. In this regard, the support managers offer • Providing sufficient and adequate staff to cover
their employees is particularly important. holidays, medical and other leaves.

73
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
• Providing appropriate and specific training
about team work.
• Ensuring non-discriminatory and fair treatment.
Setting up measures which prevent competitive
behaviour between peers (remuneration sys-
tems, access to training and information, promo-
tion systems, etc.).
• Circulating a public declaration made by the
management that expressly rejects harassing or
violent behaviour, and setting up internal proce-
dures to deal with potential cases.
• Monitoring the areas which have the highest risk
of suffering external aggressions (entrances, cus-
tomer service areas, etc.).
• Providing the staff with skills to recognise and
deal with violence.
• Designing and adequately managing customer
service, particularly regarding claims or dealing
with customers under difficult circumstances.
EXAMPLES:
• Setting up working in pairs, whenever possible,
to fight monotony and isolation, promote inter-
personal relationships and reduce the workload.
74
• Simplifying structure hierarchisation to facilitate
direct communication and fluent interperson-
al relationships. Holding regular meetings with
workers, area heads and management.
• Providing the heads of department with the re-
quired skills to manage teams.
• Installing physical protective systems (hidden
alarm button, video-surveillance system…), par-
ticularly in reception areas.
• Placing valuables and the individuals who work
with valuable items (money, property under cus-
tody…) out of the customers’ physical reach.
• Establishing claims and complaints manage-
ment systems so that workers are aware of who
to direct customers to and what they should do
themselves.
• Providing the reception staff with strategies for
managing conflict and all the staff with strategies
to manage conflict in general.
• Determining the number of staff members need-
ed according to the anticipated demand (bank
holidays, holidays, events…).
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

BIBLIOGRAPHY

75
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
• Álvarez Bayona, T. (January 2019). Los TME
en hostelería: la gestión y evaluación de
los riesgos ergonómicos. (C. d. León, Ed.)
Prevención Castilla y León (11), 45-51.
• Ariza-Montes, A., Arjona-Fuentes, J., Han,
H., & Law, R. (2018). Work environment and
well-being of different occupational groups
in hospitality: job demand-control-support
model. International Journal of Hospitality
Management, 73, 1-11.
• Asociación Española de Normalización y
Certificación. (2015). Ergonomía. Enfoque
general, principios y conceptos (UNE-EN ISO
26800:2011). Madrid: AENOR.
• Instituto Nacional de Estadística. (2018).
España en cifras 2018. Drawn from https://
www.ine.es/prodyser/espa_cifras/2018/files/
assets/common/downloads/publication.
pdf?uni=4f7e7b429c56ccbc4bf56b3e93ebc47b
• Instituto Nacional de Seguridad e Higiene
en el Trabajo. (1997). NTP 443: Factores
psicosociales: metodología de evaluación.
Retrieved on November 5th 2018, from https://
www.insst.es/documents/94886/326962/
ntp_443.pdf/35f6978d-1338- 43c3-ace4-
e81dd39c11f0
• Instituto Nacional de Seguridad e Higiene
en el Trabajo. (2011). Procedimiento para
la evaluación de los riesgos ergonómicos.
Drawn from https://www.insst.es/documents/
94886/509319/Procedimiento+para+
laevaluaci%C3%B3n+de+los+riesgos+ergon%
C3%B3micos.pdf/02b46c6b-7aa9-4fea-a6fd-fb
fb7253a8e8
• Instituto Nacional de Seguridad e Higiene
en el Trabajo. (2017). Actividades prioritarias
en función de la siniestralidad. Año 2016.
Retrieved in December 2018, from https://
www.insst.es/Observatorio/5%20 Estudios%20
tecnicos/Actividades%20 economicas/
Actividades%20prioritarias%20 en%20
funcion%20de%20la%20siniestralidad/
Ficheros/Actprioritarias2016.pdf
• Instituto Nacional de Seguridad y Salud en
el Trabajo. (November 2018). Condiciones
de trabajo según género en España - 2015.
Retrieved in January 2019, from https://
www.insst.es/InshtWeb/Contenidos/
Instituto/Noticias/Noticias_INSHT/2018/
Ficheros/Condiciones%20de%20trabajo%20
seg%c3%ban%20g%c3%a9nero%20en%20
Espa%c3%b1a%202015.pdf
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

• Instituto Nacional de Seguridad, Salud y • International Ergonomics Association. (2018).

Bienestar en el Trabajo. (2017). Accidentes de What is Ergonomics? Drawn from https://
trabajo por sobreesfuerzos 2016. Retrieved in www.iea.cc/whats/index.html
December 2018, from https://www.insst.es/
• Leka, S., Cox, T., & Zwetsloot, G. (2008). The
documents/94886/96076/Accidentes+de+trab
European Framework for Psychosocial Risk
ajo+por+sobresfuerzos+2016/93a68bad-01b0-
Management (PRIMA-EF). In S. Leka, & T. Cox,
44bb-ae36-159d188cbd3b
The European Framework for Psychosocial
• Instituto Nacional de Seguridad, Salud y Risk Management (PRIMA-EF) (pages 1-16).
Bienestar en el Trabajo. (2017). Informe anual Nottingham: I-WHO.
de accidentes de trabajo en España 2016.
• World Tourism Organization. (2019).
Retrieved in December 2018, from http://www.
Compendium of Tourism Statistics dataset.
oect.es/Observatorio/3%20 Siniestralidad%20
(UNWTO, Editor) Drawn from http://www2.
laboral%20en%20cifras/Informes%20
unwto.org/es
anuales%20de%20accidentes%20 de%20
trabajo/Ficheros/Informe%20Anual%20 2016.
pdf
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

ANNEXES

78
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Summary of the SLAH V The new SLAH content includes relevant new de-
velopments. Firstly, it gives its joint committee
powers to act whenever collective bargaining pro-
Signing the SLAH V signified a renewal of the
cesses reach deadlock, provided so requested by
statewide conventional framework for the Horeca
legitimate parties in the relevant territories, while
sector for a new five-year term (2015-20197). This
respecting the freedom and autonomy of the rele-
underlines the determination to keep a stable col-
vant negotiation units. This is with the aim of pro-
lective bargaining area with a vocation to remain,
viding for appropriate development of the negoti-
even beyond the initial term reflected in the new
ation process which may prevent the cancellation
SLAH V, convinced that it is key in defending the
of adequate collective bargaining spaces and the
Horeca sector as well as the interests of both work-
expiry of sectoral collective bargaining agree-
ers and companies.
ments, as well as the resulting lack of conventional
regulation. The second relevant development is
As a result of its Framework Agreement nature, the
found in the regulation of the collective bargaining
SLAH intends to establish the collective bargain-
structure in the industry, one of the most important
ing structure for the industry, leaving to one side
core elements of the SLAH content resulting from
some issues in the State sector which may not be
its nature as a Framework Agreement. This serves
discussed or regulated in other bargaining units or
to reinforce its role in the structural agreement for
areas. In addition, it anticipates that provincial or
the industry, anticipating the potential opening of
regional sectoral collective bargaining agreements
new sub-sector areas and State areas, adequate
may establish the areas that could be subject to
and articulated to SLAH terms, and the monitoring
negotiation in other collective, lower or company
of the sectoral collective bargaining by drawing
recruiting units.
and maintaining its map in Spanish Horeca sector.
Finally, the creation of a sectoral professional ID
7
The current SLAH V extension agreement extends the term until year
card is planned as a tool to foster employability
2021. and professionalism in the industry.

79
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
The SLAH V comprises 12 chapters with 66 articles,
2 additional provisions, 2 final provisions and 5 an-
nexes.
Chapter I outlines the general provisions with the
personal, functional, temporal and territorial areas
covered.
Chapter II includes the different categorisations by
professional category, by functional area and by
occupation.
Chapter III focuses on functional mobility.
Chapter IV deals solely with issues relating to pro-
fessional promotion.
Chapter V specifies the probationary period for la-
bour agreements.
Chapter VI provides information about the differ-
ent training agreements.
Chapter VII covers everything related to profes-
sional training.
Chapter VIII includes information on the labour
disciplinary system as regards misconduct and the
relevant sanction for infringement.
80
Chapter IX provides information about out-of-
court settlement of labour conflicts
Chapter X focuses on detailing equality between
men and women, including the creation of the
Equality Commission and the plans to implement.
Chapter XI refers to the Prevention of Occupa-
tional Risks and Health and Safety at Work and,
more specifically, to the State Sectoral Commis-
sion on Health and Safety at Work in the Horeca
sector.
Chapter XII deals with the conventional subroga-
tion in the social restaurant or catering associa-
tions subsector and provides information on the
guarantees available for change of employer.
The 5 annexes included in the Agreement are re-
ferred below for their interest:
• ANNEX I: Table passed on April 9th 1997 which
correlates the former professional categories to
those contained in current professional groups
of this Agreement, both originating in the expi-
red labour ordinance for the Horeca sector and
included in lower or specific collective bargai-
ning agreements.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

• ANNEX II: Template for diagnostic assessment
of the equality status between men and women
in Horeca companies.
• ANNEX III: Code of Conduct in the event of
sexual harassment and harassment on the
grounds of sex for Horeca companies.
• ANNEX IV: Social restaurant-catering associa-
tions subsector, corporate succession and su-
brogation document.
• ANNEX V: Equality Commission Regulations
for the State Labour Agreement for the Horeca
sector.

81
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Ergonomic and psychosocial assessment methods

Nº8 Name and author General Characteristics Specific Charact. and Factors

01 Evalúa-T Part of the Prevencion 10 programme, Related to ergonomic and psychoso-

allows assessment and management cial risks, addresses the following fac-
Secretaría de Estado de Empleo y Eco- of all types of general risks by tors:
nomía Social del Ministerio de Trabajo activities.
y Economía Social. • Manipulation
For companies with up to 25 workers.
• Environmental conditions
INSST Comprises specific assessment • Organisational conditions
(Instituto Nacional de Seguridad y questionnaires for the following • Violent situations
Salud en el Trabajo – National Institute categories. • Night work
of Health and Safety at Work) • Clients and public
https://www.prevencion10.es/p10_ • Accommodation • Lone working
front/ • Bars and Restaurants
• Discotheques and pubs
• Gyms and similar premises
• Practices (physiotherapy…)
• Offices.
02 Evaluación de las condiciones de traba- General, working conditions. Related to ergonomic and psychoso-
jo en pequeñas y medianas empresas No limitation on activities. cial risks:

INSHT Addressed at small and medium-sized • Checklist 15. Lighting

(Instituto Nacional de Seguridad
e Higiene en el Trabajo - National
Institute of Health and Safety at Work)
https://www.insst.es/InshtWeb/
Contenidos/Documentacion/
TextosOnline/Guias_Ev_Risks/
Condiciones_trabajo_PYMES/
Condiciones_trabajo_PYMES.pdf
companies. • Checklist 16. Heat and cold
• Checklist 19. Physical load
22 checklists. • Checklist 20. Mental workload
• Checklist 21. Working shifts
• Checklist 22. Organisational factors

8
Incorrelation to Table 3.

82
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
03 Manual para la evaluación y
prevención de riesgos ergonómicos
y psicosociales en PYME
INSHT- IBV
(Instituto Nacional de Seguridad
e Higiene el Trabajo- Instituto
Biomecánico de Valencia - National
Institute of Health and Safety at Work
– Bio-Mechanical Institute of Valencia)
https://www.insst.es/InshtWeb/
Contenidos/Documentacion/
TextosOnline/Guias/Guias_Ev_
Riesgos/Manual_Eval_Riesgos_Pyme/
evaluacionriesgospyme.pdf
04 ISO/TR 12295:2014. Ergonomics —
Application document for Interna-
tional Standards on manual handling
(ISO 11228-1, ISO 11228-2 and ISO
11228-3) and evaluation of static
working postures (ISO 11226)
ISO
(International Standardisation Organ-
isation)
83
General Characteristics
Specific of ergonomic and
psychosocial risks.
No limitation on activities. Addressed
at small and medium-sized
companies.
May require more specific
methodologies.
It is simple.
Enables identification and
discrimination of problems related to
physical load.
Provides guidelines on more specific
methods to use, if required.
It is a technical report, not an ISO
standard.
Specific Charact. and Factors
It is structured in two stages: an initial
risk identification list and a series
of simple assessment methods of
different issues related to ergonomic
and psychosocial risks. Addresses the
following factors:
• Temperature
• Noise
• Lighting
• Job design
• Work with visual display units
• Manual handling of loads
• Postures/repeated movements
• Mental workload
• Psychosocial factors:
Shift work and night work
Provides a “Key questions” checklist
to help the user decide which
standards should be applied to
specific risks which exist.
Subsequently provides, for each
ergonomic issue (lifting/manual
carrying, pushing/pulling, repetitive
movements of upper limbs, static
working postures) a checklist with
acceptable conditions and another
one with critical conditions.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
05 Ergopar
ISTAS
(Instituto Sindical de Trabajo,
Ambiente and Salud – Labour,
Environment and Health Union
Institute)
http://ergopar.istas.net/
06 UNE-EN ISO 8996:2005
Ergonomics of the thermal
environment. Determination of
metabolic (ISO 8996:2004).
UNE
(Asociación Española de
Normalización - Spanish
Standardisation Association))
84
General Characteristics
More than an assessment method,
it is a participative ergonomy
procedure. Mainly addresses large
companies, but may be adapted to
SMEs.
Aimed at a specific problem.
Determination of metabolic rate.
Addressed at all types of activities
and companies.k
Specific Charact. and Factors
It is a procedure which addresses
through a series of stages:
• Pre-intervention stage: Tasks 1 to 6.
• Intervention stage: Tasks 7 to 18.
• Assessment and continuity stage:
Task 19.
Provides different assessment
methods according to the method
complexity level:
Screening, observation, analysis
and expertise.
The INSST, in TNP 1011, proposes
the determination of metabolic
rate using tables:
TNP 1011: Determination of
metabolic rate using tables
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
07 ISO 11228-3:2007
Ergonomics -- Manual handling --
Part 3: Handling of low loads at
high frequency – Method 1
ISO
(International Standardisation
Organisation)
08 OCRA (Occupational Repetitive
Action) (ISO 11228-3:2007
Ergonomics -Manual handling. Part
3: Handling of low loads at high
frequency – Method 2.A.)
ISO
(International Standardisation
Organisation)
85
General Characteristics
Identification and simple risk
assessment for repetitive work.
Addressed at all types of activities
and companies. For monotask jobs.
Jobs with indeterminate risks may
require a more detailed assessment.
Quantitative method to assess
repetitive work of the upper limbs.
Addressed at all types of activities
and companies.
Elaborate and complex to use.
Requires high level of specialisation.
Specific Charact. and Factors
Factors: repetition, posture, strength,
additional and recovery periods
(physical and psychosocial).
Classification in three areas (green,
yellow, red) according to the level of
risk.
To obtain more information about this
method:
Repetitive tasks I: Identifying the risk
factors for the upper limbs
Analyses: task, cycles and break
periods, recovery periods, calculate
technical actions, frequency of
actions, use of force, postures and
additional factors.
Proposes an “exposure index” and
provides 3 risk areas.
To obtain more information about this
method:
• Repetitive tasks II: Identifying the
risk factors for the upper limbs
• OCRA Method: Sheets for index
calculation
• TNP 629: Repetitive movements:
Assessment methods OCRA
Method: updating
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Nº8 Name and author General Characteristics Specific Charact. and Factors

09 Checklist OCRA Quantitative method to assess Analyses: task, cycles and break
repetitive work of the upper limbs. periods, recovery periods, calculate
(ISO 11228-3:2007 technical actions, frequency of
Ergonomics -Manual handling. Quick and simple. actions, use of force, postures and
Part 1: Handling of loads at hight additional factors
frequency- Método 2.B.) Addressed at all types of activities
and companies. Proposes an “exposure index”
ISO and 4 risk areas.
(International Standardisation It is a simplification of the OCRA with
To obtain more information about
Organisation) high correlation.
this method:
• Repetitive task I: Identifying the
risk factors for the upper limbs
• Application for the assessment of
the risk by repetitive work

10 Strain Index Semi-quantitative method to assess Analyses 6 multiplier factors (effort

(Moore, J.S. y Garg, A., 1995)
repetition at the distal upper limbs
(elbow, forearm, wrist and hand).
Addressed at all types of activities
and company sizes.
intensity, efforts per minute, posture
hand/wrist, work pace and task
duration) to calculate a numerical
scoring: equation with scoring (SI)
which correlates with the risk to
develop MSD at the distal upper
limbs.

Risks are categorised in three levels.

To obtain more information about this

method:

Repeated task II: Assessing the risk

factors for the upper limbs

86
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
11 Checklist Keyserling
University of Michigan
12 Technical Guide of Manual Handling
of Loads (Chapter III)
INSHT
(Instituto Nacional de Seguridad e
Higiene en el Trabajo – National
Institute of Safety and Health at Work)
https://www.insst.es/InshtWeb/
Contenidos/Normativa/
GuiasTecnicas/Ficheros/cargas.pdf
87
General Characteristics
Observational and semi-quantitative
method intended to assess repetition
solely of the upper limbs.
Addressed at all types of activities
and company sizes
Identification and simple assessment
for tasks that entail lifting loads.
Applicable for “simple” standing
handling of more than 3 Kg.
Not applicable to multitasks.
Addressed at all types of activities
and company sizes.
Specific Charact. and Factors
Recognises factors and searches for
solutions.
Includes 18 questions grouped in 5
sections: repetitiveness, local
mechanical contact stresses, forceful
manual exertions, awkward postures,
and hand tool usage.
To obtain more information about this
method:
Repeated task I: Identifying the
risk factors for the upper limb
Focuses on: weight, required effort,
environmental characteristics, activity
requirements and individual factors.
Stages: applying the decision-making
diagram; data collection; calculation
of acceptable weight: risk assessment;
corrective measures.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Nº8 Name and author General Characteristics Specific Charact. and Factors

13 ISO 11228-1: 2003 Enables the identification, estimation Specifies recommended limits. Based
(Ergonomics- Manual handling. Part and detailed assessment of tasks on an 8-hour work day.
1: Lifting and carrying) which require lifting and carrying
weights equal to or heavier than 3 Kg. Not applicable in the following cases:
ISO holding loads without movement,
(International Standardisation Addressed at all types of activities pushing or pulling tasks, lifting with
Organisation) and company sizes. one hand, lifting by several people,
sitting position or combined tasks.

The speed should be moderate (0.5

and 1 m/s) and on a horizontal level
surface.

Steps: Checking the object mass

with reference: the object mass in
relation to the posture, position and
frequency; recommended limits for
the object mass; accumulated daily
weight with the maximum daily limit
and the distance covered.

Redesigning is required whenever

any of the foregoing steps with the
recommended limits is exceeded.
To obtain more information about this
method:

Manual handling of loads. Snook and

Ciriello tables. ISO Standard 11228

88
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Nº8 Name and author General Characteristics Specific Charact. and Factors

14 NIOSH equation Allows the analysis of multiple-load It is the basis for the Technical Guide
lifting tasks. method and for the one proposed in
NIOSH the ISO 11228-1 standard.
(National Institute for Occupational Addressed at all types of activities
Safety and Health) and company sizes. The limits in the application of
this method relate to: metabolic
consumption, environmental
conditions, type of load, floor friction,
etc.
Calculation of the “lifting index” (LI)
and of the “composite lifting index”
(CLI).
Determination of the recommended
weight limit (RWL): A constant load
is multiplied by 6 factors (horizontal
distance to hands while holding
object, vertical distance to hands
while holding object, vertical travel
distance, quality of coupling, twisting
angle, duration of lifting). The IL is set
on three levels of risk.
To obtain more information about this
method:

• Manual handling of loads.

NIOSH equation
• TNP 477: Manual lifting of loads:
NIOSH equation-year 1998

89
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Nº8 Name and author General Characteristics Specific Charact. and Factors

15 MAC (Manual Handling Assessment Quantitative methodology for quick Assessment of load lifting, carrying
Charts) assessment of the manual handling of and handling operations in teams.
loads.
HSE Factors: load weight and lift/carry
(Health & Safety Executive) Addressed at all types of activities frequency; hand distance from
http://www.hse.gov.uk/pubns/ and company sizes. the lower back; vertical lift region;
indg383.pdf trunk twisting/sideways bending;
asymmetrical trunk/load (carrying);
postural constraints; grip on the load;
floor surface and other environmental
factors.

Assessment of load in teams

considering other factors (trunk
turning and bending, communication;
coordination and control).

Determination of four risk levels

according to the percentage of the
population who may perform the task
without significant risks.

90
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry

Nº8 Name and author General Characteristics Specific Charact. and Factors

16 ISO 11228-2 Identification and simple assessment Applicable to: whole-body force
(Ergonomics- Manual handling. Part for push and pull tasks. exertions; actions performed by one
2: Pushing and Pulling- Method 1) person without external support;
A more specific assessment may standing/ walking; forces applied
ISO occasionally be required (method 2). by two hands and forces applied
(International Standardisation on objects located in front of the
Organisation) Addressed at all types of activities operator.
and company sizes.
Checklist and psychophysical Tables
with maximum force values.
Factors: working height; travel
distance; push and pull frequencies
(initial/ sustained), gender (males,
female/mixes).

Once forces are measured, they are

compared with the recommended
ones. Two outcomes:
acceptable/non-acceptable.
To obtain more information about this
method:

Manual handling of loads.

Snook and Ciriello Tables.
ISO 11228 Standard

91
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17 ISO 11228-2 Specialised risk assessment and Includes four parts: A- Muscle
(Ergonomics- Manual handling. Part estimate. force limits: B- skeletal force limits;
2: Pushing and Pulling- Method 2) C-maximum force limits; D- safety
A procedure intended to establish the limits.
ISO limits of the force to be exerted when
(International Standardisation pulling or pushing loads. Requires Compares the force exerted with the
Organisation) measuring the force. safety limits calculated. The levels
shall be: acceptable, conditionally
Addressed at all types of activities acceptable and non-acceptable.
and company sizes. To obtain more information about this
method:

Manual handling of loads.

Tables de Snook and Ciriello. Norma
ISO 11228

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18 Snook and Ciriello Tables (Liberty This procedure is intended to
Mutual Tables) establish the limits of the force to
be exerted when pulling or pushing
Snook y Ciriello loads.
Requires measuring the force and
comparing it with the Table value.
Addressed at all types of activities
and company sizes.
93
Specific Charact. and Factors
They are the basis of the
methodology featured in the ISO
11228-2 standard.
Compares the force exerted and
the maximum acceptable force,
distinguishing the initial force and the
sustained force.
There are Tables for both sexes.
This tables provide the population
percentages able to perform these
handling without risk.
Variables: frequency of the action,
load displacing distance; handling
height and sex.
Three risk levels: acceptable risk,
suboptimal or risky task.
To obtain more information about this
method:
• Manual handling of loads.
Tables de Snook and Ciriello.
Norma ISO 11228
• Manual handling of loads: Limit
values in pushing, pulling and
carrying operations
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Nº8 Name and author General Characteristics Specific Charact. and Factors

19 IISO 11226:2000 Allows identifying and performing Takes into account the angles of the
(Ergonomics - Evaluation of static a simple assessment of postures at body and the time the posture is
working postures) work. In addition, it specifies the maintained.
recommended limits according to the
ISO angles adopted. The body segments (trunk, head
(International Standardisation and neck, upper limb, forearm and
Organisation) Addressed at all types of activities hand and lower limb) are analysed
and company sizes. individually.

The assessment is performed in two

stages.
Following the first stage (articular
angles) the posture may be
acceptable or require going to
stage 2. Stage 2 considers the time
the posture is maintained and the
result will be: acceptable or not
recommended.

To obtain more information about this

method:

Work postures: assessment del

risk

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20 OWAS (Ovako Working Analysis An observational method of the Codifies body postures according to
System) postures adopted in a working body segments (trunk, arm and lower
period. limb) effort or handled load with a
Ovako Oy and FIOH 6-digit code.
(Finish Institute of Occupational Addressed at all types of activities
Health, Helsinki) and company sizes. Requires registering a large number
of postures.

Does not consider posture segments

such as the neck.

Each code is given a category of

action, from 1 to 4, which corresponds
to the risk level.

To obtain more information about this

method:

Work postures: assessment del

risk

95
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21 REBA (Rapid Entire Body Observational method designed
Assessment) to estimate the risk of suffering
musculoskeletal disorders.
Hignett y McAtamney (Nottingham,
2000) The study focuses on one specific
posture.
Addressed at all types of activities
and company sizes.
Incorpora postura estática y dinámica.
Separa entre segmentos corporales
de dos grupos: A (tronco, cuello y
piernas) y grupo B (brazos, antebrazos
y muñecas). La puntuación obtenida
en la tabla del grupo A se modifica
con el factor carga o fuerza y la
puntuación obtenida del grupo B
se modifica con el factor tipo de
agarre. La combinación de ambas
tablas genera unos nuevos resultados
que dan lugar a un nuevo valor.
Finalmente a este nuevo valor se le
corrige con los resultados del factor
actividad y este ya será el valor
definitivo del método (entre 1 y 15).

Se establecen 5 niveles de riesgo.

Para saber más sobre el método:

• Work postures: assessment del risk

• TNP 601: Assessment of the
working conditions: posture load.
The REBA Method (Rapid Entire)
• Calculators for prevention: Analysis
of the Awkward postures

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22 RULA (Rapid Upper Limb
Assessment)
(McAtamney and Corlett, 1993)
Observational method designed
to estimate the risk of suffering
musculoskeletal disorders in the
upper limbs.
Addressed at all types of activities
and company sizes.
Uses diagrams to record body
postures and 3 Tables to assess the
factors: number of movements, static
work, force applied, working posture
and length of time worked without a
break.
Divides the body in two groups:
Group A: arm, upper arm, and wrist;
Group B: neck, trunk and legs. The
scores obtained in groups A and B are
corrected with the muscular use factor
and application of forces, obtaining C
and D scores. A final score from 1 to
7 is obtained. Four levels of risk are
established according to scoring.

To obtain more information about this

method:

• Repeated task II: Assessment of

the risk factors for the upper limb

97
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Nº8 Name and author
23 Thermal environment: Direct
measurement and comparison with
reference values
24 UNE EN-ISO 7730:2006.
(Thermal environment ergonomics.
Analytical determination and
interpretation of the thermal
wellbeing by calculating the PMV
and PPD indexes and the local
thermal wellbeing criteria)
98
General Characteristics
Objective method of measurement
and comparison with reference
values. Will not include the worker’s
perception.
Requires specific instruments and
measurement strategy.
Addressed at all types of activities
and company sizes.
Objective assessment method on
global indoor thermal wellbeing.
Valid for a large number of workers.
Specific Charact. and Factors
Direct temperature measurement (T),
relative humidity (H%), air speed and
comparison with reference values: RD
486/1997. The reference criteria may
be found in:
https://www.insst.es/InshtWeb/
Contenidos/Normativa/
GuiasTecnicas/Ficheros/lugares.pdf
Calculates the number value of
two thermal indicators: PMV and
PPD, which signal the feeling of
overall thermal wellbeing of the
body by measuring 4 environmental
parameters (air temperature, mean
radiant temperature, air velocity
and air humidity), the estimate of
the clothing insulation and the
determination of the metabolic rate
of the work performed.
To obtain more information about this
method:
• Assessment of the thermal
wellbeing at indoor work premises
by means of the PMV and PPD
thermal indexes
• Assessment of the global and local
thermal wellbeing.
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Nº8 Name and author General Characteristics Specific Charact. and Factors

25 Noise: Direct measurement and
comparison with reference values.
Objective method of measurement
and comparison with reference values.
Does not include the worker’s
perception.
Requires specific instruments and
measurement strategy.
It measures the level of equivalent
sound pressure in dB (A) and is
compared with references (for
example: 55dB (A) of Technical Guide
of VDU; or at control centres the
ambient noise LAeq,T <
45 dB(A) UNE-EN ISO 11064-6, etc.).

Addressed at all types of activities

and company sizes.

26 UNE-EN ISO 9921:2004 Addressed at the assessment of the Not valid for the assessment of the
Ergonomics. Assessment of verbal direct verbal communication. It is an discomfort caused by noise.
communication objective method.
To obtain more information about this
ISO method:
(Organización Internacional de
Normalización) Verbal communication assessment:
The SIL (Speech Interference Level)
method

27 Confort acústico INSHT: Ruido:
Evaluación y acondicionamiento
ergonómico
INSHT
(Instituto Nacional de Seguridad
e Higiene en el Trabajo – National
Institute of Health and Safety at
Work)
Questionnaire for assessment and
ergonomic conditioning of noise
A subjective questionnaire for a
simple identification and assessment
of noise.
Addressed at all types of activities
and company sizes.
A questionnaire on acoustic comfort
and a guide of prevention and control
measures. In addition, it includes
measures that may be implemented.
It is a technically valid document
but published in 2007 and,
therefore, the references to legal
provisions have been subject of
some amendments.

99
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Nº8 Name and author
28 Lighting: Direct measurement and
comparison with reference values
29 Confort lumínico: Evaluación
y acondicionamiento de la
iluminación en el puesto de
trabajo: Cuestionario de evaluación
subjetiva
INSHT
(Instituto Nacional de Seguridad
e Higiene en el Trabajo – National
Institute of Safety and Health at
Work)
100
General Characteristics
Objective method of measurement
and comparison with reference values.
Does not include the worker’s
perception.
Requires specific instruments and
measurement strategy.
It is a simple questionnaire for
identification and assessment of light
fittings.
Addressed at all types of activities
and company sizes.
Specific Charact. and Factors
Medición directa de nivel de
iluminación y comparación con
valores de referencia: RD 486/1997.
Criterios de referencia se pueden
encontrar en:
• Technical guide for the assessment
and prevention of the risks related
to the use of working places
• Lighting at the workplace
It is a questionnaire on lighting
and a solution guide.
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Nº8 Name and author General Characteristics Specific Charact. and Factors

30 Indoor air quality: Direct
measurement and comparison with
reference values
Objective method of measurement
and comparison with reference values. of carbon monoxide (CO), carbon
Does not include the worker’s
perception.
Requires specific instruments and
measurement strategy.
Direct measurement of the level
dioxide (CO2) (and others) and
comparison with reference values.
Requires instruments and
measurement strategy.
Does not include the worker’s
perception.

For more information, please refer to

the Technical guide of workplaces.

31 Calidad de ambiente interior en
oficinas: identificación, análisis y
priorización de actuación frente al
riesgo
INSHT
(Instituto Nacional de Seguridad
e Higiene en el Trabajo – National
Institute of Health and Safety at
Work)
Questionnaire on indoor
environmental quality.
Addressed at all types of activities
and company sizes.
A useful and practical tool to identify
the environmental risk factors and
prioritise their intervention in an
attempt to provide more healthy work
environments.
Includes three worksheets: building
worksheet, study area worksheet and
worker worksheet.

101
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Nº8 Name and author General Characteristics Specific Charact. and Factors

32 UNE 171350. Calidad Ambiental
en Interiores. Calidad ambiental en
hostelería
This is a specific UNE standard for
the Horeca sector. It is intended
to prevent IEQ-related risks for
customers, but it is also useful to
favour a healthy environment also for
workers.
It provides a series of valuation criteria
for IEQ. By establishing 3 levels, it
proposes the criteria to give a specific
score to each parameter analysed. A
weighting index is included for each
parameter which will finally generate
a global IEQ index.

The factors to be assessed are

divided into three areas:

• Design issues: external air quality,

ventilation system, prevention of
legionellosis; heated swimming
pools for public use (spa, jacuzzies,
etc.).
• Control issues: temperature;
humidity; CO2; CO; suspended
particles; bacteria and fungus;
environmental noise; etc.
• Health Maintenance issues: of
heating systems; plague control /
vectors; cleaning, legionella.

102
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Nº8 Name and author
33 ESCAM (Escala Subjstiva de Carga
Mental)
Government of the Canary
Islands - La Laguna University
https://www.gobiernodecanarias.
org/trabajo/documentos/libros/
manualcarga_mental.pdf
103
General Characteristics
Specifically for mental workload.
Addressed at any company,
regardless of the dimensions or
activity.
Analysis from the task requirement
point of view. Easy to apply.
Multidimensional. Non-obtrusive and
fast to implement.
Specific Charact. and Factors
Issues contemplated:
• Occupational data
• Environmental conditions of the
work context
• Personal data
Size of the mental workload:
• Cognitive demand and
complexity of task
• Characteristics of the task
• Time organisation
• Work pace
• Health consequences
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
34 FPsico 4.0
Factores Psicosociales. Método de
evaluación
INSST
(Instituto Nacional de Seguridad
y Salud en el Trabajo – National
Institute of Health and Safety
at Work) https://www.insst.es/-/
aip-29-1-18-f- psico-factores-
psicosociales-metodo- de-
evaluacion-version-4-0-ano-2018
104
General Characteristics
Specific to assess psychosocial
factors.
Addressed at any company,
regardless of the size or activity.
Specific Charact. and Factors
Factors considered:
• Working time (work days,
breaks, compatibility with social
life)
• Autonomy (time and decision-
making)
• Workload (time pressures,
attention, load and task
complexity)
• Psychological demands
(cognitive and emotional
demands)
• Variety/content (meaning,
contribution, recognition of
work)
• Participation/supervision
• Interest for the worker /
compensation (information,
training, professional
development, rewards)
• Role performance (ambiguity,
conflict and overload)
• Relationship and social
support (relationships,
exposure to conflicts, violence,
discrimination)
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
35 CoPsoQ Istas21 and CoPsoQ
PSQCAT
ISTAS
(Instituto Sindical de Trabajo,
Ambiente y Salud – Labour,
Environment and Health Union
Institute), technical-union foundation
promoted by the labour union CCOO
(Union Confederation of Comisiones
Obreras)
http://copsoq.istas21.net/
36 Risk assessment essentials
European Agency for Safety and
Health at Work
https://osha.europa.eu/en/tools-
and-publications/publications/
promotional_material/rat2007
105
General Characteristics
Specific of psychosocial factors.
No limit of activity.
Available versions: short (for
companies with less than 25
workers, CoPsoQ PSQCAT),
medium (for companies with at
least 25 workers, CoPsoQ Istas21),
long (for research).
About working conditions in general.
No limit of activity.
Specific Charact. and Factors
Psychosocial dimensions
considered:
• Psychological demands of the
work (rhythm, quantitative,
emotional demands)
• Work-family conflict (dual
presence)
• Control of work (influence,
development, meaning)
• Social support and quality of
leadership (group identity,
predictability, role, leadership,
social support)
• Compensations of work
(recognition, job insecurity
and insecurity about work
conditions)
• Social capital (justice and
vertical trust)
Related to psychosocial risks:
Checklist 11. Stress at work:
• Work load
• Work Control
• Social environment
• Support
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Nº8 Name and author General Characteristics Specific Charact. and Factors

37 Preventing stress at work. Checklist Specific to psychosocial factors. Checklist:

ILO No limit of activity. • Leadership and justice at work.

(International Labour Organisation) • Work load.
http://www.ilo.org/wcmsp5/groups/
• Control of work.
public/@dgreports/@dcomm/@publ/
documents/publication/wcms_251057. • Social support.
pdf • Physical environment.
• The balance between life and work
and working time.
• Recognition at work.
• Protection against offensive
behaviour.
• Employment security.
• Information and communication.

106
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Nº8 Name and author
38 Modelo operativo para la gestión
de la violencia ocupacional de
origen externo
INSHT
(Instituto Nacional de Seguridad e
Higiene en el Trabajo - National
Institute of Health and Safety at Work)
https://www.insst.es/documentacion/
herramientas-de-prl/aip/-/asset_
publisher/2kIzdOfrKZo9/content/
aip-201-modelo-operativo-para-la-
gestion-de-la-violencia-ocupacional-
de-origen-externo-ano-2011
107
General Characteristics Specific Charact. and Factors
Specific for integral management Proposes the following checklist:
of externally-sourced occupational
violence. Specifically preventive for Horeca
Addressed at small and medium-sized • What are the prerequisites?
companies. Specifically includes the • What is done at the company?
Horeca sector.
• What is done in the company
environment?
• What is done with company
people?
Incident control:
• Data of the aggressor
• Characteristics of the aggressor
• Characteristics of the violent
incident
• mplications of the violent incident.
 A guide to manage and assess ergonomic and psychosocial risks in the hotel industry
Nº8 Name and author
39 Methodology of the Technical Guide
for the Assessment and Prevention
of the risks related to the use of
equipment with VDU.
INSHT
(Instituto Nacional de Seguridad e
Higiene en el Trabajo)
Guía técnica para la evaluación y
prevención de los riesgos relativos a
la utilización de equipos con pantallas
de visualización
108
General Characteristics
It is a checklist of the basic ideas to
consider in jobs with VDU. The Guide
itself sets forth criteria about when to
apply it.
Addressed at all workers who use
visual display units regardless of the
company size.
Specific Charact. and Factors
Identification of (mainly statutory)
breaches.
For detailed assessment,
environmental factors need to be
evaluated, particularly lighting, work
posture and mental workload.
109