Managing psychosocial risk needs commitment across the whole organization, led from the top with managers and workers at every level helping to carry it out. Top management shows leadership on psychosocial risk and on promoting well-being; knows, tracks and owns its own responsibilities here; decides on and provides resources promptly and efficiently; embeds psychosocial risk in strategic plans, existing systems, processes and reporting lines so it lasts; shields workers from reprisal, or its threat, when they report incidents, hazards, risks and opportunities; makes known how whistle-blowers, victims, witnesses and people raising concerns will be protected; seeks and returns feedback on how well prevention and management are working in practice; empowers workers and makes sure they are competent for their part in identifying and managing psychosocial risk; clears away obstacles to worker participation and works to increase it; keeps an ongoing dialogue with workers on the subject; and backs and encourages workers to take an active part.
This control maps to 2 controls across 2 other frameworks. If you already hold one of them, the evidence you collected for it is the starting point here rather than new work.
Every mapping shown was judged rather than inferred from wording similarity, and the ones that failed review are published too. See the coverage reports and what was rejected.
The graph holds this control, the 2 it maps to, and the evidence behind each claim, over MCP and REST.