Promoting a positive

A guide to health and safety culture

www.iosh.co.uk/positiveculture Information guide IOSH publishes a range of Promoting a positive culture – a This guide refers to UK law, statistics free technical guidance. Our guide to health and safety culture and examples. The general principles This guide provides an overview of the and advice apply outside the UK, guidance literature is designed principles of a positive safety culture but if you’re reading this in a non- to support and inform and looks at improving safety culture UK context, you should be aware of and behaviour through leadership and possible differences and may need to members and motivate and worker involvement. It provides some use data from your own country. influence health and safety indicators of a positive safety culture and outlines ways of improving safety If you have any comments or questions stakeholders. culture, as well as describing some about this guide, please contact of the elements needed to develop a Research and Information Services at positive culture. IOSH: - t +44 (0)116 257 3100 The guide includes case studies as - [email protected] examples of how safety can be improved and what can be achieved PDF versions of this and other guides with a positive safety culture. are available at www.iosh.co.uk/ freeguides.

Our materials are reviewed at least once every three years. This document was last reviewed and revised in May 2015. Contents

1 Overview 02 2 Towards a positive health and safety culture 03 3 IOSH guidance 09

References 11 Further reading 12

Figures 1 Health and safety 02 2 Safety Culture Maturity® model 05 3 Safety process 08

Case studies 1 Using the Health and Safety Climate Survey Tool 06 2 CHEP – a win–win situation 07 3 Partnership working to improve health and safety culture 09 4 Health and safety training and communicating information 10 1 Overview

It’s now generally recognised that The challenge is how to have a positive Although many of the references in health and safety management should influence on an organisation’s health this guide concentrate on ‘safety’ embrace – in a holistic way – the and safety culture. It’s hard to change rather than ‘health’ cultures, the interactions between the working the attitudes and beliefs of a workforce lessons are equally applicable to issues environment, equipment, systems and by direct persuasion, but by acting of health. Indeed, because procedures, and the people in the safely workers can start to think safely.3 the links between poor workplace organisation. This has led to the development practices and resulting ill health can be of ‘behavioural safety’ approaches. less clear and enforceable than those Effective risk management depends Remember that culture often develops relating to poor safety conditions and partly on the behaviour of individuals slowly, and that fundamental change resulting injuries, the cultural issues in an organisation. A significant requires time. linked to work-related health are number of accidents can be traced to arguably even more important than unsafe behaviours. Poorly designed Health and safety professionals must those affecting workplace safety. equipment or operations, poor systems aim to apply thinking in a and poor working conditions can all practical way to achieve healthier and encourage unsafe behaviours, but safer working environments. This IOSH these behaviours are not inevitable. guide offers some pointers to healthier An organisation’s attitudes and values and safer working by describing some regarding safe working are important aspects of a good health and safety factors that influence its approach culture and suggesting some steps that to work and ultimately its health you and your organisation can take to and safety performance. Put another improve it. way, it’s not enough to provide safe equipment, systems and procedures if the culture doesn’t encourage healthy and safe working.

Safety culture has been defined1 as consisting of shared values (what is important) and beliefs (how things work) that interact with an organisation’s structure and control Working Systems systems to produce behavioural environment Management standards (the way we do things round Plant and systems and here). A poor health and safety culture equipment procedures is likely to lead to weaknesses due to integrity problems at the person–work interface – perhaps because of poor training or communication. People and organisation A poor culture encourages an Culture and atmosphere where not complying with competence safe working practices is acceptable, and it doesn’t help the organisation to take effective action to solve health and safety problems. Quite often, organisations that have a poor safety culture can have the same underlying attitude to all process and procedures. This can result in poor product quality Figure 1: Health and safety risk management: managing the risks and financial control as well as poor associated with interactions between the working environment, the health and safety.2 management systems, the organisation and its people

02 2 Towards a positive health and safety culture

A culture is a way of doing things that that are too low to be used as a basis have done the same as the person is shared, taught or copied. Everyone in for an improvement plan. involved in the incident, this may a particular culture tends to do things indicate that it’s not appropriate to in a similar way, which they would A prerequisite for a positive safety allocate blame. It may be better to look consider to be the norm. Therefore, an culture is good information. In order for at redesigning a process or giving staff organisation’s safety culture consists the information to flow, the workforce more training. On the other hand, if of its shared working practices, its needs to be willing to participate and the test group decides that they’d have tendency to accept or tolerate risk, be prepared to report their mistakes, done things differently, you may need how it controls and how it near misses and accidents. to consider whether what happened deals with accidents and near misses.3,4 was a deliberate or negligent act, Safety culture can also be described This willingness will depend on how and whether some sort of blame or as a combination of how people feel the organisation investigates incidents punishment is appropriate. about safety (the safety climate), what and how it handles blame. A blame they actually do and the policies and culture – one that looks to blame and One way of identifying where you may procedures the organisation has.5 punish people when things go wrong – need to improve your organisation’s will encourage very little reporting. On health and safety culture is to A positive safety culture has three key the other hand, a completely no-blame assess your current safety climate.* elements:6 culture – one that allows all mistakes Safety climate surveys describe an - working practices and rules for or errors to go unpunished, including organisation’s culture using factors effectively controlling hazards those that are reckless or negligent such as: - a positive attitude towards risk – is not really feasible either, and - the degree of leadership in health management and compliance with probably won’t be acceptable to the and safety and the commitment to the control processes organisation or to individual workers. healthy and safe working that is - the capacity to learn from demonstrated by senior managers accidents, near misses and safety Therefore, the best safety culture (eg visibility and close contact with performance indicators and bring will be based on a fair allocation of the ‘shop floor’) about continual improvement. responsibility.7 In this kind of culture, - how much employees know and all but the most reckless health communicate about health and An organisation can develop standard and safety failures can be reported safety, how committed they are, safe working practices that comply with without fear of retribution. You and how reliably they attend health the law and best practice. It can also should encourage or even reward and safety training sessions create a positive attitude to compliance reporting. For this to happen, you’ll - the extent to which different levels by making sure that senior managers need to draw a clear line between of the workforce are involved in lead from the front on this. But for acceptable and unacceptable, reckless the health and safety improvement these two elements to work effectively, behaviour. It’s important that if you do process the organisation needs to learn from have to attribute blame, this doesn’t - the responsibility which employees what’s happening in the workplace. undermine the reporting culture. show for their own and other Only by being aware of and analysing In order to be transparent about people’s health and safety accidents and near misses is it possible attributing blame, some organisations - the degree of tolerance of risk- to develop suitable improvements to use a substitution test8 to help decide taking behaviour safe working practices. whether an incident was due to - how well good health and safety unacceptable or reckless behaviour. performance is measured and Organisations also need credible and reinforced honest safety inspections and reports In a substitution test, a small group - the arrangements for periodic so that managers know where they of employees who weren’t involved reviews of health and safety culture need to concentrate their efforts. It’s in the incident are given information and for implementing improvement important to include near misses in this about the incident and what led up to plans. analysis, as many organisations have it, and are asked to discuss it. If this levels of reported injuries and ill health group of people decide that they’d

* The distinction between ‘climate’ and ‘culture’ is significant. The former embraces , attitudes and beliefs about risk and safety, is typically measured using questionnaires, and provides a ‘snapshot’ of the current state of safety. The latter is more complex and long-lasting, and reflects more fundamental values.9 03 By looking at these factors, it’s possible If you’re planning to assess your An important ingredient of plans to to build a picture of an organisation organisation’s safety culture, you promote a positive health and safety and understand how it can improve its should also always ask the opinion culture is ‘organisational learning’ – the health and safety culture. of the employees.12 The action plan process of involving staff who learn that follows can be focused on to change their ways of thinking and You can also judge health and safety organisational changes, training acting as a result of sharing experience climate by using questionnaires.10 programmes or behavioural safety, and addressing shared problems. Where possible, you should use this and the survey will help organisations Mutual trust and confidence between kind of self-reported information to target resources where they are managers and workers are needed for alongside observations of behaviour needed (see case studies on pages 06, a strong health and safety culture to and data gathered in workshops and 07, 09 and 10). develop, and it’s vital that managers at focus groups, as these provide the all levels accept that health and safety richer picture which is needed to Health and safety culture change is is a line management responsibility. understand the underlying reasons not achieved quickly, and plans to behind behaviours. You can then use improve an existing culture should take A review of behaviour modification the outputs of these assessments to: into account that it will have evolved programmes has shown that change - raise awareness of health and safety over a long period. A culture change programmes which succeed at one - judge the organisation’s current programme is also very unlikely to location can fail at another.15 The attitudes towards health and safety succeed unless senior managers are factors that increase or decrease the - pinpoint areas that need attention committed to leading the change. If chance of success have been identified - assess whether the organisation you try to change a culture too quickly, and can be linked to the existing is ready for a behavioural safety you may just generate resistance to it. culture of the organisation. There’s a programme It’s true that the direction of a culture ‘maturity’ model for culture16 that can - provide a baseline that you can often comes from senior managers, help you choose and implement the measure progress against. but it’s important not to overlook right behavioural interventions for your influential people on the ‘shop floor’. organisation. Figure 2 shows the five Safety climate surveys have been These can be key people to engage in stages of this model. carried out in a number of industries, improving a safety culture. You might including offshore11 and nuclear.12 even be able to persuade them to The UK government has produced become safety champions. a generic Health and Safety Climate Survey Tool.13

04 Level 5 Continually improving

Level 4 Improving safety culture Co-operating Develop consistency and fight complacency Level 3 Involving Engage all staff to develop co-operation Level 2 and commitment to Managing improving safety Realise the importance of Level 1 frontline staff and Emerging develop personal Develop responsibility management commitment

Increasing consistency and reinforcement of desired behaviour

Figure 2: Safety Culture Maturity® model. © The Keil Centre 2001 Safety Culture Maturity is a registered trademark of The Keil Centre Ltd

05 Case study 1 Using the Health and Safety Climate Survey Tool

The Health and Safety Executive (HSE) contacted three For example, the company: organisations that had used its generic Health and Safety - devised a training programme for supervisors after the Climate Survey Tool (CST) to obtain feedback. A nuclear CST showed that they weren’t clear about their role in fuels manufacturer reported that, in order to obtain a health and safety issues higher response rate, it had: - established teams to review instructions and - programmed the work to make sure the schedule was procedures after the CST helped to identify that these achievable and it could report the results quickly were too technical and not appropriate. Work teams - publicised what it was doing and why, and set targets participated in safety-related activities and a sense of for response rates pride was created when simplified procedures were - encouraged employees to complete the survey in accepted and used as a template across the site. These work time and sent a letter with the CST reminding teams also perceived managers as being committed employees why it was being used to working together to improve safety and also that - guaranteed that responses would be treated action was being taken as a result of the CST anonymously and individual respondents wouldn’t be - set up a site-wide ‘learning from experience’ database, identified which helped to communicate lessons learned from - gave respondents envelopes addressed to the near misses or other safety-related activities contractor carrying out the data analysis, again to - committed itself to continuing to respond to issues ensure anonymity raised by the CST - created safety events to reinforce the reason for the - reviewed the near-miss reporting system to ensure CST and issued the survey immediately afterwards. consistency across the site. The new system encouraged employees to report near misses in a The company reported that the CST was extremely helpful ‘no-blame’ context and to take action as a result. in identifying gaps in health and safety arrangements and/ Near misses are now regularly discussed at safety or , and that it had responded to these. improvement team meetings.

Source: Evaluating the effectiveness of the Health and Safety Executive’s Health and Safety Climate Survey Tool17

06 Case study 2 CHEP – a win–win situation

CHEP is the global leader in pallet and container pooling The team turned its attention to the next level down, in , operating in 46 countries. It handles over 3 terms of severity: ‘modified duty’ and ‘medical treatment’ million equipment movements every day, and serves incidents. This was followed by a new action plan for near 345,000 customers. CHEP offers pallet and container misses. Five years ago, reported near misses were at zero. supply chain logistics for the consumer goods, fresh Now they are in the thousands, not because more are produce, meat, home improvement, beverage, raw happening, but because operational teams understand materials, petrochemical and automotive industries. Across that by reporting what’s happened, they can help Europe, it employs 2,800 people, with 1,500 in 12 sites in managers to help them prevent things going wrong again. the UK and Ireland. Better communication was vital too. Sharing information on Around six years ago, CHEP UK’s approach to health and incidents, close-outs and corrective actions across Europe safety in a sector heavily dependent on manual work meant that improvements came thick and fast. The attitude was less formal. As Hugh Kempton, Health and Safety was, plant to plant, ‘This won’t happen on my patch.’ Manager at CHEP and an IOSH member, explains: “We thought we were doing OK, but when we benchmarked The programme has seen culture improvements across the company against others in the industry we realised the board. Absenteeism at the company was above the that we shouldn’t be complacent.” Lost-time incidents industry average, at between 5.5 and 7 per cent. Now were running at about 30 a year, and near-miss reporting it’s around 2 per cent. This alone has delivered obvious wasn’t even on the radar. savings, with a cut in the bill for drafting in temporary workers to cover absent staff. Motivation is far healthier The starting point for CHEP UK was an initiative too. Earlier this year, CHEP introduced ‘kaizen’, the introduced by its Australian parent company, Brambles, Japanese continuous improvement philosophy, and has known as the ‘Zero harm journey’. The challenge was seen thousands of ideas coming in. to turn the scheme into a practical, workable tool for European operations. Hugh Kempton puts the initiative’s success down to consistent controls, and changing the culture gradually, The company quickly realised that the new initiative had taking things one step at a time and making sure that to genuinely involve workers on the ground if it was to be new developments are bedded in before moving on to successful. It was also important to make it clear that the the next one. “Great buy-in at shop floor level is essential, initiative was here to stay, and that it wasn’t just a ‘flash as is senior support. Our Vice-President at the time in the pan’. completely supported the programme and banged the drum at European level. He took away the barriers.” The team started by focusing on frontline statistics – lost- time incidents. Hugh and his colleagues introduced a new Hugh Kempton estimates that cash savings have run well standard operating procedure across all European sites into hundreds of thousands of pounds. The initiative has and worked hard to make sure that all incidents were had a positive impact on areas beyond health and safety, reviewed, and that the root causes were identified, with including “massively improved” retention, motivation, clear close-outs. Before the new scheme was launched, productivity and quality. The cost of implementing the the company had a tendency to accept incidents at face programme has been minimal – there was no budget value, but under the ‘Zero harm’ regime, each one was allocated, with the team expected to finance it from plant investigated properly and where things didn’t seem operations budgets. right, they were challenged. One side effect was that ‘mischievous claims’ were brought firmly under control. In five years, lost-time incidents in UK and Ireland operations went from an average 30 a year to just one a year.

Source: IOSH Li£e Savings campaign – www.iosh.co.uk/lifesavings

07 The maturity model mentioned above Information from health and safety can be combined with the principles climate surveys and structured of total quality management to build interviews can be used to identify a safety culture change process (see the current level of health and safety Figure 3), based on: maturity, and can then help in - assessing the current level of choosing an appropriate intervention, maturity such as a health and safety leadership - developing a plan to move to the or behaviour modification programme. next level There’s guidance on appropriate - implementing the plan interventions in ‘Changing minds’,18 - monitoring the implementation along with learning points from several - re-assessing the level of maturity to behavioural initiatives. evaluate success and identify more actions.

Improving safety culture

Level 1 Level 2 Level 3 Level 4 Level 5 Emerging Managing Involving Co-operating Continually improving

Figure 3: Safety culture change process Source: Changing minds18

08 3 IOSH guidance

IOSH that health and safety climate surveys aren’t a substitute prescription, ‘organisational professionals need to recognise that for other performance measures and learning’ and joint goal-setting, as a good health and safety culture is audits, but are a useful complement. well as acknowledging the time an important part of improving the that it’s likely to take to achieve health and safety performance of the IOSH recommends that employers measurable and permanent change organisations they advise. They also should: in the health and safety culture need to appreciate the characteristics - find out what their managers and - take account of the influence of and benefits of a sound health and employees actually believe about health and safety cultural factors safety culture (see case studies on pages health and safety, and make clear when assessing the effectiveness of 06, 07, 10 and below). Establishing what’s expected of them in terms their health and safety management open reporting of incidents, near misses of health and safety values, beliefs, arrangements.19 This is particularly and concerns, coupled with the concept attitudes and practices important when auditing formal of ‘fair blame’, is crucial to achieving a - consider the most appropriate health and safety management positive culture. interventions to address any systems – the system may look robust differences between expectations on paper, but it’s what actually Regularly measuring the health and and reality in the organisation’s happens in practice that determines safety climate of your organisation can health and safety culture. health and safety results.20 yield useful results, allowing you to Organisations need to find the target resources appropriately. Such right balance between decree,

Case study 3 Partnership working to improve health and safety culture

In a drive to reduce the number of workplace injuries, Major expenses invested in the process included £2.5 illnesses and unsafe behaviours, a gas utilities group million for a ‘safety charity challenge’, where donations incorporated its health and safety strategy into the overall were made to charity when employees spotted and business management plan. As well as establishing a eliminated workplace hazards. The company also spent ‘partnership approach’ involving employees and safety £600,000 on safety management and behaviour training. representatives, the company: As a result, the company saw: - updated staff each month on issues and improvements - an improved safety culture – including ownership at all using photos and videos levels, with commitment and competence to improve - made sure that a manager and safety representative - a reduction in accidents, incidents and injuries of over investigated lost-time injuries on the day of the 80 per cent; lost-time injuries reduced from 35.5 per incident, and that any lessons learned were quickly 1,000 staff to 6.6 over five years communicated to staff - improved incident investigation and procedures to help - defined the role and responsibilities of line managers prevent incidents happening again and supported them through a staff performance - increased reporting and resolution of hazards and near review process and safety management training misses - set up a hotline for staff to make it easier for them to - a saving of around £4.5 million over four years through report incidents and hazards reduced lost-time injury rates, including costs from lost - included health and safety on the agenda of all production, investigation and civil claims management meetings, and held frequent meetings - staff develop their health and safety leadership skills, between safety advisers, safety representatives and which are transferable to other business performance managers areas - involved safety representatives in joint meetings, - a boost to staff morale and pride as a result of communications, training, investigations and acknowledging their performance inspections - an improved reputation with stakeholders. - made sure that directors supported the scheme through good communication, attending management meetings and meeting staff members.

Source: HSE case study – www.hse.gov.uk/business/casestudy/transco.htm

09 Case study 4 Health and safety training and communicating information

A company in the electricity, gas and water industry different approach, so we’re actively dealing with described how it was training managers through ‘Safe [outside consultants] at the moment, who are specialists and unsafe act’ (SUSA) discussions, facilitated by external in that sort of field. So it’s culture-based, trying to get a consultants. One health and safety manager outlined how step change in culture.” training line managers was backed up by basic behavioural safety training for staff: A different approach to behavioural safety was demonstrated by a medium-sized manufacturing “All our managers are trained in the SUSA technique now… company. This example highlights how a focus on But we’re also putting every single one of our operators behavioural safety techniques doesn’t necessarily require through a mini-SUSA… as well, so they can start to expensive external consultants. The company described understand what… the manager is talking about when he’s its process of staff observation by in-house assessors got this little blue book out and he starts to talk to them.” – trained in behavioural safety – to identify ‘unsafe behaviours’ before they become ‘unsafe acts’: Another organisation also reported employing outside consultants. This company wanted external help to introduce “We’ve been running the behavioural safety process a behavioural safety approach as a way to change culture. A now since 2000… The reason why is that our health and senior manager from a construction company said: safety performance went through a little bit of a shaky patch for a year or two and we realised that you can have “We’re dealing with a company at the moment… and procedures and systems but you also need to be doing they have a different approach to health and safety. other things. And the processes are very proactive – you’re Rather than a policing aspect, it is changing culture, actually watching people doing jobs and giving feedback. where they’ve done a lot of work on oil rigs, and had a So, you’re watching them do things before there’s any lot of success where if something has gone wrong, you chance of getting hurt, really. If you think about accident go out and meet people on the job and rather than investigation and near-miss reporting, they’re things that giving them a bashing if they’re doing something wrong, you do after the event. The observations of behaviour are finding out why they’re doing wrong. It’s basically a while people are doing tasks normally.”

Source: The impact of health and safety management on organisations and their staff21

10 References

1 Uttal B. The corporate culture 9 Mearns K J and Flin R. Assessing 16 Health and Safety Executive. vultures. Fortune Magazine, 17 the state of organisational safety Evaluating the effectiveness of October 1983. – culture or climate? Current the Health and Safety Executive’s 2 Turner B A, Pidgeon N, Blockley Psychology 1999; 18: 5–17. Health and Safety Climate Survey D and Toft B. Safety culture: 10 Smith A P and Wadsworth E J Tool (RR042). HSE Books, 2002. its importance in future risk K. Safety culture, advice and www.hse.gov.uk/research/rrpdf/ management. Position paper for performance. IOSH, 2009. rr042.pdf. the Second World Bank Workshop www.iosh.co.uk/ 17 Step Change in Safety. Changing on Safety Control and Risk supervisorresearch. minds – a practical guide for Management, Karlstad, Sweden, 11 Mearns K, Flin R, Gordon R and behavioural change in the oil and 1989. Fleming M. Measuring safety gas industry. Step Change, 2000. 3 Reason J. Achieving a safe culture: climate on offshore installations. www.stepchangeinsafety.net theory and practice. Work and Work and Stress 1998; 12 (3): (free of charge but you need to Stress 1998; 12 (3): 293–306. 238–254. register). 4 Health and Safety Executive. 12 Lee T. Assessment of safety culture 18 British Standards Institution. A review of safety culture and at a nuclear reprocessing plant. Occupational health and safety safety climate literature for the Work and Stress 1998; 12 (3): management systems – Guide development of the safety culture 217–237. (Annex C). BS 8800:2004. BSI, inspection toolkit (RR 367). HSE, 13 Health and Safety Executive. Health 2004. 2005. www.hse.gov.uk/research/ and Safety Climate Survey Tool – 19 IOSH. Systems in focus – guidance rrpdf/ rr367.pdf. information pack (MISC097). HSE on occupational safety and health 5 Cooper M D. Towards a model Books, 1997. management systems. IOSH, 2011. safety culture. Safety Science 2000; 14 Fleming M and Lardner www.iosh.co.uk/systems. 36: 111–136. R. Behaviour modification 20 Ward J, Haslam C and Haslam R. 6 Pidgeon N F. Safety culture and programmes: establishing best The impact of health and safety risk management in organisations. practice (OTO 2000-048). HSE management on organisations and Journal of Cross- Books, 2001. www.hse.gov.uk/ their staff. IOSH, 2008. www.iosh. 1991; 22: 129–140. research/otopdf/2000/oto00048. co.uk/supervisorresearch. 7 Reason J. Managing the risks of pdf. organizational accidents. Ashgate, 15 Fleming M. Safety Culture Maturity 1997. Model (OTO 2000-049). HSE 8 Johnston N. Do blame and Books, 2001. www.hse.gov.uk/ punishment have a role in research/otopdf/2000/ organisational risk management? oto00049.pdf. Flight Deck 1995; Spring: 33–36.

11 Further reading

- European Agency for Safety and - European Agency for Safety and - Health and Safety Executive. Health at Work. Occupational safety Health at Work. Occupational safety Reducing error and influencing and health culture assessment – A and health and leadership: tools behaviour (HSG48). HSE Books, review of main approaches and and toolkits. E-Facts 58. https:// 1999. www.hse.gov.uk/pubns/ selected tools. Publications Office of osha.europa.eu/en/publications/ priced/hsg48.pdf. the European Union, 2011. https:// e-facts/e-fact-58-leadership-tools- - Health and Safety Executive. osha.europa.eu/en/publications/ toolkits. Successful health and safety reports/culture_assessment_soar_ - European Agency for Safety and management (HSG65). HSE Books, TEWE11005ENN. Health at Work. Management 2000. www.hse.gov.uk/pubns/ - European Agency for Safety leadership. https://osha.europa.eu priced/hsg65.pdf. and Health at Work. Worker /en/topics/management- - Health and Safety Executive. participation practices: a review of leadership/index_html. Strategies to promote safe EU-OSHA case studies. Publications - European Agency for Safety behaviour as part of a health and Office of the European Union, and Health at Work. Leadership safety management system (CRR 2012. https://osha.europa.eu/en/ and occupational safety and 430/2002). HSE Books, 2002. publications/literature_reviews/ health (OSH): an expert analysis. www.hse.gov.uk/research/crr_ worker-participation-practices-a- Publications Office of the European pdf/2002/crr02430.pdf. review-of-eu-osha-case-studies. Union, 2012. https://osha.europa. - IOSH. Looking for higher standards: - European Agency for Safety eu/en/publications/literature_ behavioural safety – improving and Health at Work. Promoting reviews/leadership-and- performance. IOSH, 2013. www. occupational safety and health occupational-safety-and-health- iosh.co.uk/freeguides. through the supply chain. osh-an-expert-analysis. - Reason J. Managing the risks of Publications Office of the European - Geller S E. The psychology of safety organizational accidents. Ashgate, Union, 2012. https://osha.europa. handbook. CRC Press, 2000. 1997. eu/en/publications/literature_ reviews/promoting-occupational- safety-and-health-through-the- supply-chain.

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