Organizational factors such as safety culture which is lead by the management team which normally filters from the senior management attitude towards their people which have a direct influence on their perceptions within the workplace.

The management activities such as lack of safety leadership training is normally to the detriment of the company as not all people managers are natural team leaders and the softer skills of managing a team can be taught if the recipient is willing to learn.

The human interaction within the work environment such as safety communication and team management normally determine if the staff turn over is going to be low or high. I have a preference of working for organizations with low turnover as that is normally a good indicator on culture.

If roles for the same organization keeps on recurring it is normally and indication of a toxic culture resulting in many people leaving a good job because of poor people management practices all which impact on staff mental health.

The staff reaction to exposure to critical incidents depends on the work culture within the organization should the focus be on blame instead of learning, focus on what is going right so they know what to expect, know what to look for and how to respond.

It depends on the framework. Definitely for audits and for research purposes. Also exploring the use of ChatGPT to create workflows for efficiency. But also need to be aware of information overload. Strong believer in automation and getting away from paper based processes. Journey of learning, trail and error to find the right fit

Working with clients I find the matrix useful and find thing that is would be a good idea to standardize the risk matrix as I also take the approach to initial and residual risk rating. It is easier using pre-populated templates to start off with and then after the training give the client the template to work with it some more to it ensure it is fit for purpose. Keeping it simple usually works the charm