Q1: The most common problems with the HSOs in Denmark are their dependence on a few highly committed individuals, a reactive approach, and a lack of systematic action. At the same time the HSO often lacks integration within the core activities of the company (i. e., production), which in turn leads to insufficient managerial attention. This lack of integration might partly be due to the fact that the creation, structure, and function of the HSO in Denmark is based on national legislation and not on an assessment by company management of how company safety issues are most effectively managed. As such the HSO is created in parallel to the formal organization of the company, which is (typically) formed around the production process. This might push the HSO into a side-car role, where safety issues are deliberately disengaged from production issues, because of the existence of the HSO. This is actually the opposite of the intention of the legislation, but de facto often the case. Which Theme Explains the Context above?

1) Safety orientation and delegation,
2) Corporate counter measures,
3) Organizational procedures for legislation,
4) Legal corporate requirements,
5) Production SOPs.