ABSTRACT
The key driver for this research was the nuclear accident at Fukushima-Daiichi in 2011 and the recognition that knowledge from that event can help inform how high-hazard organisations, such as Sellafield Ltd (SL) (where failures in safety management and risk control could have a major impact upon workers and the public at large) can improve resilience in the face of such disasters. The Weightman Report (2011), instigated by UK government shortly after the accident made recommendations on a number of issues, including the need to consider the psychosocial factors that can affect an operator’s willingness and ability to respond during an SA event.
