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Serious Accidents Punishment Act Response Checklist and Safety and Health Management System Guide (2026 for HR & Safety & Health Managers)
2026.07.03 10:45
Serious Accidents, Occupational Safety and Health Act, and HR Practical Guide
Response to the Serious Accidents Punishment Act
Check the actual implementation of the safety and health management system.
Check the actual implementation of the safety and health management system.
Responding to the Serious Accidents Punishment Act is not merely about verifying punishment after an accident occurs, but rather, on a regular basis Prevention-oriented management activities that establish a safety and health management system and monitor its implementation no see.
The most important point in this article
The key is to create a system that actually works, rather than just having documentation.
Manage risk factors, budget, personnel, contract management, emergency measures, and inspection records together.
📌 Key Summary
| item | Items to check by the person in charge |
|---|---|
| Law name | Act on the Punishment, etc. of Serious Accidents |
| Main purpose | Prevention of serious industrial and civil accidents, and strengthening of safety and health obligations for business owners and management |
| Subject to review for application | Businesses or workplaces with 5 or more regular employees ※ Do not just look at the personnel of individual branches or factories, but also verify whether they are operated as a single management unit. |
| Core obligations | Establishment and implementation of safety and health management system, measures to prevent recurrence of accidents, and management of compliance with relevant laws and regulations |
| Key Inspection Items | Safety and health goals and management policies, organization, personnel, and budget, risk assessment, listening to employee opinions, management of contracting, services, and outsourcing, emergency response manuals |
| Practical Core | Management of actual implementation and inspection records, rather than document creation |
| Key Personnel | Executives, Safety and Health Officers, HR Managers, Supervisors, Site Managers |
| Supporting documents | Safety and health objectives, budget execution data, risk assessment forms, corrective action records, training materials, meeting minutes, checklists, reports to management and follow-up action records ※ Written records of compliance matters under the Enforcement Decree are, in principle, retained for 5 years from the date of compliance. |
| caution | Punishment is not automatically imposed simply because a serious accident has occurred; instead, the violation of the duty to ensure safety and health and the causal relationship are reviewed together. |
The Serious Accidents Punishment Act is not merely a law that prescribes punishment after an accident; rather, it requires employers and management to establish and actually operate a safety and health management system to prevent serious accidents. HR and safety and health managers must jointly review the applicability of the law, the reporting system to management, risk assessments, safety and health budgets, management of contracting, services, and outsourcing, and accident response manuals.
⚖️ What is the Serious Accidents Punishment Act?
The Serious Accidents Punishment Act is a law that holds business owners or management responsible when serious industrial or civil accidents occur due to a violation of their duty to ensure safety and health. In this article, [the topics] frequently checked by corporate HR and safety and health managers Major Industrial Accidents and Safety and Health Management System We will organize it centering on...
A serious industrial accident refers to an industrial accident under the Industrial Safety and Health Act that causes any of the following results.
| division | Legal standards |
|---|---|
| dying | One or more deaths occurred |
| injury | Two or more injured persons requiring treatment for six months or more due to the same accident |
| Occupational disease | Three or more cases of occupational diseases as defined by Presidential Decree occur within one year due to the same hazardous factor |
Not all industrial accidents qualify as serious industrial accidents, and the specific cause of the accident must be verified together with the above result criteria.
The key to responding to the Serious Accidents Punishment Act is not merely verifying “how punishment is imposed if an accident occurs.” What is more important is establishing a system that can explain whether our organization identified risk factors, made improvements, designated personnel, executed budgets, listened to employee opinions, and managed contracted, outsourced, and subcontracted work even before the accident occurred.
| division | explanation |
|---|---|
| serious accidents | A concept including major industrial accidents and major civil accidents |
| Major industrial accidents | Industrial accidents that meet certain criteria, such as death, serious injury, or occupational disease |
| Obligation to ensure safety and health | Obligations that business owners or management executives must fulfill to prevent accidents |
| Safety and Health Management System | A management system for identifying risk factors, improving, budgeting, managing personnel, operating procedures, conducting inspections, and maintaining records. |
Therefore, responding to the Serious Accidents Punishment Act is not the sole responsibility of the legal or safety and health teams. Executive decision-making, HR training and personnel management, implementation by field managers, and management support budget and contract management must all be interconnected.
👥 Who needs to check this?
Responding to the Serious Accidents Punishment Act is not a task that can be handled by a single safety and health manager. It requires the coordinated operation of decision-making by management, implementation at each workplace, training and workforce management by HR, and budget and contract management by business support.
| manager | Things to check |
|---|---|
| Executive | Decision-making regarding safety and health objectives and management policies, personnel and budget allocation, and improvement of major risk factors |
| Safety and Health Officer | Risk assessment, safety and health management system inspection, accident prevention measures, training operation |
| HR Manager | Safety and health training, supervisor training, management of affected personnel, post-accident employee support |
| Management Support Manager | Safety and health budget, purchase of protective equipment and facilities, management of subcontracting, service, and outsourcing contracts |
| Supervisor | Supervision and control of on-site workers, pre-work safety measures, and reporting of risk factors |
| Site manager | Inspection of actual work environment, execution of work suspension, evacuation, and emergency measures |
| Partner company representative | Implementation of safety and health standards for contracted, service, and outsourced work |
| Workers/Employees | Reporting risk factors, complying with safety regulations, and providing suggestions for improvement |
Regulations regarding serious industrial accidents do not apply to businesses or workplaces with fewer than five regular employees. However, regardless of whether the Serious Accidents Punishment Act applies, safety and health obligations under relevant laws, such as the Occupational Safety and Health Act, must be verified separately. If you perform work with accident risks—such as in manufacturing, construction, logistics, facility management, research institutes, hospitals, or on-site services—it is necessary to inspect actual risk factors and safety measures regardless of the size of the workplace.
🔎 Procedures for the person in charge to check
STEP 01
Check the applicability of the law and the scope of the workplace.
First, you must check whether your company is subject to the Serious Accidents Punishment Act. Currently, the Serious Accidents Punishment Act stipulates that the chapters related to serious industrial accidents do not apply to business owners and management executives of businesses or workplaces with fewer than 5 regular employees.
The number of regular employees may not be determined solely based on the personnel of the individual factory or branch where the accident occurred. If the headquarters, branches, and factories operate as a single management unit rather than independently managing personnel, labor relations, finance, and accounting, the total number of personnel must be aggregated to assess the applicability of the law.
| Confirmation items | Reasons why you need to check |
|---|---|
| Number of regular employees | Basic criteria for determining the applicability of the law |
| Business/Workplace Operation Unit | Verify whether the headquarters, branches, and factories operate as a single management unit and whether the number of regular employees is aggregated. |
| Number of workplaces | Verify the scope of management for headquarters, branches, factories, sites, etc. |
| Actual tasks performed | Check if the work is office-oriented or if there is field, equipment, logistics, or facility work. |
| Whether it is a contract, service, or entrustment | Verify whether external personnel are working at our workplace or in our tasks |
| Whether or not construction work | Confirmation of construction cost, roles of ordering and construction, and site management responsibilities |
| Work where serious industrial accidents are likely to occur | Identify risk factors such as entrapment, falls, chemicals, electric shock, suffocation, overwork, and heatwaves. |
In practice, it is dangerous to conclude that there is no responsibility for safety and health management solely on the grounds that "our company has a large number of office workers" or "subcontractors handle the work." The review must be conducted based on the risks that may arise in the business or workplace that the company actually controls, operates, or manages.
STEP 02
Establishes the safety and health objectives and management policies of the management head.
The starting point of a safety and health management system is the clear goals and policies of management. If there are no safety and health goals, or if there are only declarations without an implementation plan, it is difficult to regard it as an actual implementation system.
| item | Examples of practical application |
|---|---|
| Safety and Health Objectives | Zero fatal accidents, improvement rate for high-risk work, risk assessment completion rate, etc. |
| Management Policy | The principle of managing safety as a management standard, not a cost. |
| Execution plan | Annual Safety and Health Plan, Departmental Tasks, Improvement Schedule |
| Designation of a person in charge | Safety and Health General Manager, Site Managers, Supervisors |
| Reporting system | Regular management reporting, emergency reporting channels for accidents and risks |
Goals and policies must not remain mere text for posting. They must be linked to budget, personnel, training, risk assessment, and corrective measures to function as an actual management system.
STEP 03
We inspect the key items of the safety and health management system.
The Enforcement Decree of the Serious Accidents Punishment Act specifies concrete details regarding the establishment of a safety and health management system and implementation measures. In practice, it is recommended to create an internal checklist based on the items below.
| Inspection items | Items to check by the person in charge |
|---|---|
| Safety and Health Objectives and Management Policy | Documentation status, sharing status with members, management approval status |
| Dedicated organization or system in charge | Verify whether the establishment of a legally mandated dedicated organization is required, and if so, verify whether such an organization has been established. Even if not subject to such requirements, designate the reporting structure involving the overall responsible department, the person in charge, and the executive officer. |
| Identification and improvement of hazardous and risk factors | Whether risk assessment, on-site inspection, corrective measures, and implementation checks are conducted at least once every six months |
| Budget formulation and execution | Whether costs for protective equipment, facility improvements, training, safety equipment, and health management are reflected |
| Authority of Safety and Health Managers, etc. | Whether necessary authority and budget have been granted to managers and supervisors, and whether work performance is evaluated and managed at least once every six months |
| Placement of safety managers, health managers, etc. | Whether legally required personnel have been appointed and duties performed |
| Listening to employee opinions | Procedures for collecting employee opinions, implementation of improvement measures, and whether inspections are conducted at least once every six months |
| Emergency Response Manual | Procedures for work suspension, evacuation, relief, and prevention of additional damage, and checking operation at least once every six months |
| Management of contracts, services, and entrustment | Establish subcontractor evaluation criteria, safety and health costs, and work period standards, and inspect whether they are being operated at least once every six months. |
What is important here is not merely whether “documents exist,” but whether “it was actually implemented.” For example, even if a risk assessment sheet exists, if corrective measures are delayed, budgets are not allocated, and the structure prevents the person in charge from reporting, it is difficult to consider the system to be functioning. In particular, the implementation of statutory safety and health obligations and hazardous work training must be inspected at least once every six months, and if non-compliance is confirmed, necessary follow-up measures, such as personnel deployment, securing budgets, and conducting training, must be taken.
STEP 04
Connects risk assessment and corrective measures
The most critical practical step in responding to the Serious Accidents Punishment Act is identifying and improving hazardous and dangerous factors. The Ministry of Employment and Labor's explanatory guide also explains that it is important to identify hazardous and dangerous factors through accident history, employee opinions, accident cases in the same industry, and expert assessments, and to establish improvement procedures.
| step | Action by the person in charge |
|---|---|
| Identify risk factors | On-site inspections, accident and near-miss records, employee feedback, work process verification |
| Risk assessment | Frequency and intensity assessment, classification of high-risk tasks |
| Establishment of improvement measures | Removal, replacement, engineering measures, administrative measures, provision of protective equipment |
| Budget reflection | Budgeting for facility improvements, protective gear, safety equipment, and training costs |
| Execution check | Verify completion status of improvement, person in charge, deadline, photos, or records |
| Re-evaluation | Confirmation of changes in risk levels after improvement |
| Management Report | Report on major risks and budget/personnel requirements |
Risk assessments should not be prepared merely for paperwork, but should be used as decision-making data to reduce actual risks. In particular, recurring near misses, musculoskeletal strain, risks of electric shock, fire, suffocation, falls, and entrapment, customer verbal abuse and emotional labor, and risks of overwork must be checked regularly.
STEP 05
We manage contract, service, and outsourcing tasks.
A frequently overlooked aspect in responding to the Serious Accidents Punishment Act is contracting, outsourcing, and consignment work. When contracting, outsourcing, or consigning services such as cleaning, security, facility management, logistics, equipment maintenance, construction, IT maintenance, and outsourced production to a third party, it is necessary to verify whether the company has the responsibility to substantially control, operate, or manage the facilities, equipment, and locations of the relevant work. If such responsibility exists, safety and health measures must be implemented to prevent serious industrial accidents from occurring to the third-party employees.
| Management Items | Things to check |
|---|---|
| vendor selection criteria | Industrial accident prevention capability, safety management experience, and availability of personnel and equipment |
| Contract Terms | Reflection of safety and health standards, protective equipment, right to stop work, and reporting obligations |
| Safety and health costs | Reflecting costs for safety facilities, protective equipment, training, and work environment improvement |
| pre-work consultation | Sharing work scope, risk factors, access routes, and emergency contact network |
| joint inspection | Inspections before, during, and after work, verification of risk factor improvement |
| Incident Response | Procedures for reporting, relief, evacuation, and prevention of further damage in the event of an accident |
| Record management | Retention of meeting minutes, checklists, training materials, photos, and records of corrective actions |
It is difficult to simply conclude that "it is not our responsibility" regarding contracted, outsourced, or consigned work because the workers are external employees. In practice, safety and health standards must be incorporated from the contract stage, and risk factor inspections and corrective measures must be documented even during actual work.
STEP 06
Prepare a manual for accidents and imminent danger situations.
While the core of responding to the Serious Accidents Punishment Act is accident prevention, a manual for immediate response in the event of an accident or imminent danger is also necessary.
| Manual Items | Contents to include |
|---|---|
| Work Stoppage Criteria | Under what circumstances can the work be stopped? |
| Evacuation procedures | Evacuation routes, assembly points, and methods for verifying personnel |
| relief measures | First aid, calling 119, transport to hospital, emergency contact network |
| Preventing additional damage | Power cutoff, access control, danger zone marking, equipment shutdown |
| Reporting system | Reporting channels to site manager, safety and health officer, and management |
| Response by relevant agencies | Response procedures by the Ministry of Employment and Labor, police, fire department, etc. |
| Employee Support | Guide to Psychological Support for Accident Witnesses, Colleagues, and Managers |
| prevention of recurrence | Accident investigation, cause analysis, corrective measures, and training reflection |
Simply writing a manual is not enough. You must check whether it is actually functioning at least once every six months and verify that field staff and managers understand the contents of the manual.
STEP 07
We systematically store supporting documents.
In responding to the Serious Accidents Punishment Act, evidentiary materials are not merely documents for archival purposes, but serve as grounds to explain whether the obligation to ensure safety and health has been fulfilled.
| Supporting documents | Management purpose |
|---|---|
| Safety and Health Objectives and Management Policy | Confirmation of management decision-making and safety and health direction |
| Annual Safety and Health Plan | Management of training, inspections, budgets, and improvement tasks |
| Risk Assessment Table | Basis for Identification and Evaluation of Hazardous and Risk Factors |
| Record of corrective measures | Verification of implementation of risk factor elimination and improvement |
| Budget formulation and execution details | Securing safety and health budget and proof of actual execution |
| Safety and Health Meeting Minutes | Reporting to management, listening to employee opinions, and records of improvement discussions |
| Industrial Safety and Health Education Materials | Verification of Worker and Supervisor Training Implementation |
| Contract for work, service, or consignment | Verify whether subcontractor safety and health standards are reflected |
| Emergency Response Manual | Verify procedures for work stoppage, evacuation, relief, and prevention of further damage |
| Accident and Near Miss Records | Basis for recurrence prevention measures and improvement actions |
Records should not be created all at once, but rather accumulated continuously throughout the course of daily work. It is recommended to manage checklists, meeting minutes, photos, training materials, and records of completed improvements by workplace and department. Under the Enforcement Decree of the Serious Accidents Punishment Act, matters concerning the establishment and implementation of a safety and health management system and inspections of related laws must be documented in written or electronic form. Since records must be retained for five years from the date of implementation—excluding small business owners—it is advisable to set retention periods and access permissions separately from the company's general document retention standards.
✅ Practical Checklist
| item | check |
|---|---|
| I checked if our company is subject to the Serious Accidents Punishment Act. | ☐ |
| The number of regular employees, the scope of the workplace, and contracted, outsourced, and outsourced work have been summarized. | ☐ |
| The management's safety and health objectives and management policies were documented. | ☐ |
| A person in charge or organization was designated to oversee and manage safety and health affairs. | ☐ |
| Hazardous and dangerous factors were identified for each workplace, and a risk assessment was conducted. | ☐ |
| We set the person in charge and the deadline for corrective measures based on the risk assessment results. | ☐ |
| We formulated the safety and health budget and managed the details of its actual execution. | ☐ |
| The roles of the safety and health manager, supervisor, safety manager, and health manager were confirmed. | ☐ |
| We operated meeting, suggestion, and reporting channels to listen to the opinions of employees. | ☐ |
| Manuals for work suspension, evacuation, relief measures, and prevention of further damage have been prepared. | ☐ |
| Standards for the selection of contractors, service providers, and outsourced companies, as well as work management, were established. | ☐ |
| We checked whether industrial safety and health training and supervisor training had been completed. | ☐ |
| When accidents or near misses occurred, the cause analysis and measures to prevent recurrence were recorded. | ☐ |
| Regular reports were submitted to management regarding major risk factors and the status of improvement measures. | ☐ |
| Procedures for psychological support for victims, witnesses, and managers were established following the accident. | ☐ |
| We verified whether we were subject to the mandatory establishment of a dedicated organization, and if applicable, established the organization in accordance with statutory requirements. | ☐ |
| We inspected the implementation of safety and health-related laws and regulations and hazardous work training at least once every six months and took action on non-implementation matters. | ☐ |
| We verified the 5-year retention standard for written and electronic records related to the establishment and implementation of the safety and health management system. | ☐ |
📊 How to use the check results
| Checked items | Confirmation direction |
|---|---|
| 15~18 | A basic safety and health management system has been established. Rather than focusing on whether documents are retained, we verify that actual improvements have been completed, semi-annual inspections are being conducted, and follow-up actions by management are being taken. |
| 9~14 | While basic procedures are in place, there may be gaps in corrective measures following risk assessment, contract management, emergency response, semi-annual inspections, or record keeping. Determine the person in charge and the completion deadline for unfulfilled items. |
| 0~8 | It is necessary to first organize the scope of legal application and the current status of the workplace, and prioritize the establishment of safety and health objectives, responsible persons, risk assessment, budget, emergency response, and subcontracting management systems. |
The number of checks alone cannot determine compliance with obligations under the Serious Accidents Punishment Act or legal liability. It is necessary to verify whether regulations and documents were actually implemented on-site, and whether improvements and re-inspections were carried out regarding any deficiencies.
RELATED RESOURCE
📎 Related Practical Materials
To review safety and health objectives, responsibilities and authorities, personnel and budget, risk assessment, contract management, accident response, and corrective measures all at once, please use the practical materials below.
Free PDF Download of Serious Accident Response Checklist →
This document is structured to record not only the existence of regulations for each item but also the person in charge, completion deadline, supporting documents, and re-inspection results. However, since the check results alone do not determine compliance with obligations or legal liability under the Serious Accidents Punishment Act, the items must be adjusted to align with the industry, scale, and subcontracting structure, as well as the latest relevant laws.
⚠️ Commonly missed points
Cases where responding to the Serious Accidents Punishment Act is viewed merely as “preparing documents”
A safety and health management system is not a document, but an actual implementation system. Risk factors must be identified, improvements made, the budget executed, personnel in charge reporting, and behaviors in the field must change.
Cases where the executive reporting system is operated only formally
Major risk factors, accidents and near misses, budget requirements, and reasons for delays in improvements must be reported to management on a regular basis.
Cases where a risk assessment was conducted but corrective measures were not followed
The purpose of risk assessment is not merely to complete an evaluation form, but to reduce risk. You must manage everything from before-and-after photos of improvements and the completion date of measures to confirmation by the person in charge.
Cases where contract, service, or entrusted work is missed
The company's obligations are not absolved merely because the work is performed by personnel from an external contractor. You must verify the responsibility for the actual control, operation, and management of facilities, equipment, and locations, as well as the work instruction and risk management structures. Where applicable, you must record vendor evaluations, safety and health costs, work duration, and inspection results starting from the contract stage.
Cases where psychological trauma and organizational anxiety are not managed after an accident
After a major accident or near miss, not only the victim but also witnesses, colleagues, and managers may experience anxiety, guilt, anger, and a burden of responsibility.
Cases where the role of supervisor is handled solely through training
Supervisors are the key implementers responsible for identifying risk factors before work begins, providing guidance on safety procedures, and reporting hazardous situations on-site. It is necessary to verify not only whether training has been completed but also whether they are actually performing their roles.
If follow-up actions and re-inspection records are not kept after the inspection
For items identified as 'inadequate,' a completion deadline must be set with the person in charge, and records must be kept regarding whether improvements have been completed and the results of the report to the management. Additionally, records subject to retention under the Enforcement Decree must be managed for five years from the date of implementation.
💬 Situations where EAP is needed
The key to responding to the Serious Accidents Punishment Act lies in accident prevention and the establishment of a safety and health management system. However, in organizations where actual serious accidents or near misses occur, psychological trauma among employees, internal anxiety, managerial burden, disputes over liability, and concerns about recurrence may arise alongside legal responses.
In the following situations, you may consider EAP or external counseling and organizational support systems together.
| situation | Directions for EAP Utilization |
|---|---|
| Employees complain of shock and anxiety following a major accident or serious incident. | Crisis intervention, psychological emergency support |
| Accident witness exhibits insomnia, guilt, and avoidance reactions | Individual counseling, support for post-traumatic stress prevention |
| Field managers have difficulty communicating with employees and supporting their return after accidents. | Providing manager coaching and communication guides |
| Disputes over responsibility and conflicts within the organization intensified following the accident | Organizational recovery program, team-based counseling |
| Fatigue and dissatisfaction among field staff have increased following the strengthening of safety measures. | Change management consulting, organizational communication support |
| Issues regarding long-term treatment, industrial accidents, and return to work have arisen. | Psychological support before and after return, work adaptation support |
| Recurring tension and job stress among high-risk workers | Job stress counseling, recovery program |
The Occupational Safety and Health Management System is an institutional mechanism designed to prevent accidents, while the Employee Assistance Program (EAP) is a complementary system that supports the psychological burden and organizational recovery before and after an accident. Particularly following a serious accident, it is necessary to address the burdens of witnesses, colleagues, managers, and HR personnel in addition to supporting the victim. However, the EAP does not replace risk assessment, work stoppage, accident investigation, reporting to relevant authorities, measures to prevent recurrence, or the obligation to ensure safety and health under the Serious Accidents Punishment Act. Legal and occupational safety and health procedures should be operated separately, and it is appropriate to link the EAP when support is needed for the psychological burden of employees before and after an accident, their return to work, and organizational recovery.
🔗 Related Posts
❓ Frequently Asked Questions
Q1. Does the Serious Accidents Punishment Act apply to all companies?
The provisions regarding serious industrial accidents under the Serious Accidents Punishment Act apply to businesses or workplaces with five or more regular employees. However, the number of regular employees may not be determined solely by the personnel at the individual branch or factory where the accident occurred. If a headquarters, branch, or factory is not independent in terms of personnel, labor, or finance and operates as a single managerial unit, the total number of regular employees may be aggregated to determine applicability. Even for businesses with fewer than five regular employees, separate safety and health obligations, such as those under the Occupational Safety and Health Act, must be verified separately.
Q2. Is punishment mandatory if a serious accident occurs?
Punishment is not automatic simply because a serious accident has occurred. Factors such as whether the business owner or management violated their duty to ensure safety and health, and whether there is a causal link between that violation and the occurrence of the serious accident, are reviewed together. Therefore, it is important to establish a safety and health management system and keep records of its implementation on a regular basis.
Q3. What documents do I need to create for the safety and health management system?
Documents alone are insufficient. Safety and health objectives, management policies, risk assessments, corrective measures, budget execution, employee feedback, training, management of contracting, services, and outsourcing, and emergency response manuals must be actually implemented. Checklists, meeting minutes, photos of improvements, and training records must also be managed. The establishment of a dedicated organization is not mandatory for all workplaces; instead, it must first be verified whether the workplace meets the size requirements and statutory safety and health personnel requirements stipulated in the Enforcement Decree.
Q4. Is the response to the Serious Accidents Punishment Act complete once a risk assessment is conducted?
No. While risk assessment is an important starting point, it must be followed by corrective measures based on the results, budget allocation, designation of personnel, and monitoring of implementation. If the risk factors remain unchanged after merely completing the assessment form, it is difficult to consider it a substantive response.
Q5. What should HR personnel do in responding to the Serious Accidents Punishment Act?
HR personnel must manage safety and health training, supervisor training, new hire training, post-accident employee support, management of industrial accidents, leave of absence, and return to work, grievance response, and communication with managers. It is recommended to collaborate with the safety and health manager to organize training participants, completion records, and procedures for post-accident psychological support.
NEXT STEP
Response to the Serious Accidents Punishment Act
If you want to connect accident prevention with organizational recovery
If you want to connect accident prevention with organizational recovery
Please review the safety and health management system, managerial response, post-accident psychological support, and organizational recovery together.
Go to Nudge EAP Implementation Consultation →📚 Source and Information
• National Law Information Center, Articles 2, 3, 4, 5, and 6 of the Act on the Punishment, etc. of Serious Accidents
• National Law Information Center, Articles 4 and 5 of the Enforcement Decree of the Act on the Punishment, etc. of Serious Accidents
• Ministry of Employment and Labor, "Guidebook for Establishing a Safety and Health Management System"
• Ministry of Employment and Labor, "Commentary on Serious Industrial Accidents under the Serious Accidents Punishment Act"
• Korea Occupational Safety and Health Agency Industrial Safety Portal, "Key Contents of the Serious Accidents Punishment Act"
• National Law Information Center, Article 29 of the Industrial Safety and Health Act
• National Law Information Center, Article 36 of the Industrial Safety and Health Act
• National Law Information Center, Articles 4 and 5 of the Enforcement Decree of the Act on the Punishment, etc. of Serious Accidents
• Ministry of Employment and Labor, "Guidebook for Establishing a Safety and Health Management System"
• Ministry of Employment and Labor, "Commentary on Serious Industrial Accidents under the Serious Accidents Punishment Act"
• Korea Occupational Safety and Health Agency Industrial Safety Portal, "Key Contents of the Serious Accidents Punishment Act"
• National Law Information Center, Article 29 of the Industrial Safety and Health Act
• National Law Information Center, Article 36 of the Industrial Safety and Health Act
This content is intended for general informational purposes. Specific legal, labor, employment, occupational safety and health, medical, and psychological counseling matters may vary depending on workplace conditions and the latest laws, so review by relevant experts may be necessary.
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