Due to the Law on Gate Keeping that allocated clear
responsibilities to employers and employees, OHSs
did develop and sell in this period more preventive
products like stress training, trainings for managers to
conduct conversation with sick workers, career con-
sultation, company physiotherapy programs [13]. The
OHS market became more stable and the strong price
competition between OHSs was over. The company
monitor [8] showed that the price was not the most
important reason for contracting an OHS: main reasons
were quality and price quality ratio; for large compa-
nies tailor-made services and for SME the ‘contract’
hat the branch organization negotiated with OHSs
(Table 2). In 2004 10% of companies switched to
another OHS, among the largest firms this percent-
age was even as high as 17%. Larger companies,
however, were also more satisfied about the OHSs,
which indicates a greater involvement in matters of
health and safety and a need for more tailor-made
services. In the period 1999–2004 the processes of
merging of OHS went on: in 2004 the five largest
OHSs covered 73% of the market [18]. The market
for second-line OHS services (physio- and psycholog-
ical therapy, reintegration companies, etc.) was also
growing.