Safety Management Systems Training Course

Participants can establish governance arrangements that make safety responsibilities visible and testable.

• Board, executive and operational safety accountabilities clearly differentiated
• HSG65 leadership principles applied to safety governance arrangements
• Delegation matrices connecting authority, competence, resources and verification
• Safety committee terms of reference linked to decision rights
• Management visibility programmes assessed for quality and follow-through
• Escalation routes for unresolved critical safety control weaknesses

Participants can define system scope and identify internal and external factors affecting safety performance.

• Organisational context analysis using PESTLE and operational risk information
• Interested-party needs captured through stakeholder mapping and consultation records
• System boundaries defined for sites, projects, functions and contractors
• Legal registers connected to applicable work activities and controls
• Changing business conditions assessed through management of change triggers
• Scope statements tested against outsourced and shared-workplace responsibilities

Participants can design consultation arrangements that reveal work-as-done and emerging safety concerns.

• Worker consultation methods matched to workforce structure and language needs
• Safety culture evidence separated from opinion surveys and slogans
• Just culture principles applied to reporting, learning and accountability
• Psychological safety conditions supporting escalation of operational concerns
• Frontline feedback loops tracked from issue reporting to closure
• Supervisor conversations tested for listening, challenge and response quality

Participants can produce risk assessments that reflect work conditions, energy sources and task interfaces.

• Task hazard analysis built from work steps and exposure sources
• Risk matrices calibrated using consequence, likelihood and uncertainty definitions
• Hierarchy of controls applied before reliance on procedures and PPE
• Non-routine work included within hazard identification and planning processes
• Human factors considered through workload, competence, communication and design
• Residual risk acceptance assigned to appropriate management authority

Participants can model major hazards and specify the controls needed to prevent and recover from events.

• Bowtie diagrams link threats, top events, consequences and barriers
• Preventive barriers distinguished from mitigation and recovery controls
• Critical control performance standards specify functionality and verification requirements
• Barrier degradation factors identified through operational failure scenarios
• Control owners assigned for design, maintenance, use and assurance
• Major hazard Bowties reviewed against existing risk assessment records

Participants can connect safety system requirements to planning, supervision and control of work.

• Safe systems of work matched to task risk profiles
• Permit-to-work controls examined for isolation, authorization and handover failures
• Pre-job briefings tested against task changes and worker understanding
• Shift handovers structured around plant status and outstanding hazards
• Simultaneous operations managed through interface registers and coordination meetings
• Field verification checks confirm work matches approved control arrangements

Participants can establish competence assurance processes for roles performing safety-critical work.

• Competence matrices identify role-specific knowledge, skills and authorization requirements
• Training needs analysis separates awareness, instruction, practice and assessment
• Supervisor capability assessed through observation of planning and intervention
• Authorization systems control high-risk work and equipment operation
• Refresher intervals justified through risk, performance and change evidence
• Training records tested against demonstrated competence at work

Participants can manage contractor safety from selection through mobilisation, delivery and closeout.

• Contractor prequalification assesses competence, resources and safety performance evidence
• Tender requirements define critical controls, reporting and assurance expectations
• Mobilisation reviews verify plans, personnel, equipment and emergency arrangements
• Client-contractor interfaces managed through responsibility and communication matrices
• Contractor field performance monitored using targeted verification and observations
• Closeout reviews capture lessons, outstanding actions and supplier performance

Participants can assess and control safety risks introduced by temporary or permanent change.

• Management of change triggers include people, equipment, processes and organisation
• Change impact assessments identify hazards, affected parties and control revisions
• Temporary changes controlled through expiry dates and review responsibilities
• Technical, operational and procedural changes reviewed before implementation
• Communication plans confirm affected workers understand revised arrangements
• Post-change verification tests whether intended controls remain effective

Participants can evaluate emergency arrangements against credible scenarios and response capability.

• Emergency scenarios selected from hazard studies and incident history
• Response plans define command roles, communications and external support
• Evacuation arrangements tested for mobility, visitor and contractor needs
• Emergency equipment inspections linked to readiness and maintenance records
• Drill evaluation captures timing, decisions, communication and control failures
• Post-incident recovery arrangements address welfare, investigation and business continuity

Participants can investigate incidents systematically and identify causal factors beyond individual actions.

• Incident classification distinguishes injury, damage, near miss and high potential
• Evidence preservation protects records, equipment, photographs and witness accounts
• Timeline analysis reconstructs decisions, conditions and control breakdowns
• ICAM categories identify absent, failed and ineffective defences
• Five Whys used carefully to test causal chains and assumptions
• Investigation reports separate facts, findings, causes and recommendations

Participants can develop corrective actions that address root causes and verify sustained improvement.

• Corrective action plans specify cause, action, owner, deadline and evidence
• Actions ranked using risk reduction, feasibility and dependency criteria
• Containment measures distinguished from permanent preventive action
• Effectiveness reviews test changed conditions, behaviours and control performance
• Repeat findings analysed for systemic weaknesses and learning barriers
• Lessons learned communications tailored for affected roles and tasks

Participants can create performance measures that support prevention, assurance and management decisions.

• Indicator architecture links strategic goals, controls and operational activities
• Leading indicators measure planned verification, maintenance and competence assurance
• Lagging indicators analysed for severity, exposure and recurring patterns
• Data quality checks identify incomplete, delayed and inconsistently coded records
• Trend charts distinguish normal variation from meaningful performance shifts
• Dashboard narratives explain implications, actions and unresolved risk exposure

Participants can plan audits that test conformance, control effectiveness and implementation quality.

• Audit objectives framed around risk, critical controls and management priorities
• Audit criteria combine ISO 45001 requirements, procedures and legal duties
• Sampling plans select records, locations, shifts and worker interviews
• Interview techniques test work-as-imagined against work-as-done evidence
• Findings graded by risk, evidence strength and systemic significance
• Assurance maps coordinate first, second and third line activities

Participants can diagnose recurring nonconformities and identify weaknesses in system design or deployment.

• Nonconformity statements describe requirement, evidence and observed condition
• Failure mode analysis identifies where safety processes can break down
• Recurring audit findings grouped through cause codes and control themes
• Procedure-practice gaps examined through field evidence and worker feedback
• Normalisation of deviance assessed using production pressure and supervision data
• Systemic issues escalated when local corrective actions cannot resolve causes

Participants can prepare management review inputs that support informed safety decisions and resource allocation.

• Management review inputs include performance, audits, incidents and change
• Risk-based priorities presented with consequences, control status and resource needs
• Safety objectives defined using measures, owners, milestones and review dates
• Resource decisions linked to competence, maintenance and assurance shortfalls
• Executive challenge questions tested against evidence and residual risk
• Review outputs converted into tracked strategic safety improvement actions

Participants can build a sequenced improvement plan that addresses priority safety management system weaknesses.

• Gap assessments scored against ISO 45001 and HSG65 requirements
• Improvement roadmaps sequence urgent controls, enabling actions and assurance activities
• Action dependencies identified between governance, competence and operational controls
• Implementation risks assessed using stakeholder, resource and change constraints
• RACI matrices allocate responsibility for improvement plan deliverables
• Review milestones establish evidence requirements and decision points

Participants can integrate safety controls with quality, environmental, operational and business processes.

• Integrated management processes align safety, quality and environmental controls
• Business planning cycles incorporate safety objectives, budgets and capital decisions
• Procurement controls include safety specifications and supplier assurance requirements
• Asset management links maintenance priorities to critical safety barriers
• Operational risk registers connect enterprise risks with workplace hazards
• Document control maintains current procedures, records and approved revisions

Participants can build, review and present a complete safety management system improvement dossier for a defined operation.

• System scope and context documented for a selected operational setting
• ISO 45001 gap analysis supported by evidence and priority ratings
• Bowtie model specifies hazards, barriers, owners and verification methods
• Audit and assurance plan targets critical controls and recurring weaknesses
• Corrective action register assigns priorities, resources, dates and effectiveness checks
• Management review presentation justifies recommendations using risk and performance evidence