Lost-time injury rates tell an organisation how badly things went last quarter, not whether today's controls will hold. Boards, regulators and clients now ask for evidence that leaders are actively managing risk, that workers are fit, rested and psychologically safe, and that the barriers preventing fatalities and major incidents are in place and working. Meeting those expectations requires a different kind of leadership and a different set of measures.

The Safety Leadership, Worker Wellbeing and Leading-Indicator Assurance Training Course begins with the leader's role in shaping safety culture, using culture maturity models, field engagement routines and a just culture approach to reporting and investigation. It then treats worker wellbeing as a safety issue in its own right, covering psychosocial risk assessment, fatigue, stress, substance misuse and return-to-work arrangements. The second half of the week concentrates on measurement: selecting indicators linked to specific risks, distinguishing activity counts from genuine measures of control effectiveness, checking critical controls on site and building an assurance programme that reports honestly to management.

Teaching combines short briefings with incident case studies, indicator-design workshops and role-played field conversations. Participants work on examples drawn from their own operations, so that the indicator set, wellbeing actions and leadership routines they draft during the week can be taken straight back to the workplace.

On completing the course, participants will be able to:

• Assess the maturity of their organisation's safety culture and identify the leadership behaviours that shape it.
• Conduct structured safety conversations and leadership field visits that surface real operational risk.
• Apply just culture principles to incident reporting, investigation and accountability decisions.
• Identify psychosocial hazards and fatigue risks and plan controls in line with ISO 45003.
• Design leading indicators that are linked to specific hazards and critical controls.
• Verify the effectiveness of critical controls through field checks and assurance activities.
• Report safety performance and assurance findings to senior management and boards in a balanced way.

The programme suits people who lead, advise on or assure health and safety performance, such as:

• HSE managers, advisers and coordinators
• Operations, plant and site managers
• Construction project managers and site supervisors
• Occupational health nurses and wellbeing practitioners
• HR managers responsible for employee wellbeing and return to work
• Mining, energy and manufacturing team leaders
• Internal auditors and risk managers reviewing HSE controls
• Board and executive committee members with safety oversight

By the final session, each participant will have:

• A personal leadership safety walk plan with conversation prompts and follow-up steps.
• A draft psychosocial and fatigue risk register for one team or site.
• A balanced set of leading and lagging indicators tied to their main hazards.
• A critical control verification checklist ready for field use.
• A one-page safety assurance report template for senior leaders.
• A clear view of which current safety metrics give false comfort and why.

The course is taught as a working session on participants' own safety challenges, using:

• Short briefings on leadership, wellbeing and measurement concepts
• Case studies of major incidents where warning signs were missed
• Role-played safety conversations with feedback from peers and the facilitator
• Indicator-design workshops using participants' own hazards and controls
• Group critique of real-world safety dashboards and board reports

A CPD-accredited Certificate of Completion issued by Vision Reach Global Consultancy is awarded to participants who attend the full programme and complete the workshop exercises, including the indicator set and personal action plan.