_edited.png)
ACCREDITATIONS
Clients
.webp)
.webp)
RESULTS-ORITNTED Training Description
Course Duration
3 Days
Training Delivery Method
Classroom (Instructor-Led) or Online (Instructor-Led)
Instructors Languages
English / Arabic / Urdu / Hindi / Pashto
Certification Provider
IOSH - UK
Certificate Validity
2 Years (Extendable with additional training hours)
Course Average Passing Rate
97%
Competency Assessment Criteria
Practical Assessment and Knowledge Assessment
Post Training Reporting
Post Training Report + Candidate(s) Training Evaluation Forms
Training Design Methodology
ADDIE Training Design Methodology
Certificate of Successful Completion
Verifiable certification is provided upon successful completion.
Course Overview
Every workplace incident has a manager behind it — not as the person at fault, but as the person whose daily decisions about hazards, controls, and team behavior either prevented it or permitted it. Managers who cannot identify a hazard, apply the hierarchy of control, or investigate an incident to its root cause are not managing safety — they are waiting for the next preventable injury to happen on their watch.
IOSH Managing Safely® is the internationally recognized health and safety qualification for managers and supervisors, developed and quality-assured by the Institution of Occupational Safety and Health — IOSH — the world's largest professional body dedicated to occupational safety and health. The course equips managers with the practical competency to fulfill their duty of care — covering hazard identification, risk assessment, risk control, human factors, incident investigation, legal compliance, and safety performance measurement. The qualification is globally recognized across industries and verified through the IOSH online certificate system. The course is fully aligned with ISO 45001:2018: Occupational Health and Safety Management Systems and integrates Hazard Identification, Risk Assessment, and Risk Control — HIRARC, Root Cause Analysis — RCA, and Plan-Do-Check-Act — PDCA throughout. Assessment comprises a 30-question multiple-choice closed-book examination and a practical workplace risk assessment project.
Key Learning Objectives
Explain the moral, legal, and financial case for effective health and safety management.
Describe the manager's legal duty of care and personal accountability under occupational safety legislation.
Identify workplace hazards across all major physical, chemical, biological, ergonomic, and psychosocial categories.
Conduct a structured five-step risk assessment using the likelihood-severity risk matrix.
Apply the Hierarchy of Control to select proportionate and effective risk controls.
Identify organizational, job, and individual human factors that contribute to workplace incidents.
Conduct a structured incident investigation identifying immediate, underlying, and root causes.
Apply proactive and reactive safety performance indicators to measure and improve safety.
Describe the role of internal and external auditing in verifying safety system effectiveness.
Complete the IOSH Managing Safely® risk assessment project and multiple-choice examination.
Course Outline
Day 1 — Safety Management Foundations, Legal Responsibilities, and Hazard Identification
1. Introduction to IOSH Managing Safely
1.1 IOSH and the Managing Safely Qualification
IOSH Managing Safely® is developed by the Institution of Occupational Safety and Health — IOSH.
IOSH is the world's largest professional body for occupational safety and health.
The qualification is globally recognized and verified through the IOSH online certificate system.
The course targets managers and supervisors in any industry — not technical safety specialists.
Assessment combines a multiple-choice examination and a practical workplace risk assessment project.
1.2 The Case for Safety Management
The moral case — no worker should be injured or made ill as a result of their work.
The legal case — managers carry personal legal liability for safety failures in their area of control.
The financial case — incidents cost organizations through downtime, compensation, and reputational damage.
The business case — effective safety management improves productivity, morale, and operational reliability.
The manager's role — frontline managers are the primary driver of daily safety culture and compliance.
2. Manager Legal Responsibilities
2.1 Duty of Care and Legal Framework
Managers owe a legal duty of care to all workers within their area of supervision.
"Reasonably practicable" — the standard requires balancing risk severity against the cost of control.
Civil liability exposes organizations to compensation claims from injured workers.
Criminal liability exposes managers personally to prosecution for serious safety failures.
Documented risk assessments and training records demonstrate legal compliance.
ISO 45001:2018 Clause 5.1 requires top management to demonstrate visible safety leadership commitment.
2.2 Safety Management Systems
A safety management system provides a structured framework for identifying and controlling workplace risks.
ISO 45001:2018 is the internationally recognized standard for occupational health and safety management.
The PDCA — Plan-Do-Check-Act cycle drives continual safety improvement within the system.
Plan — identifying hazards, assessing risks, and setting safety objectives.
Do — implementing controls, training, and safe operating procedures.
Check — monitoring performance, auditing compliance, and reviewing incident data.
Act — taking corrective action and improving the system based on findings.
3. Hazard Identification
3.1 Hazard and Risk Definitions
A hazard is anything with the potential to cause harm to people, property, or the environment.
Risk is the likelihood that a hazard will cause harm and the severity of that harm.
Hazard identification is the first step in every risk management process.
Managers must identify hazards through workplace inspection, task analysis, and worker consultation.
Worker consultation per ISO 45001:2018 Clause 5.4 — frontline workers identify hazards managers may not see.
3.2 Hazard Categories
Physical hazards include machinery, slips, trips, falls, working at height, and noise.
Chemical hazards include toxic, flammable, corrosive, and carcinogenic substances.
Biological hazards include bacteria, viruses, and fungi in relevant work environments.
Ergonomic hazards include manual handling, repetitive movement, and poor workstation design.
Psychosocial hazards include workplace stress, bullying, and fatigue from excessive workload.
Heat stress is a critical hazard in Middle East outdoor and industrial environments requiring specific assessment.
4. Risk Assessment
4.1 Five-Step Risk Assessment Process
Step 1 — identify the hazards present in the task or work area.
Step 2 — determine who might be harmed and how.
Step 3 — evaluate the risk using the likelihood-severity risk matrix.
Step 4 — implement controls to reduce risk to an acceptable level.
Step 5 — review and update the assessment after any change or incident.
A risk assessment must be "suitable and sufficient" to satisfy legal requirements.
4.2 Risk Matrix Application
Likelihood rates the probability that the hazard will cause harm.
Severity rates the potential seriousness of the harm from minor injury to fatality.
Risk rating — Likelihood × Severity — produces a priority score for each identified hazard.
High risk ratings require immediate control action before work proceeds.
Medium risk ratings require planned improvement within a defined timeframe.
Low risk ratings are monitored and may be acceptable with existing controls in place.
Day 2 — Risk Control, Human Factors, and Incident Investigation
5. Controlling Risk
5.1 Hierarchy of Control
The Hierarchy of Control ranks control measures from most to least effective.
Elimination — removing the hazard entirely is the most effective and preferred control.
Substitution — replacing the hazardous substance or process with a safer alternative.
Engineering controls — physically separating the hazard through guarding, enclosure, or ventilation.
Administrative controls — safe procedures, permits, training, supervision, and signage.
Personal Protective Equipment — PPE — is the last resort and must never be the primary control.
Combining multiple hierarchy levels provides stronger protection than any single measure alone.
5.2 Control Implementation
Controls must be documented in the risk assessment before work begins.
Managers must physically verify that controls are in place before authorizing high-risk work.
PPE must be correctly selected, properly fitted, maintained, and consistently worn.
Controls are reviewed after every incident, near miss, or significant operational change.
Residual risk remaining after controls are applied must be documented and formally accepted.
6. Human Factors in Safety
6.1 Organizational and Job Factors
Human factors are the organizational, job, and individual conditions that shape human performance.
Organizational factors include safety culture, management commitment, and communication quality.
Job factors include task design, workload, time pressure, and procedure quality.
Safety culture reflects the shared attitudes and behaviors toward safety across the organization.
A positive safety culture treats near misses as learning opportunities rather than blame events.
Management behavior is the primary driver of the safety culture experienced by the workforce.
6.2 Individual Factors and Human Failure
Individual factors include attitude, risk perception, experience, training, and motivation.
Errors are unintentional failures — the person did not mean to deviate from the safe action.
Violations are deliberate deviations from a rule or procedure.
Routine violations occur when non-compliance has been normalized within the team.
Fatigue, stress, and distraction significantly increase the probability of human error.
Managers reduce human failure by improving task design, training adequacy, and supervision quality.
7. Incident Investigation
7.1 Incident Types and the Accident Triangle
An accident is an unplanned event resulting in injury, ill health, or property damage.
A near miss is an unplanned event with the potential to cause harm that did not.
The accident triangle shows that fatalities sit above many more serious injuries and near misses.
Investigating near misses prevents the major incidents sitting above them in the triangle.
All incidents and near misses must be reported, recorded, and formally investigated.
The purpose of investigation is to prevent recurrence — not to assign individual blame.
7.2 Investigation Process and Root Cause Analysis
Immediate causes are the direct acts or conditions that triggered the incident.
Underlying causes are the management system failures that allowed the immediate cause to exist.
Root causes are the deepest organizational or systemic reasons behind the underlying causes.
Applying RCA — Root Cause Analysis identifies the system change that prevents recurrence.
Five Whys technique — asking "why?" repeatedly until the organizational root cause is reached.
Corrective actions must be assigned to a named owner with a defined completion deadline.
Investigation records are maintained per ISO 45001:2018 Clause 10.2 corrective action requirements.
8. Incident Reporting
Organizations must maintain an internal incident reporting and recording system.
Mandatory external reporting thresholds apply for fatalities, serious injuries, and dangerous occurrences.
Failure to report a notifiable incident is a regulatory offence in most jurisdictions.
Incident records must be retained for the period required by applicable national legislation.
Reporting data feeds the safety performance measurement system as a reactive indicator.
Encouraging near-miss reporting improves the organization's ability to prevent major incidents.
Day 3 — Performance Measurement, Auditing, HSE Integration, and Assessment
9. Measuring Safety Performance
9.1 Proactive Performance Indicators
Proactive indicators measure safety activities before an incident occurs.
Near-miss reporting rate measures the organization's willingness to identify and share risk information.
Safety inspection completion rate measures whether planned inspections are being conducted.
Risk assessment currency measures whether assessments are up to date for current operations.
Corrective action closure rate measures whether identified hazards are resolved on schedule.
Safety training completion rate tracks whether required competency training is current.
9.2 Reactive Performance Indicators
Reactive indicators measure safety outcomes after an event has occurred.
Lost Time Injury Frequency Rate — LTIFR — measures the rate of injuries causing lost working days.
Total Recordable Incident Rate — TRIR — measures all incidents requiring medical treatment or above.
Severity rate measures the number of working days lost per incident recorded.
Relying only on reactive data means the organization waits for accidents to measure its safety performance.
Balanced performance measurement combines proactive and reactive indicators in the same reporting framework.
10. Safety Auditing
An audit is a systematic, independent examination of a safety management system against defined criteria.
Internal audits are conducted by trained personnel within the organization.
External audits are conducted by independent bodies such as regulators or certification bodies.
Audit scope covers documentation, procedures, physical workplace conditions, and worker interviews.
Audit findings are classified as major nonconformances, minor nonconformances, and observations.
Corrective actions from audit findings must be implemented and verified within agreed timelines.
ISO 45001:2018 Clause 9.2 requires a documented internal audit program with planned frequency.
11. HSE and Quality Management Integration
HSE management is integrated into daily operational decisions and not treated as a separate function.
Permit-to-Work systems control non-routine, high-risk activities requiring formal written authorization.
Toolbox talks deliver focused safety briefings to the work team before tasks begin each shift.
Safety inspections identify hazards through regular formal workplace walkthrough checks.
Safety management records are quality documents per ISO 9001:2015 Clause 7.5.
Incident investigation records are corrective action records per ISO 9001:2015 Clause 10.2.
Continual improvement of the safety management system is required per ISO 45001:2018 Clause 10.3.
Applying PDCA to the manager's role — plan controls, implement, check performance, and act to improve.
12. Case Studies, Group Discussions, and Assessment Preparation
Case studies from safety management failures in Middle East construction, oil and gas, and industrial environments including incidents where risk assessments were absent, investigations stopped at immediate cause without reaching root cause, and organizations that measured only reactive indicators until a fatality revealed systemic safety gaps — and the importance of IOSH Managing Safely competency in equipping managers to prevent incidents rather than react to them.
Group discussion on safety challenges in regional environments including applying the hierarchy of control in GCC multicultural construction and industrial sites, managing heat stress as a critical Middle East occupational hazard, and building a near-miss reporting culture in organizations where incident disclosure is suppressed by fear of blame.
IOSH risk assessment project workshop — participants complete the IOSH three-page risk assessment for a presented workplace scenario applying the five-step process, likelihood-severity matrix, and hierarchy of control — reviewed against IOSH project marking criteria before submission.
Day 1 — Safety Management Foundations, Legal Responsibilities, and Hazard Identification
1. Introduction to IOSH Managing Safely
1.1 IOSH and the Managing Safely Qualification
IOSH Managing Safely® is developed by the Institution of Occupational Safety and Health — IOSH.
IOSH is the world's largest professional body for occupational safety and health.
The qualification is globally recognized and verified through the IOSH online certificate system.
The course targets managers and supervisors in any industry — not technical safety specialists.
Assessment combines a multiple-choice examination and a practical workplace risk assessment project.
1.2 The Case for Safety Management
The moral case — no worker should be injured or made ill as a result of their work.
The legal case — managers carry personal legal liability for safety failures in their area of control.
The financial case — incidents cost organizations through downtime, compensation, and reputational damage.
The business case — effective safety management improves productivity, morale, and operational reliability.
The manager's role — frontline managers are the primary driver of daily safety culture and compliance.
2. Manager Legal Responsibilities
2.1 Duty of Care and Legal Framework
Managers owe a legal duty of care to all workers within their area of supervision.
"Reasonably practicable" — the standard requires balancing risk severity against the cost of control.
Civil liability exposes organizations to compensation claims from injured workers.
Criminal liability exposes managers personally to prosecution for serious safety failures.
Documented risk assessments and training records demonstrate legal compliance.
ISO 45001:2018 Clause 5.1 requires top management to demonstrate visible safety leadership commitment.
2.2 Safety Management Systems
A safety management system provides a structured framework for identifying and controlling workplace risks.
ISO 45001:2018 is the internationally recognized standard for occupational health and safety management.
The PDCA — Plan-Do-Check-Act cycle drives continual safety improvement within the system.
Plan — identifying hazards, assessing risks, and setting safety objectives.
Do — implementing controls, training, and safe operating procedures.
Check — monitoring performance, auditing compliance, and reviewing incident data.
Act — taking corrective action and improving the system based on findings.
3. Hazard Identification
3.1 Hazard and Risk Definitions
A hazard is anything with the potential to cause harm to people, property, or the environment.
Risk is the likelihood that a hazard will cause harm and the severity of that harm.
Hazard identification is the first step in every risk management process.
Managers must identify hazards through workplace inspection, task analysis, and worker consultation.
Worker consultation per ISO 45001:2018 Clause 5.4 — frontline workers identify hazards managers may not see.
3.2 Hazard Categories
Physical hazards include machinery, slips, trips, falls, working at height, and noise.
Chemical hazards include toxic, flammable, corrosive, and carcinogenic substances.
Biological hazards include bacteria, viruses, and fungi in relevant work environments.
Ergonomic hazards include manual handling, repetitive movement, and poor workstation design.
Psychosocial hazards include workplace stress, bullying, and fatigue from excessive workload.
Heat stress is a critical hazard in Middle East outdoor and industrial environments requiring specific assessment.
4. Risk Assessment
4.1 Five-Step Risk Assessment Process
Step 1 — identify the hazards present in the task or work area.
Step 2 — determine who might be harmed and how.
Step 3 — evaluate the risk using the likelihood-severity risk matrix.
Step 4 — implement controls to reduce risk to an acceptable level.
Step 5 — review and update the assessment after any change or incident.
A risk assessment must be "suitable and sufficient" to satisfy legal requirements.
4.2 Risk Matrix Application
Likelihood rates the probability that the hazard will cause harm.
Severity rates the potential seriousness of the harm from minor injury to fatality.
Risk rating — Likelihood × Severity — produces a priority score for each identified hazard.
High risk ratings require immediate control action before work proceeds.
Medium risk ratings require planned improvement within a defined timeframe.
Low risk ratings are monitored and may be acceptable with existing controls in place.
Day 2 — Risk Control, Human Factors, and Incident Investigation
5. Controlling Risk
5.1 Hierarchy of Control
The Hierarchy of Control ranks control measures from most to least effective.
Elimination — removing the hazard entirely is the most effective and preferred control.
Substitution — replacing the hazardous substance or process with a safer alternative.
Engineering controls — physically separating the hazard through guarding, enclosure, or ventilation.
Administrative controls — safe procedures, permits, training, supervision, and signage.
Personal Protective Equipment — PPE — is the last resort and must never be the primary control.
Combining multiple hierarchy levels provides stronger protection than any single measure alone.
5.2 Control Implementation
Controls must be documented in the risk assessment before work begins.
Managers must physically verify that controls are in place before authorizing high-risk work.
PPE must be correctly selected, properly fitted, maintained, and consistently worn.
Controls are reviewed after every incident, near miss, or significant operational change.
Residual risk remaining after controls are applied must be documented and formally accepted.
6. Human Factors in Safety
6.1 Organizational and Job Factors
Human factors are the organizational, job, and individual conditions that shape human performance.
Organizational factors include safety culture, management commitment, and communication quality.
Job factors include task design, workload, time pressure, and procedure quality.
Safety culture reflects the shared attitudes and behaviors toward safety across the organization.
A positive safety culture treats near misses as learning opportunities rather than blame events.
Management behavior is the primary driver of the safety culture experienced by the workforce.
6.2 Individual Factors and Human Failure
Individual factors include attitude, risk perception, experience, training, and motivation.
Errors are unintentional failures — the person did not mean to deviate from the safe action.
Violations are deliberate deviations from a rule or procedure.
Routine violations occur when non-compliance has been normalized within the team.
Fatigue, stress, and distraction significantly increase the probability of human error.
Managers reduce human failure by improving task design, training adequacy, and supervision quality.
7. Incident Investigation
7.1 Incident Types and the Accident Triangle
An accident is an unplanned event resulting in injury, ill health, or property damage.
A near miss is an unplanned event with the potential to cause harm that did not.
The accident triangle shows that fatalities sit above many more serious injuries and near misses.
Investigating near misses prevents the major incidents sitting above them in the triangle.
All incidents and near misses must be reported, recorded, and formally investigated.
The purpose of investigation is to prevent recurrence — not to assign individual blame.
7.2 Investigation Process and Root Cause Analysis
Immediate causes are the direct acts or conditions that triggered the incident.
Underlying causes are the management system failures that allowed the immediate cause to exist.
Root causes are the deepest organizational or systemic reasons behind the underlying causes.
Applying RCA — Root Cause Analysis identifies the system change that prevents recurrence.
Five Whys technique — asking "why?" repeatedly until the organizational root cause is reached.
Corrective actions must be assigned to a named owner with a defined completion deadline.
Investigation records are maintained per ISO 45001:2018 Clause 10.2 corrective action requirements.
8. Incident Reporting
Organizations must maintain an internal incident reporting and recording system.
Mandatory external reporting thresholds apply for fatalities, serious injuries, and dangerous occurrences.
Failure to report a notifiable incident is a regulatory offence in most jurisdictions.
Incident records must be retained for the period required by applicable national legislation.
Reporting data feeds the safety performance measurement system as a reactive indicator.
Encouraging near-miss reporting improves the organization's ability to prevent major incidents.
Day 3 — Performance Measurement, Auditing, HSE Integration, and Assessment
9. Measuring Safety Performance
9.1 Proactive Performance Indicators
Proactive indicators measure safety activities before an incident occurs.
Near-miss reporting rate measures the organization's willingness to identify and share risk information.
Safety inspection completion rate measures whether planned inspections are being conducted.
Risk assessment currency measures whether assessments are up to date for current operations.
Corrective action closure rate measures whether identified hazards are resolved on schedule.
Safety training completion rate tracks whether required competency training is current.
9.2 Reactive Performance Indicators
Reactive indicators measure safety outcomes after an event has occurred.
Lost Time Injury Frequency Rate — LTIFR — measures the rate of injuries causing lost working days.
Total Recordable Incident Rate — TRIR — measures all incidents requiring medical treatment or above.
Severity rate measures the number of working days lost per incident recorded.
Relying only on reactive data means the organization waits for accidents to measure its safety performance.
Balanced performance measurement combines proactive and reactive indicators in the same reporting framework.
10. Safety Auditing
An audit is a systematic, independent examination of a safety management system against defined criteria.
Internal audits are conducted by trained personnel within the organization.
External audits are conducted by independent bodies such as regulators or certification bodies.
Audit scope covers documentation, procedures, physical workplace conditions, and worker interviews.
Audit findings are classified as major nonconformances, minor nonconformances, and observations.
Corrective actions from audit findings must be implemented and verified within agreed timelines.
ISO 45001:2018 Clause 9.2 requires a documented internal audit program with planned frequency.
11. HSE and Quality Management Integration
HSE management is integrated into daily operational decisions and not treated as a separate function.
Permit-to-Work systems control non-routine, high-risk activities requiring formal written authorization.
Toolbox talks deliver focused safety briefings to the work team before tasks begin each shift.
Safety inspections identify hazards through regular formal workplace walkthrough checks.
Safety management records are quality documents per ISO 9001:2015 Clause 7.5.
Incident investigation records are corrective action records per ISO 9001:2015 Clause 10.2.
Continual improvement of the safety management system is required per ISO 45001:2018 Clause 10.3.
Applying PDCA to the manager's role — plan controls, implement, check performance, and act to improve.
12. Case Studies, Group Discussions, and Assessment Preparation
Case studies from safety management failures in Middle East construction, oil and gas, and industrial environments including incidents where risk assessments were absent, investigations stopped at immediate cause without reaching root cause, and organizations that measured only reactive indicators until a fatality revealed systemic safety gaps — and the importance of IOSH Managing Safely competency in equipping managers to prevent incidents rather than react to them.
Group discussion on safety challenges in regional environments including applying the hierarchy of control in GCC multicultural construction and industrial sites, managing heat stress as a critical Middle East occupational hazard, and building a near-miss reporting culture in organizations where incident disclosure is suppressed by fear of blame.
IOSH risk assessment project workshop — participants complete the IOSH three-page risk assessment for a presented workplace scenario applying the five-step process, likelihood-severity matrix, and hierarchy of control — reviewed against IOSH project marking criteria before submission.
Group Exercises
Workplace risk assessment exercise — teams conduct a presented workplace walkthrough scenario, identify hazards by category, apply the risk matrix, implement the hierarchy of control, and present the completed assessment for peer and facilitator review against IOSH project criteria.
Incident investigation group exercise — groups receive a presented workplace incident with witness statements and physical evidence, apply the five-step investigation process and RCA to identify all three cause levels, develop corrective actions, and present findings assessed for root cause depth and corrective action quality.
Gained Core Technical Skills
Ability to explain the moral, legal, and financial reasons for safety management and describe the manager's personal duty of care.
Proficiency in conducting the five-step risk assessment — identifying hazards, determining who is harmed, evaluating risk with the likelihood-severity matrix, implementing controls, and reviewing.
Competency in applying the Hierarchy of Control — from elimination to PPE — selecting the most effective measure for each identified risk.
Skill in identifying the three human factor categories — organizational, job, and individual — that contribute to unsafe behavior and workplace incidents.
Ability to conduct a structured incident investigation identifying immediate, underlying, and root causes using RCA and the Five Whys technique.
Proficiency in selecting and monitoring proactive and reactive safety performance indicators to measure and drive improvement.
Competency in describing the role of internal and external auditing in verifying safety management system conformance per ISO 45001:2018 Clause 9.2.
Skill in completing the IOSH Managing Safely® practical risk assessment project to the required minimum standard of 23 out of 38.
Ability to apply ISO 45001:2018, PDCA, and ISO 9001:2015 to manage safety continuously and drive improvement within the manager's area of responsibility.
Services Geographical Coverage
In Tamkene Training Center or at our client's facility (On-Site), Covering All Saudi Arabia Cities and Locations:
Targeted Audience
Managers and supervisors at any level responsible for the health and safety of team members within their area of control.
Team leaders and section heads in construction, manufacturing, oil and gas, logistics, and service sectors seeking an internationally recognized safety management qualification.
HSE coordinators and safety representatives requiring a structured management-level safety qualification to complement their operational role.
Project managers and site managers responsible for implementing and monitoring safety controls across project teams and worksites.
Professionals transitioning into management roles who need to understand their legal safety obligations and develop practical risk assessment competency.
Any professional whose organization requires an internationally recognized, IOSH-accredited safety qualification for management personnel.
Practical Assessment
IOSH Managing Safely risk assessment project — completing the IOSH three-page practical risk assessment for a real workplace scenario, identifying hazards, applying the likelihood-severity matrix, selecting hierarchy of control measures, and documenting residual risk — minimum score 23 out of 38 required to pass.
Incident investigation exercise — receiving a presented incident scenario and applying the structured investigation process to identify immediate, underlying, and root causes using the Five Whys technique — with corrective actions assigned to named owners.
IOSH Managing Safely multiple-choice examination — 30 questions in 45 minutes, closed book, covering all eight course modules — passing the examination is mandatory for the IOSH Managing Safely certificate.
Knowledge Assessment
Safety foundations questions — three reasons why safety management matters, PDCA four phases applied to safety, ISO 45001:2018 Clause 5.1 leadership commitment obligation, and "reasonably practicable" legal standard definition.
Hazard and risk questions — hazard versus risk distinction, five-step risk assessment sequence, likelihood-severity risk matrix calculation method, and residual risk definition after controls applied.
Control and human factors questions — six hierarchy of control levels in correct order from most to least effective, difference between errors and violations, three human factor categories, and routine violation definition.
Investigation and performance questions — three incident cause levels in sequence, Five Whys RCA purpose, proactive versus reactive performance indicator distinction, and IOSH risk assessment project minimum pass score.
Why Choose This Course
Internationally recognized IOSH Managing Safely® qualification — verified online and trusted by employers, clients, and regulators across industries and borders.
Covers the complete IOSH Managing Safely syllabus across all eight modules in a structured three-day delivery format.
The practical risk assessment project develops real workplace competency — not a simulated classroom exercise.
Aligned with ISO 45001:2018 and ISO 9001:2015 — developing managers whose safety competency integrates with the organizational management system.
Balanced dual assessment — the multiple-choice exam tests knowledge and the risk assessment project tests real-world application ability.
Incorporates Middle East safety challenges including heat stress as a mandatory regional hazard, applying the hierarchy of control on GCC multicultural sites, and building near-miss reporting culture in high-blame-risk organizational environments.
Note: This course outline, including specific topics, modules, and duration, can be customized based on the specific needs and requirements of the client.
.webp)
Recommended Courses
.webp)
Suggested Questions
.webp)
The training I received from Tamkene was truly exceptional.
Dalal AlSaeed
.webp)
Choosing Tamkene for our professional development was a game-changer.
Wafi AlZayer
.webp)
Tamkene delivered quality training with a strong focus on standards. The organization and delivery exceeded our expectations.
Saad AlMisehal
Testimonial