Compliance Command Centre
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Psychosocial Context
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Core Document Library
100+ psychosocial safety tools, templates & documents — all linked to your Google Workspace. Use the filters below to find what you need.
SafeWize Master Files
These are the official SafeWize master documents — always up to date. Browse, view, and get your own editable copy.
Get My Copy — Creates your own editable copy in Google Drive. Once you have your copy, you will need to update the link in your dashboard so your left-hand menu opens your personal version.
📹 Watch the Support video for a step-by-step walkthrough of how to replace your document links. Go to Support →
My Risk Kits
Your sector-specific risk assessment documents, included with your plan. Select a kit below to view its documents.
Operations Kit
Your operational procedures — incident response, consultation, and return to work processes. Click any document to get your own editable copy in Google Drive.
SOPs & Policies
Your standard operating procedures and workplace policies — psychosocial safety, bullying, mental health, and flexible work. Click any document to get your own editable copy in Google Drive.
Resources
Awareness guides, manager handbooks, employee wellbeing packs, and WHS legislation quick reference cards. Click any document to get your own editable copy in Google Drive.
Guides
Training guides, implementation handbooks, and step-by-step walkthroughs to help you get the most from your SafeWize platform. New guides will be added here as they are released.
Surveys & Forms
Anonymous data collection linked to your Google Forms. Click any form to get your own copy.
SafeWize Compliance Trainer
Your AI-powered guide to psychosocial safety compliance. Ask questions, get step-by-step guidance, and work through your obligations at your own pace.
Step-by-Step Guidance
Walk through each module of your 90-Day Compliance Path with AI support at every step.
Document Explainer
Ask what any document means, who should own it, and how to use it in your workplace.
Plain English Answers
Ask any question about psychosocial hazards, WHS obligations, or your compliance journey.
Progress Support
Tell me where you’re up to and I’ll tell you exactly what to focus on next.
SafeWize Compliance Trainer
Trained on the SafeWize 90-Day Program & 20 Training Modules
Employee LMS Portal
Invite employees to their own training portal. They see only their assigned videos — not your admin documents.
Separate Employee Training Portal
Employees log into their own portal at training.safewize.com.au. They only see videos assigned to them — not your policies, documents, or AI tools. You track their progress from this dashboard.
My Compliance Journey
Your personalised 5-phase pathway to full psychosocial safety compliance. Work through each step in order — Sam remembers where you are every time you log in.
Training Modules
Work through each module in order — tick milestones as you complete themA psychosocial hazard is anything in the design or management of work that can cause psychological harm to a worker. This is not about personality clashes or personal stress — it is about how work is organised and managed.
Examples of psychosocial hazards include:
Read the Before You Begin guide
Understand the legal framework — what the WHS Regulations require, what a PCBU must do, and what "so far as is reasonably practicable" means in practice.
Confirm your role and authority
Confirm that you have the authority to implement a psychosocial safety system in your workplace. If not, identify who does and get their formal commitment before proceeding.
Explore your document library
Open My Documents on the left and browse through the Risk Kit, Operations Kit, SOPs & Policies, Surveys & Forms, and Guides. You do not need to read everything now — just get familiar with what is available.
→ My DocumentsModule 1 is the foundation of your entire compliance system. Everything in Modules 2–7 depends on what you set up here. Without a formally adopted policy, named accountable people, and a defined scope, your business cannot demonstrate compliance — even if all the documents exist.
Important: A policy is not compliant until it has been formally reviewed by leadership, discussed, adapted for your workplace, and approved — with a date and names on record.
The WHS Council is the group of people who manage, review and maintain your psychosocial compliance system together. Under sections 46–49 of the WHS Act, you must consult workers on WHS matters — the WHS Council is how you do that in a structured, evidenced way.
It must include: the business owner or director, at least one HR or WHS person, senior leadership, and at least 2 employee representatives.
Form your WHS Council
Identify who will hold each role — Director, HR/WHS person, leadership members, and at least 2 employee representatives. Record their names in your Module 1 tracker.
Read and adapt the Psychosocial Policy
Open SOP-01, read it through, and note any sections that need adapting for your specific workplace, industry or workforce size.
→ SOPs & PoliciesRun the policy review meeting
Schedule 30–60 minutes with your full leadership team. Review the policy together, discuss any adaptations needed, and confirm everyone agrees to adopt it. Record the meeting.
Collect leadership approvals via Google Form
Send the SafeWize Leadership Approval Form (SF-11) to all leaders who attended. Their responses create a timestamped approval record in Google Sheets.
→ Surveys & Forms — SF-11Assign the three key roles
Record in your tracker: who is the WHS Manager, who is the Psychosocial Risk Owner, and who is the Employee Consultation Representative.
The most common mistake businesses make is completing hazard identification without genuinely asking workers. A manager sitting alone filling in a checklist based on their own perception does not satisfy the legal obligation.
You are looking for patterns, not individuals. The data tells you where the system has problems — not which individuals are struggling.
Brief your workers before sending the survey
Tell your team: what the survey is for, who will see the results, that it is anonymous, and when it will close. Record that this briefing occurred.
Deploy the Annual Psychosocial Health Index Survey
Send SF-01 to all workers. Allow 5–7 business days. Aim for at least 60% response rate. Send a reminder on day 3 if needed.
→ Surveys & Forms — SF-01Analyse the results and identify your top hazards
Review responses and identify the 3–5 hazards that scored highest on both frequency and impact. These are your priority hazards for Module 3.
Share findings with your team
Share a summary of the survey findings with all workers. This is a legal requirement — workers must be told the outcome of consultation. A brief email or team meeting is sufficient.
A risk assessment takes each hazard you identified in Module 2 and rates it on two dimensions: likelihood (how likely is it to cause harm?) and severity (how serious would that harm be?). The combination gives you a risk level — Low, Medium, High or Extreme.
High and Extreme risks must be addressed immediately. Medium risks within 30 days. Low risks within 90 days.
Open your Risk Kit and Hazard Register
Open the Risk Kit from the left-hand menu. Find the Hazard Register — this is where you will record every hazard and its risk rating.
→ Risk KitRate each hazard from Module 2
For each hazard identified in Module 2, rate it on likelihood (1–5) and severity (1–5). Use the risk matrix in your Hazard Register to get the risk level.
Run a WHS Council review of the assessments
Present your risk ratings to the WHS Council. Ask employee members: do these ratings reflect what workers actually experience? Adjust ratings based on their input and record the meeting.
Prioritise your top 3 hazards for Module 4
Identify the 3 highest-rated hazards that need control measures first.
The law requires you to work through the hierarchy of controls — starting with the most effective option and working down. You cannot jump straight to training or awareness campaigns if a more effective control is available.
Select controls for your top 3 hazards
For each of your top 3 hazards from Module 3, identify at least one control from the hierarchy. Start at the top — can you eliminate or redesign?
Activate the relevant SOPs for each control
Open the SOPs that correspond to your chosen controls. Customise them for your workplace.
→ SOPs & PoliciesRecord all controls in your Hazard Register
For each hazard, record the control chosen, who is responsible for implementing it, and the target completion date.
Implement and confirm controls are active
Each control must be operational — not just documented. Confirm with the responsible person that the control is in place and working.
Workers who do not feel safe reporting concerns will not report them — and hazards will go undetected until they cause serious harm. A reporting system only works if workers trust it.
Under the WHS Act, workers have the right to raise WHS concerns without fear of reprisal. Your reporting system must reflect this.
Set up your reporting channel
Decide how workers will report concerns — a dedicated email address, a Google Form, or a direct contact. The channel must be accessible to all workers.
Activate and customise your Incident Reporting SOP
Open the relevant SOP from the SOPs & Policies section. Add your reporting channel details, response timelines, and the name of who receives reports.
→ SOPs & PoliciesCommunicate the reporting system to all workers
Tell every worker: how to make a report, who receives it, what happens next, and that they will not face adverse action for reporting in good faith.
Managers need training — structured, role-specific instruction in what psychosocial hazards are, their obligations, and what to do when concerns arise. 60–90 minutes, must be recorded.
Workers need awareness — enough understanding to recognise hazards, know how to report concerns, and know that support exists. 30–45 minutes, must also be recorded.
Critical rule: A training session that was not recorded did not happen — from a compliance perspective.
Set up your Training Register
Create a record to capture all training activities: who attended, what was covered, the date, and who delivered it.
Deliver manager training (60–90 minutes)
Cover: what psychosocial hazards are, legal obligations, how to use the check-in system, how to respond to concerns, and how to use the reporting system. Record attendance immediately after.
Deliver worker awareness sessions (30–45 minutes)
Cover: what psychosocial hazards are, the specific hazards in your workplace, the controls in place, how to report, and how to access the EAP. Collect Induction Acknowledgement Forms (SF-08).
→ Surveys & Forms — SF-08The 90-day review is a check on whether what you built is working. Are controls operating as intended? Are check-ins happening? Is the reporting system being used? Have any new hazards emerged?
By the time Module 7 is complete, your compliance tracker should tell a complete story — from hazard identification through to controls, training and review.
Prepare your 90-Day Review Summary
Write a one or two page summary covering: what hazards were identified, what controls were implemented, whether controls are working, training completion, check-in data, and any incidents.
Run the formal 90-Day Review meeting with your WHS Council
Schedule 60–90 minutes. Work through each module area. Director formally approves the completed system.
Update your compliance tracker — all modules
Every module should show "Complete" with all evidence links filled in.
Schedule your Annual Review (Module 8)
Create a recurring calendar event for the WHS Council annual review meeting. Set a reminder 4 weeks before.
A system that was compliant in 2026 is not automatically compliant in 2027. Legislation changes. Your workforce changes. Your workplace changes. The annual review is how you close that gap and maintain genuine compliance.
Schedule the annual review date
Set the same month each year. Create a recurring calendar event and add all WHS Council members.
Prepare the Year in Review summary
A one-page summary covering: incidents, near misses, survey results, check-in data, training completed, controls reviewed, and any changes to the workforce or workplace.
Run the annual WHS Council review meeting
Work through every document in your system. For each document, determine: No Change, Minor Update, or Major Revision. Record the meeting.
Archive previous year records
Create a new year subfolder in your compliance drive. Archive completed operational records from the previous year. Confirm all records are retained — minimum 7 years.
You have built something most businesses in Australia have not — a psychosocial compliance system that is genuinely documented, evidenced and operational. Return to Module 8 every year to keep it current.
Manager Training Series
Modules 9–16 · Practical skills for managers who lead people through psychosocial risk. Work through each module in order. Use 🔊 Listen to have any module read aloud.
What This Module Covers
This module is about understanding how people get hurt at work — psychologically. Not physical injuries. Psychological ones. The kind that do not show up on an X-ray but are just as real. You do not need a psychology degree to understand this. You just need to understand how pressure builds, what happens when it goes too far, and what that looks like in the people you work with.
Three Core Ideas
Psychological harm is real harm
A broken leg heals in weeks. Severe psychological injury can take years. It can end careers, destroy relationships, and lead to suicide. The law treats it the same as physical harm — because it is just as serious.
It usually builds slowly
Most psychological harm builds over weeks and months — like water filling a bucket. Small pressures pile up. By the time it is obvious, it has usually been building for a long time. Do not wait for a crisis before paying attention.
You have more influence than you think
Research is clear: the biggest single factor in whether a worker experiences psychological harm is their relationship with their direct manager. You have real power to protect the people in your team.
Warning Signs to Watch For
You are not looking for someone to "seem anxious." You are looking for changes from their normal. A talkative person who goes quiet. A careful worker who starts making mistakes. A team player who withdraws.
MODULE MILESTONES — tick off as you complete each one
I can explain what psychological harm is in plain language
You can describe it as damage to mental health caused by work conditions — not personal weakness.
I know the 14 psychosocial hazards
You can name at least 8 of the 14 hazards and identify which ones are most relevant to your team.
→ SOPs & Policies — SOP-01I have identified warning signs in my team
You have reflected on your current team and noted any changes in behaviour that warrant a check-in.
I have recorded my completion in the training register
Name, date and module recorded in your Operations Kit training register.
→ Operations KitEvery manager will eventually need to have a conversation they would rather avoid. A poorly handled conversation can make everything worse. A well-handled one can resolve a problem before it becomes a crisis. The goal of a difficult conversation is not to win — it is a better outcome for everyone.
The CLEAR Model
Commit to the conversation
Set the intention — tell the person what kind of conversation this will be. Respectful, calm, focused on a better outcome.
Listen to understand
Stay fully present while the other person talks. Do not plan your response. Let them finish before you speak.
Explore the specific concern
Name what you have observed in specific, behavioural terms. Not "you have a bad attitude" — "I noticed you left the meeting without saying anything after the decision was made."
Acknowledge feelings
Validate what the person is feeling without necessarily agreeing with their interpretation. "I can hear that this has been really frustrating for you."
Resolve with a clear next step
Agree on a specific, concrete action. Not "let's try to do better" — "I will send you the updated brief by Thursday and we will check in again next Monday."
MODULE MILESTONES
I can explain the 5 steps of the CLEAR Model
Without looking at notes, you can name and explain each step.
I have practised the CLEAR Model on a real or practice scenario
You have used the model in a real conversation or rehearsed it with a colleague or HR.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitA fair investigation protects everyone — the person who raised the concern, the person it is about, the witnesses, and the organisation. An unfair investigation can cause as much harm as the original complaint. This module teaches you the principles of procedural fairness and how to apply them in a workplace context.
Natural Justice
Every person has the right to know the allegations against them and to respond before any decision is made.
Impartiality
The investigator must have no personal interest in the outcome. If you are too close to the situation, escalate to HR or an external investigator.
Confidentiality
Information shared during an investigation is confidential. Do not discuss it with people who are not directly involved.
Timeliness
Investigations must be completed promptly. Delays increase harm to all parties and create legal risk for the organisation.
MODULE MILESTONES
I understand the 4 principles of procedural fairness
Natural justice, impartiality, confidentiality, timeliness — you can explain each one.
I know when to escalate to HR or an external investigator
You understand the situations where you should not investigate yourself.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitManagers are at higher risk of psychological harm than the workers they manage. You absorb the stress of the team. You carry the weight of decisions. You are expected to be available, calm and capable — even when you are not. This module is about recognising that, and doing something about it.
Recognise your own warning signs
Irritability, difficulty sleeping, loss of motivation, cynicism about the work — these are your bucket filling. Notice them early.
Use your own check-in system
Have someone you can be honest with — your manager, HR, a peer, or your EAP. The same check-in system you use with your team applies to you.
Protect your recovery time
Recovery is not a luxury. It is a legal requirement — under WHS law, your employer has a duty of care to you too. Protect your leave, your boundaries and your time away from work.
MODULE MILESTONES
I have identified my own early warning signs
You know what your personal indicators of stress and overload look like.
I have a person or system I use for my own check-in
You have identified who you talk to when you are struggling — manager, HR, peer or EAP.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitNot all psychosocial hazards affect all roles equally. A frontline customer service worker faces different hazards than a remote software developer. A manager faces different hazards than a casual worker. This module helps you identify which hazards are most elevated in specific roles in your team — so your risk assessments are accurate and your controls are targeted.
Customer-Facing Roles
Elevated: PH-11 (Violence/Aggression), PH-06 (Emotional Demands), PH-01 (High Job Demands). Controls: de-escalation training, clear refusal protocols, debrief after incidents.
Remote / Work-From-Home Roles
Elevated: PH-13 (Remote/Isolated Work), PH-04 (Poor Support), PH-07 (Poor Organisational Change). Controls: structured check-ins, connection rituals, clear communication protocols.
Manager / Team Leader Roles
Elevated: PH-01 (High Job Demands), PH-03 (Role Overload), PH-14 (Traumatic Events via secondary exposure). Controls: peer support, manager check-ins, EAP access, workload review.
MODULE MILESTONES
I have identified the top 3 hazards for each role type in my team
You have mapped role types to their elevated hazards in your risk register.
→ Risk KitI have updated my risk assessments to reflect role-specific hazards
Your Hazard Register reflects the specific roles in your team, not just generic hazards.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitA psychological injury requiring leave is a psychosocial incident under Regulation 55D of the WHS Regulations. You must conduct a formal post-return risk assessment — not just a welfare check. This must be documented. Regulations are in force across all Australian jurisdictions (most states from 1 April 2023; Victoria from 1 December 2025).
Bringing someone back to work after a psychological injury is one of the most important things a manager will ever do. Get it right and the person recovers well and continues as a contributing team member. Get it wrong and they relapse or never fully return. The difference is almost always in how the manager handles the return — and whether the organisation uses it as a trigger to formally review and fix what went wrong.
Before designing a return to work plan, run an honest ESIP assessment. Ask whether the conditions that caused the injury have actually been addressed.
Complete within the first two weeks of return. Use ESIP to document: what contributed to the injury, what has been done, what still needs to be done, who is responsible and by when. File in the confidential folder alongside the return to work plan.
A specific documented plan — agreed with the person — for how their ongoing wellbeing will be monitored. Ask them: “What were the earliest signs, looking back, that things were getting difficult? What would you want me to notice and say something about?”
Document: specific early warning signs, check-in frequency, escalation pathway, review dates. Include in the return to work plan.
I understand the ESIP framework for return to work
I can apply E, S, I and P to assess whether conditions have been addressed before someone returns. I understand that returning someone to unchanged conditions is re-exposure to the cause of their injury.
I know how to conduct the pre-return conversation
I know to ask what contributed to the injury — and that the person's answer is direct input into the post-return risk assessment.
I have completed (or know how to complete) the post-return risk assessment
I understand this is legally required under Regulation 55D — not just good practice. I document it, implement the controls, and update the PH risk assessment documents.
→ Operations KitI have an early detection plan in place for this person
Specific early warning signs agreed with the person, check-in frequency, escalation pathway and review dates are all documented in the return to work plan.
Underperformance is one of the most common and most avoided management challenges. Avoiding it does not make it go away — it makes it worse. And when it is handled poorly, it becomes a psychosocial hazard in itself. This module gives you a structured, fair approach.
Step 1 — Check the system before blaming the person
Run ESIP. Is the underperformance caused by unclear expectations, inadequate support, poor tools, or a hazard in the work environment? Fix the system first.
Step 2 — Have the conversation early
Use CLEAR. Name the specific behaviour or outcome, not the person's character. Give the person a genuine opportunity to respond.
Step 3 — Set clear expectations and support
Document what is expected, by when, and what support you will provide. A Performance Improvement Plan (PIP) is appropriate when informal conversation has not resolved the issue.
Step 4 — Follow up consistently
Check in at the agreed intervals. Acknowledge improvement. Address continued underperformance through HR.
MODULE MILESTONES
I can apply ESIP before addressing underperformance
You check the system before blaming the person — every time.
I have had (or am prepared to have) an underperformance conversation using CLEAR
You have practised or applied the model to a real situation.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitA speak-up culture is not built by putting up a poster. It is built by what happens when someone speaks up. If the first person to raise a concern is ignored, punished or made to feel like a problem — everyone else notices. And no one else speaks up. This module teaches you how to build the conditions for genuine psychological safety.
What psychological safety actually means
It means workers believe they can speak up — about concerns, mistakes, ideas, and disagreements — without fear of punishment, humiliation or being ignored. It is not about being comfortable. It is about being safe.
The three things that destroy speak-up culture
1. Shooting the messenger — responding to concerns with defensiveness or punishment. 2. Doing nothing — receiving a concern and taking no visible action. 3. Breaching confidentiality — making it obvious who raised a concern.
The three things that build it
1. Acting on what you hear — even if the action is small. 2. Closing the loop — telling the person what you did with their concern. 3. Modelling it yourself — sharing your own concerns and uncertainties with the team.
MODULE MILESTONES
I have reviewed how I respond when someone raises a concern
You have honestly assessed whether your responses build or undermine psychological safety.
I have run the annual worker survey and reviewed results with the team
Survey results have been shared with workers and used to identify actions.
→ Surveys & Forms — SF-01I have recorded my completion in the training register
Name, date and module recorded. Manager Training Series complete.
→ Operations KitSector Series
Modules 17–20 · Advanced training for high-risk industries and specialist management scenarios. Use 🔊 Listen to have any module read aloud.
A trauma-exposed workplace is any workplace where workers regularly encounter traumatic content, events or people as part of their normal role. Emergency services, healthcare, social work, child protection, corrections, mental health services. But also: customer service roles where workers are regularly exposed to aggression, roles that involve dealing with death or serious injury, and roles that involve exposure to distressing content.
Psychological First Aid — Look, Listen, Link
Look
Check in with everyone who was present or affected — not just those who are visibly distressed. Some people show distress later.
Listen
Be physically present. Use open, gentle questions. Tolerate silence. Do NOT ask for a full account of what happened — that comes 24–72 hours later in a structured debrief.
Link
Connect the person to the right support — EAP, GP, peer support, or emergency services if needed. Do not leave them without a next step.
Required controls in trauma-exposed workplaces
Structured debrief process · Peer support program · Regular manager check-ins with cumulative trauma awareness · Active EAP promotion · Workload adjustment after significant trauma exposure · Mandatory post-incident reviews under Regulation 55D · Manager training in Psychological First Aid
MODULE MILESTONES
I can apply Psychological First Aid using Look, Listen, Link
You know the correct sequence and what NOT to do in the first hours after an incident.
My workplace has a structured debrief process that is actually being used
Not just documented — operational. Review SOP-24 (Critical Incident Psychological Support).
→ SOPs & Policies — SOP-24I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitRemote and isolated work is one of the fastest growing workplace risk areas in Australia. The manager who thinks "they have access to the team chat and they can call me anytime" has confused availability with connection. Availability is structural. Connection is relational. They are not the same.
Remote vs Isolated — the difference matters
Remote = physically separated from colleagues (e.g. WFH). Isolated = working alone with no nearby assistance if something goes wrong. A worker can be both. Your risk assessment must reflect the actual situation.
Lone worker legal requirements
Every lone worker must have: a documented safety plan, a check-in schedule, an emergency protocol (physical AND psychological), and a named contact who will act if they do not check in.
Monitoring vs surveillance
Monitoring is disclosed, consented to, and used for safety. Surveillance is covert, disproportionate, or used to measure productivity. Surveillance is itself a psychosocial hazard (PH-02 — Low Job Control).
MODULE MILESTONES
Every lone worker in my team has a documented safety plan
Not just a policy — an individual plan with check-in schedule and emergency contacts. Review SOP-16.
→ SOPs & Policies — SOP-16I use remote-specific check-in questions with my remote workers
Generic "how are you going?" is not enough for remote workers. You ask about isolation, connection and switching off.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitPoorly managed change is the single most common trigger for workplace psychological injury claims in Australia. Not the change itself — the way it is led. Uncertainty is more stressful than bad news. A worker told clearly their role is being made redundant can begin to grieve and plan. A worker told "there will be changes but we cannot say more" is held in chronic uncertainty that is deeply harmful over time.
What workers need from their leader during change
1. Honesty — tell them what you know, even when it is limited. Avoid false reassurance. 2. Consistency — keep running check-ins, stay visible, do not disappear into meetings. 3. Meaning — connect the change to something real and true, not the PR version.
Do not forget the survivors
After a restructure, the people who remain are often overlooked. They experience survivor guilt, increased anxiety, grief for lost colleagues, and often increased workload. Check in individually with every team member — do not assume those who seem fine actually are.
MODULE MILESTONES
I have applied ESIP to any current change in my organisation
You have assessed what systemic factors are creating risk during the change and what controls are needed.
I am maintaining my check-ins consistently through the change period
Check-ins do not stop during change — they become more important.
I have recorded my completion in the training register
Name, date and module recorded.
→ Operations KitMost managers know two things about workplace conflict: how to ignore it and hope it goes away, and how to escalate it to a formal process. What they do not know is the middle ground — the structured, skilled interventions that resolve conflict before it becomes a formal complaint, a bullying investigation or a workers compensation claim.
Stage 1–3: Manager intervenes directly
Individual conversations using CLEAR → Facilitated discussion (structured 3-way conversation) → Informal mediation. The earlier you intervene, the lower the harm to all parties.
Stage 4–5: Escalate to HR / formal process
Stage 4 requires HR involvement. Stage 5 requires a formal investigation. You cannot mediate a conflict you are not independent from — know when to step back.
After resolution — run ESIP
Ask what systemic factors created the conditions for the conflict — and fix them. Many conflicts that appear to be about two people are actually about the conditions around them.
MODULE MILESTONES
I can identify what stage a conflict is at and choose the right intervention
You know the escalation ladder and when to use conversation, facilitated discussion, or mediation.
I have run ESIP on any current or recent conflict in my team
You have identified the systemic factors and updated the relevant risk assessments.
→ Risk KitI have recorded my completion — Sector Series complete
Name, date and module recorded. You have now completed all 20 SafeWize training modules.
→ Operations KitHi, I'm Sam
I'm your SafeWize AI Compliance Trainer. I can stay open while you work through your documents — just open my chat and I'll be with you on every page.
| Date | Description | Amount | Status | Download |
|---|---|---|---|---|
| 15 May 2025 | SafeWize Foundations — Retail Kit (Year 1) | $1,097.00 | Paid |