What is the Certified Safety and Health Manager?

The Certified Safety and Health Manager is a globally recognised professional certification by the Global Leadership Institute (GLI), designed to equip professionals with advanced competencies in Leadership & Management.

How long does this certification take?

The programme is 10 Weeks and can be completed at your own pace through our self-paced online option, or alongside live virtual sessions.

Is this certification globally recognised?

Yes. GLI certifications are internationally recognised and carry CPD credits, making them valuable for career advancement worldwide.

What level is this certification?

This is a Intermediate Level certification, suitable for professionals with relevant experience or background in the field.

You can enrol by emailing info@certifications.ac, contacting us via WhatsApp at +254 722 223 084, or filling the enrolment form below.

Certified Safety and Health Manager in Norway

Course Curriculum

Programme Modules

Click any module to explore the detailed curriculum topics included in this certification.

Foundations and Strategic Context of Certified Safety and Health Manager

Certified Safety and Health Manager: industry context, trends and professional standards
Occupational safety and health principles
The business and moral case for HSE
HSE roles, responsibilities and competence
Legal framework and regulatory duties
Safety management systems overview (ISO 45001)
The hierarchy of controls
Safety culture and leadership
Ethics and duty of care
HSE as a strategic enabler
Career pathways and professional development

Managing Upward and Developing

Managing upward and across
Developing your own management practice
Developing strategic capability in others
The transition from doing to managing
Delegation and appropriate autonomy
Prioritisation and managing competing demands
Running meetings that produce decisions
Difficult conversations and managerial courage
Managing performance day to day
Building and leading a team
Operational planning and workflow management
Decision making for managers
Managing budgets and resources
Strategic alignment across an organisation
Organisational design as a strategic choice

From Doing to Managing

The transition from doing to managing
Delegation and appropriate autonomy
Developing your own management practice
Managing trade-offs and dilemmas
Decision rights and governance
Preparing financial statements
Stakeholder management and relationships
Managing up, down and across
The organisational context and operating environment
Personal leadership development planning
Developing talent and succession
Managing performance through coaching
Financial reporting frameworks (IFRS/GAAP)
Coaching challenging situations
Measuring coaching impact

Delegation and Autonomy

Delegation and appropriate autonomy
Building and leading a team
Managing performance day to day
Innovation management and creative problem-solving
Change leadership models (Kotter, ADKAR, Lewin)
Diagnosing readiness and managing resistance
Building a compelling case for change
Leading large-scale transformation
Interpreting financial statements
Organisational culture and behaviour change
Business model and market innovation
Sustaining change and embedding new behaviours
Measuring change and transformation impact
Power, coalitions and organisational politics
Leading under ambiguity and complexity

Prioritisation and Focus

Prioritisation and managing competing demands
Running meetings that produce decisions
Operational planning and workflow management
Building strategic relationships and coalitions
Influencing without authority
Negotiation strategy and tactics
Managing conflict constructively
Board and investor engagement
Public speaking and thought leadership
Integrated and sustainability reporting
Reputation and personal brand
Reporting quality and governance
Time management and personal productivity
Prioritisation and focus
Management accounts and dashboards

Performance and Difficult Conversations

Managing performance day to day
Difficult conversations and managerial courage
Building and leading a team
Succession and the leadership pipeline
Executive ethics and the leader’s shadow
Leading in crisis and under scrutiny
The manager's roles, responsibilities and mindset
Budget vs actual and variance
Board, governance and C-suite dynamics
Corporate strategy and portfolio choices
Growth strategy: organic, M&A and partnerships
Organisational design and operating models
Cost and profitability analysis
Stakeholder capitalism and ESG
Organisational resilience and adaptive strategy

Decisions, Budgets and Resources

Decision making for managers
Managing budgets and resources
Operational planning and workflow management
Risk management and contingencies
Professional presentation and defence
Rational and intuitive decision-making
Forecasting and planning
Data-informed and evidence-based decisions
Prioritisation and resource allocation
Operational planning and execution discipline
Risk assessment and judgement
Digital leadership and business transformation
Data literacy and analytics for leaders
Leading technology adoption and change
Communicating financial results

Communication

The strategic narrative
Setting and communicating strategic direction
Sustainability reporting and disclosure
Board and management reporting
Professional report writing
Managing sensitive communications
Presenting risk and recommendations
Risk registers and reporting
Report writing and case management
Communication during crises
Security metrics and reporting
Reporting and disclosure tools
Findings, reporting and remediation
Communication strategy in change programmes
Communicating and reporting to leadership

Decision Making

Values-based decision-making
Executive time, attention and decision cadence
Capstone scoping: a real financial problem or decision
Recommendations and decision support
Pricing, contribution and product decisions
Make-or-buy and outsourcing decisions
Investment and disinvestment decisions
Costing methods and relevant cost for decisions
Applying reporting standards and accounting judgement
Problem definition and analysis
Ethical decision-making
Backlogs, user stories and prioritisation
Escalation and decision-making
Portfolio management and prioritisation
Decision-making and problem solving

Change

Designing a strategic or change intervention
Benchmarking and best-practice adoption
Change management and adoption
The finance function and digital transformation
Regulatory change management
Future of work and workforce transformation
Large-scale transformation and agile ways of working
Attachment and developmental theory
Professional roles, boundaries and settings
Resilience, wellbeing and stress management
Digital transformation and IT strategy
Business continuity and resilience
Variations, claims and delay: managing change on site
Change talk and readiness
Habit change and behaviour design

Stakeholders and Influence

Implementation and stakeholder plan
Stakeholder mapping and analysis
Conflicts of interest and fairness
Transparency and stakeholder trust
Stakeholder and impact analysis
Conflicts of interest management
Employment relationship and the psychological contract
Conflict resolution and mediation
Influencing and safety leadership
Influencing and persuasion
Negotiation and conflict resolution
Stakeholders, agency and accountability
Trends: ESG, transparency and stakeholder capitalism
Shareholder and stakeholder rights
Categories of spend and stakeholders

Risk and Governance

Cybersecurity and information governance for leaders
Managing risk and controls
Working with a board and governance
Corporate governance and accountability
Regulatory awareness and compliance
How insurance works: risk pooling and the value chain
Underwriting principles and risk selection
Bancassurance and digital insurance models
Vehicle documentation, compliance and consumer protection
In-process quality control and inspection
Ground control and strata management
Risk registers and monitoring
Communicating risk to the workforce
Ethical principles and codes of practice
Compliance monitoring and enforcement

Strategic Context

Culture as a strategic asset
Leading strategic change
Strategic leadership at scale
Technology strategy and investment
Strategic learning and the adaptive organisation
Turning strategy into results
Procurement’s contribution to organisational strategy
Category management and strategy development
Sourcing strategies and portfolio (Kraljic)
Manufacturing strategies: make-to-stock, make-to-order and batch versus flow
Content strategy across platforms
Scaling technologies and business models
Managing boundaries and dual relationships
Peer support and consultation
Customer service and CX strategy

Evidence and Data

Data collection and analytics
Predictive safety analytics
Data quality and master data management
Evidence handling and chain of custody
Comparable sales analysis and market evidence
Measurement and analytics for media and social campaigns
Health records, data and confidentiality
Analytical techniques and bias
Data visualisation for finance
Decision support and insight
Psychodynamic and psychoanalytic approaches
Qualitative and quantitative research
Translating insight into strategy
Sustaining ethical, effective practice
Baseline surveys and data collection tools

Technology

Performance management systems and KPIs
Managing distributed and digital teams
Digital advisory, e-extension and mobile services
Traceability, recall and quality assurance systems
Quality management systems and audits
Digital and self-service transformation
Closed-loop feedback systems
Self-service and digital support
CRM systems and customer data
Customer service technology stack
Technology selection and integration
Technology governance and change control
Digital credit and alternative data
Performance management systems and cycles
Safety management systems (ISO 45001)

Projects and Delivery

Operational planning and resource management
Project and programme oversight
Balancing short-term delivery and long-term value
Leading service projects and change
Banking products, services and delivery channels
Leading banking projects and change
Development banking and project finance
Risk-based audit planning
Tender planning and documentation
Continuous improvement of delivery
Voice, communication and delivery
Project budgeting and financial control
Financial risk in projects
Realising and measuring project value
Capstone scoping: a real project or programme

People Administration

Employee experience and engagement
Customer and employee satisfaction
Employee engagement models and drivers
The employee lifecycle and HR value chain
Strategic workforce planning and demand forecasting
Reward strategy and total reward frameworks
Employee and manager self-service
Cost of workforce and ROI of HR interventions
Workforce and shift management in retail
Workforce management and scheduling
Loyalty programmes and rewards
Workforce planning and scheduling
Employee voice, surveys and action planning
Workforce planning and the capability gap
Employee relations, discipline and fair process

Culture and Engagement

Team and engagement metrics
Leading across cultures and geographies
Building a culture of compliance
Assurance engagements and standards
Engagement and motivation
Measuring engagement and impact
Stakeholder mapping and engagement
Learning cultures and the learning organisation
Engagement, motivation and energisers
Building a coaching culture
Cost concepts, classification and behaviour
Safety culture and climate
Worker engagement and empowerment
Values, purpose and authentic leadership
Motivation theories and engagement

Customers and Market

Regulatory compliance and market requirements
Advisory service design and delivery
Customer service and experience principles
Customer expectations and satisfaction
The customer experience (CX) discipline
Ethics and fair customer treatment
Service culture and brand promise
Customer experience transformation
Innovation in service delivery
Professional ethics in customer service
Governance of service standards
Team leadership in customer service
Customer onboarding and lifecycle
Customer and community engagement
Treating customers fairly and market conduct

Legal and Policy

The regulatory and legal environment
Policy cycle and evidence-based policy
Research methods for policy
Regulatory impact assessment
Policy development and drafting
Health and safety legal duties
Legal and regulatory responsibility
Environmental legal compliance
Legal, cost and feasibility analysis
Contractor and visitor safety
Policy, planning and objectives
Guard force and contractor management
Real estate regulation, licensing and professional conduct
Policy administration and customer service in insurance
Insurance regulation and consumer protection

Supply and Procurement

Sustainable procurement principles and standards
Fair trade and responsible supply
Vendor and technology management
Procurement and asset management under donor rules
Water supply systems: sources, treatment and distribution
Ethical frameworks and codes of practice
Procurement and stock management for health commodities
Conflicts of interest and procurement ethics
Procurement and contract value
Procurement and contract management
Vendor selection and management
Procurement and supply chain: scope and value
The procurement cycle and operating models
Public versus private procurement
Supply markets and the enabling environment

Ethics and Standards

Ethical leadership and integrity
Corporate social responsibility and sustainability
Professional standards and continuing development
Integrity, confidentiality and conflicts
Anti-corruption and financial-crime ethics
Responsible and sustainable banking
Ethics and independence
Ethics in communications
Corporate social responsibility communications
Ethics and professional standards in finance
Responsibility accounting and cost centres
Professional standards and ethics
Marketing and sales ethics
Brand safety and responsible marketing
Sustainability and responsible marketing

Learning and Knowledge

Continuous improvement and learning organisations
Growth mindset and continuous learning
Learning transfer and capability building
Monitoring, evaluation and learning for accountability
Designing and facilitating groups
Lessons learned and knowledge management
Facilitation and workshops
Facilitation, training and public presentation skills
Duty of care and risk management
Group dynamics, facilitation and community mobilisation
Training and capability building
Motivation and self-directed learning
Learning strategy and roadmaps
Building the learning brand
Aligning learning to performance

Diversity and Global Practice

Diversity, inclusion and inclusive leadership
Cross-cultural communication
Managing virtual and cross-cultural teams
Financial inclusion and agency banking
Nomination, succession and diversity
The business case for diversity and inclusion
Cross-cultural and global inclusion
Inclusion and the fairness of people decisions
Team diversity and inclusion
Gender, youth and social inclusion in agricultural development
Key global frameworks: FAO, GlobalG.A.P., SDGs and national strategies
Digital accessibility and inclusion
Global sourcing and trade
The agricultural sector: systems, actors and global food value chains
Transfer pricing and international tax

Sustainability

The business case for productivity, quality and sustainability
Monitoring, evaluation and sustainability plan
Sustainability certification and standards
Social media customer care
Social performance and outreach
Sustainable and green banking
Sustainability and green IT
Control environment and risk assessment
Emerging assurance areas (ESG)
Sustainability, ESG and integrated value
Record-keeping and data protection
Environmental management systems (ISO 14001)
Sustainability and climate responsibility
Environmental monitoring and reporting
Continuous environmental improvement

Leadership and Management

Reflective practice and self-leadership
Leadership impact and organisational health metrics
360-degree feedback and leadership assessment
Capstone scoping: a real leadership challenge
Dashboards, metrics and management information
Cost management and value creation
Leading through other leaders
Crisis management and command
Security operations management
Key account management
Journey management and tracking
Project management standards (PMI, PRINCE2)
Project roles and the project manager
Stakeholder and sponsor management
Building project management maturity

People and Development

Building and running a top team
Coaching models and frameworks (GROW)
Coaching leaders and managers
Organisation development principles and practice
Team leadership within HR
Building a personal HR development plan
Competency framework development
Succession planning and talent pipelines
Talent sourcing channels and pipelines
High-potential identification and talent reviews
Career development and internal mobility
Aligning teams around strategy
Team formation and effectiveness models (Tuckman, Lencioni)
Managing team performance and dynamics
Cross-functional and matrix teams

Performance Management

Balanced scorecard and KPI frameworks
Sustaining high performance over time
Customer and brand health metrics
Dashboards and performance reporting
Complaints, accountability and fitness to practise
Capacity and performance management
Setting objectives, indicators and targets
Yield, productivity and profitability metrics
Linking CX to business performance
Service KPIs: CSAT, NPS, CES, SLAs
Net Promoter Score and satisfaction metrics
Coaching for performance
Banking KPIs and branch scorecards
Sales performance and pipeline management
Performance and dispute management

Operations

Productivity and effectiveness measurement
The HR function: roles, operating models and value creation
Quality assurance and standards
L&D operating models and governance
Climate-smart agriculture: productivity, adaptation, mitigation
Continuous improvement of finance processes
Expected credit loss and portfolio quality
Data governance and quality
Attrition, engagement and productivity analytics
Process automation and workflow
Data quality, integration and master data
The HR operating model and business partnering
Legal responsibilities and professional bodies
Design review and quality
Productivity, collaboration and workflow tools

Financial Management

Financial acumen: budgets, P&L and cash
Time and cost control
Managing schedule and budget performance
Strategic alignment of investments
Marketing planning and budgeting
Revenue management and yield
Forecasting revenue and demand
Budget, ROI and feasibility analysis
Customer lifetime value and profitability
Carbon markets and climate finance
Client feedback and satisfaction
Income capitalisation and investment value
NGO financial management and budget-versus-actual discipline
Claims investigation and fraud indicators
Vehicle financing, insurance and total cost of ownership conversations

Certified Safety and Health Manager

Certified Safety and Health Manager

Certification at a Glance

Who Should Enrol?

Everything Included in Your Enrolment

Why This Certification Matters for Your Career

Core Competencies You Will Develop

Programme Modules

What You Will Achieve

How to Get Certified

Common Questions

What Our Alumni Say

You May Also Like

Certified Organisational Change Leader

Certified Fraud Control Manager

Certified Database Management Specialist

Certified Executive in Management Innovation

Certified Adaptive Leader

Certified Warehouse Management Specialist