NHVR HVA SMS and the 2024 TruckSafe SMS
The 2024 TruckSafe SMS already covers the core requirements of the new HVA SMS (GSA & MAP).
If your business is already certified to the 2024 TS SMS you will already have the core elements of the NHVR’s new HVA SMS, it’s just the degree of detail required that will vary depending on the size of your business, how integrated a safety culture is entrenched, and how much resources you are throwing into safety and compliance.
TruckSafe is currently updating the SMS to provide a more detailed overview of requirements, and to move to the PSOE (present, suitable, operating, effective) method of compliance in line with the HVA SMS. Members using the SVOD SMS will also be receiving a new owner operator mini-SMS. Resources in the Member Access portal will also be updated for both SMSs.
TruckSafe will also be offering a cloned version of Fatigue and Mass ACA along with recognition of a certified members Fatigue and Mass when audited by the NHVR.
Below is a table that shows the new HVA SMS standards and what is the 2024 TruckSafe SMS equivalent for small, medium, and large businesses.
| Standard | Element reference | Element name | Sub-elements | Operator size | 2024 TS SMS equivalent |
| Leadership and commitment | 1.1 | Responsibility and accountability | 1.1.1 Leadership understanding of operating context 1.1.2 Governance allocation of responsibility and accountability 1.1.3 Delegation and authority for safety decisions 1.1.4 Senior management competence and informed oversight 1.1.5 Governance visibility of safety intelligence 1.1.6 Reporting culture and protection from reprisal 1.1.7 Governance enablement and integration 1.1.8 Governance-level oversight of workforce capability |
Small Business | 2.1, 2.5 |
| Leadership and commitment | 1.1 | Responsibility and accountability | 1.1.1 Leadership understanding of operating context 1.1.2 Governance allocation of responsibility and accountability 1.1.3 Delegation and authority for safety decisions 1.1.4 Senior management competence and informed oversight 1.1.5 Governance visibility of safety intelligence 1.1.6 Reporting culture and protection from reprisal 1.1.7 Governance enablement and integration 1.1.8 Governance-level oversight of workforce capability |
Medium Business | 2.1, 2.5 |
| Leadership and commitment | 1.1 | Responsibility and accountability | 1.1.1 Leadership understanding of operating context 1.1.2 Governance allocation of responsibility and accountability 1.1.3 Delegation and authority for safety decisions 1.1.4 Senior management competence and informed oversight 1.1.5 Governance visibility of safety intelligence 1.1.6 Reporting culture and protection from reprisal 1.1.7 Governance enablement and integration 1.1.8 Governance-level oversight of workforce capability |
Large Business | 2.1, 2.4, 2.5, 2.6 |
| Leadership and commitment | 1.2 | Development and implementation | 1.2.1 Purpose, scope and proportionality of SMS arrangements 1.2.2 Risk-informed development of SMS arrangements 1.2.3 Coverage of transport activities and chain of responsibility functions 1.2.4 Implementation and use in practice 1.2.5 Third-party and interface risk management 1.2.6 Empowerment and escalation 1.2.7 Regulatory awareness and adaptability 1.2.8 Ongoing maintenance and improvement |
Small Business | 1.3, 2.1, 2.2, 4.1, 4.2, 4.3, 4.6, 4.7, 5.1, 6.1 |
| Leadership and commitment | 1.2 | Development and implementation | 1.2.1 Purpose, scope and proportionality of SMS arrangements 1.2.2 Risk-informed development of SMS arrangements 1.2.3 Coverage of transport activities and chain of responsibility functions 1.2.4 Implementation and use in practice 1.2.5 Third-party and interface risk management 1.2.6 Empowerment and escalation 1.2.7 Regulatory awareness and adaptability 1.2.8 Ongoing maintenance and improvement |
Medium Business | 1.3, 2.1, 2.2, 4.1, 4.2, 4.3, 4.6, 4.7, 5.1, 6.1 |
| Leadership and commitment | 1.2 | Development and implementation | 1.2.1 Purpose, scope and proportionality of SMS arrangements 1.2.2 Risk-informed development of SMS arrangements 1.2.3 Coverage of transport activities and chain of responsibility functions 1.2.4 Implementation and use in practice 1.2.5 Third-party and interface risk management 1.2.6 Empowerment and escalation 1.2.7 Regulatory awareness and adaptability 1.2.8 Ongoing maintenance and improvement |
Large Business | 1.3, 2.1, 2.2, 4.1, 4.2, 4.3, 4.6, 4.7, 5.1, 6.1 |
| Leadership and commitment | 1.3 | Rsource allocation | 1.3.1 Provision of appropriate resources 1.3.2 Proportionality and context 1.3.3 Integration with business planning 1.3.4 Resourcing for the SMS lifecycle 1.3.5 Risk-informed resourcing 1.3.6 Organisational safety capability 1.3.7 Competence as a resourcing consideration |
Small Business | 2.3, 2.5 |
| Leadership and commitment | 1.3 | Rsource allocation | 1.3.1 Provision of appropriate resources 1.3.2 Proportionality and context 1.3.3 Integration with business planning 1.3.4 Resourcing for the SMS lifecycle 1.3.5 Risk-informed resourcing 1.3.6 Organisational safety capability 1.3.7 Competence as a resourcing consideration |
Medium Business | 2.3, 2.5 |
| Leadership and commitment | 1.3 | Rsource allocation | 1.3.1 Provision of appropriate resources 1.3.2 Proportionality and context 1.3.3 Integration with business planning 1.3.4 Resourcing for the SMS lifecycle 1.3.5 Risk-informed resourcing 1.3.6 Organisational safety capability 1.3.7 Competence as a resourcing consideration |
Large Business | 2.3, 2.5 |
| Leadership and commitment | 1.4 | Safety culture | 1.4.1 Leadership behaviours that promote safety 1.4.2 Support for open reporting and communication 1.4.3 Participation in safety by drivers and relevant parties 1.4.4 Shared awareness of public risks and issues 1.4.5 Vigilance to emerging public risks 1.4.6 Learning and continuous improvement orientation |
Small Business | 2.4, 2.6, 3.1, 6.3, 6.4 |
| Leadership and commitment | 1.4 | Safety culture | 1.4.1 Leadership behaviours that promote safety 1.4.2 Support for open reporting and communication 1.4.3 Participation in safety by drivers and relevant parties 1.4.4 Shared awareness of public risks and issues 1.4.5 Vigilance to emerging public risks 1.4.6 Learning and continuous improvement orientation |
Medium Business | 2.4, 2.6, 3.1, 6.1, 6.2, 6.3, 6.4 |
| Leadership and commitment | 1.4 | Safety culture | 1.4.1 Leadership behaviours that promote safety 1.4.2 Support for open reporting and communication 1.4.3 Participation in safety by drivers and relevant parties 1.4.4 Shared awareness of public risks and issues 1.4.5 Vigilance to emerging public risks 1.4.6 Learning and continuous improvement orientation |
Large Business | 2.4, 2.6, 3.1, 6.1, 6.2, 6.3, 6.4 |
| Risk management | 2.1 | Hazard identification | 2.1.1 Identification of hazards arising from transport activities 2.1.2 Identification of physical, behavioural and systemic hazards 2.1.3 Consideration of interface and third-party hazards 2.1.4 Ongoing and proactive hazard identification 2.1.5 Hazard identification in response to change 2.1.6 Use of experience and information to identify hazards |
Small Business | 3.1, 3.2, 3.3 |
| Risk management | 2.1 | Hazard identification | 2.1.1 Identification of hazards arising from transport activities 2.1.2 Identification of physical, behavioural and systemic hazards 2.1.3 Consideration of interface and third-party hazards 2.1.4 Ongoing and proactive hazard identification 2.1.5 Hazard identification in response to change 2.1.6 Use of experience and information to identify hazards |
Medium Business | 3.1, 3.2, 3.3 |
| Risk management | 2.1 | Hazard identification | 2.1.1 Identification of hazards arising from transport activities 2.1.2 Identification of physical, behavioural and systemic hazards 2.1.3 Consideration of interface and third-party hazards 2.1.4 Ongoing and proactive hazard identification 2.1.5 Hazard identification in response to change 2.1.6 Use of experience and information to identify hazards |
Large Business | 3.1, 3.2, 3.3 |
| Risk management | 2.2 | Risk assessment | 2.2.1 Assessment of risks arising from identified hazards 2.2.2 Characterisation of risk to support comparison 2.2.3 Prioritisation of risks 2.2.4 Context-specific risk assessment 2.2.5 Consideration of interacting or compounding risks 2.2.6 Consideration of existing controls in assessing current risk |
Small Business | 3.5, 3.6, 3.7, 7.3 |
| Risk management | 2.2 | Risk assessment | 2.2.1 Assessment of risks arising from identified hazards 2.2.2 Characterisation of risk to support comparison 2.2.3 Prioritisation of risks 2.2.4 Context-specific risk assessment 2.2.5 Consideration of interacting or compounding risks 2.2.6 Consideration of existing controls in assessing current risk |
Medium Business | 3.5, 3.6, 3.7, 7.3 |
| Risk management | 2.2 | Risk assessment | 2.2.1 Assessment of risks arising from identified hazards 2.2.2 Characterisation of risk to support comparison 2.2.3 Prioritisation of risks 2.2.4 Context-specific risk assessment 2.2.5 Consideration of interacting or compounding risks 2.2.6 Consideration of existing controls in assessing current risk |
Large Business | 3.5, 3.6, 3.7, 7.3 |
| Risk management | 2.3 | Risk controls | 2.3.1 Controls selected to eliminate or minimise risk 2.3.2 Controls are appropriate to the assessed risk 2.3.3 Controls are suitable for the operator’s operating context 2.3.4 Use of combined or layered controls where necessary 2.3.5 Controls are applied in practice 2.3.6 Controls are supported so they can function as intended 2.3.7 Adaptation where controls are inadequate |
Small Business | 3.8 |
| Risk management | 2.3 | Risk controls | 2.3.1 Controls selected to eliminate or minimise risk 2.3.2 Controls are appropriate to the assessed risk 2.3.3 Controls are suitable for the operator’s operating context 2.3.4 Use of combined or layered controls where necessary 2.3.5 Controls are applied in practice 2.3.6 Controls are supported so they can function as intended 2.3.7 Adaptation where controls are inadequate |
Medium Business | 3.8 |
| Risk management | 2.3 | Risk controls | 2.3.1 Controls selected to eliminate or minimise risk 2.3.2 Controls are appropriate to the assessed risk 2.3.3 Controls are suitable for the operator’s operating context 2.3.4 Use of combined or layered controls where necessary 2.3.5 Controls are applied in practice 2.3.6 Controls are supported so they can function as intended 2.3.7 Adaptation where controls are inadequate |
Large Business | 3.8 |
| Risk management | 2.4 | Incident management | 2.4.1 Response to incidents, near misses, hazards and non-conformances 2.4.2 Appropriate initial management of consequences 2.4.3 Investigation undertaken to understand causes and contributors 2.4.4 Consideration of systemic and contributing factors 2.4.5 Identification and implementation of corrective actions 2.4.6 Communication of findings and learning |
Small Business | 3.1, 3.2, 3.3 |
| Risk management | 2.4 | Incident management | 2.4.1 Response to incidents, near misses, hazards and non-conformances 2.4.2 Appropriate initial management of consequences 2.4.3 Investigation undertaken to understand causes and contributors 2.4.4 Consideration of systemic and contributing factors 2.4.5 Identification and implementation of corrective actions 2.4.6 Communication of findings and learning |
Medium Business | 3.1, 3.2, 3.3 |
| Risk management | 2.4 | Incident management | 2.4.1 Response to incidents, near misses, hazards and non-conformances 2.4.2 Appropriate initial management of consequences 2.4.3 Investigation undertaken to understand causes and contributors 2.4.4 Consideration of systemic and contributing factors 2.4.5 Identification and implementation of corrective actions 2.4.6 Communication of findings and learning |
Large Business | 3.1, 3.2, 3.3 |
| Risk management | 2.5 | Ongoing risk management | 2.5.1 Risk management is ongoing 2.5.2 Continued awareness of risk and control suitability 2.5.3 Responsiveness to change and new information 2.5.4 Adjustment of risk management arrangements where required 2.5.5 Integration with other risk management requirements |
Small Business | 7.2, 7.3 |
| Risk management | 2.5 | Ongoing risk management | 2.5.1 Risk management is ongoing 2.5.2 Continued awareness of risk and control suitability 2.5.3 Responsiveness to change and new information 2.5.4 Adjustment of risk management arrangements where required 2.5.5 Integration with other risk management requirements |
Medium Business | 7.2, 7.3 |
| Risk management | 2.5 | Ongoing risk management | 2.5.1 Risk management is ongoing 2.5.2 Continued awareness of risk and control suitability 2.5.3 Responsiveness to change and new information 2.5.4 Adjustment of risk management arrangements where required 2.5.5 Integration with other risk management requirements |
Large Business | 7.2, 7.3 |
| People | 3.1 | Fitness to drive | 3.1.1 Licensing verification is embedded in operational practice 3.1.2 Fitness-to-drive expectations are clearly defined and operationally usable 3.1.3 Drivers are empowered to stop work when unfit, and the system supports that decision 3.1.4 Non-reprisal is made real through process design and management behaviour 3.1.5 A defined escalation and response process exists for suspected unfitness 3.1.6 Practical contingency capability exists to prevent unsafe driving 3.1.7 Relevant personnel can recognise and act on indicators of unfitness 3.1.8 Where third-party observations are relevant, reporting pathways exist and are workable 3.1.9 Confidentiality and appropriate handling of health-related information is addressed at a system level 3.1.10 Review and improvement triggers exist for the fitness-to-drive mechanism |
Small Business | 4.1, 4.2, 4.3, 4.6, 5.4 |
| People | 3.1 | Fitness to drive | 3.1.1 Licensing verification is embedded in operational practice 3.1.2 Fitness-to-drive expectations are clearly defined and operationally usable 3.1.3 Drivers are empowered to stop work when unfit, and the system supports that decision 3.1.4 Non-reprisal is made real through process design and management behaviour 3.1.5 A defined escalation and response process exists for suspected unfitness 3.1.6 Practical contingency capability exists to prevent unsafe driving 3.1.7 Relevant personnel can recognise and act on indicators of unfitness 3.1.8 Where third-party observations are relevant, reporting pathways exist and are workable 3.1.9 Confidentiality and appropriate handling of health-related information is addressed at a system level 3.1.10 Review and improvement triggers exist for the fitness-to-drive mechanism |
Medium Business | 4.1, 4.2, 4.3, 4.6, 5.4 |
| People | 3.1 | Fitness to drive | 3.1.1 Licensing verification is embedded in operational practice 3.1.2 Fitness-to-drive expectations are clearly defined and operationally usable 3.1.3 Drivers are empowered to stop work when unfit, and the system supports that decision 3.1.4 Non-reprisal is made real through process design and management behaviour 3.1.5 A defined escalation and response process exists for suspected unfitness 3.1.6 Practical contingency capability exists to prevent unsafe driving 3.1.7 Relevant personnel can recognise and act on indicators of unfitness 3.1.8 Where third-party observations are relevant, reporting pathways exist and are workable 3.1.9 Confidentiality and appropriate handling of health-related information is addressed at a system level 3.1.10 Review and improvement triggers exist for the fitness-to-drive mechanism |
Large Business | 4.1, 4.2, 4.3, 4.6, 5.4 |
| People | 3.2 | Training and competency | 3.2.1 Role-based competence requirements 3.2.2 Training aligned to managing public risk 3.2.3 Induction and role-specific instruction 3.2.4 Maintenance and development of competence 3.2.5 Reactive training informed by experience and events 3.2.6 Supervision and support for developing competence 3.2.7 Functional SMS awareness relevant to role 3.2.8 Competence demonstrated in practice |
Small Business | 5.1 |
| People | 3.2 | Training and competency | 3.2.1 Role-based competence requirements 3.2.2 Training aligned to managing public risk 3.2.3 Induction and role-specific instruction 3.2.4 Maintenance and development of competence 3.2.5 Reactive training informed by experience and events 3.2.6 Supervision and support for developing competence 3.2.7 Functional SMS awareness relevant to role 3.2.8 Competence demonstrated in practice |
Medium Business | 5.1 |
| People | 3.2 | Training and competency | 3.2.1 Role-based competence requirements 3.2.2 Training aligned to managing public risk 3.2.3 Induction and role-specific instruction 3.2.4 Maintenance and development of competence 3.2.5 Reactive training informed by experience and events 3.2.6 Supervision and support for developing competence 3.2.7 Functional SMS awareness relevant to role 3.2.8 Competence demonstrated in practice |
Large Business | 5.1 |
| People | 3.3 | Communication | 3.3.1 Communication mechanisms support the management of public risks 3.3.2 Communication is two-way and enables feedback and escalation 3.3.3 Safety-critical information is prioritised and clearly communicated 3.3.4 Communication reaches the right people at the right time 3.3.5 Changes affecting safe work are communicated clearly 3.3.6 Communication mechanisms are accessible in the work context 3.3.7 Communication supports early identification of issues |
Small Business | 6.1 |
| People | 3.3 | Communication | 3.3.1 Communication mechanisms support the management of public risks 3.3.2 Communication is two-way and enables feedback and escalation 3.3.3 Safety-critical information is prioritised and clearly communicated 3.3.4 Communication reaches the right people at the right time 3.3.5 Changes affecting safe work are communicated clearly 3.3.6 Communication mechanisms are accessible in the work context 3.3.7 Communication supports early identification of issues |
Medium Business | 6.1 |
| People | 3.3 | Communication | 3.3.1 Communication mechanisms support the management of public risks 3.3.2 Communication is two-way and enables feedback and escalation 3.3.3 Safety-critical information is prioritised and clearly communicated 3.3.4 Communication reaches the right people at the right time 3.3.5 Changes affecting safe work are communicated clearly 3.3.6 Communication mechanisms are accessible in the work context 3.3.7 Communication supports early identification of issues |
Large Business | 6.1 |
| Assurance | 4.1 | Performance indicators | 4.1.1 Relevant aspects of safety performance are identified 4.1.2 Performance targets or reference points are defined 4.1.3 Indicators are linked to risk and control effectiveness 4.1.4 Indicators provide meaningful and usable information 4.1.5 Appropriate use of leading and lagging information 4.1.6 Indicators are timely in relation to risk 4.1.7 Indicators are proportionate and practicable 4.1.8 Performance targets and indicators are used in practice |
Small Business | 7.6, 7.7 |
| Assurance | 4.1 | Performance indicators | 4.1.1 Relevant aspects of safety performance are identified 4.1.2 Performance targets or reference points are defined 4.1.3 Indicators are linked to risk and control effectiveness 4.1.4 Indicators provide meaningful and usable information 4.1.5 Appropriate use of leading and lagging information 4.1.6 Indicators are timely in relation to risk 4.1.7 Indicators are proportionate and practicable 4.1.8 Performance targets and indicators are used in practice |
Medium Business | 7.6, 7.7 |
| Assurance | 4.1 | Performance indicators | 4.1.1 Relevant aspects of safety performance are identified 4.1.2 Performance targets or reference points are defined 4.1.3 Indicators are linked to risk and control effectiveness 4.1.4 Indicators provide meaningful and usable information 4.1.5 Appropriate use of leading and lagging information 4.1.6 Indicators are timely in relation to risk 4.1.7 Indicators are proportionate and practicable 4.1.8 Performance targets and indicators are used in practice |
Large Business | 7.6, 7.7 |
| Assurance | 4.2 | Monitor and review | 4.2.1 Monitoring arrangements focus on the effectiveness of risk controls 4.2.2 Monitoring is informed by known risks and control measures 4.2.3 Multiple sources of information are used to inform monitoring 4.2.4 Monitoring arrangements are capable of identifying change or emerging risk 4.2.5 Defined triggers exist for initiating review 4.2.6 Periodic review is undertaken at a frequency proportionate to risk 4.2.7 Reviews examine both risk assessments and control effectiveness 4.2.8 Review considers whether control decisions remain appropriate 4.2.9 Monitoring and review arrangements operate in practice |
Small Business | 3.2, 7.2, 7.3, 7.5 |
| Assurance | 4.2 | Monitor and review | 4.2.1 Monitoring arrangements focus on the effectiveness of risk controls 4.2.2 Monitoring is informed by known risks and control measures 4.2.3 Multiple sources of information are used to inform monitoring 4.2.4 Monitoring arrangements are capable of identifying change or emerging risk 4.2.5 Defined triggers exist for initiating review 4.2.6 Periodic review is undertaken at a frequency proportionate to risk 4.2.7 Reviews examine both risk assessments and control effectiveness 4.2.8 Review considers whether control decisions remain appropriate 4.2.9 Monitoring and review arrangements operate in practice |
Medium Business | 3.2, 7.2, 7.3, 7.5 |
| Assurance | 4.2 | Monitor and review | 4.2.1 Monitoring arrangements focus on the effectiveness of risk controls 4.2.2 Monitoring is informed by known risks and control measures 4.2.3 Multiple sources of information are used to inform monitoring 4.2.4 Monitoring arrangements are capable of identifying change or emerging risk 4.2.5 Defined triggers exist for initiating review 4.2.6 Periodic review is undertaken at a frequency proportionate to risk 4.2.7 Reviews examine both risk assessments and control effectiveness 4.2.8 Review considers whether control decisions remain appropriate 4.2.9 Monitoring and review arrangements operate in practice |
Large Business | 3.2, 7.2, 7.3, 7.5 |
| Assurance | 4.3 | Continuous improvement | 4.3.1 Information is used to determine whether improvement or corrective action is required 4.3.2 Decisions to act are risk-based and proportionate 4.3.3 Corrective actions address underlying causes 4.3.4 Improvement actions are appropriately targeted 4.3.5 Improvement and corrective actions are implemented in practice 4.3.6 The effectiveness of actions taken is considered 4.3.7 Learning is captured and applied across the SMS 4.3.8 Improvement arrangements support ongoing SMS suitability |
Small Business | 3.2, 7.3, 7.5, 7.6 |
| Assurance | 4.3 | Continuous improvement | 4.3.1 Information is used to determine whether improvement or corrective action is required 4.3.2 Decisions to act are risk-based and proportionate 4.3.3 Corrective actions address underlying causes 4.3.4 Improvement actions are appropriately targeted 4.3.5 Improvement and corrective actions are implemented in practice 4.3.6 The effectiveness of actions taken is considered 4.3.7 Learning is captured and applied across the SMS 4.3.8 Improvement arrangements support ongoing SMS suitability |
Medium Business | 3.2, 7.3, 7.5, 7.6 |
| Assurance | 4.3 | Continuous improvement | 4.3.1 Information is used to determine whether improvement or corrective action is required 4.3.2 Decisions to act are risk-based and proportionate 4.3.3 Corrective actions address underlying causes 4.3.4 Improvement actions are appropriately targeted 4.3.5 Improvement and corrective actions are implemented in practice 4.3.6 The effectiveness of actions taken is considered 4.3.7 Learning is captured and applied across the SMS 4.3.8 Improvement arrangements support ongoing SMS suitability |
Large Business | 3.2, 7.3, 7.5, 7.6 |
| Assurance | 4.4 | Evidence | 4.4.1 Evidence is sufficient to demonstrate effective operation of the SMS 4.4.2 Evidence reflects actual SMS activities and outcomes 4.4.3 Evidence supports informed safety decision-making 4.4.4 Evidence demonstrates follow-through on identified issues 4.4.5 Evidence is accessible and understandable to relevant decision-makers 4.4.6 Evidence supports confidence in ongoing SMS effectiveness |
Small Business | 2.10, 2.11 |
| Assurance | 4.4 | Evidence | 4.4.1 Evidence is sufficient to demonstrate effective operation of the SMS 4.4.2 Evidence reflects actual SMS activities and outcomes 4.4.3 Evidence supports informed safety decision-making 4.4.4 Evidence demonstrates follow-through on identified issues 4.4.5 Evidence is accessible and understandable to relevant decision-makers 4.4.6 Evidence supports confidence in ongoing SMS effectiveness |
Medium Business | 2.10, 2.11 |
| Assurance | 4.4 | Evidence | 4.4.1 Evidence is sufficient to demonstrate effective operation of the SMS 4.4.2 Evidence reflects actual SMS activities and outcomes 4.4.3 Evidence supports informed safety decision-making 4.4.4 Evidence demonstrates follow-through on identified issues 4.4.5 Evidence is accessible and understandable to relevant decision-makers 4.4.6 Evidence supports confidence in ongoing SMS effectiveness |
Large Business | 2.10, 2.11 |
| Safety systems | 5.1 | System operation | 5.1.1 The SMS is integrated into operational decision making 5.1.2 Safety responsibilities are aligned across the organisation 5.1.3 SMS processes operate coherently in practice 5.1.4 Information flows support timely risk based action 5.1.5 Interfaces with other parties are managed through the SMS where relevant 5.1.6 The SMS influences how work is organised and resourced 5.1.7 Integration arrangements are proportionate and fit for purpose 5.1.8 The SMS operates as a single, organisation wide system |
Small Business | Partially |
| Safety systems | 5.1 | System operation | 5.1.1 The SMS is integrated into operational decision making 5.1.2 Safety responsibilities are aligned across the organisation 5.1.3 SMS processes operate coherently in practice 5.1.4 Information flows support timely risk based action 5.1.5 Interfaces with other parties are managed through the SMS where relevant 5.1.6 The SMS influences how work is organised and resourced 5.1.7 Integration arrangements are proportionate and fit for purpose 5.1.8 The SMS operates as a single, organisation wide system |
Medium Business | Partially |
| Safety systems | 5.1 | System operation | 5.1.1 The SMS is integrated into operational decision making 5.1.2 Safety responsibilities are aligned across the organisation 5.1.3 SMS processes operate coherently in practice 5.1.4 Information flows support timely risk based action 5.1.5 Interfaces with other parties are managed through the SMS where relevant 5.1.6 The SMS influences how work is organised and resourced 5.1.7 Integration arrangements are proportionate and fit for purpose 5.1.8 The SMS operates as a single, organisation wide system |
Large Business | Partially |
| Safety systems | 5.2 | System coordination | 5.2.1 Safety responsibilities are defined to support coordination 5.2.2 Safety-related activities are coordinated where risks span roles or functions 5.2.3 Coordination arrangements support effective risk management outcomes |
Small Business | Partially |
| Safety systems | 5.2 | System coordination | 5.2.1 Safety responsibilities are defined to support coordination 5.2.2 Safety-related activities are coordinated where risks span roles or functions 5.2.3 Coordination arrangements support effective risk management outcomes |
Medium Business | Partially |
| Safety systems | 5.2 | System coordination | 5.2.1 Safety responsibilities are defined to support coordination 5.2.2 Safety-related activities are coordinated where risks span roles or functions 5.2.3 Coordination arrangements support effective risk management outcomes |
Large Business | Partially |
| Safety systems | 5.3 | Integration with operations | 5.3.1 Safety responsibilities are defined to support coordination 5.3.2 Safety-related activities are coordinated where risks span roles or functions 5.3.3 Coordination arrangements support effective risk management outcomes |
Small Business | Partially |
| Safety systems | 5.3 | Integration with operations | 5.3.1 Safety responsibilities are defined to support coordination 5.3.2 Safety-related activities are coordinated where risks span roles or functions 5.3.3 Coordination arrangements support effective risk management outcomes |
Medium Business | Partially |
| Safety systems | 5.3 | Integration with operations | 5.3.1 Safety responsibilities are defined to support coordination 5.3.2 Safety-related activities are coordinated where risks span roles or functions 5.3.3 Coordination arrangements support effective risk management outcomes |
Large Business | Partially |
And also the Maintenance module, which will be included in the 2026 TruckSafe SMS:
| Maintenance module element | Business size | 2024 TruckSafe equivalent |
| Responsibility and accountability | Small | 2.3 |
| Responsibility and accountability | Medium | 2.3 |
| Responsibility and accountability | Large | 2.3 |
| Daily check controls | Small | 4.8 |
| Daily check controls | Medium | 4.8, 5.4 |
| Daily check controls | Large | 4.8, 5.4 |
| Fault recording and reporting controls | Small | 4.8, 5.4 |
| Fault recording and reporting controls | Medium | 4.8, 5.4 |
| Fault recording and reporting controls | Large | 4.8, 5.4 |
| Fault repair controls | Small | 4.8, 5.4 |
| Fault repair controls | Medium | 4.8, 5.4 |
| Fault repair controls | Large | 4.8, 5.4 |
| Maintenance schedules and methods controls | Small | 4.8, 5.4 |
| Maintenance schedules and methods controls | Medium | 4.8, 5.4 |
| Maintenance schedules and methods controls | Large | 4.8, 5.4 |
| Training and competence | Small | 5.4 |
| Training and competence | Medium | 5.4 |
| Training and competence | Large | 5.4 |
| Review and continuous improvement | Small | 3.2, 4.8 |
| Review and continuous improvement | Medium | 3.2, 4.8 |
| Review and continuous improvement | Large | 3.2, 4.8 |
| Evidence | Small | 2.9, 2.10 |
| Evidence | Medium | 2.9, 2.10 |
| Evidence | Large | 2.9, 2.10 |
