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Moving from the development of the OHSMS and its processes, policies and procedures, to its rollout can take place in increments over a period of time. This can range from months to years depending upon an organization's existing OH&S program maturity and organizational culture.

With OH&S risks and legal and other requirements identified, operational controls and associated elements are implemented. These include updating or putting in place

 Training programs

 Hazard controls following the hierarchy of controls

 Preventive and corrective action

 Procurement and contracting systems

 Communication mechanisms

 Checking/evaluation actions (auditing, incident investigation, etc.)

Associated with all of these activities is documentation that verifies actions, or as required by a standard.

Goals and Milestones. It is important to establish how implementation will be measured. One suggestion is to conduct a gap analysis early in the process and use progress reports to measure the completion of individual components or elements that fill the gap between what has preexisted and the desired final system components. Circulate the initial goals and milestones to the implementation committee members and others in the organization. Consider both outcomes (leading indicators) and output measures (trailing indicators).

Communication. The communication process may seem obvious and basic, but consider the form(s) of communication between the implementation team members and others in the organization. How often will face‐to‐face meetings be held? How often will senior management be briefed? Will electronic mail be used extensively? How will documents be tracked as they are being developed and modified? Consider early the form of the progress report that will document the progression of the project from beginning to end.

Maintaining Momentum. Consideration should be given to the way that support and focus will be maintained throughout the implementation process. Full implementation in a large organization may take well over a year. Well‐defined communication mechanisms and intervals will assist in maintaining focus. Consider informal ways that support can be maintained. An example maybe through occasional informal discussions with senior managers, or lunch debriefs.

Anticipating and Responding to Breakdowns. At the earliest point in the implementation process, think about things that can go wrong or events that might occur that would threaten the implementation process, or challenge momentum. Consider early how breakdowns will be addressed and morale maintained through the implementation process. Discuss plans to deal with such roadblocks proactively with supporting stakeholders that will be needed during such times, such as senior managers.