What Is the LDP Framework?
Understanding the Living–Driving–Proving Model for Operationalising ISO 45001 in the Real World
The Living–Driving–Proving (LDP) Framework is a practical model used to evaluate how safety management systems function in the real world. Unlike process-based cycles such as PDCA, which guide how systems are designed and improved, LDP highlights where those systems are visibly active. It shifts the focus from what’s written in policies to what is experienced through action—helping organisations test whether their systems are not only compliant, but working.
Definition and Core Purpose
The Living–Driving–Proving (LDP) Framework is a practical model for assessing whether a safety management system is functioning in real operational conditions—not just existing on paper. It shifts the question from “is there a system in place?” to “is the system working—and where is that visible in practice?”
LDP evaluates system performance across three interrelated operational spheres:
- Living – how the system is experienced and applied by teams in day-to-day operations
- Driving – how leadership, planning, and strategy give the system direction and momentum
- Proving – how the system shows results through evidence, assurance, and improvement
These dimensions provide a real-world lens for bringing standards like ISO 45001 to life—making system effectiveness observable, not just auditable.
Living It: What the System Looks Like in Practice
A system is only meaningful if it’s lived. The Living dimension of the LDP Framework focuses on how people engage with the system in real time—on the floor, in the field, and during routine work. It moves beyond documentation to assess how procedures, controls, and safety expectations translate into behaviour. In ISO 45001, this dimension aligns with elements of Clause 5.4 (Consultation and Participation) and Clause 8 (Operational Planning and Control).
A system is considered “lived” when it actively shapes everyday thinking and actions. Common indicators may include:
- Workers identifying and responding to risks without needing reminders
- Supervisors referencing controls during briefings and routine discussions
- Field-level feedback influencing updates to procedures or controls
- Safe work methods being applied consistently across tasks and teams
Living the system isn’t about perfection—it’s about presence. The question isn’t “is the system written down?” but “can it be seen in how people work?”
Driving It: How Strategy and Leadership Activate the System
A system that isn’t actively driven will drift. The Driving dimension of the LDP Framework examines how leadership translates safety commitments into direction, resourcing, and oversight. It focuses on whether safety is embedded into strategic planning and organisational decision-making—rather than managed as an isolated or reactive function. In ISO 45001, this aligns with Clause 5 (Leadership) and Clause 6 (Planning), where top management is expected to lead, not delegate, system performance.
A system is considered “driven” when leadership decisions and priorities give safety both traction and visibility. Signs of an actively driven system include:
- OH&S objectives clearly linked to business goals and organisational risk
- Resources and accountability aligned with safety priorities at all levels
- Leadership involvement in planning cycles, reviews, and change decisions
- Risk-based thinking visible in strategic, project, and operational choices
Driving the system means safety is not just supported by leadership—it is steered by it. When leadership drives, the system aligns with purpose, pressure, and performance.
Proving It: What Evidence Shows the System Is Working
A system that can’t be proven can’t be improved. The Proving dimension of the LDP Framework examines whether safety performance is monitored, reviewed, and responded to in a way that drives real change. It focuses on the presence and quality of evidence—data, observations, outcomes—that show the system is not only active, but effective. In ISO 45001, this aligns closely with Clause 9 (Performance Evaluation) and Clause 10 (Improvement).
A system is considered “proven” when results can be tracked, analysed, and acted upon. Evidence of this may include:
- Audits confirming that controls are implemented and functioning as intended
- Performance metrics tracking both proactive (leading) and reactive (lagging) indicators
- Management reviews that lead to meaningful decisions and adjustments
- Corrective actions based on root cause analysis, not surface-level fixes
Proving the system means having the visibility and confidence to know what’s working, what’s changing, and what still needs attention. It closes the loop—and keeps the system honest.
How LDP Relates to PDCA
The LDP Framework does not replace the PDCA cycle—it makes it visible. While PDCA provides a structured process for planning, executing, evaluating, and improving, LDP reveals whether those phases are actually happening in practice. It gives organisations a way to test if the system is active where it matters: in behaviour, leadership, and performance.
Each dimension of LDP dynamically interacts with phases of PDCA, making system intent visible in practice:
- Living → The "Do" phase is reflected in how people apply safety practices, follow procedures, and engage with controls in real-world operations. It also interacts with "Plan" as frontline insights can shape strategy.
- Driving → The "Plan" phase emerges in leadership setting direction, allocating resources, and integrating safety into strategy. It is influenced by Living (feedback from operations) and extends into "Act" as leadership ensures improvement.
- Proving → The "Check" phase is seen in audits, monitoring, and performance reviews. "Act" follows as corrective actions and improvements feed back into Driving, ensuring the system evolves.
Used together, PDCA and LDP form a continuous adaptive loop—one defines and guides the system, the other tests and validates it in real-world conditions. PDCA provides the structure; LDP ensures it is active, adaptive, and effective.
Origins, Use Cases, and Connection to ISO 45001
The LDP Framework was developed in response to a persistent challenge: systems that look sound on paper often fail in practice. Inspired by the logic of PDCA and informed by field-level audits, leadership gaps, and inconsistent outcomes, LDP offers a way to assess whether systems are functioning where they matter most—on site, in planning, and through performance.
Especially relevant to organisations working with ISO 45001 and similar management system standards, the LDP Framework supports both implementation and verification. It is particularly useful in contexts such as:
- Assessing how safety systems are experienced by frontline teams
- Testing how effectively PDCA has been operationalised
- Helping leaders understand their active role in system success
- Diagnosing gaps between certification and actual performance
By focusing on what is lived, driven, and proven, the LDP Framework bridges the gap between system design and system reality. It turns abstract system principles into operational insight— helping organisations ensure that safety isn't just documented, but demonstrated.
The LDP Framework is used to assess how well a safety management system functions in practice. It helps organisations evaluate whether the system is being lived by workers, driven by leadership, and proven through results— offering a reality check on whether systems are effective beyond documentation.
PDCA is a process framework used to plan, implement, check, and improve systems. LDP is a diagnostic model that helps verify whether those PDCA phases are active and effective. PDCA builds the system logic; LDP checks for evidence that the system is working in the real world.
“Living the system” means the system is reflected in how people work—not just in what is written. It includes how risks are handled, how procedures are followed, and how safety is embedded in daily behaviour. It’s the operational visibility of the system, especially at the frontline.
A system is being driven when leadership priorities are shaping safety outcomes. That means safety is resourced, embedded in planning, and visible in executive decisions—not just delegated to others. LDP helps highlight whether safety is aligned with strategy or simply managed in isolation.
Proving the system involves evidence that shows the system works—not just that it exists. This can include audit results, performance indicators, management reviews, corrective actions, and other data that connect system activity to actual outcomes.