Dear SBH, This is an opportunity for you to shine - you can either be a technician or a manager with technical knowledge! Identify the executives needs and then deliver to at their level using their language to meet their needs. For example you could outline the Order and then present in terms of a SWOT (strengths, weaknesses, opportunities and threats) analysis. Regards Adrian

SBH, your starting point has to be to find out the reason that you are giving the presentation, who has initiated this, what is the desired outcome and how knowledgeable is your audience. Once you have that information you will be better placed to decide on your approach (length, style, content, supporting materials etc).

SBH, I agree with Alex's legal point Even if this is a 'routine' staff fire awareness session, I would definitely include a bit about the RR(FS)O 2005 at the beginning of the training. Adding a little fear/peril or accountability to manager's training sessions does often make them sit up & take notice. In particular, I would include: The definition & duties of the Responsible Person (RP) (Article 3) and A list of those who could be considered as the RP in certain circumstances. (Articles 5(3) and 5(4)) Good luck

Since the executives are responsible for devising and implementing the strategy for fire safety I would pitch it that level. If I did not know the organisation well I would ask them to tell me how the management system is supposed to work, and talk through the pitfalls and places where it is likely to fail, so that they can discuss what they could do to improve things. If I did know the organisation well, this would be easy because I could use examples from my own experience of the organisation to illustrate where things need improvement. I would also widen the discussion to how to liaise with the fire service - what information the service needs and how it is gathered, stored and handed over. There is also the question of resilience - small measures such as backing up information off site or in separate buildings can make a big difference. Have they thought about their disaster planning? While it is important that the executives understand that they are responsible, I feel that talking through the practicalities of the systems that they are operating is likely to have more impact. Systems are often wonderful on paper, but we need an understanding of human behaviour to see why they often fail to work in their entirety.