'Policy' basically summarises the organisations official approach to a particular aspect or topic area. So HR may have policies on recruitment, disciplinaries, promotions etc etc.
In H&S things are a little different. 'Policy' in this area is taken to be the standard by which the organisation can be judged in the event of a bad thing happening. The HASAWA says the employer decides how to manage it's own risk. If their own policies then expand upon this and state, for example, '"all operatives are to be trained on X annually" that is a much higher bar than the legal requirement. The company have said that they think this should happen, and that it is 'reasonably practicable' to do it. If for whatever reason the company then FAILS to follow it's own policy, and the enforcers get involved, that is practically a confession, in the words of the lawyer who explained this to me. The legal standard is likely to say 'some training' or 'competency' and be far less prescriptive.
If there is regulation, the organisational general safety policy surely already states that it will comply?
So what will a specific policy add? And where would you stop?
The only H&S areas I would consider may need a specific policy are those where there are no regulations - lone working, personal safety / aggression, driving, mental health etc. I would draft these and give advice and amend as it is formulated and agreed at corporate level.
I try to make sure the organisational policy encapsulates a commitment to conform to any and all relevant legal requirements. That is a commitment not by you personally but by the corporate body - signed by the CEO or similar. It is their policy but you will probably draft it for them. You don't make policy but you can advise on it.
If more detail is needed within an organisation to implement specific regulatory requirements, that's where guidance comes in. This can be written by any expert, you, me, etc. Ideally it goes through a bit of a consultation process, but it is not as definitive as policy. Nor is it setting the organisation and senior managers up to fail.
Please give this some thought, as I suspect straight-forward guidance is what is going to benefit your organisation and you, the most. Keep it as simple and short as possible, I prefer to use or refer to HSE (or similar) offerings where these exist, and then tailor to the intended readership.