canadian incentives for safe and healthy workplaces

Canadian Incentives for Safe and Canadian Incentives for Safe and Healthy WorkplacesHealthy Workplaces

Canadian Incentives for Safe and Canadian Incentives for Safe and Healthy WorkplacesHealthy Workplaces

Maureen C. Shaw, President & CEOIndustrial Accident Prevention Association (IAPA)

1-800-406-IAPA (4272) www.iapa.ca

September 1 – 4, 2004 Beijing, P.R. China

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Canadian Incentives for Safe and Healthy

WorkplacesM. C. Shaw, IAPA

September 2, 2004

IntroductionIntroduction

History of the enactment of Canada Bill C-45

Bill C-45 and its implications A case for a managed system

approach IAPA Integrated Management

System – a solution

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September 2, 2004

"A World where risks are controlled because everyone believes suffering and loss are morally, socially and economically unacceptable."

Our Vision is…Our Vision is…

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September 2, 2004

To improve the quality of life in workplaces and communities we serve by being an internationally recognized leader in providing effective programs, products and services for the prevention of injury and illness.

MissionMission

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IAPAIt’s About Making a Difference.

• 87 years of health & safety

• 225 committed, skilled employees

• 100 consultants/specialists

• 900 Volunteers

“Alone we can do so little; together we can do so much.”

Helen Keller

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• Consulting & Technical Services

• Training and education

• Integrated Management System

• Over 100 products and services

“Divide each difficulty into as many pieces as is feasibleand necessary to solve it.”

Rene Descartes

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• Collaborating Centre – ILO/WHO

• National/International collaboration

• A focus on young and new workers

• Centre of Excellence

“Coming together is a beginning; Keeping together is progress;Working together is success.”

Henry Ford

When coal dust and methane gas exploded in the southwest section of the underground Westray coal mine in Plymouth, Nova Scotia, the immediate effect was a devastating fire, a blast that ripped the roof off the mine entrance and the death of 26 miners. But the May 9, 1992 explosion reverberated long after that date.

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John Thomas Bates, 56Larry Arthur Bell, 25Bennie Joseph Benoit, 42Wayne Michael Conway, 38Ferris Todd Dewan, 35Adonis J. Dollimont ,36Robert Steven Doyle, 22Remi Joseph Drolet , 38Roy Edward Feltmate, 33 Charles Robert Fraser ,29Myles Danial Gillis, 32John Philip Halloran, 33Randolph Brian House,27

Laurence Elwyn James, 34Eugene W. Johnson, 33Stephen Paul Lilley, 40Micheal Frederick MacKay ,38Angus Joseph MacNeil, 39Glenn David Martin, 35Harry Alliston McCallum, 41Eric Earl McIsaac, 38George James Munroe, 38Danny James Poplar, 39Romeo Andrew Short, 35Peter Francis Vickers, 38Trevor Martian Jahn, 36

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Westray Mine Public InquiryWestray Mine Public Inquiry

The report identified the following shortcomings: Failure of company officials to run a safe mine Failure of government departments to ensure that

mine plans were followed and regulations enforced Inspectors, mine development staff and government

officials were negligent Politicians were at fault

Final report of the inquiry entitled “The Westray Story – A Predictable Path to Disaster” was released December 1997 with 74 recommendations.

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Westray Mine Public InquiryWestray Mine Public InquiryWestray Mine Public InquiryWestray Mine Public Inquiry

The report renewed concerns about the accountability of corporations and executives and included the following recommendation:

“The Government of Canada should institute a study of the accountability of corporate executives and directors for the wrongful or negligent acts of the corporation and should introduce such amendments to legislation to ensure that corporate executives and directors are held properly accountable for workplace safety.”

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Bill C-45Bill C-45Bill C-45Bill C-45

Key features of Bill C-45:Key features of Bill C-45:

Broadens the definition of “Organization” to include a public body, corporate body, society, company, firm, partnership, trade union, municipality or an association

Broadens the definition of “representative” to include director, partner, employee, member, agent or contractor

Broadens the definition of “senior officer” to include any representative who plays an important role in the establishment of an organization’s policies or management activities

The Canadian Government enacted Bill C-45 on March 31, 2004 that amends the Criminal Code of Canada.

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The legislation broadly holds organizations, senior officers and their representatives liable for “offences of negligence” when acting within their scope of responsibility and where there is a proven negligent act or omission.

It holds organizations and their representatives criminally liable for workplace health and safety.

The onus is on the senior officer to practice due diligence and take all reasonable steps to protect the worker and the public.


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Health & Safety elements of Bill C-45 include:Health & Safety elements of Bill C-45 include:

Holding corporate decision makers responsible for health and safety

Requiring them to take reasonable measures to ensure safety

Establishing a higher standard of care for employees and the public

Extending the responsibility to individuals who direct work

Providing specific powers to the courts including probationary powers

Corporate Social Responsibility is not the latest bullet or business fad, it is not a philanthropic idea. It is an international imperative for both business and the countries we are operating in.

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LEADERSHIP INTEGRITY RESPECT RELATIONSHIPS

IT’S ABOUT RESPONSIBLE CITIZENSHIPIT’S ABOUT RESPONSIBLE CITIZENSHIP

Corporate Social Responsibility in a globalized industrial world is about making the business investment and the community promise sustainable for the company and for the communities we operate in, its people and environment. It demands:

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Bill C-45 Makes the Case for an Integrated Bill C-45 Makes the Case for an Integrated Management System ApproachManagement System Approach

Management is about the application of organizational culture and resources to accomplish a mission

It is supported by organizational values, beliefs, goals and objectives

It flourishes where clear roles, responsibilities, authorities and accountabilities are set out

A management system is a framework in which program activity is planned, implemented, evaluated, improved, documented and verifiedIn terms of health and safety, a clearly defined, internationally In terms of health and safety, a clearly defined, internationally

recognized management system standard does not existrecognized management system standard does not exist

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Existing Management SystemsExisting Management SystemsExisting Management SystemsExisting Management Systems

British Standards Institution’s (BSI) Occupational & Safety Assessment Series 18001

International Labour Office - ILO 2001 Guidelines

United States - ANSI Z 10 management system for health and safety

Mexico - IAPA’s Integrated Management System

Hong Kong - Safety Management Regulation

Canada – Canadian Standards Association developing a national standard

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Features and Benefits of a Features and Benefits of a Managed System ApproachManaged System Approach

Performance based Based on workplace hazards and risks Manages legislative compliance Establishment, monitoring and

achievement of health and safety goals and objectives

Incorporates continual improvement process

Integration into business processes

IAPA’s Integrated Management System IAPA’s Integrated Management System (IMS)(IMS)

for Health, Safety and the Environmentfor Health, Safety and the Environment

IMS was developed to exceed management system requirements of a wide variety of OHS management systems, standards, specifications and audit protocols

It is a comprehensive continual improvement system that assists in managing an organization’s health, safety and environmental needs

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IAPA’s IMS SYSTEMIAPA’s IMS SYSTEM™™(Integrated Management System for Safety, Health and (Integrated Management System for Safety, Health and

Environment)Environment)

1Leadership 2

Hazard ID, Risk

Assessment, Needs

Determination

3ImplementationStrategy / Plan

4Standards

5Procedures,Guidelines &

Practices

6Communication

7Training,

PersonnelDevelopment

8Measurement

9Evaluation

10RecognitionImprovement

Correction

Core Elements

1. Hiring & Placement2. Engineering3. Regulatory Management4. Operating Procedures5. Maintenance6. Inspections7. Purchasing Management8. Contractor Management9. Management of Change10. Information Management11. Personal Protective Equipment12. Emergency Planning,

Preparedness & Response13. Accident / Incident

Investigation & Analysis14. Claims Management

Discipline 3

Environmental Management Elements

• Pollution Prevention(air, water, soil, ground water)

• Waste Management(hazardous, non-hazardous

• Community Involvement(flora, fauna, humans)

Discipline 2

Health Management Elements

• Occupational Hygiene• Medical Services• Ergonomics• Wellness• Psychosocial Risk

Management

Discipline 4

Process Safety Management Elements

• Process Hazard Information & Knowledge• Process Hazard Analysis (Hazard Evaluation)• Process Equipment Integrity• Process Design Considerations

& Facility Siting• Pre-Start-Up S.H.&E. Reviews &

Compliance Audits• Sharing of Process

Safety Information &Incident Learnings

Discipline 1

Safety Management Elements

• General Rules• Work Permits• Behaviour Based Performance• General Promotion• Product Safety• Security• Fleet Safety• Off-the Job Safety• Workplace Violence

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September 2, 2004

BenefitsBenefits

The identification of organizational and operational risks

Managing the identified risks Managing change Building internal capacity towards self-

reliance Improving and enhancing internal

operations A regular cycle of client self-reflection

and evaluation Flexible (different levels of program

development in the core elements and the four disciplines)

Serves as an implementation model

The IMS provides for :

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September 2, 2004

In order to move the prevention In order to move the prevention yardstick in health and safety, we yardstick in health and safety, we need to integrate moral, social, need to integrate moral, social, economic and legal incentives. economic and legal incentives. Collectively they are motivators Collectively they are motivators

for improvement.for improvement.

The ultimate goal is to The ultimate goal is to utilize a judicious mix of utilize a judicious mix of

strategies leading to strategies leading to sustainable cultural sustainable cultural

changechange

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“We must be the change we wish to see in the world” Gandhi

It’s About Making a Difference.It’s About Making a Difference.

canadian incentives for safe and healthy workplaces

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