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FOREIGN EXCHANGE TRADINGA SUSTAINABLE BUSINESS MODELLES OPÉRATIONS DE CHANGE

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ChemunicatorTHE MAGAZINE OF THE CANADIAN ASSOCIATION OF CHEMICAL DISTRIBUTORS

the

ChemunicatorTHE MAGAZINE OF THE CANADIAN ASSOCIATION OF CHEMICAL DISTRIBUTORS

the

W I N T E R 2 0 1 3

1160 Blair Rd. | Burlington, ON | L7M 1K9Tel.: (905) 332-8777 | www.cacd.ca

CACD BOARD OF DIRECTORS

ChairmanDavid Luciani, Min-Chem Canada Inc.

Vice-ChairmanWilly St.Cyr, Univar Canada Ltd.

Secretary TreasurerPatrick Haineault, CCC Group

Immediate Past ChairmanMichael Staley, Brenntag Canada Inc.

Past ChairmanRod Paterson, A.S. Paterson & Co.

Directors-at-LargeKathie Taylor, Charles Tennant & Co.Anna Derkach, Di-CorpFaisal Saab, Fielding Chemical Technologies Inc.Jean-Francois Warlop, Quadra Chemicals Ltd.

PresidentCathy Campbell | ccampbell@cacd.ca

Manager, Communications & Member ServicesCatherine Wieckowska | catherine@cacd.ca

Manager, Regulatory & Government AffairsDave Saucier | dave@cacd.ca

Editor & Advertising SalesCatherine Wieckowskaemail: catherine@cacd.ca | Phone: (905) 332-8777

Design & LayoutVZiON DesignsTel.: 416.712.2831 | email: adam@vziondesigns.ca

PrinterPocket Press Printing467 Speers Road, Unit 14 | Oakville, ON | L6K 3S4

Direct news releases, new product releases, professional staff changes, etc., to the Editor at CACD offices at the address above.

The Chemunicator is published 3 times a year.

Copyright 2013 by Canadian Association of Chemical Distributors. All rights reserved.

Note: CACD does not approve, endorse or promote, nor does it assume any responsibilities for damages arising from the use of the products, services and technologies mentioned or advertised in the Chemunicator.

CACD assumes no liability for errors, omissions or inaccurate information in the articles, advertisements, and/or accuracy of information provided by writers, authors or vendors.

Responsible Distribution is a registered trademark of the Canadian Association of Chemical Distributors.

You Be The Chemist® is a registered trademark of the Chemical Educational Foundation.

ContentsFEATURESForeign Exchange Trading - J. Hadf ie ld . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

A Repor t on the 2013 SAM - C. Campbel l & D. Saucier . . . . . . . . . . . . . . . . 8

Regulatory Countdown to 2015 - S. Tcher tok . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Human Capital Risk Management - A. Buahene . . . . . . . . . . . . . . . . . . . . . . . 13

Sustainable Risk Assessment Planning - G. Ayres . . . . . . . . . . . . . . . . . . . 20

Why Your Top Talent Wi l l Leave - C. Barret t . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

EditorsN O T E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Chairman’sM E S S A G E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Employee N E W S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

You Be The Chemist ®

U P D A T E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

The GreenC H E M U N I T Y . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

CompanyN E W S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Health & SafetyR E P O R T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

President’sP R E S S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Mark YourC A L E N D A R S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

DEPARTMENTS

Volume 25, Number 3

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So … Susta inabi l i ty… Who rea l ly needs to wor r y about i t anyway? The shor t answer : we a l l do !

At th is year ’s Semi Annual Meet ing in la te October, I heard a devasta t ing fact f rom the panel of susta inabi l i ty exper ts. S tudies show, based on the recent ra te of consumpt ion, we wi l l need two planets by the year 2020. Excuse me, d id I hear that r ight – 2020? Pr ior to the presentat ion, I understood that we a l l needed to be doing our par t to protect the p lanet for generat ions to come. My fami ly

and I do our par t to protect my chi ldren’s ch i ldren. I d id not rea l ize that we needed to be doing more to protect ourse lves. Think about that for a moment . What we do now, d i rect ly af fects us, in less than 7 years.

This i ssue of the Chemunicator i s j am-packed. Dur ing the ed i tor ia l l ayout , I was concerned about l imi ted space because we have mult ip le ar t ic les wr i t ten f rom inf luent ia l authors. Topics such as bet ter bus iness pract ices, through to operat iona l processes, we have i t covered. And, the best par t , susta inabi l i ty i s themed throughout the i ssue.

So often , I hear people ta lk of susta inabi l i ty as an environmenta l concern only. Whi le i t i s a cr uc ia l par t , be sure to cons ider the other areas such as soc iety and economy. Be sure to Think Smar t – Think Sus ta inab i l i t y throughout the ent i re supply cha in and at home.

The CACD Committee Chairs have been ver y busy in 2013. They have worked hard , co l lect ive ly wi th the i r committee volunteers to offer va luable resources to the membership. Greg Ayres of Sodrox Chemica ls and Jeremy Goodfe l low of Sy lv i te have provided an exce l lent tool and update on beha l f of the Operat ions and Logis t ics Committee. Use the Risk Assessment Planning p la t for m and Bus iness Impact Analys i s Worksheet found on page 20 . The Regulator y Affa i rs Committee has been proact ive in approaching susta inabi l i ty a t the government and pol icy leve l . The Chair, Sergeui Tcher tok of Quadra Chemica ls, i s a champion on the topic and cont inues to suppor t the other committees in an effor t to inf luence susta inabi l i ty throughout the supply cha in . When I have a quest ion on susta inabi l i ty, he i s my “go-to guy” . Sergeui speaks to the regula tor y spr int on page 11 . The ar t ic le i s ava i lab le in both Engl i sh and French to ensure ever yone understands the impending regula tor y impl icat ions. Of course, the Heal th & Safety Committee i s represented wi th the Safety Matters p iece. This i ssue covers safety concerns re la ted to day l ight sav ings and t ime change. Be sure to inc lude employees, co l leagues and supply cha in s takeholders as par t of a bus iness susta inabi l i ty p lan . Understanding the generat iona l d ivers i ty i s jus t the

beg inning. Adwoa Buahene, our keynote presenter a t th is year ’s Fa l l conference has wr i t ten on human capi ta l and r i sk management . She provides 5 t ips for the organizat ion, as wel l as the leadership. On the f l ip s ide, how do you keep your ta lent? Chr is Bar ret t of Crestcom Leadership, shares the 10 fa i lures that management must e l iminate in order to reta in the i r top ta lent . Be sure to read both ar t ic les to bet ter understand people engagement and retent ion.

Economics i s typ ica l ly the area of susta inabi l i ty that leaders do th ink of. The bottom l ine i s a lways a concern , whether i t ’s a t home or in bus iness. James Hadf ie ld , Director a t TD Secur i t ies has wr i t ten an ar t ic le on fore ign exchange t rad ing. James uses a hypothet ica l case s tudy and repor ts on factua l data to s t ress the impor tance of reducing r i sk in the exchange process on page 6 .

On November 12th , 2013, 15 s tudents f rom the Edmonton and Elk Is land communit ies were contenders in the You Be The Chemist ® (YBTC) Canada Regiona l Chal lenge. The event was wel l a t tended and the ce lebrat ion of good chemistr y was exhib i ted by a l l in a t tendance. The goa l of the YBTC prog ram is to inspire the youth of today to make a pos i t ive investment in the chemica l industr y. Share in the exc i tement and read the event repor t under the YBTC update.

Dur ing the summer months, we asked the membership to repor t on the i r susta inable so lut ions and to share the i r models wi th the hopes of inspir ing a movement throughout the ent i re assoc ia t ion. I am pleased to repor t that a g roup of e l i te companies have provided a l i s t ing of best pract ices under the Green ChemUNITY sect ion. Take a moment to read through the l i s t and cons ider implement ing a couple wi th in your organizat ion.

Wikipedia uses the words “mainta in” , “suppor t” and “endure” to descr ibe susta inabi l i ty. I urge you to cons ider your achievements f rom 2013 that you would l ike to hold on to. I am par t icu lar ly proud of and wi l l cont inue to suppor t the susta inabi l i ty of : Respons ib le Distr ibut ion ®, You Be The Chemist ®, Committee volunteers, the Associa t ion’s g rowth, and the essence of Respons ib i l i ty Matters.

Wishing you and your fami l ies hea l th and happiness for the New Year,

Cather ine

PS – For the susta inabi l i ty of your company, don’t forget to reg is ter your Gen Y or X for the Chemica l Supply Chain Management prog ram. They can complete the d ip loma course onl ine and br ing a wea l th of knowledge back to the organizat ion. For enrol lment , v i s i t www.cscm-edu.com

Cather ine WieckowskaEditor, The Chemunicator

Catherine WieckowskaManager, Communica t ion & Member Ser v ices

Editor’sN O T E S

T H E C H E M U N I C A T O R

4

2013 comes to an end and in i t ia tes a beg inning for 2014. Most bus iness leaders wi l l take th is t ime to ref lect on the imperfect ions of the prev ious year and deter mine ways to avoid these r i sks in the future. More impor tant ly, l eaders magnify the successes to ensure the respect ive s t ra teg ies are reta ined in the upcoming year.

The same can be sa id for your assoc ia t ion. The CACD Board of Directors and Committee Chairs

recent ly took par t in a s t ra teg ic workshop focused on member engagement and perce ived va lue. I am pleased to repor t that our score card aga inst other l ike-minded organizat ions was h igh. However, we have areas of improvement and l ike any bus iness, want to cont inue to g row.

Some of our achievements for 2013 inc lude the fo l lowing :

The amended Respons ib le Distr ibut ion ® (RD) Code of Pract ice was voted and approved on by the membership on May 30th , 2013. The RD committee and task g roups worked ver y hard to a l ign the Code wi th other industr y s tandards and bui l t the new sect ion 7 : Manage Secur i ty. The Code has been off ic ia l ly recognized by Transpor t Canada , SIMS.

The Chemica l Supply Chain Management (CSCM) d ip loma prog ram was launched on September 9th , 2013 onl ine to provide the chemica l supply cha in wi th a recr u i tment , t ra in ing and retent ion resource as wel l as a bus iness susta inabi l i ty s t ra teg y. I f you have not a l ready enrol led a s tudent f rom your company, I recommend that you v is i t cscm-edu.com to bet ter understand why you should be par t ic ipat ing in th is prog ram.

The assoc ia t ion managed two successfu l conferences that surpassed budget expectat ions and at tendance object ives. The Annual Meet ings and Semi Annual Meet ings are g reat examples of the chemica l industr y col lect ive ly learn ing , shar ing and suppor t ing the i r community. The revenue generated from these events d i rect ly inf luences the minimal membership fees as i t suppor ts the operat ing costs of the assoc ia t ion.

The Head Off ice moved to a larger and more eff ic ient fac i l i ty in Bur l ington, Ontar io. The s taff and committees have g rown in s ize, requir ing more space to conduct bus iness and meet ings. The move to 1160 Bla i r Road wi l l not only act ive ly suppor t the g rowth of the organizat ion but a l so host the in-c lass, 2 day sess ion of the CSCM, scheduled to commence in March, 2014.

The v is ib i l i ty of CACD and i ts af f i l i a ted organizat ions are

s t ronger than ever in Ottawa. The Government advocacy campaign cont inues to g row at a s teady pace. The road ahead i s long, however much has been achieved wi th involvement in the Industr y Coordinat ing Group (ICG), MAC-TDG, and the inf luence of Cathy Campbel l , who now s i ts as Chairperson on the Chemica l Al l ied Industr y Group.

The Scholarsh ip prog ram awarded 5 Univers i ty / Col lege s tudents wi th $1 ,000 each on May 30th , 2013. The scholarsh ip prog ram has been in effect s ince 2011 (awarded $15,000 to date) and i s g iven to chi ldren of parents working wi th a member company in good s tanding.

CACD cont inues to suppor t educat ion and youth engagement through You Be The Chemist ® (YBTC) Canada . The YBTC committee successfu l ly organized the f i rs t annual “Tee Off For Kids” gol f tournament and ra ised over $20 ,000. The YBTC webs i te has been updated wi th new sect ions, bui l t on a respons ive p la t for m and colourfu l ly rebranded. The year concluded wi th the Edmonton Regiona l Chal lenge on November 12th , 2013 at the Univers i ty of Alber ta , in par tnership wi th Imper ia l Oi l .

The weekly Regulator y Newslet ters cont inues to provide execut ives and regula tor y profess iona ls wi th an extens ive update. This tool i s a huge t ime saver. I f you are a member company or suppl ier par tner of the assoc ia t ion, make sure you are on the e-d is t r ibut ion l i s t , espec ia l ly wi th the expected workload ahead. Remember, th is resource i s only ava i lab le i f you are par t of CACD.

The CACD member sect ion of the webs i te has been re-des igned, making i t user f r iendly and more impor tant ly, a one-s top shop for resources, tools and updates. The s i te i s ava i lab le on a l l dev ices, inc luding your smar tphones. The l ibrar y of resources hosts the hea l th & safety newslet ters, RD se l f -assessments, advocacy le t ters, the Code of Pract ice and the new tool des igned by the RAC, Regulat ion Finder. Al though we have many achievements to ce lebrate th is year, the Board and Staff recognize that there are s t i l l cha l lenges ahead. Expect to see some changes in the New Year, which wi l l inc lude a s t reaml ined communicat ions p lan and s tronger advocacy campaign. We wi l l cont inue to look for ways to publ ic ize the benef i ts of membership and va lue propos i t ion.

If you have a recommendat ion or thought on th is topic, I urge you to reach out to your assoc ia t ion Pres ident , Cathy Campbel l or to myse l f as Chair man at cha i r man@cacd.ca

Cheers to a prosperous New Year !

David

David Luciani | Chair man, CACD Pres ident , Min-Chem Canada Inc.

David LucianiPres iden t | Min-Chem Canada

Chairman’sM E S S A G E

W I N T E R 2 0 1 3

5

Fore ign exchange i s a cash management funct ion, r ight? You se l l your goods and ser v ices in one cur rency, and make payment for the inventor y to produce these goods and ser v ices in another. A s imple matter of exchange to pay your b i l l s and rea l ize the f ixed marg in bui l t into your product . Rea l ly? I f your bus iness buys and se l l s product in the same cur rency, then yes. I f not , then the fore ign exchange market wi l l have a s igni f icant impact on how much of your p lanned marg in i s re ta ined af ter tak ing into account market vola t i l i ty.

A few quick facts on the foreign exchange market :

• Fore ign exchange i s the largest over- the-counter market in the wor ld wi th da i ly turnover es t imated to be $5 .3- t r i l l ion per day as of Apr i l 2013, up from $4 t r i l l ion in 2010.

• Primar y market makers such as TD Secur i t ies account for 39% of the market .

• Cur rency t rad ing occurs 24-hours a day wi th pr imar y t rad ing centres located in London, New York, S ingapore and Tokyo.

• The U.S. dol lar was on one s ide of 87% of a l l cur rency t ransact ions g loba l ly.

To summarize, the fore ign exchange market i s vast ensur ing that a par t ic ipant gets a fa i r pr ice wi thout r i sk of moving the market . However, the sheer s ize of the fore ign exchange market resu l ts in vola t i l i ty that can negat ive ly impact prof i t marg ins wi th l i t t le or no warning.

The eas ies t way to manage fore ign exchange exposure i s to s imply v iew i t as another cost to your bus iness, regard less of whether you’re an impor ter or an expor ter. Case in point :

A company in Calg ar y expor ts to the U.S. and i s in the process of complet ing a contract in October wor th $1 ,000,000 USD payable in 90 days. The company ca l l s TD Secur i t ies and f inds that the cur rent exchange ra te i s 1USD = 1 .0400CAD which would resu l t in g ross rece ivables of $1 ,040,000 CAD in Januar y i f the ra te doesn’t change. The company s igns the dea l .

The exchange ra te has been re la t ive ly s tab le s ince the U.S. Government ag reed to temporar i ly ra i se the debt ce i l ing in October, and i t ’s unl ike ly that anyth ing wi l l change when the ag reement ends in Januar y when payment i s due. Peace breaks out between the republ icans and the democrats ( remember, i t ’s a hypothet ica l example ! ) in Januar y and the debt ce i l ing i s no longer an i ssue. S ince October however, the Canadian economy has s t rengthened cons iderably resu l t ing in an apprec ia t ion of the Canadian dol lar aga inst the U.S. dol lar. TD Secur i t ies quotes an exchange ra te a t the t ime of sh ipment of 1USD = 1 .0100 CAD.

Two seemingly unre la ted events have resu l ted in the company rece iv ing only $1 ,010,000 CAD at the t ime of sh ipment , a loss of $30 ,000 of g ross revenue in jus t three months ! S ince 100% of the company’s f ixed overhead i s in Canadian dol lars, the company’s costs have just indirect ly increased as they rece ived less CAD dol lars than or ig ina l ly ant ic ipated to cover these costs.

Given the s ize and scope of the fore ign exchange market , i t ’s a lmost imposs ib le to accurate ly predict the future leve l of an exchange ra te over the long ter m. Us ing a forward contract however g ives anyone wi th fore ign exchange exposure the abi l i ty to lock in an exchange ra te to buy or se l l one cur rency aga inst another for set t lement on or dur ing a predeter mined date in the future. For example :

Let ’s assume that our Calg ar y c l ient , a f ter speaking wi th the i r TD Secur i t ies fore ign exchange t rader, dec ided in October to lock in the i r prof i t marg in a t the t ime of sa le by enter ing into a three month forward contract to se l l U.S. dol lars and rece ive Canadian dol lars a t a ra te of 1 .0415. In doing so, our company has guaranteed that they wi l l be able to se l l $1 ,000,000 USD and rece ive $1 ,041,500 upon shipment of the i r product regard less of what happens in the fore ign exchange market between the date of sa le and sh ipment .

Great ! But what happens i f the USD apprec ia tes in va lue? In the case of forward contracts, the company i s s t i l l obl ig ated to se l l US dol lars a t a ra te of 1 .0415 on the matur i ty date. Does th is mean that our company just “got burned”? No, s ince our company - upon enter ing into the contract - expected to se l l the i r product and make a prof i t , not to t rade the cur rency hoping to make a prof i t ! by bet t ing on the d i rect ion of the cur rency !

Al l successfu l companies budget for the i r overhead, some budget r ight down to the cost of the toner in the pr inter. I f that ’s the case, then i t makes sense to es tabl i sh a budget ing and r i sk management process that protects your prof i t marg in whenever poss ib le, par t icu lar ly in the fore ign exchange market .

“For me, the g reates t source of income is s t i l l movies. Nothing – s tocks, f inancia l specula t ion, rea l es ta te specula t ion or bus iness – makes more money for me than making movies.” Jack ie Chan.

Regardless of your type of bus iness, focus ing on what you know best and reducing unnecessar y r i sks equa ls success. Now that ’s a susta inable bus iness model !

Each c l ient a t TD Secur i t ies has a dedicated fore ign exchange spec ia l i s t to ass i s t them with the management of the i r fore ign exchange r i sk by us ing a var ie ty of products inc luding l imi t orders, forward contracts, and cur rency opt ions. I f you would l ike more infor mat ion on the fore ign exchange ser v ices offered by TD Secur i t ies, p lease contact me at james.hadf ie ld@tdsecur i t ies.com.

FOREIGN EXCHANGE TRADING: A SUSTAINABLE BUSINESS MODEL?

6

Les opérat ions de change font par t ie de la fonct ion gest ion de t résorer ie, n’es t -ce pas? Vous vendez des b iens et ser v ices dont le pr ix es t é tab l i dans une cer ta ine monnaie e t vous payez les s tocks qui ser vent à produire ces b iens et ser v ices dans une autre. I l s ’ag i t s implement d ’échanger une monnaie contre une autre af in de payer vos factures e t de réa l i ser la marge bénéf ic ia i re f ixe assoc iée à vos produi ts. Vra iment? C’es t le cas s i votre entrepr ise achète ses s tocks et vend ses produi ts en ut i l i sant la même monnaie. Dans le cas contra i re, le marché des changes – compte tenu de sa vola t i l i té – aura une inc idence cons idérable sur ce qui res te de votre marge bénéf ic ia i re prévue.

Voici un aperçu du marché des changes :

• l e marché des changes es t le p lus impor tant marché hors cote à l ’ éche l le mondia le e t l a va leur quot id ienne des t ransact ions y a a t te int 5 ,3 b i l l ions de dol lars en avr i l 2013, comparat ivement à 4 b i l l ions de dol lars en 2010 ;

• l es teneurs de marché pr inc ipaux, comme Valeurs Mobi l ières TD, représentent 39 % du marché ;

• des opérat ions de change sont effectuées 24 heures sur 24 et les pr inc ipaux centres de négocia t ion se s i tuent à Londres, à New York, à S ingapour et à Tokyo;

• l e dol lar amér ica in es t l ’une des monnaies ut i l i sées dans 87 % des opérat ions de change à l ’ éche l le mondia le.

Bref, l a ta i l l e du marché des changes es t imposante et un par t ic ipant peut obtenir un juste pr ix sans r i squer de gonf ler la va leur de la monnaie qu ’ i l achète. Toutefo is, l a ta i l l e g ig antesque du marché des changes entra îne une volat i l i té qui peut avoir des conséquences négat ives imprévis ib les sur les marges bénéf ic ia i res des entrepr ises.

La manière la p lus fac i le de gérer son expos i t ion aux taux de change es t de la cons idérer s implement comme un autre coût pour votre entrepr ise, que vous soyez un impor tateur ou un expor tateur.

À t i t re d ’ i l lus tra t ion : une soc iété de Calg ar y expor te des produi ts aux États-Unis e t es t en voie (en octobre) de conclure un contrat d ’une va leur de 1 000 000 $ US payable dans les 90 jours. La soc iété appel le Valeurs Mobi l ières TD et apprend que se lon le taux de change actue l , 1 $ US vaut 1 ,0400 $ CA, ce qui lu i donnera i t une somme br ute à recevoir en janvier de 1 040 000 $ CA s i le taux res te le même. La soc iété s igne l ’entente.

Le taux de change a é té re la t ivement s tab le depuis que le Cong rès amér ica in a accepté de re lever tempora i rement le p lafond de la det te en octobre et i l es t peu probable que la s i tuat ion change au moment de la f in de l ’ accord en janvier lorsque le pa iement deviendra ex ig ib le. Les é lus républ ica ins e t les démocrates font la pa ix ( rappelez-vous qu’ i l s ’ag i t d ’un exemple hypothét ique ! ) en janvier e t le p lafond de la det te n’es t p lus un problème. Depuis octobre toutefo is, l ’ économie canadienne a cons idérablement repr is de la v igueur, ce qui a entra îné une hausse du dol lar canadien par rappor t au dol lar amér ica in . Valeurs Mobi l ières TD offre un taux de change de 1 $ US pour 1 ,0100 $ CA au moment de la l ivra ison. À cause de ces deux événements apparemment sans l ien avec

e l le , l a soc iété ne reçoi t que 1 010 000 $ CA au moment de la l ivra ison, so i t une per te de revenu br ut de 30 000 $ en t ro is mois à pe ine ! Puisque 100 % des coûts indirects f ixes de la soc iété sont en dol lars canadiens, ces coûts ont s implement augmenté indirectement lorsqu’e l le a reçu une quant i té de dol lars canadiens infér ieure à ce qu ’e l le prévoya i t pour les couvr i r.

Compte tenu de la ta i l l e e t de l ’ é tendue du marché des changes, i l es t prat iquement imposs ib le de prédire préc isément l ’ évolut ion d ’un taux de change à long ter me. Le recours à un contrat à ter me de g ré à g ré , toutefo is, donne à toute entrepr ise exposée au marché des changes la poss ib i l i té de g arant i r un taux pour l ’ achat ou la vente d ’une monnaie contre une autre à une date future prédéter minée.

Par exemple : présumons que notre c l ient de Calg ar y, après sa d iscuss ion avec le cambiste de Valeurs Mobi l ières TD, déc ide en octobre de g arant i r, au moment de la vente, sa marge bénéf ic ia i re en concluant un contrat à ter me de g ré à g ré d ’une échéance de t ro is mois af in de vendre des dol lars amér ica ins à un taux de 1 ,0415 $ CA. Ains i , l a soc iété a g arant i qu ’e l le pour ra vendre 1 000 000 $ US et recevoir 1 041 500 $ CA au moment de la l ivra ison de son produi t , peu impor te l ’ évolut ion du marché des changes entre la date de la vente et ce l le de la l ivra ison.

Excel lent ! Par contre, qu ’ar r ive- t - i l s i l a va leur du dol lar amér ica in augmente? En ver tu d ’un contrat à ter me de g ré à g ré , l a soc iété doi t tout de même vendre des dol lars amér ica ins à un taux de 1 ,0415 $ CA à la date d ’échéance. Par conséquent , l a soc iété a- t -e l le subi un revers? Non, puisqu’au moment de conclure le contrat , l a soc iété s ’a t tenda i t à vendre son produi t e t à réa l i ser un prof i t , e t non à vendre la devise en espérant réa l i ser un prof i t en misant sur l ’ évolut ion de cet te dernière !

Toutes les entrepr ises qui obt iennent du succès établ i ssent un budget prévoyant leurs coûts indirects ; cer ta ines poussent l ’ exerc ice jusqu’à prévoir le coût de l ’ encre dans leur impr imante. Ains i , c ’es t une bonne idée de mettre en p lace un processus de budgét i sa t ion et de gest ion du r i sque af in de protéger votre marge bénéf ic ia i re autant que poss ib le, par t icu l ièrement en ce qui a t ra i t au marché des changes.

« Ma source de revenus la p lus impor tante demeure le c inéma. Rien d ’autre – que ce so i t les act ions, l a spécula t ion f inancière, l ’ immobi l ier ou une entrepr ise – ne me rappor te autant d ’argent que de jouer dans des f i lms. » – Jack ie Chan

Quel que so i t votre secteur d ’act iv i té , mettre l ’ accent sur vos forces e t a t ténuer les r i sques inut i les es t l a c lé du succès. Voi là un modèle d ’af fa i res v iab le !

LES OPÉRATIONS DE CHANGE : UN MODÈLE D’AFFAIRES VIABLE?

By : James HadfieldDirec to r | TD Secur i t i es

James Had f i e ld , CFA, i s a D i rec to r w i th TD Secur i t i es respons ib le fo r fo re ign exchange , inves tmen t , and money marke t o r ig ina t ion and d is t r ibu t ion to c l i en ts o f TD Bank Group .

7

This year ’s Semi-Annual was he ld a t the Miss issauga Convent ion Centre wi th the appropr ia te theme Round2: Industr y vs. Vulnerabi l i ty. The event was met icu lous ly p lanned by the CACD team to provide h igh va lue for the 100+ at tendees.

The annual event s tar ted off wi th an update f rom the ver y act ive Regulator y Affa i rs Committee. Dave Saucier of the CACD provided a h igh- leve l recap of cur rent leg is la t ive in i t ia t ives underway that are impact ing the chemica l supply cha in . This inc luded an update on the ant ic ipated secur i ty regula t ions for dangerous goods sh ipments, which was a dr iver for the recent changes to the Respons ib le Distr ibut ion ® (RD) Code of Pract ice. The Workplace Hazardous Mater ia l s Infor mat ion System (WHMIS) sub-committee has been hard at work to ensure that key features benef ic ia l to the d is t r ibut ion community of the cur rent WHMIS regula t ions are reta ined in the GHS vers ion. These inc lude the protect ion of conf ident ia l infor mat ion regard ing ing redient concentrat ion repor t ing as wel l as the retent ion of the smal l l abe l l ing exempt ion. An update on proposed changes to phar maceut ica l and food ing redient regula tor y modernizat ion was a l so provided. Chemica l d is t r ibutors ser v ic ing these markets wi l l be ver y busy indeed reg is ter ing the i r fac i l i t ies and ensur ing that the i r indiv idua l RD prog rams are robust enough to meet Good Manufactur ing Pract ices for act ive phar maceut ica l ing redients and for food safety contro l p lans. The successfu l Chemica ls Management Plan wi l l beg in p lanning i t s 3rd phase next year cover ing 1 ,700 lower pr ior i ty substances that are extremely data poor. The update concluded wi th the message that there may be a ca l l for CACD technica l exper ts such as food sc ient i s ts, cosmet ic and phar maceut ica l for mulators and other types of chemists to ass i s t the government wi th complet ing r i sk assessments for intended and unintended ing redient uses.

The Regulator y Affa i rs Committee was a l so respons ib le for organiz ing a susta inabi l i ty panel to provide a t tendees wi th perspect ive on how susta inabi l i ty can be woven into the i r indiv idua l d is t r ibut ion bus inesses. The t r ipar t i te panel cons is ted of a presentat ion from the “customer” perspect ive and we were ver y for tunate to have Susan Nieuwhof of Proctor & Gamble share the impor tance of susta inabi l i ty as a key market ing dr iver for P&G. Vernon Schneider of BASF provided the “suppl ier” perspect ive and how BASF

has integ rated susta inabi l i ty as a fundamenta l mindset in the bus iness model . The f ina l presentat ion was f rom Serguei Tcher tok of Quadra Chemica ls who provided the “dis t r ibutor” perspect ive on how susta inabi l i ty can provide cost sav ings to d is t r ibut ion operat ions.

Greg Car reau , Execut ive Director Prog ram Development and Engagement , Environment Canada provided an update on the Domest ics Substances Lis t (DSL) search engine which i s an impor tant tool used extens ive ly by the chemica l d is t r ibut ion sector and the i r suppl iers. The search engine should be up and r unning ear ly 2014 based on input f rom the CACD. The f ina l draf t pol icy for use the government ’s use of S igni f icant New Act iv i ty (SNAc) orders was a l so heavi ly inf luenced by CACD engagement to ensure minimal instant non-compl iance scenar ios in future.

Stephen Flower introduced the Predict ive Success prog ram that introduces the concept of worker ana lyt ics to learn the key a t t r ibutes of both managers and employees wi th in an organizat ion. This prog ram provides a means of a l ign ing personal a t t r ibutes to key job at t r ibutes. The 3 leve ls of character i s t ics are der ived from an onl ine s t imulus response instr ument that uses a f ree choice checkl i s t that has been proven re l iab le across jobs, organizat iona l leve ls and industr ies. Dominance, extrovers ion, pat ience and for mal i ty are key measurements for predict ive indices cover ing what comes natura l ly for a person, how they are t r y ing to adapt to the i r environment and how they behave in the i r cur rent job.

Er in Rober ts, Founder of Zzeem Consul t ing provided a l ive ly and interact ive sess ion on “bra instor ming outs ide of the box”. Al l a t tendees were engaged wi th an exerc ise on how to reduce the product iv i ty k i l l er known as whelm.

Detect ive Angelo Capra and Detect ive Rober t Zawerbny of the RCMP provided presentat ions on the apprehens ion of the famous Toronto 18 and how the Suspic ious Inc ident Repor t ing (SIR) tool i s used to understand ter ror is t threat t rends and in i t ia te invest ig at ions. The Toronto 18 invest ig at ion began wi th a “bang in the park“that was connected to an advisor y le t ter sent to pol ice by the Canadian Secur i ty Inte l l ig ence Ser v ice (CSIS) . This began extens ive sur ve i l l ance leading to the convict ion of the Toronto 18 . Detect ive Zawerbny concluded the presentat ion wi th examples of how the chemica l industr y has used the SIR tool which in i t ia ted invest ig at ions and convict ions.

Ivana Manera , Sa les Account Execut ive for Del ta , Air France, KLM and Al i ta l i a Air l ines provided infor mat ion regard ing the Skybonus Prog ram which rewards the t rave ler and the company when us ing these 4 wor ld- leading a i r l ines. Skybonus i s an interest ing rewards points prog ram that a l lows the t rave l ler to earn the i r personal reward points and provides companies wi th addi t iona l reward incent ives. Members rece ive points for ever y $1 spent on a i r fares, and there i s no contract to s ign . Enrol l onl ine a t de l ta .com/skybonus to

Co-Written: Cathy Campbel l & Dave Saucier, CACD

Serguei Tcher tok of Quadra , Susan Nieuwhof of P&G, Dave Saucier of CACD and Vernon Schneider of BASF.

A REPORT ON THE CACD

8

earn 10 ,000 points as a welcome bonus us ing the promot iona l code CANSKY. Bon voyage !

The d inner speaker was Karen Chown, Vice Pres ident , TEC Canada . She ta lked about the need to show your vulnerable s ide. Karen expla ined that TEC Canada i s a conf ident ia l g roup that enhances and g rows your leadership abi l i t ies through g roup meet ings wi th innovat ive senior leaders. Mentorship i s a cr i t ica l e lement of leadership deve lopment provided through one-to-one meet ings. Jo in ing TEC Canada provides members wi th access to near ly 16 ,000 bus iness leaders wor ldwide which wi l l a l low the member to expend the i r network and ident i fy new oppor tuni t ies.

Day 2 opened wi th Adwoa Buahene of n-gen People Perfor mance Inc. , who spoke at the annual meet ing as wel l . She expla ined the four generat ions in the workplace today : Tradi t iona l i s ts, Baby Boomers, Gen X’s and Gen Y’s. There are s igni f icant d i f ferences and i t i s impor tant to be aware of them to improve the output of your employees. Adwoa sa id , “I t i s impor tant to de l iver on your promises, be t ransparent and respons ive. The new generat ion be l ieve in col laborat ing and par tner ing. You need to be an engaged organizat ion, i f you want to sur v ive in the new wor ld .”

John Weige l t of Microsoft Canada spoke about an impor tant i ssue fac ing ever yone in bus iness today, the fact that we are vulnerable when i t comes to technolog y and the d ig i ta l economy. The Canadian economy r uns on technolog y. For example, one b i l l ion dol lars i s t ransfer red for merchandise and $323 mi l l ion da i ly a t the Ambassador Br idge in Windsor. Ever y bus iness must protect i t se l f . “Rule number one i s keep cur rent , make the updates,” sa id John. “Al though Canada i s not a host i le environment , there i s s t i l l a ra te of infect ion here. The Trojan v i r uses are s t i l l the h ighest g roup to inf i l t ra te Canadians.” Ant i -v i r us protect ion decreases infect ions by f ive t imes. One point Mr. Weige l t ra i sed severa l t imes and was quest ioned about i s the ret i rement of Windows XP in 2014. Be sure to mig rate to another prog ram, as Microsoft wi l l not be ser v ic ing XP any longer.

Hal ina Ratu lowski of L .V. Lomas gave the Heal th and Safety Committee repor t . She i l lus tra ted the impor tance of g ood habi ts, which can be changed af ter three repet i t ions. She demonstrated th is wi th audience par t ic ipat ion. “Near miss shar ing i s the eas ies t way to decrease inc idents f rom occur r ing” sa id Hal ina . Introduce th is in your company to see the documented improvements.

Pur ves Redmond and AVIVA presented on the vulnerabi l i t ies of f leet management . The resounding message in the i r presentat ion was documentat ion, documentat ion, and more documentat ion. Being proact ive and ensur ing that the documentat ion i s in p lace, wi l l usua l ly he lp save companies a t a la ter date,” sa id Mar t in Lee.

Jeremy Goodfe l low of Sy lv i te and Operat ions & Logis t ics Committee Chair g ave the committee update. Jeremy spec i f ica l ly spoke to the recent and ant ic ipated changes to the ra i l regula t ions, pol ic ies and procedures. He promised to keep the assoc ia t ion’s s takeholders updated , as changes occur.

Cathy Campbel l g ave the updates on beha l f of Rami Akl of Katoen Nat ie, Chair of the Montrea l Chapter and J im Bird of Univar Canada , Chair of the Western Chapter.

Rosanna Aure l lo of Quadra , Chair of the You Be The Chemist ® Canada Committee updated the audience on the pos i t ive and many successes of the Committee. In 2013, the Committee made huge s t r ides in the outreach in i t ia t ive, inc luding the gol f tournament that was he ld in September ( ra i sed over $20 ,000) . The year wi l l end on a h igh note wi th a reg iona l Chal lenge be ing he ld in Edmonton at the Univers i ty of Alber ta Centennia l Centre for Interd isc ip l inar y Sc ience. Imper ia l Oi l and the Univers i ty are sponsor ing the event , a long wi th CACD, Quadra , Sy lv i te and VZiON Designs. This Committee i s working hard to improve the percept ion of the chemica l industr y and to get young people exc i ted about chemistr y.

Chr is Bar ret t of Crestcom presented on employee vulnerabi l i ty. He gave the sad s ta t i s t ics “that 50% of employees wi l l look for a new job in the next few years.” Only 30% of employees are act ive ly engaged. You must work hard to improve that percentage. Most employees qui t the i r job because of a bad boss. “I t costs too much to t ra in and br ing on new staff , you need to ensure that employees do not fee l under va lued,” sa id Mr. Bar ret t .

Cathy Campbel l presented on beha l f of Bernie Cook of Brenntag Canada , Chair of the Respons ib le Distr ibut ion Committee. Cathy g ave the deta i l s of the changes to the Code and reminded the g roup that implementat ion should be occur r ing now, as the new code wi l l be in effect as of Januar y 1 , 2015. “I t i s impor tant to get the rev is ions made to your interna l sys tems to prepare for compl iance,” sa id Cathy.

Keynote presenter, Adwoa Buahene seen here wi th SAM Chair and CACD Vice Chair man, Wi l ly St . Cyr of Univar.

SEMI ANNUAL MEETING

9

The day ended wi th a presentat ion by John Tomase l l i , Remedia l Measures Spec ia l i s t f rom Transpor t Canada . John spoke on the many changes to the regula t ions and spec i f ica l ly ERAPs. John has a backg round in chemistr y and industr ia l hyg iene, so he has a good understanding of the industr y and i s wi l l ing to offer gu idance to improve the t ranspor t of product in Canada .

I t was a successfu l meet ing wi th over 100 people par t ic ipat ing. Mar issa Cutts of Anchem Sa les in London was the b ig winner of two t ickets to anywhere in Nor th Amer ica f rom sponsor Del ta/KLM/Air France/Al i ta l i a . Cong ratu la t ions Mar issa ! Thank you to the speakers, volunteers, Wi l ly St . Cyr (Chair of the meet ing) , Cather ine, Sharon and Tanya who did a super job of the log is t ics and p lanning.

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The fol lowing companies / faci l i t ies were awardedtheir RD cer t i f icate on October 30th, 2013.

Congratulat ions!

Calgar yEdmonton

12835 - Edmonton12925 - Edmonton

Oakvi l le Back: Joe Caponio of Brenntag , Sergeui Tcher tok of Quadra , Br uno Samuel of SAI Global , Jean-Francois War lop of Quadra , Wi l ly St . Cyr of Univar, Drew Burgess of Cambrian , and Cathy Campbel l of CACD.Front : Rosanna Aure l lo, Francois LeDuc and Wal ter Banas of Quadra .

2013 RESPONSIBLE DISTRIBUTION® VERIFICATION RECIPIENTS

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I t i s somehow appropr ia te tha t in 2015 , Canada w i l l be hos t ing the Pan-Am Games because opera t ing in the cur ren t r egu la to r y env i ronment i s s t a r t ing to f ee l l i ke one o f the g rand even ts . We a re a l l used to a g radua l bu i ld-up o f new ru les : we f ind ou t wha t the regu la to r y agenc ies a re p lann ing yea rs in advance , p rov ide our inpu t , t r a in our peop le , and implement new processes and p rocedures . In e f f ec t , we a re normal ly runn ing a mara thon – long d is tance , endurance-or ien ted p roceed ings . Th is i s no longer the case : the yea r 2014 p romises to be a spr in t , a 100-mete r dash to the f in ish , w i th ma jo r r egu la t ions be ing pub l i shed and coming in to fo rce v i r tua l l y a t the same t ime , w i th dead l ines pos i t ioned a t va r ious po in ts in 2014 and espec ia l l y 2015 .

The o ld f ami l i a r WHMIS is abou t to be rep laced by the G loba l l y Harmonized Sys tem (GHS) , w i th the Canada Gaze t t e pub l i ca t ion expec ted l a t e in 2014 and coming in to fo rce in 2015 . Th is means tha t a l l p roduc ts w i l l have to be re-c lass i f i ed , sa fe ty da tashee ts and l abe ls re-wr i t t en , a l l pe rsonne l r e - t r a ined and we w i l l l i ke ly have l imi ted t ime to do i t .

The regu la t ions a round Sa fe Food fo r Canad ians Ac t mus t a l so be f i rmly in p lace by 2015 . The Canad ian Food Inspec t ion Agency i s cu r ren t l y go ing th rough an ex tens ive consu l t a t ion p rocess ; the yea r 2014 w i l l be c r i t i ca l in ensur ing tha t the new regu la to r y f r amework bo th p ro tec ts the sa fe ty o f the Canad ian food supp ly and does no t p lace excess ive burden on the d is t r ibu t ion sec to r. In pa r t i cu la r, a l l impor te rs o f food , inc lud ing food

add i t i ves and p rocess ing agen ts , w i l l need to ob ta in an es tab l i shment l i cence . There i s a l so a poss ib i l i t y tha t a l l food p roduc ts impor ted in to Canada may requ i re a pe rmi t . Concerns regard ing CF IA’s modern i za t ion were such tha t a Food Sub-Commi t t ee was fo rmed ea r l i e r th is yea r to address th is i ssue and to p rov ide comments on beha l f o f the indus t r y.

In add i t ion , the re a re a lso new gu ide l ines coming in to fo rce tha t dea l w i th implement ing Good Manufac tu r ing Prac t i ces fo r impor te rs o f ac t i ve pharmaceu t i ca l ingred ien ts ; the re a re ra i l sa fe ty concerns fo l lowing the Lac-Mégan t i c d isas te r ; and the ba r rage o f su r veys and assessments ca l l ed the Chemica ls Management P lan con t inues (and we a re s t i l l ve r y thank fu l tha t i t ’s no t REACh)

In the yea r 2014 , pa r t i c ipa t ion in the Regu la to r y A f f a i r s Commi t t ee i s no longer op t iona l fo r r egu la to r y p ro fess iona ls , i t i s a necess i t y. A l t e rna t i ve ly, you mus t r ea l l y pay a t t en t ion to CACD’s week ly regu la to r y news le t t e rs . Government agenc ies a re implement ing ma jo r changes and they need our inpu t . We have a un ique oppor tun i t y, a b r i e f w indow o f t ime , where our vo ices can be hea rd and can make a rea l d i f f e rence fo r decades to come. In the coming spr in t , we w i l l need to be ab le to adap t to chang ing cond i t ions , and f as t : 2015 i s r igh t a round the corner.

By : Se rgue i Tcher tok | Quadra Chemica ls Regu la to r y A f f a i r s Commi t t ee Cha i r

COUNTDOWN TO 2015SPRINT TO THE FUTURE

11

` ` ` `

I l es t en que lque sor te appropr ié que l e Canada so i t l ’ hô te des Jeux panamér ica ins 2015 pa rce que l a ges t ion des opéra t ions , dans l e cadre rég lementa i re ac tue l , r essemble à l ’ un des spor ts des j eux panamér ica ins . Nous sommes tous hab i tués à une accumula t ion p rogress ive de nouve l l es règ les : nous découvrons ce que l es o rgan ismes de rég lementa t ion env isagen t p lus ieurs années à l ’ avance , nous o f f rons no t re con t r ibu t ion , nous fo rmons nos gens e t nous me t tons en œuvre de nouveaux p rocessus a ins i que des p rocédures . En e f f e t , nous sommes hab i tués , de f açon imagée , à cour i r un mara thon de longue d is tance . Ce n ’ es t p lus l e cas : l ’ année 2014 p romet d ’ ê t r e un spr in t , une course de 100 mè t res ve rs l ’ a r r i vée , avec l a pub l i ca t ion e t l ’ en t rée en v igueur (p ra t iquement en même temps) de nouveaux règ lements e t des dé la is pos i t ionnés à d i f f é ren ts po in ts en 2014 e t su r tou t en 2015 .

Le v ieux S IMDUT fami l i e r va ê t re remplacé pa r l e Sys tème généra l ha rmonisé (SGH) , avec une pub l i ca t ion f ina le p révue dans l a Gaze t t e du Canada pour l a f in de l ’ année 2014 e t une en t rée en v igueur en 2015 . Ce la s ign i f i e que tous l es p rodu i t s dev ron t ê t r e rec lassés , l es f i ches de sécur i t é e t l es é t ique t t es rééc r i t es , l ’ ensemble du pe rsonne l dev ra ê t re fo rmé à nouveau e t nous aurons p robab lement un t emps l imi té pour l e f a i r e .

Les règ lements au tour de l a Lo i su r l a sa lubr i t é des a l imen ts au Canada do iven t éga lement ê t re b ien en p lace en 2015 . L’Agence canad ienne d ’ inspec t ion des a l imen ts p rocède ac tue l l emen t à un vas te p rocessus de consu l t a t ion , l ’ année 2014 se ra c ruc ia le pour

s ’ assure r que l e nouveau cadre rég lementa i re p ro tège l a sécur i t é de l ’ approv is ionnement a l imen ta i re canad ien e t n ’ impose pas une charge excess ive sur l e sec teur de l a d is t r ibu t ion . Pa r a i l l eu rs , tous l es impor ta teurs de p rodu i t s a l imen ta i res , y compr is l es add i t i f s a l imen ta i res e t agen ts de t r ans fo rma t ion , dev ron t ob ten i r une l i cence d ’ é t ab l i ssement . I l es t éga lement poss ib le que tous l es p rodu i t s a l imen ta i res impor tés au Canada pu issen t ex ige r un pe rmis . Les p réoccupa t ions concernan t l a modern isa t ion de l ’ACIA é ta ien t t e l l es qu ’un sous-comi té a l imen ta i re a é té fo rmé p lus tô t ce t t e année a f in de rég le r ce p rob lème e t t r ansmet t re des commenta i res au nom de l ’ i ndus t r i e .

En ou t re , i l y a auss i de nouve l l es d i rec t i ves qu i t r a i t en t de l a mise en œuvre des Bonnes p ra t iques de f ab r i ca t ion pour l es impor ta teurs d ’ ingréd ien ts pharmaceu t iques ac t i f s , i l y a des p réoccupa t ions concernan t l a sécur i t é des ra i l s su ivan t l a ca tas t rophe de Lac-Mégan t i c e t l e P lan de ges t ion des p rodu i t s ch imiques qu i donnen t l i eu à de nombreuses enquê tes e t éva lua t ions (e t nous sommes t r ès heureux qu ’ i l ne s ’ ag isse pas de REACh) .

En 2014 , une pa r t i c ipa t ion au Comi té des a f f a i r es rég lementa i res n ’ es t p lus une op t ion pour l es p ro fess ionne ls de l a r ég lementa t ion , i l s ’ ag i t d ’une nécess i t é . A l t e rna t i vement , vous devez sur ve i l l e r l es bu l l e t ins hebdomada i res de l ’ACDPC sur l a r ég lementa t ion . Les o rgan ismes gouvernementaux me t t en t en œuvre des changements ma jeurs e t i l s on t beso in de nous . Nous avons une occas ion un ique , un b re f l aps de t emps , où nos vo ix pu issen t ê t r e en tendues e t nous pouvons f a i r e une rée l l e d i f f é rence pour l es décenn ies à ven i r. Dans l e sp r in t à ven i r, nous devons ê t re capab les de s ’ adap te r r ap idement à des cond i t ions changean tes : 2015 es t tou t p rès .

Pa r : Se rgue i Tcher tok | Quadra Chemica ls Prés iden t , Comi té des a f f a i r es rég lementa i res

COMPTE À REBOURS VERS 2015 SPRINT VERS L’AVENIR

12

SUCCESSFUL HUMAN CAPITAL RISK MANAGEMENT REQUIRES A GENERATIONAL PERSPECTIVEIntroduction

In the recent past , organizat ions have come to recognize that r i sk management should inc lude ana lys ing and minimiz ing human capi ta l r i sks. “Human capi ta l r i sk management” has been s low to imbed i t se l f wi th in the vernacular of senior leaders. I t has been even s lower to t rans la te into cons is tent operat iona l pract ices that are owned not jus t by the human resource depar tment , but a l so by ever y bus iness uni t . A sur vey by The Economist Inte l l ig ence Uni t repor ted that in 2007 only 25% of respondents found that there i s successfu l integ rat ion between the r i sk funct ion and human resources. Today, many forward th inking organizat ions are d ig g ing deeper and rea l i s ing that people are a t the core of each major r i sk - i f not as par t of the problem, then as par t of the so lut ion.

Layering on a generational approach to human capital management

Human capi ta l r i sk management i s a much more complex cha l lenge than overcoming the obstac les of an ag ing workforce and smal l l abour pool . A f iner ana lys i s quick ly demonstrates that leaders must take into account that the workforce i s not homogeneous. A lot of good work has been done to recognize and pos i t ive ly harness gender and ethnic d ivers i ty. However, another layer of ana lys i s i s required . In today ’s complex and dynamic market , understanding , embrac ing , and learn ing to manage the negat ive r i sks assoc ia ted wi th a mul t igenerat iona l workforce-whi le harness ing the pos i t ive r i sks resu l ts

in compet i t ive advantage. In the las t 10 years, organizat ions have moved from ra is ing awareness of the four generat ions, to act ive ly incorporat ing mult igenerat iona l perspect ives into the p lanning and execut ing of human resources and operat iona l s t ra teg ies.

The Four Generations

• Tradi t iona l i s ts : 1922-1945• Baby Boomers : 1946-1964• Gen Xers : 1965-1980• Gen Ys : 1981-2000

These four generat ions are c lass i f ied as a cohor t based on demography and soc io log y. The l i fe-def in ing , soc io-economic, h is tor ica l , and technologica l events which the members of each cohor t exper ience-bind

them together, resu l t ing in s imi lar va lues, behaviours and expectat ions. Mistakenly, people be l ieve that because one cohor t demonstrates a par t icu lar va lue the other generat ions don’t possess that same va lue, i f i t i sn’t expressed in the same way. For example, s ince Tradi t iona l i s ts demonstrate f ierce loya l ty to an organizat ion, Gen Xers and Gen Ys are of ten judged as d is loya l to employers. Or, the fact that Baby Boomers are renowned for the i r dedicat ion to long hours a t work , means that Gen Xers and Gen Ys must not have a work eth ic, as they genera l ly won’t commit to the same number of hours cons is tent ly wi thout a d i rect re turn on the i r t ime investment . To fu l ly understand the generat ions, and how each cohor t inherent ly br ings both pos i t ive and negat ive

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r i sks to the workplace, organizat ions must deepen the i r understanding of how di f ferent generat ions impact workplace perfor mance. I t i s not the case that the four generat ions have d i f ferent va lues, but i t i s the case that they def ine the va lues d i f ferent ly and demonstrate those va lues through d i f ferent behaviours and expectat ions. Al l four generat ions are loya l , respect author i ty, want a successfu l career, have a work s ty le (work eth ic) , embrace change and col laborate wel l in teams; however, they way in which each cohor t def ines, behaves and demonstrates expectat ions re la ted to these concepts d i f fers g reat ly. In fact , the four generat ions even approach the concept of ‘ r i sk ’ d i f ferent ly. To understand how to manage ‘people r i sk ’ ef fect ive ly requires a thoughtfu l ana lys i s of the impact that generat iona l ident i t ies have on workplace perfor mance.

Not Gett ing It Right: Negative Risks From recr u i tment , to ta lent management , to success ion p lanning , leaders of a l l l eve ls need to understand the potent ia l organizat iona l r i sks of not responding to the generat iona l cohor ts appropr ia te ly. Responding effect ive ly i s a for m of reputat ion r i sk management which has been ident i f ied in a sur vey of senior execut ives as a key object ive of r i sk management . Gen Ys are known for the i r pack menta l i ty ( they want to work wi th the i r f r iends and wi th other peers ) , the i r s t rong loya l ty to the i r pack . Their behaviour of instant , f rank and open communicat ion means they are quick to share the i r opin ions publ ica l ly about your company and customer brand. This type of communicat ion between Gen Ys-shared publ ic ly across the Internet may inc lude infor mat ion that your organizat ion would prefer to keep conf ident ia l . For example, i f the organizat ion (or the leader) i s spoken about negat ive ly, then the organizat ion wi l l have d i f f icu l ty recr u i t ing the r ight candidates, incur increased turnover, and r i sk broader negat ive percept ions of the brand. Natura l ly, the f l ip s ide i s that i f an organizat ion (or leader) i s perce ived by Gen Ys as a g reat p lace to work , then recr u i tment-both interna l ly and externa l -wi l l be easy, and one can use the pack to improve brand reputat ion. “Not get t ing i t r ight” costs money through increased costs to h i re, br ing the employee to maximum perfor mance leve l , and engage employees. These costs have a deeper bottom-l ine impact as they resu l t in a loss of product iv i ty, decreased c l ient sa t i s fact ion and customer retent ion.

Getting i t Right: Posit ive Oppor tunit ies

“Gett ing i t r ight” means engag ing a mul t i generat iona l workforce, which leads to oppor tuni t ies both on a human capi ta l and operat iona l f ront . The more organizat ions that are ab le to respond effect ive ly to generat iona l expectat ions, the g reater the i r ab i l i ty wi l l be to recr u i t , re ta in and improve the engagement leve ls of a l l employees. Recogniz ing the need to uncover ta lent in ever y area of the labor market , 56 percent of respondents sa id that the i r companies may launch interna l d ivers i ty or inc lus iveness in i t ia t ives a imed at Gen X and Gen Y employees (11%), Baby Boomers (6%) or the ent i re organizat ion (39%) .From an operat iona l s tandpoint , harness ing the s t rengths of each generat ion can lead to improved communicat ion, project management , innovat ion and creat iv i ty. In return , th is can resu l t in process improvements, decreased COGS (cost of goods so ld) and increased prof i ts. Baby Boomers who might be e l ig ib le to ret i re soon s t i l l want “to put the i r s tamp on th ings” – they want to cont inue to work on projects that wi l l produce organizat iona l resu l ts and add va lue. Gen Xers who are extremely resu l ts - focused ensure project ef f ic iency by encourag ing team members not to be d is t racted by tangent ia l interferences. Gen Ys who are hyper-col laborat ive and technolog y-savvy wi l l research the most ef fect ive methods to complete projects and he lp col leagues to achieve team goals. Generational Diversi ty & Leadership

Acknowledging generat iona l d ivers i ty i s acknowledging d ivers i ty of thought . The four generat ions approach problem-solv ing and achiev ing des i red resu l ts d i f ferent ly. S trong leaders are ab le to marsha l th is d ivers i ty into a cohes ive, forward-moving team that achieves bus iness resu l ts. An effect ive leader must act l ike a chess master. The leader has to understand the s t rength of each chess p iece – what i t can and cannot do – and then use s t ra teg y to mobi l ize the team to secure a win . In organizat ions that conduct engagement sur veys, i t i s those leaders who have h ighly engaged teams who have the best key perfor mance indicators. Natura l ly, those leaders who are not successfu l a t engag ing the i r employees are a t r i sk of having a dysfunct iona l team where communicat ion i s poor and turnover i s h igher.

SUCCESSFUL HUMAN CAPITAL RISK MANAGEMENT REQUIRES A GENERATIONAL PERSPECTIVE

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GENERATION Traditionalists Baby Boomers Gen X Gen Y

YEAR 1922 - 1945 1946 - 1964 1965 – 1980 1981 – 2000

LIFE DEFINING EVENTS

Great Depression, WWII, Korean war, rise of labour unions

Civil rights movement, Cold war, Quebec crisis, Trudeau era

Personal computers, AIDS, corporate downsizing, fall of communism

Digital age, reality TV, attacks of 9/11, corporate and government scandals

ATTITUDE & VALUES

Loyalty, dedication, sacrifice, honour, compliance, hard-working

Personal growth, youthfulness, equality, ambition, collaboration

Independence, pragmatism, results-driven, flexibility and adaptive

Confident, optimistic, civic minded, innovative, diversity focused, techno - savvy

GOALS To build a legacy To put their stamp on thingsTo maintain independence in all areas of their life

To find work and create a life that has meaning

The Four Generations

How To Mitigate Generational Risks:Five Organizational Tips

1. Analyse f i rs t -year voluntar y turnover data . I f i t i s heav i ly weighted by one generat ion, there i s a causa l reason.

2 . Analyse the labour pool ava i lab le to f i l l cur rent & future bus iness needs. Are your recr u i tment pract ices and processes ab le to a t t ract f rom that pool?

3 . For your workforce p lanning s t ra teg ies – des ign leadership prog rams that ensure bus iness cont inui ty af ter re t i rement .

4 . Create success ion p lanning s t ra teg ies that are based on shor t t ime-frames wi th the poss ib i l i ty of f i l l ing pos i t ions both interna l ly and externa l ly.

5 . Conduct an in-depth soc ia l media ana lys i s of your organizat ion’s brand reputat ion to understand what the younger generat ion employees and c l ients are say ing.

How To Mitigate Generational Risks:Five Leadership Tips

1 . Accept accountabi l i ty for your ro le as the f ront-l ine of defence to retent ion and engagement i ssues by understanding the r i sks of lead ing a mul t igenerat iona l team and how to respond to generat iona l expectat ions appropr ia te ly.

2 . Leverage the pos i t ive sk i l l s sets of each generat ion in your operat ions.

3 . Encourage team members to understand each other ’s work s ty les.

4 . Create infor mat ion shar ing / infor mal mentor ing networking oppor tuni t ies across the team.

5 . Use the generat iona l d i f ferences in percept ions of ‘ r i sk ’ to eva luate your operat ions. Ask team members to ident i fy r i sks f rom the i r v iew point .

SUCCESSFUL HUMAN CAPITAL RISK MANAGEMENT REQUIRES A GENERATIONAL PERSPECTIVEBy Adwoa K. Buahene M.A. and Gisel le Kovary M.A. | n-gen People Performance Inc. | www.ngenperformance.com

Adwoa K. Buahene and Gise l le Kovary are the co-authors of Loyal ty Unplugged: How to Get , Keep & Grow Al l Four Generat ions and Upgrade Now: 9 Advanced Leadership Ski l ls co- founders of n-gen People Per formance. n-gen’s expert ise is sought a f ter by North Amer ican and g lobal leading-edge organizat ions who be l ieve that maximiz ing the sk i l l o f the i r workforce dr ives per formance, and is an integra l par t of bui ld ing a susta inable business strategy. Founded in 2003, the par tners remain a source for nat ional , reg ional media , as wel l as author ing for t rade and industry publ icat ions.

ConclusionBeing able to recognize r i sk wi th in the funct ion of recr u i t ing , re ta in ing and engaging employees i s becoming increas ing ly a cr i t ica l funct ion wi th in any organizat ion. This task cannot jus t res t on the shoulders of HR-i t i s the accountabi l i ty of ever y senior leader and ever y bus iness uni t manager. Whi le the product you se l l or the ser v ice you provide i s not be ‘people ’ , you cannot se l l or provide ser v ice wi thout ‘people ’ . Thus, human capi ta l i s fundamenta l to the g rowth and success of ever y organizat ion. By recogniz ing that your human capi ta l i s comprised of mul t ip le generat ions-who have var ied va lues, behaviours and expectat ions-you are tak ing a more sophis t icated approach to managing human capi ta l .

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In line with the theme of this edition of the Chemunicator, think smart – think sustainability, the upcoming regulatory agenda for organizations in the chemical supply chain will most definitely require a “smart thinking” approach. This is especially true with regards to resource allocation and sustaining your organization’s ability to meet accelerating changes to regulations covering

all the markets served. The coming 24 months will see expensive and significant change to the regulations landscape.

These include the long talked about revision to the Workplace Hazardous Information System (WHMIS) with the introduction of the Globally Harmonized System. The cost estimates provided by the CACD to assist Health Canada with the development of the required Regulatory Impact Analysis Statement (RIAS) were approximately C$200 per product being sold. The CACD membership sells almost 10,000 products to 100,000 customers across Canada. The math is fairly straight forward. There may be some economies available if your suppliers are able to provide language compliant safety data sheets and labels for the products your organization imports or resells. If not, then the majority of the $200 cost per product will be required to convert the current format of safety data sheets and labels to the new format. While the regulatory department is handling this monstrous task, other changes are on the way with the same time lines.

Food regulatory modernization will now capture chemical suppliers for non-commodity specific products; including but not limited to; proteins, propionates, acids, citrates, starches and food packaging ingredients. This is a new regulatory burden with mandatory licensing, registration and fees. A potential import permitting regime is receiving internal management support at the Canadian Food Inspection Agency that if realized will require an import permit for each individual importation. The cost of the establishment license is set at $259 while the import permits will be issued at no-charge. However, the human resource requirements to prepare, submit and manage import permits may pose challenges depending on number and frequency of food ingredient importations. Managing the permit application process for those multi-use products will add an additional layer

of complexity to an unnecessary import permit regime. Another requirement is that each licensed food facility must have a Food Safety Control Plan; the good news is that your Responsible Distribution Code of Practice should lend itself well to meeting this new requirement which will be based on current Hazard Analysis and Critical Control Point modules. So another plus for RD on the business sustainability front!

Those organizations supplying active pharmaceutical ingredients are now required to register their facility by obtaining a Drug Establishment License (DEL). The organization must also adopt Good Manufacturing Practices (GMP). Another good news story for Responsible Distribution as your RD code of practice should be robust enough to meet GMP if your organization is selling APIs. The challenge will be obtaining a DEL without manufacturing a product with a Drug Identification Number (DIN) as the DEL requires the API to be associated to a DIN.

Those organizations servicing the agriculture sector with fertilizers that are faced with the same challenges imposed by food and pharma modernization in that the Government of Canada has altered the playing rules from prescriptive regulations to outcome-based regulations. This requires the organization to have the capacity to develop systems and process controls or the option of being lax which can lead to unintentional or intentional non-compliance. The proposed Core Mandatory Information required on labels does indeed reduce burden. However, the ease with which consumers can obtain fertilizers and micronutrients through e-commerce from around the world is cause for alarm. Once again your RD Code of Practice pays handsome dividends.

In summary, we are about to enter an unprecedented phase of regulatory activity in a climate of “red-tape reduction” which in the chemical supply chain is truly an oxymoron. On the plus side of the ledger - each of your Responsible Distribution Code of Practice programs will continue to sustain your organization with an already in place platform to manage compliance. On the negative side of the ledger, there is the cost to comply both financially and in human resources. The recent Semi-Annual meeting was attended by many boomers, fewer X-gen, and even fewer Y-gens. The Chemical Supply Chain Management education program and more specifically the Chemical Industry Regulatory Professional program is the key to developing and sustaining your human resources. In fact, if each organization just sent one person through the program they would immediately begin reaping the rewards of “smart thinking” to ensure sustainability on the regulatory front.

T H I N K S M A R T . T H I N K S U S T A I N A B I L I T Y . I N T H E R E G U L A T O R Y W O R L D

Dave SaucierManager, Regu la to r y & Government A f f a i r s

Responsibi l ity Matters TM

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ARMbRO ANNOuNCeS ReTIReMeNT OF PeTeR DITeCCO

Peter DiTecco has dec ided to s low down and enjoy a happy l i fes ty le outs ide of Ar mbro Transpor t . Peter s tar ted wi th Ar mbro in May 1990 and has successfu l ly lead Ar mbro through some ver y d i f f icu l t years and many for midable cha l lenges. As par t of th is, Peter es tabl i shed many exce l lent re la t ionships, interna l ly, externa l ly, employees, customers and par tners. P lease jo in me in cong ratu la t ing and thanking Peter on h is contr ibut ions dur ing the past twenty three years and wishing h im the ver y best going forward. Peter wi l l remain on for a per iod of t ime ensur ing a seamless t rans i t ion wi th customers and par tners.

Effect ive immediate ly, J im Davidson wi l l rep lace Peter as the new Pres ident of Ar mbro Transpor t Inc. Whi le there may be some changes wi th the new leadership, we wi l l be working to ensure that changes do not impact our ab i l i ty to ser v ice our customers and par tners in provid ing the best ser v ice and qua l i ty ava i lab le.

J im comes to us as the cur rent Pres ident of Perfor mance Logis t ics wi th a long and successfu l career in bui ld ing bus inesses wi th in our industr y inc luding many years in senior management wi th in the LTL sector wi th Over land Express as wel l as Pres ident of TNT Nor th Amer ica .

Peter and J im wi l l be contact ing customers and par tners quick ly wi th the intent ion of meet ing to ensure that good and g reat re la t ionships are mainta ined and g row into the future in working c lose ly together.

Our intent i s that th is management change wi l l be tota l ly seamless to our customers and par tners that wi l l foster addi t iona l g rowth for the benef i t of a l l concerned.

DeWOLF CHeMICAL NAMeS CHRISTOPHeR NORk buSINeSS MANAGeR

DeWolf Chemica l proudly announces the promot ion of Chr is topher Nork to Bus iness Manager - HI&I, ef fect ive September 1st 2013.

Nork wi l l be respons ib le for the deve lopment and execut ion of the d iv is ion’s bus iness s t ra teg y focused on increas ing

market penetrat ion and g rowing revenue s t reams and prof i tab i l i ty that are in a l ignment wi th the organizat ion’s Operat ing Plan and annual budget .

Pr ior to th is appointment , Nork has been act ive as an Account Manager for DeWolf Chemica l in the Mid-At lant ic ter r i tor y wi th d i rect sa les respons ib i l i ty for Homecare, Industr ia l & Inst i tut iona l and Personal Care markets. Nork ’s industr y knowledge and bus iness deve lopment abi l i t ies have made a s igni f icant contr ibut ion to the company’s s t ra teg ic approach to the HI&I market .

“This new pos i t ion i s par t of the organizat ion’s s t ra teg y of meet ing the evolv ing needs of the industr ies we ser ve ; and who bet ter to lead th is g rowth than our own interna l ta lent” , says Hank DeWolf, Pres ident & CEO – The DeWolf Companies.

FIeLDING STRuCTuReS FOR quANTuM GROWTH

The Board of Directors of Fie ld ing Chemica l Technologies Inc. announced the appointment of Mark Badger as the Company’s new CEO. The change in leadership sets the s tage for the launch of an ag g ress ive g rowth s t ra teg y, which wi l l be implemented g loba l ly. Paul Haskins, who prev ious ly ser ved as CEO of Fie ld ing , wi l l assume the ro le of VP Corporate Development , he lp ing Mr. Badger to se ize oppor tuni t ies for quantum g rowth. F ie ld ing i s poised for g rowth and Mark ’s exper ience and exper t i se wi l l pos i t ion Fie ld ing to capi ta l ize on oppor tuni t ies.

TM

SyLVITe SHOWS HALLOWeeN SPIRIT ON OCTObeR 31 ST, 2013

EmployeeN E W S

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A MESSAGE FROM THE COMMITTEE CHAIR ROSANNA AURELLO

The success o f the YBTC Canada p rogram is dependen t on va r ious fund ing and ou t reach in i t i a t i ves combined w i th the e f fo r t s o f the YBTC commi t t ee members . A l low me to share some news f rom our 3 YBTC sub-commi t t ees :

GRANT & FUNDRAISING SUBCOMMITTEEBonnie Mi l l e r, Pe te r D iTecco , I an Dowding , Dave Ba l l an tyne & the CACD

I t i s key . . . to pursue ongo ing fundra is ing ac t i v i t i es to sus ta in the YBTC Program!

We hos ted the 1s t Annua l Tee O f f For K ids YBTC go l f tournament on Sep tember 11 , 2013 and ra ised $20 ,166 .00 ! The p ro f i t s w i l l go towards Chemis t r y to Go K i t s ( sa fe ty gogg les and ma te r i a l s to conduc t a min imum o f 5 exper imen ts f rom the YBTC program) as we l l as ove ra l l p rogram deve lopments . Thank- you to a l l fo r your suppor t - i t i s g rea t l y apprec ia ted !

Th is t eam is cur ren t l y work ing on g ran ts app l i ca t ions and the 2nd Annua l go l f tournament .

Pe te r D iTecco i s r e t i r ing ! We w ish to thank h im fo r a l l h is con t r ibu t ions and t eam sp i r i t . Bes t w ishes fo r a ve r y happy re t i r emen t and thanks fo r p rov id ing us w i th a rep lacement . We lcome to J im Dav idson who jo ins th is t eam e f f ec t i ve immedia te ly.

COMMUNICATIONS & OUTREACH SUBCOMMITTEEFrans desTombe & the CACD

I t i s key. . . to g row the YBTC program th rough va r ious ou t reach in i t i a t i ves !

The subcommi t t ee pa r t i c ipa tes in mul t ip le even ts and demons t ra t ions th roughou t the yea r. Some o f the even ts , inc lude : Gue lph Emergency Preparedness Day wh ich d raws more than 300 s tuden ts f rom loca l schoo ls , The Communi ty You th in Ac t ion Ne twork men to rsh ip p rogram, Oakv i l l e Au t i sm communi ty g roup , Toron to Wes t CAER group and many schoo l p resen ta t ions .

The YBTC webs i t e was re-des igned us ing a respons ive p la t fo rm mak ing i t access ib le on a l l dev ices , inc lud ing t ab le ts and smar tphones . The upda ted s i t e a l so inc ludes new sec t ions fo r

vo lun tee rs , in fo rma t ion on the reg iona l Cha l l enges and a s tuden t por ta l . Be sure to v is i t the co lour fu l and e labora te s i t e a t www.yoube thechemis t . ca to download the 33 l esson p lans o r 11 v ideo demos . Cons ide r us ing the hands-on exper imen ts fo r your ho l iday pa r t i es o r s t a f f t eam-bu i ld ing exe rc ises .

Th is t eam is work ing on a vo lun tee r t r a in ing p rogram to engage s takeho lde rs and p rov ide them wi th the necessar y t r a in ing in o rde r to b r ing YBTC to loca l schoo ls and communi ty g roups .

YBTC CHALLENGE SUBCOMMITTEEStephane S t -Jacques , Peggy Woessman, Pa t r i c i a Ghazancha ie , Rosanna Aure l lo & the CACD

I t i s key. . . to ge t ch i ld ren exc i t ed abou t l ea rn ing so they may cons ide r a fu tu re in the chemica l indus t r y !

Our 1s t r eg iona l cha l l enge in S t ra t fo rd , On ta r io was such a g rea t exper ience . Th is i s where our YBTC Canada cha l l enge mode l was deve loped .

Our 2nd reg iona l cha l l enge in Edmonton , A lbe r t a was ano the r g rea t success ! Wi th s tuden t r ep resen ta t i ve f rom schoo ls in the Edmonton and E lk I s l and a reas , communi ty and med ia invo lvement , and suppor t f rom the chemica l indus t r y, the even t saw 1s t p lace E than For t in o f McKernan Schoo l and 2nd p lace N ina Yang o f Grandv iew He igh ts Jun io r H igh Schoo l r ece ive the es teemed award o f the Wes te rn Canada YBTC Cha l l enge Winner. The even t i s an exce l l en t oppor tun i t y to showcase the pos i t i ve message o f chemis t r y, wh i l e p rov id ing an essen t i a l r esource fo r the e lemen ta r y educa t ion sys tem.

The subcommi t t ee i s now p lann ing fo r the nex t r eg iona l Cha l l enge in Bar r i e , On ta r io , wh ich i s schedu led fo r sp r ing 2014 .

Thank you fo r your con t inued suppor t o f the p rogram. We a re mak ing an impac t a t schoo l , schoo l board and government l eve ls . Th is impor tan t ou t reach in i t i a t i ve i s hea l thy fo r the assoc ia t ion , your bus iness and the sus ta inab i l i t y o f the chemica l supp ly cha in .

I f you wou ld l i ke to ge t invo lved , p lease send us an emai l to yb tc@cacd .ca

Bringing Chemistry to the Classroom,Rosanna Aure l lo , Quadra Chemica ls L td .

You Be The Chemis t ® i s a r eg is te red t r ademark o f the Chemica l Educa t iona l Founda t ion .

CANAdA

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FEATURE STORY REGIONAL YOU BE THE CHEMIST® CANADA CHALLENGE - EDMONTON

www.youbethechemist .ca

The Canad ian Assoc ia t ion o f Chemica l D is t r ibu to rs (CACD) and You Be The Chemis t ® (YBTC) Canada in pa r tne rsh ip w i th Imper ia l O i l success fu l l y conduc ted the f i r s t Wes te rn Canada Reg iona l You Be The Chemis t ® Cha l l enge in Edmonton , A lbe r t a on November 12 th , 2013 . He ld a t Cen tenn ia l Cen t re fo r In te rd isc ip l ina r y Sc ience a t the Un ive rs i t y o f A lbe r t a and hos ted by Dr. Roy Jensen , the Cha l l enge saw 15 s tuden ts f rom the Edmonton Pub l i c and Ca tho l i c schoo l boards and E lk I s l and Pub l i c and Ca tho l i c Schoo l Boards compe te in th is in te rac t i ve and mul t i - round academic compe t i t ion .

The Un ive rs i t y doors opened a t 8 :00am fo r r eg is t ra t ion , s tuden t o r i en ta t ion and b reak fas t sponsored by Sy lv i t e Indus t r i a l Chemica ls . The even t was suppor ted by ove r 45 a t t endees , inc lud ing pa ren ts & chaperones , schoo l board represen ta t i ves , med ia pe rsons and vo lun tee rs f rom CACD, Imper ia l O i l and the Un ive rs i t y. The compe t i t ion was ove rseen by a pane l o f 3 es teemed judges , compr ised o f

S teven LePoo le , Pas t Cha i rman o f CACD and Execu t i ve Cha i rman o f D i -Corp , K r i s t a Don levy o f Imper ia l O i l , and Ju l i e Can tes o f Quadra Chemica ls . Throughou t the compe t i t ion b reaks , the s tuden t pa r t i c ipan ts were t r ea ted to l i ve YBTC exper imen ts conduc ted by Dr. Roy Jensen .

A f t e r 4 rounds o f exh i l a ra t ing compe t i t ion , the semi- f ina l round saw 5 s tuden ts compe te fo r the top two spo ts . Our v ic to rs were f ina l l y announced - the w inner in f i r s t p lace was E than For t in o f McKernan Schoo l and the runner-up was N ina Yang o f Grandv iew He igh ts Jun io r H igh Schoo l . Bo th s tuden ts were awarded w i th a meda l , mone ta r y p r i ze as we l l as a Chemis t r y- to-go K i t fo r the i r schoo l . No one wen t home empty handed though , a l l pa r t i c ipan ts rece ived a YBTC Cha l l enge Canada po lo sh i r t and a g i f t bag f i l l ed w i th good ies . A f t e r the w inners were announced , a t t endees were t r ea ted to a lunch sponsored by Quadra Chemica ls L td .

The Cha l l enge was an example o f academic exce l l ence and communi ty engagement . The Cha l l enge was ab le to exc i t e s tuden ts w i th chemis t r y and showcase the ca ree r oppor tun i t i es ava i l ab le in the chemica l indus t r y by mar r y ing toge the r an academic compe t i t ion and represen ta t ion f rom vo lun tee rs w i th in the chemica l indus t r y. The evo lu t ion o f chemis t r y educa t ion was i l lus t ra ted th rough the Un ive rs i t y l eve l exper imen ts a long w i th the YBTC demons t ra t ions . Based on the f eedback rece ived , the pe rcep t ion o f the chemica l indus t r y and good chemis t r y was pos i t i ve ly a f f ec ted . Overa l l , the even t was a huge success made poss ib le by a g roup o f pass iona te and ded ica ted vo lun tee rs , b r igh t and en thus ias t i c s tuden ts , and a co l l ec t i ve communi ty o f educa to rs and l eaders .

Thank you to eve r yone who suppor ted the even t and ass is ted in Br ing ing Chemis t r y to the C lass room!

This event would not have been possib le wi thout the generosi ty and support of our sponsors. A spec ia l thank you is g iven to :

Platinum Sponsor Gold Sponsors Si lver Sponsor Bronze Sponsor

Dr. Roy Jensen bo i l s up chemis t r y

The 15 s tuden t pa r t i c ipan ts f rom Edmonton & E lk I s l and schoo ls seen he re w i th the CACD vo lun tee rs and on-s i t e suppor t t eam.

Wr i t t en by : Ca the r ine Wieckowska

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Risk Assessment

The p lann ing p rocess shou ld t ake an “a l l haza rds” approach . There a re many d i f f e ren t th rea ts o r haza rds . The p robab i l i t y tha t a spec i f i c haza rd w i l l impac t your bus iness i s ha rd to de te rmine . Tha t ’s why i t ’s impor tan t to cons ide r many d i f f e ren t th rea ts and haza rds and the l i ke l ihood they w i l l occur.

S t ra teg ies fo r p reven t ion/de te r rence and r i sk mi t iga t ion shou ld be deve loped as pa r t o f the p lann ing p rocess . Threa ts o r haza rds tha t a re c lass i f i ed as p robab le and those haza rds tha t cou ld cause in ju r y, p roper ty damage , bus iness d is rup t ion o r env i ronmenta l impac t shou ld be addressed . A r i sk assessment i s a p rocess to iden t i f y po ten t i a l haza rds and ana lyze wha t cou ld happen i f a haza rd occurs . A bus iness impac t ana lys is (B IA) i s the p rocess fo r de te rmin ing the po ten t i a l impac ts resu l t ing f rom the in te r rup t ion o f t ime sens i t i ve o r c r i t i ca l bus iness p rocesses .

There a re numerous haza rds to cons ide r. For each haza rd the re a re many poss ib le scenar ios tha t cou ld un fo ld depend ing on t iming , magn i tude and loca t ion o f the haza rd . Cons ide r Severe Wea the r :

A seve re wea the r fo recas t nea r your bus iness cou ld change d i rec t ion o r lose in tens i t y. The s to rm cou ld in tens i f y in to a ma jo r even t w i th f a r g rea te r impac t than an t i c ipa ted .

There a re many “asse ts” a t r i sk f rom haza rds . F i rs t and fo remos t , in ju r i es to peop le shou ld be the f i r s t cons ide ra t ion o f the r i sk assessment . Haza rd scenar ios tha t cou ld cause s ign i f i can t in ju r i es shou ld be h igh l igh ted to ensure tha t appropr ia te emergency

p lans a re in p lace . Many o the r phys ica l asse ts may be a t r i sk . These inc lude bu i ld ings , in fo rma t ion t echno logy, u t i l i t y sys tems, mach ine r y, r aw ma te r i a l s and f in ished goods . The po ten t i a l fo r env i ronmenta l impac t shou ld a lso be cons ide red . Cons ide r the impac t an inc iden t cou ld have on your re la t ionsh ips w i th cus tomers , the sur round ing communi ty and o the r s t akeho lde rs . Cons ide r s i tua t ions tha t wou ld cause cus tomers to lose con f idence in your o rgan i za t ion and i t s p roduc ts o r se r v ices .

As you conduc t the r i sk assessment , look fo r vu lne rab i l i t i es—weaknesses—tha t wou ld make an asse t more suscep t ib le to damage f rom a haza rd . Vu lne rab i l i t i es inc lude de f i c i enc ies in bu i ld ing cons t ruc t ion , p rocess sys tems, secur i t y, p ro tec t ion sys tems and loss p reven t ion p rograms. They con t r ibu te to the seve r i t y o f damage when an inc iden t occurs . For example , a bu i ld ing w i thou t a f i r e sp r ink le r sys tem cou ld burn to the g round wh i l e a bu i ld ing w i th a p roper ly des igned , ins ta l l ed and ma in ta ined f i r e sp r ink le r sys tem would su f f e r l imi ted f i r e damage .

The impac ts f rom haza rds can be reduced by inves t ing in mi t iga t ion . I f the re i s a po ten t i a l fo r s ign i f i can t impac ts , then c rea t ing a mi t iga t ion s t ra tegy shou ld be a h igh p r io r i t y.

Planning - Business Impact Analysis

A bus iness impac t ana lys is (B IA) p red ic ts the consequences o f d is rup t ion o f a bus iness func t ion and p rocess and ga the rs in fo rma t ion needed to deve lop recover y s t ra teg ies . Po ten t i a l loss scenar ios shou ld be iden t i f i ed dur ing a r i sk assessment . Opera t ions may a lso be in te r rup ted by the f a i lu re o f a supp l i e r o f goods o r se r v ices o r de layed de l i ve r i es . There a re many poss ib le scenar ios wh ich shou ld be cons ide red .

Iden t i f y ing and eva lua t ing the impac t o f d isas te rs on bus iness p rov ides the bas is fo r inves tmen t in recover y s t ra teg ies as we l l as inves tmen t in p reven t ion and mi t iga t ion s t ra teg ies .

The B IA shou ld iden t i f y the opera t iona l and f inanc ia l impac ts resu l t ing f rom the d is rup t ion o f bus iness func t ions and p rocesses . Impac ts to cons ide r inc lude :

•Los t o r de layed sa les

•I nc reased expenses (e .g . , ove r t ime l abor,

ou tsourc ing , exped i t ing cos ts , e t c . )

•Regu la to r y f ines

•Cont rac tua l pena l t i es o r loss o f con t rac tua l

bonuses

•Cus tomer d issa t i s f ac t ion o r de fec t ion

•Delay o f new bus iness p lans

Hazards Assets to Risk Impacts

Fire People Casualties

Explosion Property Property Damage

Natural Hazards Supply Chain Business Interruption

Hazardous Materials Spill or Release

Systems & Equipment Loss of Customers

Terrorism Information Technology Financial Loss

Workplace Violence Business OperationsEnvironmental Contamination

PandemicsLoss of Reputation or Confidence

Loss of Confidence in the Organization

Utility OutageRegulatory or Contractual Obligations

Fines & Penalties

Mechanical Breakdowns Environment Lawsuits

Supplier Failure

Cyber Attack

SUSTAINABLE RISK ASSESSMENT & BUSINESS IMPACT PLANNINGBy: Greg Ayres, Sodrox Chemicals | OLC Subcommittee Chair

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Timing and Durat ion of Disrupt ion

The po in t in t ime when a bus iness func t ion o r p rocess i s d is rup ted can have a s ign i f i can t bea r ing on the loss sus ta ined . A s to re damaged in the weeks p r io r to the ho l iday shopp ing season may lose a subs tan t i a l amount o f i t s yea r l y sa les . A power ou tage l as t ing a f ew minu tes wou ld be a minor inconven ience fo r mos t bus inesses bu t one l as t ing fo r hours cou ld resu l t in s ign i f i can t bus iness losses . A shor t dura t ion d is rup t ion o f p roduc t ion may be ove rcome by sh ipp ing f in ished goods f rom a warehouse bu t d is rup t ion o f a p roduc t in h igh demand cou ld have a s ign i f i can t impac t .

Conduct ing the BIA

Use a B IA ques t ionna i re to sur vey managers and o the rs w i th in the bus iness . Sur vey those w i th de ta i l ed knowledge o f how the

bus iness manu fac tu res i t s p roduc ts o r p rov ides i t s se r v ices . Ask them to iden t i f y the po ten t i a l impac ts i f the bus iness func t ion o r p rocess tha t they a re respons ib le fo r i s in te r rup ted . The B IA shou ld a lso iden t i f y the c r i t i ca l bus iness p rocesses and resources needed fo r the bus iness to con t inue to func t ion a t d i f f e ren t l eve ls .

BIA Report

The B IA repor t shou ld document the po ten t i a l impac ts resu l t ing f rom d is rup t ion o f bus iness func t ions and p rocesses . Scenar ios resu l t ing in s ign i f i can t bus iness in te r rup t ion shou ld be assessed in t e rms o f f inanc ia l impac t , i f poss ib le . These cos ts shou ld be compared w i th the cos ts fo r poss ib le recover y s t ra teg ies .

The B IA repor t shou ld p r io r i t i ze the o rde r o f even ts fo r r es to ra t ion o f the bus iness . Bus iness p rocesses w i th the g rea tes t opera t iona l and f inanc ia l impac ts shou ld be res to red f i r s t .

An Update on RailBy: Jeremy Goodfel low, Sylvite Industrial | OLC Chair

Ra i l sa fe ty, pa r t i cu la r l y the t r anspor t o f haza rdous p roduc ts , i s a top ic f ron t and cen te r a f t e r the t r agedy in Lac Megan t i c , a long w i th o the r s ign i f i can t inc iden ts and sp i l l s in Nor the rn On ta r io , Saska tchewan and A lbe r t a . There were 230 to ta l inc iden ts in 2012 on f ede ra l l y r egu la ted ra i lways and th rough Ju ly in 2013 , 44 dangerous good l eak inc iden ts . Fo l lowing Lac Megan t i c , Transpor t Min is te r, L isa Ra i t t , i ssued an emergency d i rec t i ve to ra i lway compan ies requ i r ing s tandard p rac t i ces , inc lud ing two peop le to opera te a t r a in ca r r y ing dangerous goods , no t r a ins ca r r y ing dangerous goods to be l e f t una t t ended on a ma in t r ack in add i t ion to o the r r equ i rements tha t w i l l l i ke ly remain as pe rmanen t p rac t i ces . An upda te to ra i l sa fe ty ru les i s expec ted shor t l y in the Canada Gaze t t e . As a resu l t o f the emergency d i rec t i ve and f a l l ou t o f r ecen t inc iden ts , many shor t l ine ra i l roads have had to h i re add i t iona l s t a f f and inc rease insurance l eve ls wh ich w i l l u l t ima te ly inc rease ra i l r a t es fo r many CACD members and supp l i e rs .

*The CACD and Opera t ions and Log is t i cs Commi t t ee w i l l be sure to no t i f y i t s members when new sa fe ty ru les a re pub l i shed .

BUSINESS IMPACT ANALYSIS WORKSHEET

Department | Function | Process:

Timing | Duration

Operational Impacts

Financial Impacts

Timing: Identify a point in time when interruption would have its greatest impacts (i.e. season, end of month / quarter, etc.)

Duration: Identify the duration of the interruption or point in time when operational and financial impacts will occur (i.e. < 1 hour, > 8 hours < 24 hours, > 1 week, etc.)

Lost sales and income Negative cash flow resulting

from delayed sales or income Increased expenses

(i.e. overtime, labour, etc.) Regulatory fines Contractual penalties Customer dissatisfaction or

defection Delay in executing business

plan or strategic initiative

Quantify operational impacts in financial terms

SUSTAINABLE RISK ASSESSMENT & BUSINESS IMPACT PLANNINGBy: Greg Ayres, Sodrox Chemicals | OLC Subcommittee Chair

21

As par t of CCC’s new branding , Brampton Transpor tat ion has replaced i t s t ractors wi th uni ts that incorporate industr y-

leading safety s tandards and equipment .

Anti- idle technolog y: The t r ucks have Espar e lectronic engine f lu id heaters. These wi l l keep the cabs war m, to e l iminate id l ing. The t r ucks wi l l shut down automat ica l ly af ter 4 minutes of id l ing and are moni tored through GPS for dr iver compl iance. Not p lug ging the t r ucks in a t n ight in the winter, wi l l save 9000W an hour (equiva lent to turning off 90 x 100W l ight bulbs) or 8 mi l l ion watts over the winter.

Fuel economy: The new high eff ic iency engines, gear ing and aerodynamic cabs wi l l de l iver up to 2mi les/ga l lon more than the o lder engines (which ran at 5 .5 mi les/ga l or 2 .2 kms/ l t r ) . This should save thousands of l i ters of fue l each year. The e lectronic automat ic t ransmiss ions a l so ad just for t ra i ler weight to fur ther improve eff ic iency.

Tires: Al l 10 t i res have indiv idua l pressure and temperature moni tor ing to a ler t the dr iver of a hot t i re or low t i re pressure to reduce the r i sk of a t i re b low out .

GPS: Al l t r ucks are cont inua l ly moni tored by GPS for locat ion, dr iv ing habi ts (e.g. hard brak ing , hard turns and over speed) across the countr y. The system wi l l emai l the s i te manager in rea l - t ime for speeding or a ler t ing for a suspected acc ident . The t r ucks can a lso be t racked through an APP. The system is ava i lab le to Customer Ser v ice to a l low them to deter mine where a t r uck i s and i f a de l iver y has been made. The t r ucks are equipped wi th 10” LCD screens wi th Gar min GPS for bet ter ef f ic iency as wel l as for locat ion of new customers.

Speed: The t r ucks are governed to 96 kph for bet ter fue l economy and to prevent ag g ress ive dr iv ing.

blue tooth hands free: This opt ion has jus t been made ava i lab le on heavy duty t r ucks.

Stopping distance: Our new tr ucks wi l l s top in an emergency in 255 f t a t 100 kph. The o ld uni ts and nat iona l safety s tandard was 355 f t . That i s a 30% improvement . A typica l car wi l l s top in 160 f t .

Adaptive Cr uise control : This i s a radar sys tem mounted to the f ront of the t r uck that wi l l hold the t r uck to approximate ly 6 car lengths of fo l lowing d is tance. I t wi l l automat ica l ly ad just the t r uck speed to mainta in that g ap by ad just ing throt t le and apply ing brakes i f needed.

Anti-rol l over/stabi l i ty control : The t r uck i s moni tored by a sys tem that cont inuous ly moni tors 6 points on the t r uck to ass i s t the dr iver in the event of loss of t ract ion or jack kni fe. The t r uck wi l l cut speed and apply brakes on indiv idua l wheels to he lp contro l the t r uck and prevent an acc ident . This i s cr i t ica l in our bus iness to reduce r i sk of loss, sp i l l s and in jur y to our employees and the publ ic. The t r uck wi l l a l so cut the speed i f i t senses that i t i s t rave l l ing too fas t into a corner.

Anti-col l is ion: The Bendix radar sys tem cont inua l ly moni tors the speed and d is tance of the vehic le in f ront . The system wi l l warn the dr iver i f he i s fo l lowing too c lose ly wi th esca la t ing beeping (2 .8 seconds = 5 car lengths) . I t wi l l show the dr iver how fast the car in f ront i s t rave l l ing. I f the dr iver reduces the g ap, the beeping wi l l get fas ter, which wi l l he lp prevent a rear end col l i s ion. I f the dr iver gets wi th in a car length and i s dece lerat ing , the sys tem wi l l apply 2/3 brakes and sound an a lar m. A back-up a lar m and ant i -spray sk i r t ing on the t ra i lers he lp provide a warning to other dr ivers and mainta in v is ib i l i ty. The nat iona l spec i f icat ion to incorporate these s tandards into a l l new tr ucks has been developed by Rick Companion (Manager, Montrea l Operat ions) .

These are jus t some of the h ighl ights of the equipment that suppor ts our t ranspor tat ion team. These tools are not a lways v is ib le but complement our h igh v is ib i l i ty market ing and prof i le. The CCC f leet not only looks wor ld c lass but can back i t up wi th industr y leading susta inabi l i ty and safety technolog y. This i s proven through safety, ser v ice and perfor mance.

SUSTAINABLE SOLUTIONS IN CACD MEMBERSHIP

Thank you to the CACD member companies who shared their best practices on sustainability in the chemical distribution industry.

22

Most impor tant to remember i s that these are jus t tools and ways we s t r ive to cont inuous ly improve. I t i s our employees and dr ivers that are the rea l foundat ion of our Qual i ty and Safety Perfor mance. I would l ike to thank them for the i r suppor t in making the s igni f icant changes to the way we operate.

The CCC f leet and Tr uck Drivers have a safety ra t ing in the top 99 .5% percent i le of the 150,000 Ontar io f leet .

Susta inabi l i ty i s integ ra l to Fie ld ing ’s cu l ture, as we are a recyc ler of var ious types of chemica l waste. We eva luate ever yth ing we do to ensure our consumpt ion

of resources i s minimized, that our act iv i t ies have the leas t poss ib le environmenta l impact .

engage staf f : F ie ld ing he ld workshops to engage a l l employees and generate ideas of how to be more susta inable in ever y aspect of our operat ions and a lso to encourage our employees to adopt susta inable pract ices into the i r ever yday l ives.

Transpor tat ion: We have b icyc les and he lmets ava i lab le to employees, as an a l ternat ive to s tar t ing up the i r cars to g rab lunch, or to s imply take a break and get some exerc ise.

Paper control : In an effor t to reduce paper usage on both ends, our customer ser v ice team, in conjunct ion wi th our lab, i s rev iewing our l i s t of fax contacts for C of As and invoices, and replac ing these wi th emai l contacts where poss ib le.

Community green events: Ever y spr ing and fa l l , we par t ic ipate in Greening Corporate Grounds, under the guidance of Credi t Val ley Conser vat ion Author i ty, where employees get outs ide and get the i r hands d i r ty p lant ing indigenous spec ies, spec ia l ly se lected to thr ive in the harsh condi t ions a long Mavis road. For more infor mat ion, p lease v is i t : ht tp ://www.f ie ldchem.com/aff i l i a t ions/

Managing the organizat ion’s environmenta l footpr int i s the best of both wor lds : the company can demonstrate i t s ’ commitment to

environment and save money at the same t ime due to reduced consumpt ion. Most energ y and gas projects have a return on investment of 6-18 months. I t i s genera l ly recommended to s tar t wi th the “ low-hanging f r u i t” :

pro jects that do not necessar i ly have a g reat cost , offer a quick return , and could reduce emiss ions s igni f icant ly. These inc lude swi tching to more eff ic ient l ight bulbs, ins ta l l ing prog rammable ther mostats and mot ion sensors, as wel l as insu la t ing windows, p ipes and wal l s of your fac i l i t ies, where necessar y. Not a l l energ y i s created equa l : some provinces, l ike Alber ta , use coa l to generate e lectr ic i ty. In order to s igni f icant ly reduce the g reenhouse g as impact of your organizat ion, i t would be advisable to s tar t wi th the Alber ta fac i l i t ies, a l though the b ig ger bang for the buck may be in Ontar io where e lectr ic i ty i s more expens ive but the energ y i s “c leaner” .

Waste Management: Waste i s another press ing i ssue for d is t r ibutors. For food and organic waste in par t icu lar, i t may be wor thwhi le to cons ider par tnerships wi th b iogas generators or compost ing fac i l i t ies. Biogas may be preferable because the process removes your product ent i re ly f rom the food cha in and generates renewable energ y a t the same t ime.

Green Products: Offer ing a por tfo l io of g reen products i s a g reat way to enhance your brand, es tabl i sh bet ter re la t ionships wi th your customers, and leverage your suppl iers ’ innovat ion effor ts by h ighl ight ing the i r products. I t i s ver y impor tant , however, to c lear ly expla in your se lect ion process for products that get p icked for the l i s t . Many customers and consumers are leer y of “g reenwashing” – mis leading eco-fr iendly labe l ing. The best way to avoid g reenwashing accusat ions i s to offer products that are th i rd-par ty cer t i f ied . There are severa l cer t i f ica t ion bodies such as Ecocer t , EcoLogo, or EPA’s Des ign for the Environment (DfE) prog ram that provide th is ser v ice.

I f your product i s not th i rd-par ty cer t i f ied , you may cons ider suppor t ing your cr i ter ia for inc luding your product in the g reen por tfo l io. For instance, you could inc lude a note s ta t ing that th is product i s b iodeg radable or has a low toxic i ty.

Sustainabi l i ty Repor t ing: Repor t ing i s a g reat way to communicate your susta inabi l i ty in i t ia t ives, t rack the prog ress of your susta inabi l i ty prog ram, and manage your s takeholders ’ expectat ions. Just as wi th the g reen products por tfo l io, there i s a danger that the repor t wi l l be perce ived as be ing a market ing exerc ise ra ther than an honest a t tempt to communicate susta inabi l i ty ef for ts. The best way to avoid th is compla int i s by us ing an es tabl i shed repor t ing f ramework. There are severa l such frameworks, but Carbon Disc losure Project , Global Repor t ing In i t ia t ive, and Dow Jones Susta inabi l i ty Index are the most wide ly used. Publ ica l ly t raded companies that are th inking about integ rat ing e lements of susta inabi l i ty into the i r f inancia l repor t ing should a l so cons ider Internat iona l Integ rated Repor t ing Counci l and Susta inabi l i ty Account ing Standards Board s tandards.

TM

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be n k o c e l e b r a t e s i t s 30 y e a r a n n i v e r s a ry

Benko Products announces i t s th i r ty year anniversar y th is October. For th i r ty years Benko Products has invented, des igned and manufactured industr ia l dr um war ming ovens, tank t r uck and ra i lcar access and fa l l protect ion equipment , mezzanine safety g ates, hazmat s torage bui ld ings and var ious other industr ia l products. Benko Products has made the 500/5000 l i s t of fas tes t -g rowing pr ivate companies in Amer ica seven t imes inc luding th is year.For more infor mat ion - www.benkoproducts.com

br e n n ta g p u b l i s h e s s u s ta i na b i l i t y r e p o rt

Brenntag publ i shed i t s in i t ia l susta inabi l i ty repor t wi th a c lear commitment and pr ior i t izat ion on hea l th , safety and environmenta l protect ion represent ing the company’s most impor tant va lues. Based on the repor t ’s “Adding va lue” concept , the company i s us ing projects f rom var ious areas – environmenta l management , soc ia l commitment , compl iance, and occupat iona l hea l th and safety – to i l lus tra te how added va lue i s created wor ldwide. I t i s above a l l the large number of loca l and reg iona l projects, which are of ten in i t ia ted by employees on the i r own in i t ia t ive, that demonstrate the impor tance of susta inabi l i ty for Brenntag and i t s except iona l commitment to implement ing susta inable bus iness pract ices throughout the company.

CACD & nacD s i g n m e m o r a n D u m o f u n D e r s ta n D i n g

The Canadian Associa t ion of Chemica l Dis tr ibutors (CACD) s igned a Memorandum of Understanding (MOU) wi th the Nat iona l Associa t ion of Chemica l Dis tr ibutors (NACD) on November 18 , 2013. The

s igning p ledges to accept each other ’s Respons ib le Distr ibut ion th i rd par ty ver i f icat ion requirement i f a member in good s tanding wi th one Associa t ion wants to jo in the other Associa t ion. Best pract ices, infor mat ion shar ing , and increased suppor t are a l so inc luded in the MOU.

“We have so much in common with CACD,” sa id NACD Chair man Roger Har r i s, Pres ident of Producers Chemica l Company, Sugar Grove, IL. “Most impor tant ly, our members share the commitment that cont inuous improvement in environment , hea l th , safety, and secur i ty areas i s imperat ive in an ever changing industr y. NACD and CACD wi l l cont inue to promote the va lue of th i rd par ty ver i f icat ion to other countr ies.”

The MOU is tes tament to the integ r i ty of the Associa t ions ’ member ’s th i rd par ty ver i f icat ion of the i r cr i t ica l operat iona l areas demonstrat ing to customers, employees, government and regula tor y author i t ies, and the publ ic, that these mutua l Respons ib le Distr ibut ion prog rams work and are tak ing hold across the Amer icas.

David Luciani , Chair man of CACD stated , “CACD and NACD share a unique re la t ionship that surpasses the usua l assoc ia t ion l i a i son. Our two organizat ions are proud to cooperate wi th one another to advance Respons ib le Distr ibut ion and i t s pr inc ip les even beyond our countr ies. By working together we are s t ronger and wi l l cont inua l ly work on foster ing ongoing a l ignments wherever poss ib le.”

fe n n & fe n n c e l e b r a t e s 10 y e a r s o f s e rv i c e

Fenn & Fenn Insurance Pract ice Inc. i s p leased to be ce lebrat ing 10 years of ser v ice. “Thank you to our va lued c l ients and industr y par tners for your suppor t towards achiev ing th is mi les tone. We look forward to cont inuing to ser v ice your industr y wi th the h ighest leve l of profess iona l i sm and customer ser v ice,” sa id S imon Fenn.

Company N E W S

24

fi e l D i n g l au n c h e s n e w c o D e o f c o n D u c t

Ear l ier in 2013 workshops were he ld where the employees provided feedback on the Values that are impor tant to them. From those workshops, a new Code of Conduct , inc luding a rev ised set of Values, was created to ref lect what Fie ld ing wants to be. Dur ing the summer, the owners of Fie ld ing , El len and Ian McGregor, met wi th each employee to d iscuss and conf i r m the i r commitment to th is Code of Conduct .

fi e l D i n g r e c e i v e s m b ot’s 2013 b u s i n e s s a w a r D

Fie ld ing has been se lected and i s ver y exc i ted to rece ive MBOT’s 2013 Bus iness Awards of Exce l lence in the Corporate Socia l Respons ib i l i ty categor y. The presentat ion of the award wi l l be he ld on

November 21st and wi l l inc lude Fie ld ing employees in a t tendance. The employees have a l l contr ibuted to Fie ld ing rece iv ing th is award .

it e c h t r a i n s f o r c h l o r e p l e v e l i i

I tech Environmenta l ’s Dangerous Goods Team recent ly par t ic ipated in The Chlor ine inst i tute ’s CHLOREP Level II t ra in ing a t Axia l l Canada in Beauharnois, Quebec.

I tech i s an emergency response contractor member, cer t i f ied and t ra ined to Level II response to potent ia l emergencies involv ing chlor ine. CHLOREP Chlor ine Emergency Plan adminis tered and coordinated by The Chlor ine Inst i tute.

CACD’S NEWEST SUPPLIER PARTNERS

TM

RST is a proud member of the J.D. I r v ing , L imited Group of companies. J.D. I r v ing , L imited i s a fami ly

owned company wi th over 125 years of ser v ice in forestr y, o i l and gas, wholesa le/reta i l operat ions, sh ipbui ld ing and t ranspor tat ion ser v ices.

RST Transpor t i s an innovat ive and h ighly respons ive t ranspor tat ion so lut ion provider, offer ing award-winning safety, qua l i ty, va lue and environmenta l s tewardship. Ser v ic ing At lant ic Canada , Quebec, Ontar io, and New England Markets, RST has a s ta te-of- the-ar t f leet , l ead ing edge communicat ion system and customer-ser v ice second to none.

With over 30 years of exper ience in the safe handl ing and t ranspor t of chemica l products, RST del ivers t r ue va lue and peace of mind. Our wide ar ray of equipment and our extens ive exper t i se provides you wi th the f lex ib i l i ty and respons iveness you’re looking for. In addi t ion, RST can customize equipment to meet your requirements for spec ia l ized appl icat ions.

RST’s h ighly t ra ined dr ivers are cr i t ica l to our chemica l t ranspor t ser v ice. Extens ive screening and ongoing t ra in ing ensure each dr iver i s a l so schooled and qua l i f ied on the spec i f ic product handled . Once t ra in ing i s complete each dr iver ’s qua l i f ica t ions are d i rect ly l inked in our d ispatch system, which means a dr iver i s only ass igned to car r y a product they are qua l i f ied to handle. The resu l t? A wor r y-free chemica l t ranspor tat ion so lut ion.

RST has exper t i se in the safe handl ing and de l iver y of chemica l products, inc luding : g lycols, hydrochlor ic ac id , sodium hydroxide, sodium chlorate, sodium hypochlor i te, su l fur d iox ide, su lphur ic ac id and sodium hydrosul f i te so lut ions

Ensur ing your chemica l products are de l ivered wi th the cor rect spec i f icat ions i s cr i t ica l . At RST, s t r ic t qua l i ty contro l s tandards are mainta ined and monitored through our qua l i ty contro l prog ram.

Tel . : 1 (800)463-8551 Emai l : sa les@rst t ranspor t .com

New Supplier P A R T N E RN E W S

25

T H E H E A LT H & S A F E T Y R E P O R T

Every year on the second Sunday in March, the major i ty

of Canadians and Amer icans turn the i r c locks ahead an

hour for a much welcomed extra hour of day l ight , and

in the process they sacr i f ice prec ious minutes of s leep.

So goes the star t of Dayl ight Sav ing Time (DST), which

cont inues unt i l the f i rs t Sunday in November.

Based on analys is of a U.S. Bureau of Labor Stat is t ics

database that t racks how Amer icans use the i r t ime,

employees on average get 40 minutes less s leep on the

Sunday n ight of the swi tch to DST. That loss of s leep

may not seem l ike much but a s tudy by Michigan State

Univers i ty researchers has found that the Monday

fo l lowing the swi tch to DST can be a par t icu lar ly

dangerous one. These researchers ana lyzed informat ion

f rom the U.S. Nat ional Inst i tute of Occupat ional Safety

and Heal th database of min ing in jur ies f rom 1983-

2006. Their research showed that there were 5.7% more

workplace in jur ies and 67.6% more work days missed

due to in jur ies on the f i rs t Monday fo l lowing DST than

on other days.

This research suggests that less s leep may increase both

the inc idence and sever i ty of in jur ies . The increased

danger isn ’ t just conf ined to the workplace. The Insurance

Corporat ion of Br i t ish Columbia ( ICBC) reports a h igher

dr iv ing r isk the f i rs t Monday af ter DST. According to

s ta t is t ics averaged f rom 2005-2009, on the Monday

fo l lowing the star t of DST, car acc idents increased 23%.

Perhaps not surpr is ingly, people have a much eas ier t ime

adjust ing to the swi tch back to s tandard t ime. The same

rates of acc ident and in jury do not occur on the Mondays

in November when people ga in an hour.

So, as the second Monday in March approaches, pay

extra a t tent ion to employee schedules, s leep, and safety,

because as the stat is t ics show, the ga ins in day l ight wi th

DST may come at a human cost .

Tips to ease the ef fects of the switch to DST:

1. Rest up: Go to bed ear l ier to get your usual amount

of s leep so you can be wel l rested and a ler t .

2. Defer the dangerous: Schedule par t icu lar ly

hazardous work la ter in the week (where possib le)

a f ter employees have had more t ime to ad just the i r

s leep schedules.

3. Plan ahead: G ive yourse l f extra t ime to dr ive to and

f rom work, especia l ly dur ing the Monday commute,

to avoid a potent ia l acc ident .

4. Step up the safety: Take extra safety precaut ions

and ass ign extra safety moni tors on days fo l lowing

the swi tch to DST to he lp avoid potent ia l workplace

in jur ies before they occur.

For more information:

Read the study: Changing to Dayl ight Sav ing Time Cuts

Into Sleep and Increases Workplace In jur ies (PDF) ,

Amer ican Psychologica l Associat ion

Get smart dr iv ing t ips for Dayl ight Sav ing Time, Insurance

Corporat ion of Br i t ish Columbia

Taken f rom:

Canadian Centre for Occupat ional Heal th & Safety

ht tp : / /www.ccohs.ca/newslet ters/hsreport / issues/2011/02/ez ine.html

www.hc-sc.gc.ca

LOSING SLEEP OVER DAYLIGHT SAVING TIME MAY INCREASE WORKPLACE INJURIES

26

SafetyMattersSOMMEIL PERDU LORS DU PASSAGE A L’HEURE AVANCEE PEUT AUGMENTER LES BLESSURES PROFESSIONNELLES

Chaque année, le deuxième d imanche de mars, les

Canadiens et les Amér ica ins peuvent enf in avancer leurs

montres et leurs hor loges d ’une heure pour bénéf ic ier de

la lumière du jour pendant une heure de p lus par jour ;

cet te t rans i t ion t rès a t tendue a pourtant l ’ inconvénient

de leur vo ler de préc ieuses minutes de sommei l . C ’est

a ins i que nous passons à l ’heure avancée (HA), laquel le

déf in i ra notre emplo i du temps jusqu’au premier

d imanche de novembre.

Se lon une analyse des données compi lées dans une

base du U.S. Bureau of Labor Stat is t ics qui ind iquent

de quel le façon les Amér ica ins occupent leur temps,

les t rava i l leurs dorment 40 minutes de moins en

moyenne durant la nui t du d imanche au cours duquel

nous passons à l ’heure avancée. Cet te per te de sommei l

peut sembler min ime, mais une étude menée par des

chercheurs de l ’Univers i té du Michigan a révé lé que

le lundi su ivant le passage à l ’heure avancée peut ê t re

par t icu l ièrement dangereux. Ces chercheurs ont ana lysé

les rense ignements col l igés dans la base de données du

U.S. Nat ional Inst i tute of Occupat ional Safety and Heal th

sur les b lessures associées à l ’explo i ta t ion minière de

1983 à 2006. Leurs recherches ont ind iqué des hausses

de 5,7 % des b lessures profess ionnel les e t de 67,6 % du

nombre de jours de t rava i l perdus en ra ison de b lessures

le premier lundi su ivant le passage à l ’heure avancée.

Cet te é tude donne donc à penser qu’une d iminut ion du

sommei l peut augmenter l ’ inc idence et la grav i té des

b lessures. Le danger accru ne se l imi te pas au mi l ieu

de t rava i l . La Insurance Corporat ion of Br i t ish Columbia

( ICBC) s ignale un r isque p lus é levé lors de la condui te

automobi le le premier lundi su ivant le passage à l ’heure

avancée. Se lon les s ta t is t iques compi lées de 2005 à

2009, les acc idents de voi ture augmentent de 23 % le

lundi qui su i t le passage à l ’heure avancée.

On ne s ’en étonne pas vra iment , les gens ont beaucoup

moins de mal à s ’adapter lors du retour à l ’heure normale .

On n ’observe pas ces pourcentages é levés de b lessures

et d ’acc idents les lundis du mois de novembre a lors que

la journée s ’a l longe d ’une heure.

A ins i , à l ’approche du deuxième lundi de mars, porter une

at tent ion soutenue aux hora i res de t rava i l des employés,

à leur sommei l e t à leur sécur i té parce que, s i l ’on en

cro i t les s ta t is t iques, le ga in d ’une heure addi t ionnel le

de c lar té associé à l ’heure avancée ne s ’e f fectuera i t

peut-être pas sans problèmes sur le p lan humain.

Consei ls pour at ténuer les ef fets du passage à l ’heure avancée :

1. Se reposer : Couchez-vous un peu p lus tôt pour

bénéf ic ier de votre nombre habi tue l d ’heures

de sommei l a f in d ’ê t re a ler te e t b ien reposé.

2. Reporter les tâches dangereuses : Reportez

l ’exécut ion des tâches par t icu l ièrement dangereuses

à un autre jour de la semaine, dans la mesure du

possib le , lorsque les employés auront bénéf ic ié

d ’un peu p lus de temps pour a juster leur hora i re de

sommei l .

3. Plani f ier en conséquence : Prévoyez p lus de temps

pour conduire jusqu’à votre l ieu de t rava i l e t en

revenir ; u t i l isez p lutôt le t ransport en commun

ce lundi , spéc i f iquement , pour év i ter un éventue l

acc ident .

4. Augmenter la sécuri té : Prenez des précaut ions

supplémenta i res e t dés ignez des responsables de

la sécur i té addi t ionnels durant les jours qui su ivent

le passage à l ’heure avancée af in d ’év i ter le p lus

possib le les éventue l les b lessures en mi l ieu de

t rava i l .

27

Few things in business are as costly and disruptive as unexpected talent departures. With readily available leadership and employee development resources, it is interesting that so many companies struggle to retain their best and brightest.

Ask any leader if they have a process for developing and retaining their people and they will quickly answer in the affirmative and immediately launch into the quality of their initiatives and the number of high-potentials in their organization. However, as with most things in the corporate world, there is too much process built on theory and not nearly enough practice built on experience.

When examining the talent in your organization, look at your culture and not the rhetoric, and look at the actual results and not the commentary about potential. Despite some of the perspectives from corner offices, when employees are interviewed directly, here is what they tell us:

Over 30% bel ieve they wi l l be work ing somewhere e lse ins ide of 12 months.

Over 40% do not respect the person they report to .

Over 50% say they have d i f ferent va lues than the i r employer.

Over 60% do not fee l the i r career goals are a l igned wi th the i r employer ’s p lans for them.

Over 70% do not fee l apprec ia ted or va lued by the i r employer.

So, for all those leaders who “have everything under control”, it is time to re-evaluate. There is an old saying: “Employees don’t quit their company, they quit their boss”. Regardless of tenure, position, and title, employees who leave generally do so because of a perceived disconnect with leadership.

WHY YOUR TOP TALENT WILL LEAVE

1. Failure to LeadBusinesses and teams do not fail—leaders fail. The best testament to the value of leadership is what happens in its absence.

2. Failure to Unleash Their PassionsSmart companies align their employee’s passions with their corporate pursuits. Human nature makes it very difficult to walk away from areas of passion.

3. Failure to Challenge Their IntellectSharp people do not like to live in a dimly lit world of boredom. Challenge people’s minds or they will leave you for someone/somewhere that will.

4. Failure to Engage Their CreativityGreat talent is wired to improve, enhance, and add value. Talented employees are built to change and innovate; they need to contribute by putting their fingerprints on design.

5. Failure to Give Them A VoiceTalented people have good thoughts, ideas, insights, and observations. If you do not listen to them, someone else will.

6. Failure to CarePeople come to work for a paycheck, but that is not the only reason. In fact, it is not even the most important reason. People will leave you if you fail to care about them at an emotional level, regardless of how much you pay them.

7. Failure to Recognize Their ContributionsThe best leaders do not take credit—they give it. Failing to recognize the contributions of others is as good as asking them to leave.

8. Failure to Increase Their Responsibility You cannot confine talent; try to do so and you will either slip into mediocrity or force your talent to seek more fertile ground. People will

gladly accept a huge workload as long as an increase in responsibility comes along with it.

9. Failure to Keep Your CommitmentsPromises made are worthless, but promises kept are invaluable. If you break trust with those you lead, you will pay a very steep price. Leaders not accountable to their people will eventually be held accountable by their people.

10. Failure to Develop Their SkillsLeadership is not a destination—it is a journey. No matter how smart or talented a person is, there is not only always room for growth and development, but a need for it, as well. Leaders who spend l ess t ime t r y ing to re ta in peop le and more t ime t r y ing to unders tand them, ca r ing fo r them, and inves t ing in the i r g rowth w i l l f ind tha t r e t en t ion w i l l t ake ca re o f i t se l f .

Employees, who are challenged, engaged, valued, and rewarded emotionally and intellectually rarely leave; more importantly, they perform at very high levels. On the flip side, if you miss any of the following critical areas it is only a matter of time until they head for the elevator, so smart leaders will learn how to eliminate the following failures in their organizations:

Chr is Bar re t t i s a g radua te o f the Ode t t e Schoo l o f bus iness a t the Un ive rs i t y o f Windsor, On ta r io . He owned and opera ted 8 success fu l bus inesses in the p r i va te sec to r be fo re tu rn ing 30 , bu t i t was on ly a f t e r manag ing hundreds o f peop le , tha t he came to unders tand the impor tance beh ind the deve lopment o f your s ta f f and l eadersh ip t eam. Chr is i s a f r equen t wr i t e r in the Chemunica to r and now a member o f the CACD Opera t ions and Log is t i cs Commi t t ee .

BIOGRAPHY

28

Au cours des derniers jours, l ’ACDPC a appr is qu ’un g rand fournisseur de produi ts ch imiques, fa i sant par t ie du paysage canadien depuis p lus de 80 ans, déménage hors du Canada . Cet te entrepr ise a prévu desser v i r le marché canadien à par t i r des États-Unis. I l s ’ag i t d ’une façon de fa i re de p lus en p lus commune. Se lon les ch i f f res, le Canada t i re b ien son éping le du jeu .

Les af fa i res sont s tab les. Alors pourquoi ce retra i t ? Comme le d i t le chef de renommée internat iona le, Jamie Ol iver, dans ses publ ic i tés : « que l le es t l a ta i l l e du Canada de toute façon ? » Est- i l vra iment poss ib le de nous ser v i r à par t i r des États-Unis ? Avec les déra i l l ements récents (deux en une semaine dans la rég ion d ’Edmonton) , es t - i l p lus sûr e t p lus sage de t ranspor ter le produi t p lus lo in? Est-ce la chose responsable à fa i re ?

Le domaine de la rég lementat ion subi t de g rands changements. En 2014, l ’ industr ie sera sens dessus dessous, avec la rév is ion d ’une régula t ion après l ’ autre. Êtes-vous prêts ? Seuls ceux qui ont une so l ide compréhens ion des rév is ions s ’en sor t i ront indemnes. S i vous avez besoin d ’a ide, c ’es t le temps de tendre la main ! I l es t encore temps de re jo indre le Comité des af fa i res rég lementa i res (CAR) et de conser ver une longueur d ’avance. L’ACDPC a mis sur p ied un sous-comité sur le déve loppement durable. Nous ser ions heureux d ’accuei l l i r de nouveaux ta lents dans ce g roupe. Nous espérons obtenir des gens de la « Générat ion Y » impl iqués et intéressés v is -à-v is ce que cet te industr ie peut e t doi t fa i re pour l ’ avenir.

Avec la mul t i tude de changements aux règ lements e t les dépar ts à la re tra i te, i l es t à pe ine poss ib le de res ter concentré e t de sat i s fa i re les organismes gouvernementaux qui f rappent à votre por te. Avec son prog ramme sur la gest ion de la cha îne d ’approvis ionnement des produi ts ch imiques, l ’ACDPC offre une vér i tab le ressource éducat ive à l ’ ensemble de l ’ industr ie. Ce cours (en l igne ou en c lasse) a é té conçu avec les é tudiants d ’au jourd ’hui à l ’ espr i t . Nous gardons les choses s imples e t rée l les, en rendant le contenu access ib le en l igne 24/7 et géré au r ythme de l ’é lève. Nous sommes tous t rès occupés et i l es t d i f f ic i le d ’ê tre lo in de votre bureau pour un autre cours ou un sémina i re. Pour vous inscr i re, veui l lez v is i ter www.cscm-edu.com dès au jourd ’hui !

Le comité de la Dis tr ibut ion Responsable (RD) a remanié le code RD plus tôt cet te année et les membres ont voté en faveur de sa rév is ion. Un é lément de code a é té a jouté , tandis que d ’autres ont é té réa l ignés, de sor te que le nombre d ’é léments res te à sept (7) . La durabi l i té a é té introdui te. Le Comité a t rava i l lé for t af in de déve lopper un prog ramme qui réponde aux ex igences des c l ients e t des fournisseurs, tout en ve i l l ant à ce que la charge de t rava i l des membres ne

so i t pas t rop lourde. La déf in i t ion de la durabi l i té se t rouve p lus bas. Des ressources seront mises à la d ispos i t ion des membres et des par tena i res fournisseurs qui ont chois i l a DR en tant que choix de concept de la gest ion responsable.

La durabi l i té fai t implici tement par t ie du Code de prat ique par sa représentat ion dans la gest ion du produit , de la santé et la sécuri té , la confor mité réglementaire, l ’ interaction avec les par t ies prenantes, la gest ion des four nisseurs et de la sécuri té .

Les autres comités t rava i l lent for t af in d ’ê tre à l ’ avant-garde dans cet environnement en constante évolut ion dans lequel nous œuvrons.

Le conse i l d ’adminis t ra t ion t rava i l le éga lement for t pour appor ter une va leur a joutée et soul igner l ’ impor tance du secteur de la d is t r ibut ion de produi ts ch imiques à toutes les par t ies prenantes, y compris les membres. Le conse i l d ’adminis t ra t ion s ’ infor me sur les préoccupat ions des d iverses assoc ia t ions, les d i lemmes des marchés et les adminis t ra teurs ont vos mei l leurs intérêts à cœur, à tout moment . Restez à l ’ écoute af in de connaî t re les choses à venir en 2014 et pour les années à venir. Récemment , un consul tant a offer t une for mat ion pour le conse i l d ’adminis t ra t ion, les prés idents de comités a ins i que les membres de la d i rect ion. Ce dernier a fé l ic i té l ’ACDPC pour notre bon trava i l e t sur notre in i t ia t ive v is -à-v is les autres assoc ia t ions avec nos prog rammes et les ser v ices offer ts. Cependant e t comme toujours, nous savons qu’ i l y a encore du t rava i l à fa i re. C’es t l a route à empr unter pour la durabi l i té .

Alors, es t -ce que notre industr ie es t durable ? Vous seu l connaissez la réponse à cet te quest ion. Nous pouvons vous a ider, mais vous devez fa i re le g ros du t rava i l !

Je vous souhai te une heureuse f in d ’année 2013 a ins i qu ’un environnement sa in et prospère en 2014! Que vos entrepr ises so ient rentables e t durables pour les années à venir !

Cathy

Cathy Campbel lPrés ident , ACDPC

Le mot du président

Cathy Campbell, Prés iden t

EST-CE QUE L’ INDUSTRIE CHIMIQUE EST UNE INDUSTRIE DURABLE ?

29

President’s PressIn the las t few days, CACD was not i f ied that a b ig chemica l suppl ier that has been around for more than 80 years i s pul l ing out of Canada . P lans are to ser v ice the Canadian market f rom the U.S. This i s a fami l iar mantra be ing done more and more. By the numbers, Canada i s hold ing i t s own. Bus iness i s s teady. Why pul lout? As the

Internat iona l Chef, Jamie Ol iver says in the commerc ia l s, “how big i s Canada anyway?” Is i t rea l ly poss ib le to ser v ice us f rom down south? With the recent t ra in dera i lments ( two in one week in the Edmonton area) , i s i t safer and wiser to t ranspor t the product fur ther? Is i t the respons ib le th ing to do?

The regula tor y rea lm is making huge changes to just about a l l of the var ious regula t ions. In 2014, the industr y wi l l be turned on i t s head, wi th one regula t ion af ter another ’s overhaul . Are you prepared? Only those, who have a so l id understanding of the rev is ions wi l l sur v ive unscathed. I f you need he lp, now is the t ime to reach out ! Now is the t ime to jo in the Regulator y Affa i rs Committee (RAC) and keep ahead of the cur ve. The RAC has in i t ia ted a sub-committee on susta inabi l i ty. We would welcome new ta lent to th is g roup. The hope i s to get the “Gen Y’s” involved and pumped up about what th is industr y can and wi l l do for the future.

With the mult i tude of changes to regula t ions and industr y ret i rements, i t i s bare ly poss ib le to s tay focused and sat i s fy the government agencies that are knocking at your door. One of the areas that CACD can rea l ly he lp the industr y i s wi th the only educat iona l resource for the chemica l supply cha in onl ine or in-c lass course. The Course was des igned wi th today ’s s tudent in mind. We’re keeping i t s imple and rea l , by making i t ava i lab le onl ine 24/7 and managed at the s tudent ’s pace. We’re a l l busy and i t i s hard to be away from your desk for yet another course or seminar. P lease v is i t www.cscm-edu.com to reg is ter today !

The Respons ib le Distr ibut ion (RD) Committee re-vamped the RD Code ear l ier th is year and the membership voted in favour of the rev is ions. One code e lement was added, whi le others were re-a l igned, so the e lements remain a t seven. Susta inabi l i ty was introduced. The Committee worked hard to deve lop a prog ram that would meet the requirements of customers and suppl iers, whi le a t the same t ime ensur ing that the workload for members wouldn’t be too cumbersome. The def in i t ion of susta inabi l i ty i s be low. Resources wi l l be made ava i lab le to the membership and suppl ier par tners that have chosen

RD as the respons ib le management concept of choice.

“Sustainabi l i ty is implici t in the Code of Practice by representat ion of product stewardship, health & safety, regulator y compliance, interaction with stakeholders, supplier management and securi ty management.”

The other committees are working hard as wel l to keep ahead in th is fas t -paced environment that we f ind ourse lves in .

The Board of Directors are working hard to br ing va lue and ra ise the impor tance of the chemica l d is t r ibut ion sector to a l l s takeholders, inc luding the membership. The Board i s keeping up-to-date on assoc ia t ion i ssues, marketp lace d i lemmas, and has your best interest a t hear t a t a l l t imes. S tay tuned for more good s tuff happening in 2014 and years to come. Recent ly, a consul tant d id a t ra in ing sess ion for the board , committee cha i rs and management . She commended CACD on i ts good work and be ing ahead of many other assoc ia t ions wi th the prog rams and ser v ice offer ings. However, as a lways, we know there i s more work to be done. That i s the road to be ing susta inable.

So, i s our industr y susta inable? Only you know the answer to that one. We can he lp, but you have the do the heavy-l i f t ing !

Wishing you a l l a successfu l end to the 2013, a hea l thy and prosperous 2014! May your bus inesses be prof i tab le and susta inable for years to come!

Cathy Campbel lPres ident , CACD

Cathy Campbell, Pres iden t

IS THE CHEMICAL INDUSTRY SUSTAINABLE?

28th Annual General MeetingJune 4 – 6, 2014delta Grand Okanagan | Kelowna, British Columbia

2nd Annual Tee Off For Kids Golf TournamentSeptember 10, 2014

Chemical Supply Chain Management In-Class SeminarMarch 25 - 26, 2014CACD Head Office | Burlington, ON

Board of DirectorsJanuary 14, 2014April 17, 2014 | Montreal, PQJune 4, 2014 | Kelowna, BCSeptember 10, 2014 November 4, 2014

Mark YourC A L E N D A R S

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