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8/8/2019 Safety is Dish Served Warm
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Safety is Dish Served Warm
WIFM(WHATS IN IT FOR ME)
Because reports sound Cold
Who pushing the baby
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DO WE FIT TOGETHER?
HUMAN
RESOURCES
HEALTH
AND
SAFETY
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EVOLUTION AND CHANGE
All Management Systemswithin a company must
follow the path ofevolution ifthey are to continue to
contribute to a companysgrowth and success.
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THE DRIVERS OF EVOLUTION
The drivers of the Evolution process include:
technology,
global markets, the current values of society, and
the need for organizational
efficiency and/ or effectiveness.
EVOLUTION = CHANGE
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CHANGE MANAGEMENT
Strategic planning what do you want to change?
Set objectives, goals, targets
Create commitment champions and stakeholders
Turn objectives/targets into measurable projects
Evaluate (pilot the project first!)
Implementation have a plan that is consistent & robust
Communication and feedback from the customers or
users affected by the change. Program measurement and evaluation to support
continuous improvement.
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PERCEPTION
One of the most powerful factors
that can influence the creation or
destruction of a safety culture is
PERCEPTION
Perception can also drive Change
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WHAT DO WE HAVE IN COMMON?
HEALTH
AND SFETY
Roles and Responsibilities ( OHS Act & Regs)
Employee rights (OHS Act)
Training and Competency (OHS Regs/Code) Job/Position Requirements that identify:
Safety Sensitive (OHS Act)
Potential risk levels (OHS Code Part 2)
Increased risk from exposure (OHS Code Part 4, 14
and 20)
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WHAT DO WE HAVE IN COMMON?
HEALTH
AND SFETY
Emergency Preparedness and Response
(OHS Code Part 7) which includes, Workplace Violence ( OHS Code Part 27)
Working Alone (OHS Code Part 28)
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ROLES AND RESPONSIBILITIES
HEALTH
AND SFETY
Obligations of employees, workers, etc.
(OHS Act, Section 2)
Every employer shall ensure, as reasonably
practicable to do so:
a) The health and safety ofworkers engaged in work for
the employer
b) The health and safety of workers not engaged in thework of the employer but present at a work site at
which work is being carried out.
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ROLES AND RESPONSIBILITIES
HEALTH
AND SFETY
Obligations of employees, workers, etc.
(OHS Act, Section 2)
Every worker shall while engaged in an occupation:
a) Take reasonable care to protect the H&S of themselves
and other workers present while they are working;
b) Cooperate with the employer for the purposes of
protecting the H&S of themselves, other workersengaged in work for the employer and other workers
present at the work site when work is being conducted.
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EMPLOYEE RIGHTS
HEALTH
AND SFETY
THE RIGHT TO REFUSE UNSAFE WORK
(Existence of imminent danger, OHS Act, Section 35)
Definition
Danger that is not normal for that occupation, or
Danger, under which a person engaged in that occupation would not
normally carry out the work.
Obligations
Workers must not perform work that could create imminent danger;
Employers must investigate & take action to eliminate imminent
danger;
Disciplinary action may result in charges against the employer.
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EMPLOYEE RIGHTS
HEALTH
AND SFETY
THE RIGHT TO PARTICIPATE
(Hazard Assessment, Elimination & Control,
OHS Code Part 2)
Worker Participation If reasonably practicable, an employer must involve affected
workers in the hazard assessment and in the control or elimination
of the hazards identified.
An employer must ensure that workers affected by the hazardsidentified in a hazard assessment report are informed of the hazards
and the methods used to control or eliminate the hazards.
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EMPLOYEE RIGHTS
HEALTH
AND SFETY
THE RIGHT TO KNOW(WHMIS, OHS Code Part 29)
Applies to workers who work with or near a controlled product or
who perform work involving the manufacture of a controlled
product.
Training in how to create and read labels, find and interpret Material
Safety Data Sheet information and apply procedures for storage,
use, and handling a controlled product must be provided by the
employer. May also apply to office staff!
Must be specific to the products used by the employer!
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How am I protected at work?
Workplace Safety Law
Rights & Responsibilities
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Worker Rights and Responsibilities
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Workers: Key Safety Responsibilities!
Responsible to reportunsafe acts and conditions
Responsible to follow safe-workrules in your workplace
Responsible to use equipmentproperly
Responsible to work safely andnot endanger others
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Hmmmmm
How are Rights and Responsibilities different?
Whats harder: understanding or exercising safety rightsand responsibilities? Why?
What sorts of things stop us from exercising our safetyrights?
What sorts of things stop us from meeting our safetyresponsibilities?
What could be done to improve these things?
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Ensure the health and safety of personsat or near the workplace
Inform workers of hazards in theworkplace
Follow safety law, and make sure that
workers do so as well!
Make sure workers have properequipment and correct safety gear to
work safely; and maintain equipment safely
Employers: Key Responsibilities
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Hmmmmm
Its ten years from now and youre running your ownbusiness! What could it be? Discuss:
- What are some of the hazards your workers will need toknow about?
- What types of training will they need to do their jobssafely?
- What type of training will you and your supervisors need torun the business safely?
- In what ways can workers and employers come together forworkplace safety?
- If something bad happens at one of your job sites, howcould it impact your business?
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Does Nova Scotia have health and safety law?Yes. The OHS Act and OHS officers work to keep us safe at work!
Do you have a legal responsibility to help keep co-workers safe?
Yes. Workplace safety is also about your behaviour toward others!
Do you have the right to know about the hazards that could affect you at work?Yes. All jobs have risks! Your employer has to tell you how to protect yourself.
Do you have the legal right to refuse to do work that you feel will endanger you?
Yes. If youre not given information to do a hazardous task safely, dont do it.
Could you be fired for not following your workplaces safety rules?Yes. Take your employers safety rules seriously and follow them!
Is your boss responsible to make sure you have safe-work training?
Yes! By law! Training can give you the power to safely meet workplace risks!
How are we doing?
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EMPLOYEE RIGHTS
HEALTH
AND SFETY
THE RIGHT TO KNOW(Chemical Hazards, Biological Hazards & Harmful
Substances, OHS Code
The employer must ensure that a worker who may be exposed to a
harmful substance at a work site is informed of the health hazards
and assessments/measurements taken of the harmful substance.
Training in procedures developed to minimize the workers exposure
must be provided; verification of understanding is required.
Health assessments and health records must be managed to meet
privacy laws (FOIP/PIPA) but information on potential hazards and
exposure must be communicated to affected workers.
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TRAINING AND COMPETENCY
HEALTH
AND SFETY
Competent in relation to a worker, means adequatelyqualified, suitably trained and with sufficient experience to
safely perform work without supervision or with only a
minimal degree of supervision. (OHS Regulations,Definitions)
Duties of workers (OHS Regs, Section 14)
A worker who is not competent to perform work that may
endanger the worker or others must not perform the work
except under the direct supervision of a worker who is
competent to perform the work.
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TRAINING AND COMPETENCY
HEALTH
AND SFETY
Safety Training (OHS Regs, Section 15)
An employer must ensure that a worker is trained in the
safe operation of the equipment the worker is required to
operate.
Minimum training considerations/requirements detailed.
Affirms that workers must participate.
Multiple sections of the OHS Code specify trainingrequirements for equipment, activities or hazardous
situations.
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JOB / POSITION REQUIREMENTS
HEALTH
AND SFETY
Safety Sensitive Positions
Evolved from the OHS obligation of the employer to ensure the
health and safety of workers at an employer worksite and the
Human Rights obligation not to discriminate against protected
groups.
Bona fide requirements for each position must be documented
and communicated.
Testing that is linked to these requirements is accepted.
Discrimination challenges occur when personal assessments
(biometrics data for personal identification) /function fit tests) and
testing (drug/alcohol)occurs without clear justification,
rationalization and communication.
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JOB / POSITION REQUIREMENTS
HEALTH
AND SFETY
Risk level of each position
(OHS Code, Part 2 Hazard Assessment, Elimination and Control.)
An employer must assess a work site and identify existing and
potential hazards before work begins at the work site . . .
Hazard assessments are to be completed when a new work
process is introduced, when work processes or operations change,
before construction or alterations/additions to a work site and as
needed to prevent the development of unsafe and unhealthy
working conditions.
Conduct a periodic Task or Job Hazard Assessment; methods are
referenced in the OHS Code interpretation guide or Partnerships/
COR program.
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JOB / POSITION REQUIREMENTS
HEALTH
AND SFETY
Workers with increased risk due to exposure
(OHS Code, Part 4 Chemical Hazards, Biological Hazards and
Harmful Substance, Part 14 Lifting and Handling Loads, Part 20 -
Radiation.)
Reproductive and mutagenic hazards for male and female workers
must be clearly identified and managed in cooperation with these
workers.
Actions taken to isolate, remove, demote or alter a workers duties
who are exposed to these hazards may result in discriminationcharges. (i.e. preventing or removing a women of reproductive
age, or a woman who becomes pregnant, from a high risk position,
without worker agreement, is discriminatory).
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JOB / POSITION REQUIREMENTS
HEALTH
AND SFETY
Workers with increased risk due to exposure
Physical demands and repetitive strain (musculoskeletal) hazards
for male and female workers must be clearly identified and
managed in cooperation with these workers.
Actions taken to isolate, remove, demote or alter a workers duties
who are exposed to these hazards may result in discrimination
charges. (i.e. a worker is denied a position based upon perceived
physical ability or previous medical history; bona fide physical
requirements have not been defined.) Return to work programs must be managed under the duty to
accommodate mandate.
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EMERGENCY PREPAREDNESS
HEALTH
AND SFETY
Emergency response plan(OHS Code, Part 7 Emergency Preparedness & Response)
1) An employer must establish an emergency responseplan for responding to an emergency that may requirerescue or evacuation.
2) An employer must consult with affected workers inestablishing the emergency response plan.
3) An employer must ensure that an emergency responseplan is current.
WHAT EMERGENCIES CAN THE HR GROUP FACE?
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EMERGENCY PREPAREDNESS
HEALTH
AND SFETY
Workplace Violence (OHS Code, Part 27 Violence) Conduct a hazard assessment (potential violence
situations and security risks). Resources: CCOHS
Violence in the Workplace Prevention Guide.
Develop a policy and response procedures.
Train your workers on:
How to recognize workplace violence;
What has been implemented to minimize or eliminateworkplace violence, including how to respond to workplace
violence and how to obtain assistance;
How to report, investigate and document an incident.
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EMERGENCY PREPAREDNESS
HEALTH
AND SFETY
Working Alone (OHS Code, Part 28 Working Alone) Identify working alone situations and positions exposed
to this hazard. Resource: Working Alone Safely AlbertaWorkplace Health and Safety.
Identify and implement an effective method ofcommunication (radio, telephone, other electronicmethods) between the lone worker and persons whocan respond to an emergency or medical situation
(worker injury or illness). Direct contact at regular intervals may be required if
effective communication methods are not available.
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PERCEPTION: A DOUBLE EDGED SWORD
How people perceive something will dictate
how they respond to it.
Positive Perceptions = Positive Responses
Negative Perceptions = Negative Responses
Where do we start looking for the real
perceptions of the people?
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COMPLIANCE VS. CULTURE
Lack of management time commitments to H&Sactivities. (Support & Resources)
No active or visible support (management tours,
participation, walk the talk, etc.). Employee apathy towards health and safety
initiatives.
Document gaps (missing or vague informationon records); records only completed to meetminimum standards.
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Auto pilot approach to H&S responsibilities.
The Committee has difficulty in attractingchampions and effective members.
(Sustainability) Negative enforcement is common to meet
compliance requirements; positive recognitionis non existent. (Emotional Intelligence)
SILENCE (which is not golden in Health andSafety ! ).
COMPLIANCE VS. CULTURE
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FROM COMPLIANCE TO CULTURE
THE STICK OR THE CARROT
Whats in it for me? (WIFM)
Buy in by the champions
Treat Others as you want to
be treated (El)
Resources for
Sustainability
Compliance
through
ReactiveFear
Policeman attitude
Negative feedback &recognition
Fire- Fighting
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CREATING SUSTAINABLE CULTURE
PEOPLE INITIATIVES PROCESS IMPROVEMENT
Communication
Focus
Measurement
C/A Management
Training & Competency
System Integration
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PEOPLE INITIATIVES: COMMUNICATION
Strategic Planning
what is our focus,
what do we want to achieve and,
how will we know when we get there?Implement at all levels of the organization andinvolve key stakeholders.
Communication Standards Identify who communicates what and when
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PEOPLE INITIATIVES: COMMUNICATION
Communication Tools Perception Surveys what do the people truly
believe?
Identify how people can communicate & receive
feedback (meetings, committees, electronic tools).These must be easy to access and effective or theywill be abandoned.
Information with substance how does this affect orapply to me?
Promote goals that have meaning to the people theyaffect; develop buy-in before implementation.
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PEOPLE INITIATIVES: FOCUS
Shift the focus from strictly Health and Safetyto a broader Wellness focus, and introducesocial topics to communication exercises.
Personal home safety and security
Health and Safety while traveling / vacations
Recreational Health and Safety
Financial education or social well being issues
WHATS IN IT FOR ME?
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PEOPLE INITIATIVES: MEASURE
Shift emphasis to measure progress towardsproactive goals, rather than negative events.
Involve all levels of the organization in setting
goals and targets to meet the strategic plan. Link measurement information to the
performance management system (all levels).
Provide constructive and timely feedback;
Focus on improvement activities and meetingcultural standards.
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PEOPLE INITIATIVES: MEASURE
Collect relevant data;
Measure how quickly problems arecorrected and evaluated, as well as how
often they occur. Make the measurements more meaningful
to the actual work site, not just a VagueStatistical number.
Measure efforts to improve, not failures tosucceed.
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PROCESS IMPROVEMENT: C/A MGMNT
How well a Corrective Action is managed is as
important as the corrective action itself.
Standardize and centralize the corrective action
management process.
Assign responsibility, implementation dates and
accountability by management to follow up.
Verify that actions have been addressed and
CLOSED!
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PROCESS IMPROVEMENT: C/A MGMNT
Use Corrective Action (C/A) Management
to move past a basic reaction stage to
incidents or losses.
CORRECTIVE ACTIONS
LEAD TOPREVENTATIVE ACTIONS.
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TRAINING is not just teaching how to do a task, but alsois a tool to set standards and mold attitudes.
Add real structure and validation to on the jobtraining. TELL SHOW TEST.
Move away from reactive training. Use Adult learning techniques; teach to establish
understanding and comprehension. Foster a sense ofI am performing a key task on the part of the
trainee. Develop and introduce career training plans to
develop a sense of importance.
PROCESS IMPROVEMENT: TRAINING
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The integration of the Health and Safety andHuman Resource disciplines can:
Can allow for the blending of resources and efforts
towards a common goal. Blend technical and people expertise vital to meeting
compliance and conformance requirements.
Validate people strategies owned by Human
Resources.
Advance H&S initiatives that may not be on theexecutive priority list.
PROCESS IMPROVEMENT: INTEGRATE
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MOVING FORWARD
ACCEPT the reality of your resources & limitations.
PLAN what you want to do and do it.
COMMUNICATE on all levels.
MEASURE the results of what you do.
Resist the document trap! An effective and
successful H&S program is not based upon the
quantity of documents & records kept.
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MOVING FORWARD
CELEBRATE small successes as this can instill
confidence, demonstrate commitment
and foster a We can do this belief in the
culture.
Avoid trying to do it all at once.
small successes celebrated in a big waycan pave the path to large achievements.
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ARE WE GOING THE SAME DIRECTION?
HEALTH
AND SFETYQuestions
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