SailSafe Phase I - Action Plans€¦ · SailSafe Action Plans – Phase 1 FINAL – January 29, 2010 . SailSafe Phase I - Action Plans

SailSafe Action Plans – Phase 1 FINAL – January 29, 2010

SailSafe Phase I - Action Plans Final - January 29th, 2010

Introduction page 2 Overview page 2 A Phased Approach page 3 Action Plan Index page 6 Pillar Leaders page 7 Line of Business Co-Leads page 7 Action Plans page 8 Charts and Summaries page 63 Sample Action Plan Template page 68

Page 1 of 68


Introduction

BC Ferries (“BCF”) and the BC Ferry & Marine Workers’ Union (“BCFMWU”) are committed to creating a world-class safety system to better serve their customers, members and employees. The SailSafe program was created to take the company’s existing safety management system to the next level and to address the recommendations of the Morfitt Report. The vision for this project is to create a company-wide culture change, i.e. to achieve a continuously improving safety culture. The overriding goal for the program is to achieve world class safety performance. SailSafe is about much more than sailing safely. The project encompasses the entire BC Ferries system, including ships, terminals and offices. SailSafe is a multi-year project designed to engage the workforce, revitalize the current Safety Management System (“SMS”) and integrate occupational health and safety. It is based on programs successfully developed and implemented by WrightWay Training (U.K.) and FORCE Technologies (Denmark) for ferry companies (e.g. Caledonian MacBrayne, T-T Line and InterIslander), shipping companies (e.g. AP Moller-Maersk), oil companies (e.g. Conoco-Phillips, BHP, Shell) and others (e.g. British Nuclear Energy). WrightWay and FORCE have joined their teams for this project and are collectively known as WrightForce. It is recognized that the implementation of Phase 1 will take place within the constraints of BC Ferries’ business. Day-to-day safety and operations require focus and resources; Phase 1 will be delivered considering these constraints. Many companies have gone through a similar process. Ken Woodward, our keynote speaker at the company’s most recent management conference and an advisor to WrightForce, has commented that his efforts and the efforts of his colleagues at Coca-Cola have significantly reduced accidents and lost-time injuries. In addition, the cost of production at Coca-Cola has decreased dramatically. This is a common theme in reports from companies across all industries, including the marine sector, that have embarked on a continuous improvement safety project. A focus on safety results in improved safety, improved efficiency and reduced costs. This report contains the Phase 1 action items for SailSafe. It represents the culmination of broad information gathering, involvement of the workforce, sense checking for accuracy and extensive deliberations. It is also just the first phase in a multi-year project: the Phase 2 action plan is expected to be delivered for consideration in fall 2008, with subsequent phases delivered if and as required.

Overview The following is a brief overview of the structure of SailSafe and the process, in order to provide a context for the 48 Phase 1 recommendations. The project is led by a Steering Committee, co-chaired by BCF&MWU President, Richard Goode (past president Jackie Miller from inception to July 2009) and BC Ferries’ Chief Operating Officer, Mike Corrigan. The Steering committee consists of union and management employees, external safety experts Captain John Wright of WrightWay Training and Peter Sorensen of FORCE Technology. The Steering Committee is responsible for the overall project strategy and its execution and will meet regularly over SailSafe’s multi-year time span. Joint union-management involvement is critical to

Page 2 of 68


ensure that all partners support key decisions and hold each other accountable for decisions and implementation. Under the direction of the Steering Committee is the SafeWatch team, a cross-functional team of BC Ferries employees from the following operational areas: engineering, trades, deck, safety, security, environment, crewing and human resources, terminals, Deas Pacific Marine and catering. The members of this team are the leaders of SailSafe throughout the company. Since the project’s inception in spring 2007, the SafeWatch team, Steering Committee, operational superintendents/directors, senior members of the human resources department and some of the Senior Joint Health & Safety Committee members have received training in human factors and accident investigation (fall 2007). Information gathering, also called gold dust or learning opportunities, occurred through a series of Way Forward workshops from October 2007 to January 2008. The Way Forward workshops are designed to work within existing systems, boundaries and procedures to encourage personal safety involvement by all employees and contractors, throughout the company. More than 400 BC Ferries employees participated in the Way Forward workshops and generated more than 4,500 learning opportunities. Gold dust was also collected by WrightForce team members as they traveled the fleet and by submissions made through the SailSafe website. In January 2008, the 4,500 learning opportunities were sifted by the SafeWatch team to form a comprehensive action plan proposal. The sifting was done over two weeks in small teams, facilitated by WrightForce, and recommendations were presented to the entire SafeWatch team for critique. After two weeks, a core group of 12 SafeWatch team members, led by Lynn Morin, committed to developing a proposal document with action plans that would be presented to the SailSafe steering committee on March 4, 2008. Over a five-week period, the group drafted the proposal and developed the Four Pillars of Safety: Safety of our People Safety of our Assets Safety through Procedures Safety through Communication Each pillar contains a group of challenges and action plans with SMARTT Solutions (Specific, Measurable, Attainable, Realistic, Trackable and Timely).

A Phased Approach Due to the number of recommendations, the steering committee decided to break the SafeWatch proposal into phases. This Phase 1 action plan represents a subset of the full proposal, i.e. those recommendations approved by the Steering Committee for Phase 1. Subsequent phases will roll out further proposed recommendations as they are approved until all of the recommendations are addressed. It must be noted that the learning opportunities were put through an assessment process by the SafeWatch team before being incorporated into the proposal document. Each piece of gold dust was reviewed by a team to determine whether it was a current and legitimate issue. This assessment of each piece of gold dust was presented to the entire SafeWatch team, to ensure that only legitimate, current issues were addressed

Page 3 of 68


and that all were afforded due process and consideration. That said, the original 4,500 learning opportunities were and still are tracked through the process to ensure that none are lost. The SafeWatch team values all of the submissions made by employees and is conscientious about addressing all valid issues over the multi-year process. Each piece of gold dust was classified by its value or benefit and its estimated cost and time so that in all phases, action items address both straightforward and more challenging, long-term issues. In Phase 1, the more challenging recommendations include: 3.1. Company Safety Procedures 3.2. Fleet Regulations, Terminal and Vessel Specific Standard Operating Procedures 3.3. Risk Assessment Procedures 3.4. Safety Procedures at Every Worksite 3.5. Site Joint Safety and Health Committees These five recommendations will revitalize the existing safety management system (“SMS”), which has been audited and certified, and meets the criteria of the International Safety Management Code. This existing SMS is a solid foundation, but we need to build in ongoing learning and continuous improvement. For example, incorporating risk assessments through policy, procedures, training and easy to use tools will be planned and implemented over the next year. Risk assessment is the process of identifying hazards and determining the likelihood and the result of an incident. By training employees and making risk assessment a part of every day’s activities, employees will be able to look out for themselves and for others. Tools developed will include a simple pocket booklet developed by the workforce to ensure that risk assessments can be quickly done as issues arise. This initiative will realistically take more than a year to fully implement. In contrast, some of the recommendations are relatively easy to implement as they dovetail with existing initiatives. For example, recommendation 3.23, On-time performance, has effectively been implemented. There was an issue raised in SailSafe that on-time performance was having an effect on operational safety. The executive management team of BC Ferries has responded to this concern and has implemented a solution that removes on-time performance as a compensation incentive for operational managers including masters. To implement the Phase 1 action plan, four Pillar Leaders from the SafeWatch team and ten relevant business co-leads (five union, five management) have been identified to ensure that: The process addresses one of the key Morfitt recommendations, namely, to improve the

working relationship between union and management; Safety leadership is demonstrated at all levels of the company. The support of senior

management is critical for success, but the workforce must own and implement the agreed solutions, with the help and support of the management team; and,

Recommendations are successfully incorporated to ensure continuity and avoid duplication on initiatives already underway.

Providing overall direction and guidance to the Pillar Leaders are the Phase 1 Leaders: David Badior, Ships Officers’ Component President, BC Ferry & Marine Workers’ Union, and Jamie Marshall, Vice President, Safety, Security & Environment. In addition, the implementation process will rely on the support of the Safety, Security & Environment

Page 4 of 68


department and the involvement of the Senior Joint Health & Safety Committee, the Site Joint Safety and Health Committees and front-line employees. For each of the 48 items, one of the Pillar Leaders, working with the two respective co-leads from the line of business, will develop a comprehensive Action Plan and implement the recommendations. It is recognized that the recommendations will be implemented within the normal constraints of the business, i.e. considering cost-benefit, current work hours and current schedules. The Pillar Leaders working with their union and management co-leaders, involving and consulting employees, will determine how best to implement each recommendation practically, including conducting a detailed cost-benefit analysis. This Phase 1 plan represents the first step in the multi-year journey. The 48 recommendations are organized using the four pillars as follows: Safety of our People Safety of our Assets Safety through Procedures Safety through Communication The Phase 2 action plan is being developed concurrently. The Steering Committee is working through the other recommendations in the original SafeWatch proposal to identify the recommendations to be addressed in Phase 2. Current expectations are that Phase 2 will be delivered in fall 2008. This is a continuous improvement process. Over time, SailSafe recommendations will be incorporated into the Safety Management System and culturally at BC Ferries. Validation is an important part of the process; it is not enough to put a checkmark against a tick box. The 400 participants of the Way Forward workshops will be asked for feedback on the action plans and the status of recommendations. BC Ferries staff will be trained to deliver Way Forward workshops to gather the next wave of gold dust. Training will be validated by WrightForce to ensure that SailSafe training boosts personal safety awareness, provides the expected skill acquisition and conceptual understandings, and ultimately increases safe behaviours. Engagement of more employees will follow in fall 2008. Training in risk assessment will commence and the Way Forward workshops will incorporate some new faces to extend involvement throughout the fleet. Introductory human factors training will continue to build a common vocabulary and understanding throughout the Senior Joint Health & Safety Committee and the Site Joint Safety & Health Committees and with as many employees as possible.

Page 5 of 68


Action Plan Index 1.1. New Hire Mentor/Buddy System Approved Bill Pearson 1.2. Employee Code of Conduct Approved Bill Pearson 1.3. Employee Recognition Approved Bill Pearson 2.1. Assessment of Dollies Approved Rick Dignard 2.2. Wet Weather Gear Program Approved Tom McNeilage 2.3. Tugger Update Approved Rick Dignard 2.4. Oil Spill Equipment Approved Rick Dignard 3.1. Company Safety Procedures (Phase 2) Bill Calvert/Tom McNeilage 3.2. Fleet Regulations, Terminal and Vessel Specific S.O.P.s (Phase 2) Bill Calvert/Tom McNeilage 3.3. Risk Assessment Procedures (Phase 2) Cadwallader / Calvert / McNeilage 3.4. Safety Procedures at Every Worksite Approved Kathleen Aslett 3.5. Site Joint Safety and Health Committees Approved Kathleen Aslett 3.6. Transport of Firearms by Foot Passengers Approved Darlene Cadwallader 3.7. Emergency 911 Response Approved Darlene Cadwallader/Tom McNeilage3.8. Bomb Threat Response Procedures Approved Darlene Cadwallader/Tom McNeilage3.9. All Learning Events Reported Today (ALERT) Handbook Approved Kathleen Aslett 3.10. Local Incident and Learning Event Investigation Approved Kathleen Aslett 3.11. Employee Injury Matrix Approved Cadwallader / Calvert / McNeilage 3.12. New Directives, Change to SOPs Approved Bill Calvert 3.13. Right to Refuse Passage, Customer Code of Conduct Approved Bill Pearson 3.14. Security Planning Approved Bill Calvert 3.15. Marine Emergency Duties Record Books Approved Tom McNeilage 3.16(a) Personal Protective Equipment Use, Regulatory Comp. Approved Bill Pearson 3.16(b) Working Alone (Phase 2) 3.17. Standardized Filing System Approved Bill Calvert 3.18. Passenger Loading Procedures Approved Tom McNeilage 3.19. Vessel Sounding Approved Tom McNeilage 3.20. Use of Traffic Control Wands Approved Darlene Cadwallader 3.21. VHF Radio Interference Approved Darlene Cadwallader 3.22. Employee Identification Cards Approved Bill Calvert 3.23. On Time Performance Approved Tom McNeilage 3.24. Passenger Safety Management Kits Approved Darlene Cadwallader 3.25. Operation in or near an Area of Restricted Visibility Approved Tom McNeilage 3.26. Ramp Aprons Approved Cadwallader / Calvert / McNeilage 3.27. Workplace and Job Posting Information Approved Kathleen Aslett 3.28. Drills (Phase 2) Tom McNeilage 4.1. Daily Briefings Approved Kathleen Aslett 4.2. Terminal, Vessel, Crewing Knowledge Transfer & Sharing Approved Kathleen Aslett 4.3. BCF Telephone Directory/Departmental Reference Guide Approved Kathleen Aslett 4.4. Worksite Information Posting Boards (Housekeeping) Approved Kathleen Aslett 4.5. Employee BCF E-mail Address Access Approved Kathleen Aslett 4.6. Glossary of Terms Approved Kathleen Aslett 4.7. Regular Communication Updates Approved Kathleen Aslett 4.8. Personal Safety Involvement Approved Kathleen Aslett 4.9. SailSafe Information Approved Kathleen Aslett 4.10. Internet Improvement, Focus and Access to Safety Info Approved Kathleen Aslett 4.11. Office Evacuation/ Fire Wardens Approved Kathleen Aslett 4.12. Environmental Bulletins Approved Kathleen Aslett 4.13. Annual President’s Award Approved Kathleen Aslett

Page 6 of 68


Pillar Leaders Providing overall direction and guidance to the pillar leaders are the Phase 1 co-leaders: From December 2008 forward:

• Stuart Wills, Senior Chief Engineer • Captain Jamie Marshall, Vice President, Fleet Operations and Training

From inception to Dec 2008:

• Captain David Badior, President SOC component, BCFMWU • Captain Jamie Marshall, Vice President, Fleet Operations and Training

For each of the 48 items, the pillar leaders below will develop a comprehensive action plan including a detailed timeline for completion of each initiative.

Pillar Pillar Leaders Safety of our People Bill Pearson Safety of our Assets Rick Dignard Safety through Procedures Bill Calvert Safety through Communications Kathleen Aslett Darlene Cadwallader Tom McNeilage

Line of Business Leaders To fully utilize the resources available and to ensure that the plans integrate with existing initiatives and become part of the fabric of the company, co-leads from each line of business have been identified to support the pillar leaders. Each line of business is co-led by one union and one management employee. Engineering & Trades: Fred Woodward, Mark Collins Deck Department: Brian Hart, Jamie Marshall Catering Department: Christel Gehring, Geoff Dickson Terminal: Lynn Morin, Corrine Storey Employee Relations & Crewing: Caron Knight, Barby Pinneo Safety: Dave Peck, Darren Johnston In addition, the implementation process will rely on the support of the:

Safety department. Senior Joint Health and Safety Committee. Site Joint Safety and Health Committees. front line employees.

Page 7 of 68


Phase 1 Action Plans Action Plan: 1.1 New Hire Mentor/Buddy System Recommendation:

In order to facilitate a smooth and positive introduction for new employees and to ensure a successful transition from training to operations, a new-hire mentoring program is recommended for implementation throughout the system. Each mentor would gain peer recognition, while the newly hired employee would gain a co-worker ally. Among the areas where the mentor’s knowledge would add value for the new employee and the company are:

Safety issues including appropriate personal protective equipment (“PPE”), safety meetings, incident/learning event reporting;

Crewing and Employee Relations Emergency duties Job duties and reinforcement of on-site and specific safety issues

Mentors will be volunteers to the program. They will provide support to new hires in addition to their regular duties and the company’s operational requirements. The 400+ participants in the Way Forward workshops will be invited to volunteer and encouraged to submit their names to their supervisors. Supervisors will select mentors from the volunteers for the program. The operations department will oversee and monitor the program to ensure that mentors are given the time to conduct their mentoring activities effectively. The initial proposal is that each watch or worksite has a designated volunteer mentor (ideally for each classification at that worksite), endorsed by the supervisor, who works with a new hire for at least one shift within their first five to ten shifts following new hire training. The mentor will make the initial contact with the new employee to introduce him/herself and provide an overview of contact information and roles. Several new hires may be assigned to a mentor. Mentors will work with supervisors and/or trainers to establish a system where they are informed of new hires. Opportunities for recognition and identification should be considered, e.g. a mentor pin or button to assist in identifying mentors to new hires and to provide recognition to mentors.

Pillar leader: Bill Pearson The department responsible to carry out the plan is:

Employee Relations & Crewing The responsible department will engage with:

Engineering & Trades Catering Terminal Deck

Additional resources that may be required are:

Council of Masters, Engineers, Chief Stewards Employee Relations/ Human Resources Operational Training Department Way Forward Team

Page 8 of 68


Action Plan: 1.1 - continued Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate to High The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Spring 2009

Page 9 of 68


Action Plan: 1.2 Employee Code of Conduct Recommendation:

BC Ferries’ existing Employee Code of Conduct should be reviewed to reinforce our commitment to safety. It should also be inserted in the upcoming re-printing of the employee handbook, “Come Sail With Us”. One suggestion is to include the Three R’s of Safety: Every employee has the Right to a safe working environment. Every employee has the Responsibility to assist in maintaining a safe environment. Every employee must Report unsafe conditions.





Council of Masters, Engineers, Chief Stewards Employee Relations/ Human Resources Operational Training Department Way Forward Team Safety Security and Environment ITSS Marketing

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Low The expected timeline to implement the recommendation is: Summer 2008

Page 10 of 68


Action Plan: 1.3 Employee Recognition Recommendation:

BC Ferries currently has an employee recognition program administered through Employee Relations, and safety is now the number one item on employee performance appraisals. At the same time, there is also a desire for more local, specific safety recognition programs, which would give colleagues and supervisors an opportunity to quickly and easily reward good safety practices and behaviour. The SafeWatch team could be tasked with developing a safety recognition program that has simple criteria and can be easily administered at the local level. The program would also ensure that the senior manager of the employee being recognized is notified of the honor.


Safety The responsible department will engage with:

Engineering & Trades Employee Relations & Crewing Catering Terminal Deck


Council of Masters, Engineers, Chief Stewards ITSS Way Forward Team Wright Force

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Fall 2009

Page 11 of 68


Action Plan: 2.1 Assessment of Dollies Recommendation:

Dollies are used extensively for moving heavy items, particularly in terminal operations. In order to ensure that all dollies and rolling stock are safe, a full review and assessment is recommended. All orange steel dollies and rolling stock should be reviewed, engaging terminal teams, engineering and others as required, with the goal to removing any unsafe equipment. Once the review is complete, an operational update would be provided to all staff summarizing the various types of stores dollies in the system plus an overview of the plan for a fleet standard. This subject has been discussed and communicated through regional and site safety meetings and the proposed process would ensure that the message reaches everyone.

Pillar Leader: Rick Dignard The department responsible to carry out the plan is:

Engineering & Trades The responsible department will engage with:

Catering Terminal Deck


Chris Clements-Currier Stuart Leslie-Young Site safety Franca Callaghan

Primary resources required:

Automotive Committee Tugger Committee Mark Collins

The required degree of employee involvement to develop the recommendation: Low - Moderate The expected level of difficulty: Low The expected timeline to implement the recommendation is: Spring 2009

Page 12 of 68


Action Plan: 2.2 Wet Weather Gear Program Recommendation:

It is recommended that a statement be issued that wet weather gear is recognized as personal protective equipment (PPE) and that all employees required to work outdoors are entitled to access wet weather gear. In addition, a long-term plan will be included in the SailSafe action plan to review wet weather gear currently in use.

Pillar leader: Tom McNeilage The department responsible to carry out the plan is:

Deck The responsible department will engage with:

Terminal Additional resources that may be required are:

Kathleen Aslett Site safety committees

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Spring 2009

Page 13 of 68


Action Plan: 2.3 Tugger Update Recommendation:

A Harlan tugger is a vehicle designed to tow aircraft; at BC Ferries tuggers are used to tow baggage carts, stores dollies and other equipment. It is recommended that the terminal operations department draft an update/communication on the tugger program. It is also recommended that the terminal operations department review the members of the current user committee to ensure all regions are represented.

Pillar leader: Rick Dignard The department responsible to carry out the plan is:

Terminal Catering

The responsible department will engage with:

Engineering & Trades Deck

Additional resources that may be required are: Chris Clements-Currier Stuart Leslie-Young Site safety


Tugger Committee (since March 07) Mark Collins

The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Spring 2009

Page 14 of 68


Action Plan: 2.4 Oil Spill Equipment Recommendation:

To increase the effectiveness of the present oil spill equipment, a pilot project is recommended. The Tsawwassen Terminal has been identified as a suitable pilot location. The terminal operations team, in conjunction with the environmental department and safety committee, would conduct a review of current equipment storage practices and assess boom deployment and oil spill containment plans. This review would include employee input and ensure employees gain a better understanding of, and confidence in, the oil spill contingency plan.

Pillar leader: Rick Dignard The department responsible to carry out the plan is:

Terminal The responsible department will engage with:

Deck Engineering & Trades


Steve Ponte Gord Cortner Ferd Lamens Mark Chaisson / Roy DeLong Franca Callaghan Ross Cameron

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Winter 2008

Page 15 of 68


Action Plan: 3.1 Company Safety Procedures Recommendation:

The existing safety management system (“SMS”), which has been audited and certified, and meets the criteria of the International Safety Management Code, is a solid foundation but we need to build in ongoing learning and continuous improvement. To improve our current SMS with the view to continuous improvement, the SMS needs to be clear and relevant to employees at every level. Risk based procedures and performance based standards are a basic requirement. The SMS must be clear, concise and accessible. The Morfitt Report recommended that BC Ferries review all of its manuals to determine whether they can be consolidated to avoid duplication. The Way Forward workshop groups also recommended this.

Pillar leader: Bill Calvert, Tom McNeilage *see 3.2 below

Page 16 of 68


Action Plan: 3.2 Fleet Regulations, Terminal and Vessel SOPs Recommendation:

Opportunities to improve Fleet Regulations Manuals (“FRM”) and the Vessel and Terminal Specific Manuals (“VSM/TSM”) include: The bulk of procedures, work instructions, and checklists should be vessel specific, minimizing fleet regulations. The fleet department should establish standards and requirements, but vessel and terminal staff must be involved in establishing how this task is achieved. Developing easier and quicker procedures for modifying VSM/TSM content; Introducing procedures to address overlapping standard operating procedures

between VSM/TSM and fleet regulations manuals; Integrating modifying documents (temporary directives, safety and occupational

health and safety bulletins, etc…) for ease of access; Using checklists to address deficiencies or track inspections; More use of notebook sized procedures for specific use: e.g., bridge procedures

to be located on the bridge; Developing work instructions in the form of flow charts to enhance

understanding; Creating auditing procedures that are learning focused; Updating manuals including photographs of current equipment and machinery; Reviewing standard operating procedures including those identified in Way

Forward workshops; Standardizing the filing system for all ship and terminal operating

documentation; ISM required training for officers and supervisors monitored by shipboard

management teams (“SMT”) based on departmental needs; SMT to monitor and ensure procedures are followed correctly and are in standard

form across all watches; and, Colour coding and standardizing all SMS documents to ensure immediate and

timely access to safety critical information.

The fleet maintenance system could be used as a model. All proposed solutions require justification for why the procedure is required and should be included in the appropriate manual, based on solid risk assessment protocol

Preliminary action outline:

Initial development with John Wright 12/13 June Commence within 1 month researching SMSs in use elsewhere Engage IT in researching electronic delivery and acknowledgement methods Consultation with Sean Noonan 21/28 July Achieve agreement with principals (business leads, COO, EMC) on the

template/model on which to base BCF SMS by 30 August Gross revision of Fleet Regs by lead groups (Deck, Engineering, Terminal, SSE) SOP development (local)

Pillar leader: Bill Calvert, Tom McNeilage The department responsible to carry out the plan is:

Deck Engineering & Trades

Page 17 of 68


Action Plan: 3.2 - continued The responsible department will engage with:

Catering Terminal Employee Relations and Crewing


Councils of Masters, Chief Engineers, Chief Stewards RMTs Vessel SMTs Director, Terminal Standards (Judy Cryer)


WrightForce The required degree of employee involvement to develop the recommendation: Initially fairly low during selection and design phase. Involvement will increase during FRM revision. High involvement during SOP development The expected level of difficulty: High

Page 18 of 68


Action Plan: 3.3 Risk Assessment Procedures Recommendation:

The best safeguard against operational or occupational safety incidents is the ability to identify hazards, assess the associated risks, and then reduce those risks to ALARP (As Low As Reasonably Practicable). To achieve this we should:

Adopt a standard BCF risk assessment policy and model Provide employees with training in risk assessment Distribute a pocket-sized booklet including a simple five by five risk matrix Provide advanced risk assessment training to the operations department,

supervisors and safety committee members Conduct a review of current procedures and ensure the inclusion of hazard

identification and risk assessment methods Amend incident investigation procedures to include risk assessment, human

factors and root cause analyses

Risk assessments should be conducted at shift changes to ensure that the vessel is fully discharged before passengers are directed to board and that a crew appropriate to the passenger count is maintained whenever passengers are aboard. Risk assessments should also be conducted and implemented into drill scenarios. This includes training local risk assessors, with the help and support of the safety department, to conduct a full risk assessment associated with shift change. It is also recommended that:

Employee knowledge and experience in applying the hazard identification and risk

assessment process be actively sought and incorporated into the process Once front line staff have learned the risk assessment process,

supervisors/managers empower them and solicit their advice through the process Once risk assessments are completed, the safety security and environment

department will send out a safety directive for the shipboard management team to assist them in conducting local risk assessments and develop templates to add to the ship's drill scenarios

Site joint safety and health committees take the lead in hazard identification, the risk assessment process and local incident investigations

Risk assessments be conducted in refit planning Contractors to be included in the risk assessment requirement process.

It is recognized that this recommendation, and all of the recommendations in this action plan, will be executed within the current schedule and current work hours, i.e. the constraints of the business. The pillar leaders working with their union and management co-leaders, involving and consulting employees, will determine how best to implement each recommendation practically.

Pillar leader: Darlene Cadwallader, Bill Calvert, Tom McNeilage The department responsible to carry out the plan is:


Deck Terminal Engineering & Trades Catering

Page 19 of 68


Action Plan: 3.3 - continued

Employee Relations and Crewing

Additional resources that may be required are: Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Moderate

Page 20 of 68


Action Plan: 3.4 Safety Procedures at Every Worksite Recommendation:

To ensure achievement of the goal of excellence in operational and occupational safety, every worker at every worksite should have the responsibility for the safety management system and be enabled to participate fully in the system. BC Ferries can benefit by harnessing the knowledge, ability and dedication of the employees that was demonstrated in the Way Forward process. It is recommended that the Joint Site Safety & Health Committee members be included in daily safety performance on the worksite, including publicizing who they are and what they do. It should be made clear to committee members that they can call upon the resources of the SSE Division (Safety Team of SSE Managers and Safety Officers and OSH Manager) to assist them in meeting their goals. Shipboard management teams would also benefit from marine specific management training that emphasizes the unique challenges of being a floating worksite, with tight timelines and variable meeting time availability.

Pillar Leader: Kathleen Aslett The department responsible to carry out the plan is:


Engineering & Trades Deck Terminal Operations Catering Terminal Maintenance Fleet Support

Additional resources that may be required are: Site Safety Committees Regional Safety Committees Sr. Joint Safety Committees Route Management Teams Councils of Chief Engineers, Chief Stewards and Masters Safety Officers Way Forward 300

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate, Site Safety Committee level, all employees with ongoing engagement The expected degree of difficulty: Low/Moderate: Notification Boards of who is on the committee to be installed, engagement of committee members in daily safety issues will require some development. The expected timeline to implement the recommendation is: Fall 2009.

Page 21 of 68


Action Plan: 3.5 Site Joint Safety and Health Committee Recommendation:

It is recommended that the Site Joint Safety & Health Committees, Regional Joint Safety and Health Committees and Senior Joint Safety & Health Committees be further engaged through a review of each committee’s structure, role and training through communication of the members and their roles. Specifically: The structure of the committees should be reviewed to ensure meaningful worksite representation, appropriate union and management representation, and the appropriate number of participants to ensure composition can be sustained and is representative of the workforce, shifts, and jobs. Lead occupational first aid attendants (OFA) should participate on each committee. It is recommended that the roles and responsibilities of the regional joint safety & health committee be redefined to optimize their ability to respond effectively and refer safety committees are committed to resolution and ownership at the site level while regional oversight and senior joint safety committees serve as resources, not the problem solvers. Proper administrative support is assigned to each committee. Administrative support must be trained in the roles and responsibilities of safety committees and be given the time to manage this important safety management function. The administrative support role should be moved every two to four years. A fleet document joint safety committee field guide should be drafted, outlining all manner of reporting, meeting protocols, roles and responsibilities along with meeting minutes templates, training practices, procedures, the operating framework of joint safety committees, goals and standards. The filed guide should include minimum and maximum terms, committee continuation plan, and new member nomination and training procedures prior to sitting at the table, and experience requirements for co-chairs. Training on roles and responsibilities will assist committee members to be effective daily contacts and subject matter experts on workplace safety. Committee members will be actively involved in all incident investigations related to their worksites after completion of their human factors and incident investigation training. Continuous training opportunities should be offered for new members as well as for seasoned members. Also it is important to ensure that seasoned members have an opportunity to share their knowledge. Audits of all site safety committees should be conducted every two years by the Occupational Safety & Health Department, to ensure effective performance in accordance with company policy, procedures, training and expectations. Audits should be presented to the Regional and Sr. Joint Committees for their review. By engaging, educating, training and guiding the joint site safety and health committees and using the solutions above, BC Ferries will effectively have hundreds of safety officers working in each and every worksite, every day. Comments: This initiative is seen as the one of the three most important foundations of SailSafe, along with improvement of our SOP’s (Fleet Regulations/Vessel/Terminal

Page 22 of 68


Action Plan: 3.5 - continued Specific Regulations and Risk Assessment & Incident Investigations). The importance of understanding how to use the committees in identifying safety issues, solving problems, investigating events and being the “go to” persons on a site, cannot be under valued in beginning the engagement process of all employees and changing the culture of safety at BC Ferries.



Engineering & Trades Deck Catering Terminal Operations Terminal Maintenance WrightForce

Additional resources that may be required are: Site Safety Committees Regional Safety Committees Sr. Joint Safety Committees Route Management Teams Councils of Chief Engineers, Chief Stewards and Masters Safety Officers Way Forward 300 SafeWatch Team

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Very High: from planning and implementation, will touch almost every employee at each worksite. The expected degree of difficulty: Moderate/High: Review of current committee structure, development of Field Guide, planning of training, outreach to committees, and communication to committees of roles / responsibilities and working with supervisors/management in the fact that committee members will require TIME to do their extended safety jobs. The expected timeline to implement the recommendation is: Summer 2009.

Page 23 of 68


Action Plan: 3.6 Transportation of Firearms by Foot Passengers Recommendation:

It is recommended that current policies be reviewed and changed as required to ensure that foot passengers are not allowed to carry firearms on any of BC Ferries’ vessels, or onto any other BC Ferries property. Where firearms are being transported, onboard vessels, firearms shall be secured in a vehicle, out of sight. This review should consider current legislation regarding transportation and handling of firearms.

Pillar leader: Darlene Cadwallader The department responsible to carry out the plan is:

Terminal Deck


Safety

Additional resources that may be required are: Director, Security Programs Regional Safety Committees Legal Counsel

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: moderate to high The expected level of difficulty: moderate The expected timeline to implement the recommendation is: Fall 2009

Page 24 of 68


Action Plan: 3.7 Emergency 911 Response Recommendation:

It is recommended that the marine superintendents, terminal managers and directors in all areas liaise with local police to develop a protocol of emergency response that can be followed and relied upon. These procedures are to be included as relevant standard operating procedures and are to be reviewed and monitored by Joint Site Safety Committee Members.

Pillar Leader: Darlene Cadwallader, Tom McNeilage The department responsible to carry out the plan is:


Deck Safety


Regional Safety Committee Members Route Management Teams

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Minimal / Low The expected level of difficulty: Low, some of these procedures are already completed and only need to be arranged and vetted by Site Safety Committees and included in Vessel and Terminal Specific Manuals and Request for Change to Fleet Regulations The expected timeline to implement the recommendation is: Fall 2008.

Page 25 of 68


Action Plan: 3.8 Bomb Threat Response Procedures Recommendation:

It is recommended that a protocol agreement and procedures be established between local authorities and BC Ferries for a combined response on security threats. This includes ensuring that there is a recognized security officer with appropriate training (vessel security officer training) on the watch team at each worksite, whose role is to communicate and liaise with police and staff. This information must be shared fleet wide. Clear parameters of roles by authorities and BC Ferries employees must be posted. Security and terminal operations departments have already begun this process.

Pillar Leader: Darlene Cadwallader, Tom McNeilage The department responsible to carry out the plan is:

Deck Terminal


Safety Additional resources that may be required are:

Operational Safety Training Route Management Teams Councils of Chief Engineers, Chief Stewards and Masters OFA Working Group

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low on planning, at roll out, HIGH Fleet Wide information sharing. The expected level of difficulty: Low/Moderate: A great deal of this planning is already in place, requirement for training, role/responsibilities vetting and coordination of plan and drills needs to be vetted. The expected timeline to implement the recommendation is: Fall 2008

Page 26 of 68


Action Plan: 3.9 All Learning Events Reported Today (ALERT) Handbook Recommendation:

To facilitate employee reporting of near miss or unsafe acts (learning events), as well as follow-up actions and improvements, the SafeWatch team will ensure that a handbook is developed by the employees for the employees. This handbook would enable quick and easy reporting of safety observations, learning events, unsafe acts and unsafe conditions, together with immediate actions(s) taken and ideas on how to prevent recurrence.

Comments: Handbook will replace the current existence of Operational Incidents Reports, WAIR, and Engineering Incidents Reports but not negate “Investigations” as required by Regulation (Fleet, Transport Canada or WorksafeBC) but trigger investigations and Risk Assessments as ‘next steps” in the Safety Management System at BC Ferries. This is seen as learning event reporting for Near Miss (Operational and Occupational) and Violence in the Workplace.


Safety, Security, Environment The responsible department will engage with:

Engineering & Trades Deck Catering Terminal


Way Forward 300 Site Joint Safety Committee Members Councils of Chief Engineers, Chief Stewards and Masters Wright Force Team


Safety Officers Data Group Training Departments

The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Fall 2008. Development of ALERT Handbook will take several months, printing and distribution and training to follow.

Page 27 of 68


Action Plan: 3.10 Local Incident and Learning Event Investigation Recommendation:

Once the use of ALERT handbook becomes widespread, there will be an increase in the number of reports. To process these reports effectively there must be trained, local incident investigators who will carry out the investigations and make recommendations. These recommendations will then be shared with the local safety committee, the safety department and site employees who will support the help and field investigators as required. We propose to run a pilot of this proposal on routes 10, 17, 30. These investigators should be members of the respective vessels or terminals, Joint Site Safety Committees for local site investigations




Additional resources that may be required are: Safety Officers Site Joint Safety Committees Route Management Teams Council of Chief Engineers, Chief Stewards and Masters


Terry Bergstrom Clive Quigley

The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Summer 2009

Page 28 of 68


Action Plan: 3.11 Employee Injury Risk Matrix Recommendation:

The trained investigators (referred to in recommendation 3.10 above) will also be trained to carry out risk assessments so that risk assessments become a part of the culture of BC Ferries. This means, prior to undertaking a task, a generic risk assessment would be reviewed and any additional hazards would be considered within the team that will carry out the task using the pocket risk assessment booklet (a simple five by five risk matrix to be developed by our employees) to ensure proper safeguards are in place.

Pillar leader: Darlene Cadwallader, Tom McNeilage, Bill Calvert The department responsible to carry out the plan is:


Deck Terminal Engineering & Trades Catering Employee Relations and Crewing

Additional resources that may be required are: WrightForce

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Spring 2009

Page 29 of 68


Action Plan: 3.12 New Directives, Changes to SOPs Recommendation:

It is recommended that local incident investigations include local trained team members when possible. Additionally, responsibility for checking recommendations against existing standard operating procedures to ensure suitability and consistency shall be the duty of the investigators. Before issuing a directive the respective manager, in conjunction with the safety department, will also check to ensure that a current procedure is not already in place and that discussion has taken place between the author of the new directive and the senior manager at the site. If no conflicts are apparent it should be made clear that the directive is new, or that it supersedes an existing procedure. A note should be placed at the bottom of all new directives, which reads, “If this directive conflicts with any procedure or previous directives please contact the author and note in the log book.”

Preliminary action outline: Discuss policy governing make-up of LAI panels and implementation of

recommendations with Director of Compliance as an interim measure Process of issuing and acknowledging interim or temporary modifications to the

SMS (Directives, MSGOs, Bulletins etc.) will be developed as part of 3.1.

Pillar leader: Bill Calvert The department responsible to carry out the plan is:

Deck Engineering & Trades Catering Terminal Safety


Catering Terminal Safety


Councils of Chief Engineers, Chief Stewards and Masters RMTs SMTs

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Low to Moderate The expected timeline to implement the recommendation is: Spring 2009

Page 30 of 68


Action Plan: 3.13 Right to Refuse Passage, Customer Code of Conduct Recommendation:

A public statement and company policy, outlining employees’ rights and expected response when confronted with difficult and abusive customer situations would assist in creating a safe workplace for employees. It would enable employees to refer to the customer conduct policy and be supported by company management, in dealing with difficult situations.

The policy would address:

Customers under the influence of mind altering substances Customers engaging in the consumption of drugs or alcohol Police depositing customers at terminals, who are under the influence of mind

altering substances Customers who fail to follow employee directions in ticketing, vehicle movement,

behavior or other procedures seen as being integral to passenger and employee safety

Customers who demonstrate aggressive physical or verbal behavior Customers whose behavior is threatening

With the assistance of employees who are, or could be directly affected in such situations, a statement of expected customer behavior could be drafted for posting at ticket booths, public areas on terminals and on board all vessels. It could read something like this: “Welcome Aboard. BC Ferries is committed to maintaining a respectful workplace environment that appreciates its customers and acknowledges their importance to our business. We will treat each and every customer with the utmost of respect. In return, BC Ferries asks that all customers be respectful of BC Ferries employees and other customers”. In addition, it is recommended that with the assistance of some staff members who would be affected, Security Procedures, 6.04.1 Incident Intervention – Carriers Right to Refuse Passage, be reviewed. This would ensure a standard operating procedure is developed that gives terminal and shipboard supervisors clear direction and authority to deny passage.



Deck

Additional resources that may be required are: Council of Masters, Engineers, Chief Stewards Way Forward Team Marketing Safety, Security, Environment ITSS Wright Force

Page 31 of 68


Action Plan: 3.13 - continued Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Summer 2008

Page 32 of 68


Action Plan: 3.14 Security Planning Recommendation:

Many employee concerns in this area are already being addressed. To raise awareness of the work being done by the security, terminal management and shipboard management teams, it is recommended that a bulletin be issued outlining the new security plan. The bulletin would include basic changes such as security tag use, training, baggage handling and timeframes. This bulletin should be discussed at safety meetings and toolbox talks and would invite staff to offer comments by a certain date to ensure relevance and accuracy, as well as to achieve buy-in for the proposed changes.

Discuss overall security plan and already-issued bulletins with Monique

Joubarne Solicit input for bulletin from Terminal Standards (baggage screening and

handling arrangements at various MARSEC levels, local terminal security officers/arrangements), Terminal Maintenance (lighting and other security upgrades) and Ops (on-board security officer/function and assoc. training)

Distribute to RMTs/SMTs soliciting feedback and input Supplemental FAQ responses as/when required


Safety Security


Deck Terminal


RMTs SMTs

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Low The expected timeline to implement the recommendation is: Winter 2008

Page 33 of 68


Action Plan: 3.15 Marine Emergency Duties Record Books Recommendation:

Leadership in safety begins with our management teams; compliance starts with these employees. It is recommended that an operational memo be sent to senior masters requesting that they ensure that everyone on board, including the vessel’s masters, post their Marine Emergency Duties (“MED”) books on the MED record boards. The memo will refer to Fleet Regulations: 8.07 Emergency Preparedness.

Pillar Leader: Tom McNeilage The department responsible to carry out the plan is:


Engineering & Trades Catering


Council of Chief Engineers, Chief Stewards, Masters Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Low The expected timeline to implement the recommendation is: Fall 2008

Page 34 of 68


Action Plan: 3.16(a) Personal Protective Equipment Use, Regulatory Compliance Recommendation:

It is recommended that all employees be encouraged to coax, persuade and if necessary, challenge their co-workers to ensure that not wearing the necessary Personal Protective Equipment (“PPE”) is culturally unacceptable. Employees will be encouraged to report this behavior as a learning event or write a safety observation report as appropriate. It is further recommended that an operational directive be sent out which states, “PPE must be worn by supervisors at all times”. Masters, terminal supervisors, terminal managers must ensure that supervisors lead by example and make safety our number one priority.





Council of Chief Engineers, Chief Stewards, Masters Employee Relations/ Human Resources Operational Training Department WayForward Team Safety Security and Environment Wright Force

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Fall 2009

Page 35 of 68


Action Plan: 3.16(b) Working Alone Recommendation:

Regarding lone workers and PPE, it is recommended that the company create a personal panic button that allows support and response in emergency situations. In implementing this recommendation, lone workers should be invited to participate in determining an appropriate solution and in implementing the solution.





Council of Chief Engineers, Chief Stewards, Masters Employee Relations/ Human Resources Operational Training Department WayForward Team Safety Security and Environment Wright Force


Page 36 of 68


Action Plan: 3.17 Standardized Filing System Recommendation:

It is recommended that an operational update be sent stating that a fleet wide review is underway and identifying the status of the program as well as the next steps to be taken. In implementing this recommendation, end users should be invited to participate in determining an appropriate solution and in implementing the solution. This recommendation is a more detailed recommendation that addresses one of the bullets in recommendation 3.2.

Discuss requirements and plans with business co-leads or designates to

establish present status of implementation of filing system upgrades by department

Look into any already-running pilot projects (SOVI) and engage crews in evaluation of proposed standardized system (large vs. small vessel requirements) and speak with T. Les Strange who set up standardize system

Further pilots required Solicit opinions from Councils, SMTs Establish document retention requirements, include in Fleet Regulations (if

not already there somewhere) Integrate with development of SOPs and Inspection Instructions (recorded on

erasable sheets) Pillar leader: Bill Calvert The department responsible to carry out the plan is:

Engineering & Trades: Business lead representative (Engineering) is Greg Peterson


Deck Catering


Councils of Chief Engineers, Chief Stewards, Masters SMTs

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Summer 2009

Page 37 of 68


Action Plan: 3.18 Passenger Loading Procedures Recommendation:

It is recommended that a risk assessment be conducted on passenger loading procedures to review and update vessel loading procedures in fleet regulations. A standardized procedure will ensure that the vessel is fully discharged before vehicles and foot passengers are directed aboard. Time must be given for catering supervisors to complete security sweeps.



Terminal Catering


Councils of Chief Engineers, Chief Stewards, Masters RMTs

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Low to moderate The expected timeline to implement the recommendation is: Winter 2008

Page 38 of 68


Action Plan: 3.19 Vessel Sounding Recommendation:

It is recommended that vessel sounding requirements be clarified by senior masters with their respective deck departments. The Spirit of Vancouver Island would be a suitable pilot. Reference Fleet Regulation 7.1.24.



Engineering & Trades Additional resources that may be required are:

Councils of Chief Engineers, Masters

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: Low The expected timeline to implement the recommendation is: Fall 2008

Page 39 of 68


Action Plan: 3.20 Use of Traffic Control Wands Recommendation:

Terminal directors and masters shall review the use of traffic control wands (the flashlights with a red cone) with their staff and ensure the standard is consistently enforced in their areas of responsibility. Refer to Fleet Regulation Chapter 7.


Deck Terminal


Safety, Security, Environment

Additional resources that may be required are: Site Safety Committees

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Summer 2008

Page 40 of 68


Action Plan: 3.21 VHF Radio Interference Route 23 Pilot Recommendation:

Senior masters experiencing VHF radio interference will be asked to validate the problem and work with the fleet support unit to resolve. Route 23 would be a suitable pilot. Once resolved, senior masters will be tasked with communicating the action plan and outcome to crew.



Terminal Additional resources that may be required are:

Fleet Support Unit Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low to Moderate The expected timeline to implement the recommendation is: Fall 2008

Page 41 of 68


Action Plan: 3.22 Employee Identification Cards Recommendation:

It is recommended that a selection of engineering officers be asked to determine the issues associated with wearing identification cards and to recommend solutions, including how to implement and communicate the outcome. Once resolved, the outcome will be communicated throughout the department.

Preliminary action outline Ask Council of Chief Engineers to investigate any issues relating to Engineers

wearing Security ID cards outside of main machinery spaces and possible technical solutions


Engineering & Trades

The responsible department will engage with: Safety, Security, Environment


Council of Chief Engineers SMTs

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low to Moderate The expected timeline to implement the recommendation is: Fall 2008

Page 42 of 68


Action Plan: 3.23 On Time Performance Recommendation:

There was a concern raised in SailSafe that the business priority given to on time performance sometimes conflicted with the priority given to operational safety. The executive management team of BC Ferries has addressed this matter and implemented a solution that removes on time performance as part of its incentive compensation system for operational managers including masters. This will send a clear signal that nothing shall compromise safe operations; however, within the context of providing good customer service there is an expectation that the company will manage on time performance.


Deck

The responsible department will engage with: Terminal


Council of Masters Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low to Moderate The expected timeline to implement the recommendation is: Summer 2008

Page 43 of 68


Action Plan: 3.24 Passenger Safety Management Kits Recommendation:

It is recommended that existing trainers and ship/terminal staff be engaged in the development of a fleet standard that outlines the locations, storage and contents of crowd control kits.

Pillar Leader: Darlene Cadwallader The department responsible to carry out the plan is:


Catering Deck Terminal

Additional resources that may be required are: Council of Chief Stewards RMTs

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate Degree of difficulty: Low to Moderate The expected timeline to implement the recommendation is: Fall 2008

Page 44 of 68


Action Plan: 3.25 Operation in or near an Area of Restricted Visibility Recommendation:

It is recommended that a risk assessment and review of standard operating procedures of vessels operating in restricted visibility areas be conducted by a senior master. Route 23 would be a suitable pilot location.



Council of Masters Additional resources that may be required are:

None identified Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Summer 2009

Page 45 of 68


Action Plan: 3.26 Ramp Aprons Recommendation:

It is recommended that local staff including ship loading officers and terminal ramp operators be engaged to determine implementation plans for safety procedures regarding vehicles on aprons. Solutions should address avoiding holding traffic on ramp aprons. Once resolved, an operational directive should be sent out fleet wide.

Pillar leader: Darlene Cadwallader, Bill Calvert, Tom McNeilage The department responsible to carry out the plan is:


Terminal

Additional resources that may be required are: RMTs SMTs Site Safety Committees

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate to High The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Fall 2009

Page 46 of 68


Action Plan: 3.27 Workplace and Job Posting Information Recommendation:

It is recommended that the existing crewing newsletter for marine personnel identify and provide contact information for crewing, employee relations and relevant subject matter experts, who in turn will provide assistance in answering questions on training, job postings and the Smart Staff program. It is recommended that clear language be used for job postings and that job descriptions be available to all employees.



Deck

Additional resources that may be required are: None identified

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate in obtaining feedback on development, higher once implemented The expected level of difficulty: Low, needs analysis and improvement of current process The expected timeline to implement the recommendation is: Winter 2008

Page 47 of 68


Action Plan: 3.28 Drills Recommendation:

As operational safety is the company’s number one priority, ships masters and terminal directors must ensure that drills, in so far as is practicable, are carried out as if there were an actual emergency. Masters shall ensure that drills are conducted in a manner that is in full compliance with the requirements of the Boat and Fire Drill and Means of Exit Regulations. The normal preference for drills required by regulation shall be that they are done during a vessel’s non-operational time. In any event, masters shall ensure that sufficient time is provided to run complete fire and boat drills and therefore be in full compliance with federal regulations and the company’s own policies. Drills required by the Canada Shipping Act shall not be conducted on a turnaround of less than one hour’s duration, and all crew must participate in drill scenarios. It is recommended that a team be formed to deal with issues such as casual staff participation in drills and ship-shore drills. This team could consider “peer training” among drill leaders and the feasibility of using in-house staff to duplicate the type of training provided by external groups. Using peer training techniques and modifying the techniques used by external agencies will allow the company to deliver a suitable product at a cost effective price. The peer training concept would involve drill leaders (i.e. Chief Officers) at a point of assembly being gathered on a scheduled basis. They would receive instructional technique, leadership training and would conduct drills followed by peer debriefs. Firefighting refresher training at Maple Ridge has been well received by crew who have attended the two day course. The team dealing with these issues should consider a schedule of refresher training for fire party members using the course at Maple Ridge as a template. The team can also look at creating generic drill scenarios to give general direction on the minimum requirements as detailed in the Boat and Fire Drill and Means of Exit Regulations. Vessels will then be expected to compile and update their own written ship specific emergency scenarios over time, as drills are conducted and drill scenarios filed. Drill opportunities and comprehensive debriefs should also be used to reinforce critical concepts such as the requirement that every crew member with assigned emergency duties must be familiar with these duties before the vessel sails, as well as the requirement that the responsibility for safety is a personal one that is supported and enabled by supervisors and ships officers.

Some consideration should also be given to utilizing passengers in drill scenarios. For example, this could include publishing in the schedule that passengers may be asked to participate in crew drills on the final scheduled sailing of Wednesday evenings. A discount coupon could be provided to passengers that participate. This would allow a systematic approach to ensuring that staff are regularly exposed to crowd management and control training opportunities. It would also reinforce for the public our core value that passenger and crew safety is our number one priority. The final step is to institute a process to monitor and evaluate fire and boat drills system-wide to ensure uniformity and standardization of crew skills and proficiency throughout the fleet. The in-house team providing the training could perform this role. This 360-degree communication facilitated by the internal team taking on this

Page 48 of 68


Action Plan: 3.28 - continued role, in conjunction with a peer training program, will enhance the efficacy and impact of drill opportunities.



Terminal Catering Engineering & Trades


Safety Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High The expected level of difficulty: High

Page 49 of 68


Action Plan: 4.1 Daily Briefings Recommendation:

Ship and terminal staff have expressed the need to be better informed and have time to share operational safety issues. A fleet wide solution to this concern is daily briefings. This is a critical component of a safety culture. These briefings should be implemented in Phase 1 wherever present schedules overlap. Bearing this in mind, terminal managers, trade supervisors, and senior shipboard personnel should review their individual shift start times and where possible, incorporate a daily briefing into their routines. As an interim solution, these briefings will cover safety, learning opportunities, training, knowledge issues, reviews of crewing levels, return to work and policy and procedures updates. A standard format for each worksite is an important part of the process and these should be developed locally.


Catering

The responsible department will engage with: Engineering & Trades Deck Terminal

Additional resources that may be required are: Way Forward 300 (choose representative of each operational area) Council of Chief Masters, Chief Stewards and Chief Engineers


Page 50 of 68


Action Plan: 4.2 Terminal, Vessel, Crewing Knowledge Transfer & Sharing Recommendation:

The opportunity for job shadowing is recommended where operationally possible to improve understanding of roles, responsibilities, hurdles and performance management issues between operational employees on ships and terminals and their supporting services providers in crewing and employee relations.. This practice is already in place in some areas in the fleet, where deck, catering or engineering staff spend time in different departments, e.g. in the tower or terminal operations area, and vice versa.



Engineering & Trades Deck Terminal Catering

Additional resources that may be required are: Site Safety Committee Members Way Forward 300

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: High, need to ask employees what they wish to find out and what they wish to ensure others know, about work at BC Ferries. The expected level of difficulty: Moderate, need to plan the template of shadowing to make it meaningful and plan best times/shifts for the switch, targeting leaders who can return and share their experience. The expected timeline to implement the recommendation is: Fall 2009

Page 51 of 68


Action Plan: 4.3 BC Ferries Telephone Directory/Departmental Reference Guide Recommendation:

It is recommended that this be referred to the IT Department and a complete review of the BC Ferries intranet telephone directory, with better cross-reference ability, be considered. For example, a listing by department, rather than physical site assignment, with a cross directory of where each employee is located and their service area would be more relevant that the current structure. This re-tooling of information would improve communication in the field for all employees.



None identified

Additional resources that may be required are: ITSS Web Developer

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Fall 2009

Page 52 of 68


Action Plan: 4.4 Worksite Information Posting Boards (Housekeeping Improvement) Recommendation:

Current information boards are unattended, leaving some information outdated and irrelevant. It is recommended that supervisors have the responsibility to upkeep and ensure relevant information is posted. A fleet wide standard operating procedure should be established where a designate is assigned responsibility for maintaining site bulletin boards. Updated information should include, but not be limited to, the following: Tool box minutes Site Joint Safety Committee Minutes Safety Bulletins News Releases Operational Bulletins




Additional resources that may be required are: Marketing Way Forward 300 Site Safety Committee Members Route Management Teams


Katherine Ackerman The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Fall 2008

Page 53 of 68


Action Plan: 4.5 Employee BC Email Address Access Recommendation:

SailSafe supports the expansion of the company email system to provide more employees with email addresses, where required and where practical, to facilitate access to information and more effective communication. Employees would be required to maintain their email addresses to ensure they do not become overloaded and exceed data limits. The company will have the right to terminate email addresses that become unattended, not maintained or overloaded.



None identified Additional resources that may be required are:

ITSS Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Winter 2008

Page 54 of 68


Action Plan: 4.6 Glossary of Terms Recommendation:

It is recommended that a tab be added to the Fleet Regulations Manual that contains a list of commonly used acronyms. This will enhance communication through out the system, particularly for new employees.



Engineering & Trades Catering Deck Terminal

Additional resources that may be required are: Director, Operational Safety & Audit


Page 55 of 68


Action Plan: 4.7 Regular Communication Updates Recommendation:

It is recommended that a process be developed for distributing regular communiqués from company executives to the fleet to provide information and insight into business issues, developments and direction. These notes should be brief, relevant and include team building and safety objectives. Topics suggested by employees include issues going forward, points of interest, training, financial concerns, safety initiatives, growth, cutbacks, rumours, etc. SailSafe believes these updates will enhance employee engagement and employee safety.


Catering - Geoff Dickson The responsible department will engage with:


Additional resources that may be required are: ITSS


Page 56 of 68


Action Plan: 4.8 Personal Safety Involvement Recommendation:

It is recommended that a system be introduced that encourages personal safety involvement from all managers and supervisors, i.e. the introduction of a personal safety involvement (PSI) notebook with tear out sheets to reflect each safety conversation. Managers or supervisors conducting a PSI would be required to follow up and respond to each safety item in a timely manner. These conversations should take place at regular intervals, shift schedules can help dictate frequency. For example: once an afternoon and once a morning would work well for ships masters.



Engineering & Trades Catering Deck Terminal


Site Safety Committee WrightForce Way Forward 300 participants Council of Masters and Chief Engineers and Chief Stewards Training Department

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Low The expected timeline to implement the recommendation is: Spring 2009

Page 57 of 68


Action Plan: 4.9 SailSafe Information Recommendation:

Cultural change takes place over four phases, awareness, interest, appraisal and adoption. As more employees move into the interest and appraisal stages of the safety program, there is a growing demand for more SailSafe information. With this in mind, SailSafe endorses the multi-year communications plan developed for the Steering Committee as a primary means of distributing information and soliciting feedback and employee engagement. For the 2008-2009, the communications plan includes: Continued production of update videos Expansion of the SailSafe Website Implementation of an electronic newsletter “Safe Talk” Various communications materials to support the SafeWatch team An external communications strategy Onboard safety messaging and customer brochure SailSafe news items for existing BC Ferries and BCFWU newsletters A clear link from the BC Intranet website, currently being updated, to SailSafe Safe Talk e-bulletins sent to employees


Safety, Security and Environment The responsible department will engage with:


Additional resources that may be required are: ITSS Marketing Way Forward 300 (point of contact for group to be established)

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Summer 2008

Page 58 of 68


Action Plan: 4.10 Internet Improvements Recommendation:

In addition to a clear link to SailSafe, the employee intranet page should have a sharper focus on safety, with a clear access path to information regarding safety procedures, safety policies, safety reference material, safety of employees and assistance. Simplification and user-friendly design to facilitate relevant access is recommended.




Additional resources that may be required are: ITSS Marketing Way Forward 300 (point of contact for group to be established)

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Moderate The expected timeline to implement the recommendation is: Spring 2009

Page 59 of 68


Action Plan: 4.11 Office Evacuation/Fire Warden Recommendation:

It is recommended that the Site Joint Safety & Health Committees ensure that each office building (Fort Street, Carey Road, Terminal Offices etc) post the name and location of the Fire Wardens on each floor (as applicable). This should be included in the regular safety inspections conducted by site safety committee members. The designated Occupational First Aid attendant of the day should be noted on the information board located as close as possible to the employee entrance of every administrative building.



Terminal

Additional resources that may be required are: Carey Road Fleet House Safety Officers Site Safety Committees OFA Working Groups

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Summer 2008

Page 60 of 68


Action Plan: 4.12 Environmental Bulletins Recommendation: It is recommended that environmental bulletins be provided to the fleet, bulletins which touch on current issues and information. Topics may include:

Recycling initiatives Recycling facts Cleaning products (Green) New equipment and products Important facts regarding the environmental plan What we are doing Composting program updates

Pillar Leader: Kathleen Aslett The department responsible to carry out the plan:


Employee Relations & Crewing

Additional resources that may be required are: ITSS Web Development Communications

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Low The expected level of difficulty: Low The expected timeline to implement the recommendation is: Summer 2008 Continuous evolvement including use of electronic media boards, scrolling information signs as installed, bulletins and information in the WAVE etc.

Page 61 of 68


Action Plan: 4.13 Annual President’s Award Recommendation:

It is recommended that the existing President’s Award be revised to create separate safety and seamanship categories. Safety should be number one.





Way Forward 300 (point of contact for group to be established) Site Safety Committees Regional Safety Committees Sr. Joint Safety Committee

Primary resources required: (to be completed by responsible department) The required degree of employee involvement to develop the recommendation: Moderate The expected level of difficulty: Low The expected timeline to implement the recommendation is: Fall 2008

Page 62 of 68


Summaries and Charts

Chart / Graph One

The required degree of employee involvement to develop the recommendation:

Low Low-Moderate Moderate Moderate-High High

2.3 2.1 2.2 1.1 1.2 2.4 3.1 3.3 3.6 1.3 3.7 3.2 3.4 3.26 3.5 3.8 3.10 3.11 3.9 3.12 3.15 3.13 3.14 3.17 3.16 3.24 3.18 3.20 3.25 3.19 3.21 3.27 3.28 3.22 4.8 4.2 3.23 4.9 4.1 4.13 4.3 4.4 4.5 4.6 4.7 4.10 4.11 4.12

Degree of Employee Involvement

20

3

12

3

10

0

5

10

15

20

25

Low Low -Moderate

Moderate Moderate-High

High

nu

mb

er o

f A

ctio

n P

lan

s

Page 63 of 68


Chart / Graph Two

The expected level of difficulty:

Low Low-Moderate Moderate Moderate-High High

1.2 3.4 1.1 3.5 3.1 2.1 3.8 1.3 3.2 2.4 3.12 2.2 3.28 3.7 3.18 2.3 3.13 3.21 3.3 3.15 3.22 3.6 3.14 3.23 3.9 3.16 3.24 3.10 3.19 3.11 3.20 3.17 3.27 3.25 4.1 3.26 4.4 4.2 4.5 4.3 4.6 4.9 4.7 4.10 4.8 4.11 4.12 4.13

Expected Level of Difficulty

20

8

16

13

0

5

10

15

20

25

Low Low -Moderate

Moderate Moderate-High

High

nu

mb

er o

f A

ctio

n P

lan

s

Page 64 of 68


Chart / Graph Three

The expected timeline to implement the recommendation:

Expected Timeline

0 00

0.2

0.4

0.6

0.8

1

Summer 2009 Fall 2009

nu

mb

er o

f A

ctio

n P

lan

s

Page 65 of 68


Action Plans sorted by Pillar Leads / Co-Leads

Communication Procedures Assets People Kathleen Aslett Darlene Cadwallader Bill Calvert Rick Dignard Tom McNeilage Bill Pearson

lead lead lead lead lead lead

3.4 3.3 Bill C, Tom 3.1 Tom 2.1 2.2 1.1 3.5 3.6 3.2 Tom 2.3 3.1 Bill C 1.2 3.9 3.7 Tom 3.3 Darlene, Tom 2.4 3.2 Bill C 1.3 3.10 3.8 Tom 3.11 Darlene, Tom 3.3 Bill C, Darlene 3.13 3.27 3.11 Bill C, Tom 3.12 3.7 Darlene 3.16 4.1 3.2 3.14 3.8 Darlene 4.2 3.21 3.17 3.11 Bill C, Darlene 4.3 3.24 3.22 3.15 4.4 3.26 Bill C, Tom 3.26 Darlene, Tom 3.18 4.5 3.19 4.6 3.23 4.7 3.25 4.8 3.26 Bill C, Darlene 4.9 4.10 4.11 4.12 4.13

Page 66 of 68


Action Plans sorted by Business Leads


Employee Relations

& Crewing Safety Fred Woodward Brian Hart Christel Gehring Corrine Storey Barby Pinneo Darren Johnston

Mark Collins Jamie Marshall Geoff Dickson Lynn Morin Caron Knight Dave Peck

2.1 2.2 2.3 with Terminal 2.3 with Catering 1.1 1.3 3.1 with Deck 3.1 with E&T 4.1 2.4 1.2 3.3 3.2 with Deck 3.2 with E&T 3.6 with Deck 3.27 3.4

3.17 3.6 with Terminal 3.7 4.2 3.5 3.22 3.8 with Terminal 3.8 with Deck 4.3 3.9

3.15 3.13 4.7 3.1 3.18 3.20 with Deck 4.1 3.11 3.19 3.12 3.20 with Terminal 3.14 3.21 3.16 3.23 3.24 3.25 4.4 3.26 4.5 3.28 4.6 4.8 4.9 4.11 4.12 4.13

Page 67 of 68


Page 68 of 68

Sample Template of an “Action Plan” Action Plan Pillar number and title of the item will be here Recommendation: This is where the SailSafe recommendation as approved by the Steering Committee is placed. This recommendation is the item being dealt with and “lead” departments should stay focused on developing and implementing the recommendation as approved by the SailSafe Steering Committee Pillar leader: Self Explanatory The department responsible to carry out the plan is:

This is the “lead” department that will develop the plan and report the status to the Pillar leader.


These are the other departments that the “lead” department will liaise with to develop the action plan

Additional resources that may be required are: These are additional employee groups that the “lead” department will consult to develop the action plan i.e.

Council of Masters, Engineers, Chief Stewards Employee Relations/ Human Resources Operational Training Department Way Forward Team

The required degree of employee involvement to develop the recommendation: This is the number of Employees that the “lead” department expects will be required to develop and implement the action plan. The employee involvement is characterized as Low, Moderate or High. Low being roughly 1 to 10 people, Moderate 10 to 40 people and High as more than 40 people. As an example to send out a bulletin on the new Security Plan would take very little (low) total involvement by the employees to develop and implement the recommendation but that recommendation itself will affect every employee. Redeveloping Standard Operating Procedures will take a High degree of employee involvement (or consultation) the implementation will be much more human resource intensive than the previous example. The expected level of difficulty: Categorized as Low, Moderate and High. “Low” being a relatively simple action item, i.e. issuing the Security Plan bulletin, which is now almost developed as the Security Plan, has been under development for months. Conversely, “High” being something like redeveloping Fleet Regulations, which will take much employee involvement and input over a lengthy period of time. The expected timeline to implement the recommendation is: Summer 2008, Fall 2008, Spring 2009 (or longer as required) The status of this plan is: (responsible department will enter and keep updated status reports here)

Documents

SailSafe Phase I - Action Plans€¦ · SailSafe Action Plans – Phase 1 FINAL – January 29, 2010 . SailSafe Phase I - Action Plans