Shaping Solutions in Public Safety - A Collaborative Approach

1. Shaping Solutions in Public Safety- A Collaborative Approach Former des solutions pour la sécurité publique Un approache collaborative Maureen Shaw, President & CEO Association pour la prévention des accidents industriels (APAI) Telephone: 1 -800-406-IAPA (4272) www.iapa.ca

2. Notre vision est… Our Vision is… • “Un monde où les risques sont contrôlés parce que chacun croit que la souffrance et la perte sont moralement, socialement et économiquement inacceptables." "A World where risks are controlled because everyone believes suffering and loss are morally, socially and economically unacceptable."

3. Mission Mission To improve the quality of life in workplaces and communities we serve by being an internationally recognized leader in providing effective programs, products and services for the prevention of injury and illness. • Améliorer la qualité de vie dans les lieux de travail et les communautés que nous servons en étant un dirigeant reconnu internationalement pour la fourniture des programmes, produits et services efficaces pour la prévention des blessures et des maladies.

4. Industrial Accident Prevention Association Formed 87 years ago by industrial leaders with the Canadian Manufacturers Association, we have evolved as a non-governmental, not-for-profit corporation to 225 professional staff with the following integrated menu of offerings: • Consulting Services(High Impact Solutions, Integrated Management System that imbed workplace organizational health & quality) • Technical Services(Ergonomists, Engineers, Occupational Hygienists) • Training/Educational Services(Public, Custom In-house, Specialized, Internet, CD-Rom) • Products(more than 100 products) • Community-based programs through a network of 900 industry volunteers Slide #4

5. Industrial Accident Prevention Association Example of partnerships and alliances locally, nationally and internationally • Canadian Standards Association (CSA) • Canadian Manufacturers and Exporters • Centre Patronal de Santé et Securité du Travail du Quebec • Canadian Foundry Association • Hong Kong Occupational Safety and Health Council • International Section, Machine and System Safety (ISSA) • DGSST-Mexico • Radiation Safety Institute of Canada • Institut de recherche Robert Sauvé en santé et sé curité du travail (IRSST) • US National Safety Council • WCB BC • Mexico’s Direccion General de Seguridad y Salud en el Trabajo and Association Mexicana de Higiene y Seguridad AC • IAPA is one of 2 ILO Collaborating Centres in Canada and has just been designated as “WHO Collaborating Centre for Workplace Injury and Illness Prevention.” Slide #5

6. Consensus Standard • CSA is recognized for its collaborative process in developing national standards. • The standards reflect a national consensus of multi-partite stakeholders. • The process creates a synergy to develop the right standards. • The consensus standard is unique to Canada. • National standards can be adopted and referenced by municipalities, provinces and Federal Departments

7. Emergency Preparedness and Response Slide #7

8. Emergency Preparedness and Response • Evolution of the CSA’s national standard on “Emergency Preparedness and Response” is an excellent example of the consensus standard approach. • Third edition of CAN/CSA-Z731 supersedes the previous editions published in 1995 and 1991 under the title “ Emergency Planning for Industry.” • New edition can be used by any public or private organization that wishes to develop an emergency management program.

9. Bhopal Disaster December 3, 1984 Slide #9

10. Bhopal Disaster • On December 3, 1984, a chemical accident occurred at Bhopal, India. • Resulted in the deaths of over 2,000 people and injuries to tens of thousands. • Disaster had a profound effect on Canada’s emergency planning. • After this event, the federal Department of Environment initiated a Bhopal Aftermath Review Project.

11. Bhopal Aftermath Review Project • Department of the Environment led an industry and government steering committee to examine the potential for Bhopal-type accidents in Canada. • Bhopal Aftermath Review: An Assessment of the Canadian Situation was released in March 1986 and had 21 recommendations. • Review concluded that “The possibility of a major industrial accident does exist in Canada”

12. Major Industrial Accidents Co-ordinating committee of Canada (MIACC) • Review recommended establishment of MIACC In 1987. • MIACC’s name was changed in December 1991 to Major Industrial Accidents Council of Canada. • MIACC operated until 1999. • Council was viewed as an alternative to a strictly government-driven regulatory approach. • MIACC’s focus was on the wide spectrum of Prevention, Preparedness and Response (PPR) .

13. Major Industrial Accidents Council of Canada (MIACC) • MIACC’s Objective: “To be the national focus and leader for the cooperative action to reduce the frequency and severity of major industrial accidents involving hazardous substances.” • The MIACC process brought together, in a neutral forum, all those with a vested interest in PPR.

14. Major Industrial Accidents Council of Canada (MIACC) • Council focused on developing standards, guidelines, processes and co-ordination of activities. • In 1991 it published, through the Canadian Standards Association, the national standard, Emergency Planning for Industry. • Final product: National CSA Standard “Emergency Preparedness and Response.” A truly Canadian approach that is critical in our current security environment

15. Major Industrial Accidents Council of Canada (MIACC) • CSA’s collaborative standards process became a model for the world and formed the basis for the ILO convention • The MIACC process also served as a model for Australia and other countries

16. Other Standards Slide #16

17. management Systems The use of an integrated approach to the use of standards in health and safety is critical. Social Reasons: • Heightened demand and less tolerance for poor health, safety and environment practices by Canadian Society. • Demand for greater corporate responsibility Bill C-45.

18. management Systems Cont’d. Economic Reasons: • Injuries death and disease have direct and indirect costs in excess of 20 billion per year. • In our global, highly competitive environment you can’t and don’t need to absorb these preventable costs. • Improved labour relations (participation by all parties)

19. IAPA SAFETY, HEALTH and ENVIRONMENT MANAGING MODEL Business Excellence In Controlling Losses to People Equipment, Property, Processes, Materials, Product and Environment. Good Corporate Citizen and Community Acceptance Outcomes Compliance to: Legislation, Systems, Standards & Procedural Requirements Positive Behaviours Best Practice Utilizations Mitigation Of Contributing Causes Preventive Strategies Integrated with the Organization’s Business Process INTEGRATED MANAGEMENT SYSTEM CONTINUAL IMPROVEMENT MANAGEMENT SYSTEM: Managing Process Built on Values • VISION • COLLABORATIVE CARING CULTURE • S.H. & E. FUNDAMENTAL VALUES, PRINCIPLES AND BELIEFS • MISSION • BUSINESS STRATEGY Slide #19

20. IAPA’s IMS SYSTEMTH (Integrated Management System for Safety, Health and Environment) The time has come for a national standard for H&S Management Systems. IAPA supports this initiative and participates as a member of the technical committee Slide #20

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

22. Working Together Nous Collaborons! Association pour la prévention des accidents industriels (APAI) 207, Queens Quay Ouest, suite 550 Toronto, Ontario M5J 2Y3