Integrating Health & Safety with Human Resources: How do they fit together?

1. Integrating Health & Safety with Human Resources: How do they fit together? Holly C. Elke, CRSP, CSP, CHRP, CQM/OE SH&E System Solutions Inc.

2. DO WE FIT TOGETHER? HEALTH AND SAFETY HUMAN RESOURCES

3. ARE WE GOING THE SAME DIRECTION? HEALTH AND SFETY

4. WHAT DO WE HAVE IN COMMON? HEALTH AND SFETY • Roles and Responsibilities ( OHS Act & Regs) • Employee rights (OHS Act) • Training and Competency (OHS Regs/Code) • Job/Position Requirements that identify: • Safety Sensitive (OHS Act) • Potential risk levels (OHS Code Part 2) • Increased risk from exposure (OHS Code Part 4, 14 and 20)

5. WHAT DO WE HAVE IN COMMON? HEALTH AND SFETY • Emergency Preparedness and Response (OHS Code Part 7) which includes, • Workplace Violence ( OHS Code Part 27) • Working Alone (OHS Code Part 28)

6. ROLES AND RESPONSIBILITIES HEALTH AND SFETY Obligations of employees, workers, etc. (OHS Act, Section 2) Every employer shall ensure, as reasonably practicableto do so: • The health and safety of workers engaged in work for the employer • The health and safety of workers not engaged in the work of the employer but present at a work site at which work is being carried out.

7. ROLES AND RESPONSIBILITIES HEALTH AND SFETY Obligations of employees, workers, etc. (OHS Act, Section 2) Every worker shall while engaged in an occupation: • Take reasonable care to protect the H&S of themselves and other workers present while they are working; • Cooperate with the employer for the purposes of protecting the H&S of themselves, other workers engaged in work for the employer and other workers present at the work site when work is being conducted.

8. EMPLOYEE RIGHTS HEALTH AND SFETY THE RIGHT TO REFUSE UNSAFE WORK (Existence of imminent danger, OHS Act, Section 35) Definition Danger that is not normal for that occupation, or Danger, under which a person engaged in that occupation would not normally carry out the work. Obligations Workers must not perform work that could create imminent danger; Employers must investigate & take action to eliminate imminent danger; Disciplinary action may result in charges against the employer.

9. EMPLOYEE RIGHTS HEALTH AND SFETY THE RIGHT TO PARTICIPATE (Hazard Assessment, Elimination & Control, OHS Code – Part 2) Worker Participation If reasonably practicable, an employer must involve affected workers in the hazard assessment and in the control or elimination of the hazards identified. An employer must ensure that workers affected by the hazards identified in a hazard assessment report are informed of the hazards and the methods used to control or eliminate the hazards.

10. EMPLOYEE RIGHTS HEALTH AND SFETY THE RIGHT TO KNOW (WHMIS, OHS Code Part 29) Applies to workers who work with or near a controlled product or who perform work involving the manufacture of a controlled product. Training in how to create and read labels, find and interpret Material Safety Data Sheet information and apply procedures for storage, use, and handling a controlled product must be provided by the employer. May also apply to office staff! Must be specific to the products used by the employer!

11. EMPLOYEE RIGHTS HEALTH AND SFETY THE RIGHT TO KNOW (Chemical Hazards, Biological Hazards & Harmful Substances, OHS Code Part 4) The employer must ensure that a worker who may be exposed to a harmful substance at a work site is informed of the health hazards and assessments/measurements taken of the harmful substance. Training in procedures developed to minimize the worker’s exposure must be provided; verification of understanding is required. Health assessments and health records must be managed to meet privacy laws (FOIP/PIPA) but information on potential hazards and exposure must be communicated to affected workers.

12. TRAINING AND COMPETENCY HEALTH AND SFETY Competentin relation to a worker, means adequately qualified, suitably trained and with sufficient experience to safely perform work without supervision or with only a minimal degree of supervision. (OHS Regulations, Definitions) Duties of workers (OHS Regs, Section 14) A worker who is not competent to perform work that may endanger the worker or others must not perform the work except under the direct supervision of a worker who is competent to perform the work.

13. TRAINING AND COMPETENCY HEALTH AND SFETY Safety Training (OHS Regs, Section 15) An employer must ensure that a worker is trained in the safe operation of the equipment the worker is required to operate. • Minimum training considerations/requirements detailed. • Affirms that workers must participate. • Multiple sections of the OHS Code specify training requirements for equipment, activities or hazardous situations.

14. JOB / POSITION REQUIREMENTS HEALTH AND SFETY Safety Sensitive Positions Evolved from the OHS obligation of the employer to ensure the health and safety of workers at an employer worksite and the Human Rights obligation not to discriminate against protected groups. • Bona fide requirements for each position must be documented and communicated. • Testing that is linked to these requirements is accepted. • Discrimination challenges occur when personal assessments (biometrics data for personal identification) /function fit tests) and testing (drug/alcohol)occurs without clear justification, rationalization and communication.

15. JOB / POSITION REQUIREMENTS HEALTH AND SFETY Risk level of each position (OHS Code, Part 2 – Hazard Assessment, Elimination and Control.) • An employer must assess a work site and identify existing and potential hazards before work begins at the work site . . . • Hazard assessments are to be completed when a new work process is introduced, when work processes or operations change, before construction or alterations/additions to a work site and as needed to prevent the development of unsafe and unhealthy working conditions. • Conduct a periodic Task or Job Hazard Assessment; methods are referenced in the OHS Code interpretation guide or Partnerships/ COR program.

16. JOB / POSITION REQUIREMENTS HEALTH AND SFETY Workers with increased risk due to exposure (OHS Code, Part 4 – Chemical Hazards, Biological Hazards and Harmful Substance, Part 14 – Lifting and Handling Loads, Part 20 - Radiation.) • Reproductive and mutagenic hazards for male and female workers must be clearly identified and managed in cooperation with these workers. • Actions taken to isolate, remove, demote or alter a worker’s duties who are exposed to these hazards may result in discrimination charges. (i.e. preventing or removing a women of reproductive age, or a woman who becomes pregnant, from a high risk position, without worker agreement, is discriminatory).

17. JOB / POSITION REQUIREMENTS HEALTH AND SFETY Workers with increased risk due to exposure • Physical demands and repetitive strain (musculoskeletal) hazards for male and female workers must be clearly identified and managed in cooperation with these workers. • Actions taken to isolate, remove, demote or alter a worker’s duties who are exposed to these hazards may result in discrimination charges. (i.e. a worker is denied a position based upon perceived physical ability or previous medical history; bona fide physical requirements have not been defined.) • Return to work programs must be managed under the “duty to accommodate “ mandate.

18. EMERGENCY PREPAREDNESS HEALTH AND SFETY Emergency response plan (OHS Code, Part 7 – Emergency Preparedness & Response) An employer must establish an emergency response plan for responding to an emergency that may require rescue or evacuation. An employer must consult with affected workers in establishing the emergency response plan. An employer must ensure that an emergency response plan is current. WHAT EMERGENCIES CAN THE HR GROUP FACE?

19. EMERGENCY PREPAREDNESS HEALTH AND SFETY Workplace Violence (OHS Code, Part 27 – Violence) • Conduct a hazard assessment (potential violence situations and security risks). Resources: CCOHS – Violence in the Workplace Prevention Guide. • Develop a policy and response procedures. • Train your workers on: • How to recognize workplace violence; • What has been implemented to minimize or eliminate workplace violence, including how to respond to workplace violence and how to obtain assistance; • How to report, investigate and document an incident.

20. EMERGENCY PREPAREDNESS HEALTH AND SFETY Working Alone (OHS Code, Part 28 – Working Alone) • Identify working alone situations and positions exposed to this hazard. Resource: Working Alone Safely – Alberta Workplace Health and Safety. • Identify and implement an effective method of communication (radio, telephone, other electronic methods) between the lone worker and persons who can respond to an emergency or medical situation (worker injury or illness). • Direct contact at regular intervals may be required if effective communication methods are not available.

21. CREATION OF A SAFETY CULTURE Evolution and Change Perception WIFM (BUY IN) Emotional Intelligence Sustainability (resources)

22. EVOLUTION AND CHANGE All Management Systems within a company must follow the path of evolution if they are to continue to contribute to a company’s growth and success.

23. THE DRIVERS OF EVOLUTION The drivers of the Evolution process include: • technology, • global markets, • the current values of society, and • the need for organizational efficiency and/ or effectiveness. EVOLUTION = CHANGE

24. CHANGE MANAGEMENT • Strategic planning – what do you want to change? • Set objectives, goals, targets • Create commitment – champions and stakeholders • Turn objectives/targets into measurable projects • Evaluate (pilot the project first!) • Implementation – have a plan that is consistent & robust • Communication and feedback from the customers or users affected by the change. • Program measurement and evaluation to support continuous improvement.

25. PERCEPTION One of the most powerful factors that can influence the creation or destruction of a safety culture is PERCEPTION Perception can also drive Change

26. PERCEPTION: A DOUBLE EDGED SWORD How people perceive something will dictate how they respond to it. Positive Perceptions = Positive Responses Negative Perceptions = Negative Responses Where do we start looking for the “real” perceptions of the people?

27. COMPLIANCE VS. CULTURE • Lack of management time commitments to H&S activities. (Support & Resources) • No active or visible support (management tours, participation, walk the talk, etc.). • Employee apathy towards health and safety initiatives. (WIFM) • Document gaps (missing or vague information on records); records only completed to meet minimum standards.

28. COMPLIANCE VS. CULTURE • Auto pilot approach to H&S responsibilities. • The Committee has difficulty in attracting champions and effective members. (Sustainability) • Negative enforcement is common to meet compliance requirements; positive recognition is non existent. (Emotional Intelligence) • SILENCE (which is not golden in Health and Safety ! ).

29. FROM COMPLIANCE TO CULTURE THE STICK OR THE CARROT Compliance through Reactive Fear Resources for Sustainability Buy in by the champions Policeman attitude Treat Others as you want to be treated (El) Negative feedback & recognition “Fire- Fighting” What’s in it for me? (WIFM)

30. CREATING SUSTAINABLE CULTURE PEOPLE INITIATIVES PROCESS IMPROVEMENT Communication C/A Management Focus Training & Competency Measurement System Integration

31. PEOPLE INITIATIVES: COMMUNICATION Strategic Planning • what is our focus, • what do we want to achieve and, • how will we know when we get there? Implement at all levels of the organization and involve key stakeholders. Communication Standards • Identify who communicates what and when

32. PEOPLE INITIATIVES: COMMUNICATION Communication Tools • Perception Surveys – what do the people truly believe? • Identify how people can communicate & receive feedback (meetings, committees, electronic tools). These must be easy to access and effective or they will be abandoned. • Information with substance – how does this affect or apply to me? • Promote goals that have meaning to the people they affect; develop buy-in before implementation.

33. PEOPLE INITIATIVES: FOCUS Shift the focus from strictly “Health and Safety” to a broader Wellness focus, and introduce social topics to communication exercises. • Personal home safety and security • Health and Safety while traveling / vacations • Recreational Health and Safety • Financial education or social well being issues WHAT’S IN IT FOR ME?

34. PEOPLE INITIATIVES: MEASURE Shift emphasis to measure progress towards proactive goals, rather than negative events. • Involve all levels of the organization in setting goals and targets to meet the strategic plan. • Link measurement information to the performance management system (all levels). • Provide constructive and timely feedback; • Focus on improvement activities and meeting cultural standards.

35. PEOPLE INITIATIVES: MEASURE • Collect relevant data; • Measure how quickly problems are corrected and evaluated, as well as how often they occur. • Make the measurements more meaningful to the actual work site, not just a “Vague Statistical” number. • Measure efforts to improve, not failures to succeed.

36. PROCESS IMPROVEMENT: C/A MGMNT How well a Corrective Action is managed is as important as the corrective action itself. • Standardize and centralize the corrective action management process. • Assign responsibility, implementation dates and accountability by management to follow up. • Verify that actions have been addressed and CLOSED!

37. PROCESS IMPROVEMENT: C/A MGMNT Use Corrective Action (C/A) Management to move past a basic reaction stage to incidents or losses. CORRECTIVE ACTIONS LEAD TO PREVENTATIVE ACTIONS.

38. PROCESS IMPROVEMENT: TRAINING TRAINING is not just teaching how to do a task, but also is a tool to set standards and mold attitudes. • Add real structure and validation to on the job training. TELL – SHOW – TEST. • Move away from reactive training. • Use Adult learning techniques; teach to establish understanding and comprehension. Foster a sense of “I am performing a key task” on the part of the trainee. • Develop and introduce career training plans to develop a sense of importance.

39. PROCESS IMPROVEMENT: INTEGRATE The integration of the Health and Safety and Human Resource disciplines can: • Can allow for the blending of resources and efforts towards a common goal. • Blend technical and people expertise vital to meeting compliance and conformance requirements. • Validate people strategies owned by Human Resources. • Advance H&S initiatives that may not be on the executive priority list.

40. MOVING FORWARD ACCEPT the reality of your resources & limitations. PLAN what you want to do and do it. COMMUNICATE on all levels. MEASURE the results of what you do. Resist the document trap! An effective and successful H&S program is not based upon the quantity of documents & records kept.

41. MOVING FORWARD CELEBRATE small successes as this can instill confidence, demonstrate commitment and foster a “We can do this” belief in the culture. Avoid trying to do it all at once. small successes celebrated in a big way can pave the path to large achievements.

42. MOVING FORWARD QUESTIONS?