Accident Prevention e-News
March 2009
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Volume 4/Issue 3/Mar 2009
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In this Issue:
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April inspection blitz: musculoskeletal disorders
 Next month, workplace visits conducted by Ministry of Labour inspectors will focus on musculoskeletal disorder (MSD) hazards.
No industry sector will be exempt, says provincial ergonomist Anne Duffy. In a first for the ministry’s series of blitzes, inspectors from all four Ministry of Labour programs — industrial, construction, health care and mining — will be actively seeking out ergonomically unsafe work practices.
Musculoskeletal disorders (MSDs) are the number one lost-time claim reported to Ontario’s Workplace Safety and Insurance Board (WSIB). “In 2007, there were over 35,000 workers who reported an MSD-type [lost-time] injury,” says Anne Duffy. These injuries resulted in 1.2 million lost working days and $133 million in direct costs. “The indirect costs could be four times that,” says Duffy.
And compared to other injury types, the situation’s getting worse. Since 2003, Ontario workplaces have reduced their overall lost-time injury (LTI) rate by 22%, but the MSD rate went down only 15%. “We’re not seeing the same rate of decline,” says Duffy. “MSDs used to represent 40% of all LTIs in 2003. By 2007, they represented 43%.”
The campaign’s immediate goal is to increase awareness of MSD hazards, and identify specific tasks that are putting workers at risk. MSD hazards could exist in any type of work. Hence, the broad scope of the campaign.
To this end, the ministry has set targets regarding the number of visits conducted rather than the number of work orders issued. “The message we’re really trying to send… is that the Ministry of Labour is taking the issue of MSD hazards very seriously.”
The campaign’s longer-term goal is to reduce the MSD injury rate, but that takes time, says Duffy. She wouldn’t expect to see any results for at least 3 years.
The ministry also has a goal of building inspectors’ own understanding. To this end, the ministry has provided inspectors with training on ergonomics and MSD prevention, and developed guidance materials. A greater understanding of ergonomics will better position inspectors to identify MSD hazards during any visit, whether it’s during a blitz or otherwise.
Injury record not a trigger
“The blitz visits are not contingent upon a workplace’s injury record,” says Duffy. Instead, they’re more contingent on the type of workplace.
“Tasks related to manual materials handling will be a big focus, because we know that overexertion injuries are the most predominant type of MSD.” Other areas of interest: provision of appropriate equipment, proper maintenance of that equipment, and suitable training. For instance, says Duffy, “if we recognize a particular task as high exertion, we would expect there to be documented safe measures and procedures that have been communicated to the worker.”
Duffy anticipates that inspectors will issue work orders to employers for compliance failures under at least two sections of the Occupational Health and Safety Act:
- 25(1)(b): “the equipment, materials and protective devices provided by the employer are maintained in good condition”
- 25(2)(a): “provide information, instruction and supervision to a worker to protect the health or safety of the worker”
Finding solutions
There is a range of control options available to employers, says Duffy. Engineering controls are often the most effective option. To place any related costs into perspective, Duffy recommends calculating the direct costs (WSIB) and indirect costs (e.g., lost productivity, replacement, training, administration, etc.) associated with employees who already have MSDs.
If engineering controls are not feasible, administrative controls may offer an alternative. Since MSDs arise out of ongoing, cumulative trauma, it may be possible to reverse the damage by reducing a worker’s cumulative exposure to the risk.
Resources available
To learn more, Duffy recommends several MSD prevention resources for workplaces, including:
- a 3-part series produced by the Occupational Health & Safety Council of Ontario (see “How IAPA can help”)
- an online MSD prevention database containing “a couple of hundred” resources for sector-specific prevention training, products and services (www.preventionpractices.com/msd.html)
- Ontario’s health and safety associations. “Our inspectors regularly refer firms to their associations,” says Duffy
How IAPA can help
- Attend any of the 12 ergonomics sessions at Health & Safety Canada 2009:
- Sign up for these training courses (self-study, public, and onsite, as indicated):
- Download any of 16 free publications, including Musculoskeletal Disorder Prevention Series, Manual Materials Handling, Office Workstation Design, The Psychosocial Side of RSIs, and surveys and checklists
- Chat with an IAPA consultant
Eliminating electrical shock hazards
By Len Cicero
 If you’ve been working in either the OHS or electrical industry in the past 18 months, you have been inundated with the term “arc flash.” There have been numerous arc flash seminars and presentations, making it a topic of discussion from the conference room to the coffee truck.
Although no one can deny the serious consequences of both personal injury and equipment damage resulting from such an event, Ministry of Labour reports indicate that the frequency of electrical fatalities resulting from arc flash is very low compared to the frequency of electrical shock (direct contact). The reports detail all reported occupational electrical incidents and occurrences in Ontario.
From 1998 to 2007, Ontario experienced 69 occupational electrical fatalities. Of them, 68 resulted from electrical shock (direct contact), and one from arc flash. Further, there were 263 critical, and 844 non-critical injuries. Thus, there were 1,176 incidents causing injury in this time frame.
Fifty percent of incidents causing injuries to workers involved workers working directly on energized equipment. Typical examples include:
- working on 347 volt lighting
- installing/replacing breakers in a panel
- installing/working on wiring in or into a panel
While burns from arcs very often result in critical injuries, it’s contact with energized conductors that kills.
When an injury occurs
It takes only seconds for an electrical current to course through your body, causing death or life-threatening injuries. It can take months or even years to recover.
Not all electrical injuries are immediately visible. Some people recovering from visible injuries such as burns or fractures may also experience neurological dysfunctions, such as muscle fatigue, tightness, weakness, or a loss of sensation. They may have difficulty doing simple things like walking, using everyday tools or workplace equipment, or even listening, remembering, and explaining their symptoms.
Initially, shock injuries may appear minimal. However, after several days symptoms such as increased pain, incoherence, and staggering may appear. Further, nerve damage from the electrical current that has shot through the body may cause constant pain. Further, limited use of muscles and being exhausted only after minimal physical activity. One major challenge is getting over the psychological and emotional trauma of not being able to perform the physical activities they could do in the past. Depression is very common with this type of injury.
Preventing electrical injuries
CSA’s recently published CSA Z462 Workplace Electrical Safety Standard is a safe work practices standard that provides electrical workers with tools to identify, quantify, and select appropriate preventative and protective control measures.
A specific focus of CSA Z462 is the selection of appropriate electrical-specific personal protective equipment (PPE) for both shock and arc flash hazards. The standard requires the employer to “establish an electrically safe working condition.” If unable to do so, the employer must conduct an electrical hazard analysis. This analysis comprises two parts: arc flash and shock hazard analyses.
An arc-flash hazard analysis will determine the arc flash protection boundary and the personal protective equipment that personnel within the arc flash protection boundary shall use.
The shock hazard analysis will determine
- the voltage to which personnel will be exposed
- boundary requirements
- the personal protective equipment necessary to minimize the possibility of electric shock to personnel
The shock protection boundaries, sometimes referred to as “limits of approach,” are identified as limited, restricted and prohibited. These boundaries are fixed distances, based on the working line voltage in which personnel may be exposed to energized electrical conductors or circuit parts. The boundaries and distances are detailed in Table 1 of CSA Z462.
Personnel must be aware that while performing work, such as testing, troubleshooting or diagnostics on exposed energized electrical conductors or circuit parts operating at 50 volts or more,
- they must wear PPE, such as rubber insulated gloves and/or use rubber insulated blankets
- the energized electrical conductors or circuit parts must be insulated from personnel. An example of this would be lexan shields or guards, the use of rubber insulating blankets or the implementation of touch safe components.
To prevent electrical shock incidents, obtain a copy of CSA Z462 Workplace Electrical Safety Standard, review it, understand what’s in it, and apply the tools it contains.
Len Cicero is the communications chairperson for CSA Z462 Technical Committee, and president of Lenco Training & Technical Services of Burlington, ON.
How IAPA can help
- Attend these sessions at Health & Safety Canada 2009:
- CSA Z462 and “Practical” Electrical Safe Work Planning (Apr. 20)
- An Introduction to Changes in the Ontario Electrical Safety Code (Apr. 21)
- Attend IAPA/CSA’s 2009 Machine Safety Conference, June 2-3, Mississauga, ON. Early bird rate expires May 1.
- Sign up for these IAPA courses:
- Download these free publications:
- Chat with an IAPA consultant
Preparing an OHS project report
By Dianne Dyck
 It’s of little use formulating solutions to problems without being skilled at transmitting this information to others involved in problem solving. This article discusses how to prepare a written and oral OHS project report.
Many projects require a final report, allowing the project manager to carefully verbalize the findings, provide a historical record of the information being shared, and share the same message with a wide audience in an expedient manner.
Report format
Standard report elements include:
- title page, which contains the project title, the name of the customer, the name and contact details of the project manager, date and location of the project manager.
- executive summary, which provides the time-constrained reader with the important facts and findings contained in the project. It summarizes these findings and conclusions, along with any recommendations, at the beginning of the document, allowing easy access to the more important information relevant to any decision that a business manager must make. If the business manager is interested in further details, the main body of the report is available for review.
The executive summary should be written in a non-technical manner. It’s intended for upper-level managers whose expertise often lies in business management and not in technical fields. These managers primarily want to be assured that all relevant business factors have been considered, and appropriate procedures followed.
Avoid including new information or information that differs from the body of the report. Likewise, do not offer conclusions based on data or information not contained in the report. Limit the length to one or two pages.
- table of contents, which presents all the relevant sections and subsections so that the business manager can readily access the desired information.
- project description, the body of the report which houses
- a brief introduction describing the nature and scope of the problem
- any relevant history or background material essential to gaining a thorough understanding of the problem
- a statement explaining the importance of resolving this issue and the critical need to act
- the project goals and objectives
- the project workplan
- implementation methodology, and the techniques used to attain results
- the project findings/outcomes (relevant raw data) with any associated comments that add clarity or draw attention to relevant factors that will be discussed in the next section
- discussion of project results. Based on findings from the previous section, discuss and interpret the project’s major implications in a non-technical manner. This section has considerable impact on the formulation of the solution to the problem as described earlier in the report.
- recommendations, which should be presented as advice rather than an edict. This section tends to repeat information found in the executive summary, yet allows you to explain in greater detail how and why these conclusions were reached. Base this section on results, not other conclusions or recommendations unsupported by analysis.
- conclusion, which summarizes the main objectives and results. This section should thank the participating stakeholders.
- appendix — This part of the report can house supporting documentation on findings, recommendations, products and such.
Report contents
The project report should, in most cases, satisfy the needs of two types of readers. One has knowledge of the topic, wishing to use the findings of the report for further action. This person requires relevant theory and specific results written in a precise business style. The other has a business interest in the project, but no specific knowledge of the topic. This person would be looking to understand the issues and, if necessary, to skip the theoretical sections without losing flow or context.
Consider the attitude of these readers. If they may be hostile toward the report, offer more supporting evidence and documentation than if their reception is expected to be favourable.
Consider also the readers’ educational background and work experience in terms of style, word usage and complexity. Even age, gender and other demographic characteristics might serve to shape the report writing.
Write the report in a professional format, using short, precise sentences and avoiding unnecessary, redundant information. If there has been some salient issue or problem with the project, note it, but do not keep repeating it. If an important aspect of the project needs to be referred to in various sections, then describe the aspect fully in one section and reference this section where required.
Write the report so it does justice to the work within. The primary aim is clarity. Minimize technical jargon. Remain focused on the project, the outcomes and the results. Use the report as an opportunity to fully explain what the results mean and what are perceived as useful recommendations for the customer. Clearly describe the recommended actions and their rationale.
Another consideration is the report’s tone. Is it positive? Is it respectful of the customer and the customer’s commitment to the project? Does the content read so that the reader feels like an equal in the discussion process? Take time to evaluate the tone—it can be more influential than the content.
Start your writing with an overview and then move into more detailed information. Consider how a person normally reads. Close attention is paid to the first page or two, and then if the gist is missed, the reader loses interest and skims idly through the remainder of the report trying to find significant ideas and relevant points. To avoid this, engage the reader early and hold his or her attention by presenting information in a logical and sequential manner. By the end, the reader should be well enough informed to make responsible decisions.
Some additional tips for report writing include:
- keep it interesting—tell people what they want/need to know
- ensure the writing style, grammar, punctuation and spelling are acceptable
- write in the third person, avoiding the use of personal pronouns
- know and use the customer’s accepted report writing style where possible
- use sub-headings to help focus reader attention
- compare the actual project performance with the planned performance
- proofread the report—one suggestion is to proof the report yourself and then to have someone unfamiliar with the project read and comment on it
Limitations of written reports
Report writing is a science and an art. Learning how to write well is a critical skill for OHS practitioners/professionals. However, as important as this is, recognizing the limitations of report writing is just as vital, namely:
- reports do not allow for verbal exchange, feedback or other interactions between the author and audience
- the project manager cannot verify that the audience interpreted the intended message
- the project manager never really knows if the report was read
It is also important to realize that project reports rarely stand alone. Oral presentations are often required because the reader/audience will seek further clarification of the issues as part of their problem solving and decision making. As part of the project report writing, be prepared to develop and present an oral presentation.
Presenting an oral project report
The oral presentation is a wonderful opportunity to demonstrate in detail the OHS project report. Two critical points influence how one prepares and delivers an oral project report presentation:
- there is usually no written record for the audience to consult. The presenter talks, and hopefully they listen. This means that simple, direct presentations are best. Periodically, remind your audience of the presentation’s overall structure, and how the information fits together. Do not just present the report data/findings; guide the audience through them.
- understand and use non-verbal communication techniques (body language) carefully. When personally delivering a message, the message sent is not just what is being said, but how it is said. Attention to voice, posture, hand gestures, use of eye contact and overall appearance is critical because they all send their own messages and must align with what is being said.
In preparing an oral presentation, there are six key steps.
1. Planning
Determine the intended audience and their anticipated reaction. Design your main idea or topic. That is your intended message. Decide on the information and evidence needed to support this message and how to structure its presentation. This forms the presentation outline or plan. Remember, you are leading the audience through the project and guiding them to the conclusions and recommended actions. Finally, decide the presentation length. Tip: The higher up the company hierarchy, the shorter the presentation length and allotted time for questions.
2. Preparing the introduction
The introduction lays the foundation for the entire presentation. Always connect and develop a rapport with the audience at the onset. Get their attention and show how the project affects them. Preview the main idea/topic (message) and explain the structure for the presentation. Think of the acronym RAMP — Rapport, Attention, Main message and Plan.
3. Preparing the body of the presentation
This is where the actual information, details and evidence to support the main idea are provided.
Prepare a slide for each of the main points in the presentation outline. Here you develop the argument for the main message. Offer clear data/evidence, relevant examples, pertinent anecdotes, and supporting OHS practice/research findings.
Since there is no written record of the oral presentation for the audience to consult, periodically re-orient them to the structure of the presentation. Do this verbally (“now we’ll move on to the second of my three main points...”), and by using overheads. To maintain interest, always ensure the audience knows why a given section is relevant to the overall topic or idea.
4. Preparing the conclusion
The conclusion reinforces the main message. Summarize the key elements and points of the report, and if appropriate motivate the audience to act.
5. Preparing for questions
Questions allow the audience to react and interact, clarify ideas, or simply get more information. In general, try to hold questions until the end of the presentation. This prevents repeated interruptions and allows you to thoroughly explain the report before having to defend it. As well, the presentation tends to answer many potential questions as it proceeds.
If possible, prepare and practice answers to likely questions beforehand. Anticipate the tough questions. In particular, be able to explain and support any assumptions made during the project.
When appropriate, set and adhere to a time limit for the question period. Before finishing the question period, remind people that it is almost over by saying something like, “We’re almost out of time. I can take one more quick question.” If someone persists with questions, offer to provide more information at the end of the presentation.
6. Preparing visual aids
Visual aids must be simple, clear and pertinent. Their purpose is to reinforce key points and sections. Accordingly, they must be carefully planned and properly used.
Computerized overheads are effective, inexpensive, reliable and easy to produce and use. Overheads should be text, or a mixture of text and graphics. They include:
- a visual title page, which provides such introductory information as the presentation title and the presenter’s company and name
- an overview page, which previews your presentation’s structure and main sections. It can be used several times during the course of a longer presentation to re-orient the audience
- charts, graphs, tables, photos or other image-based material
Avoid crowding material onto overheads; keep them free of clutter. Identify which points warrant emphasizing, determine which type of overhead is best for this, and create clear, dynamic and colourful visual support materials that enhance the presentation message.
Presenting
Nervousness is part of delivering a good presentation. It enables the presenter to “get energized and up” for the experience. However, for some people this nervousness is more detrimental than useful. As Jerry Seinfeld put it, “People are afraid of public speaking... In fact, most say that it’s their number one fear. Death, apparently, only comes second.”
Sweaty palms, stomach butterflies and a dry throat are all signs that a person’s body is in distress. Yet, the ability to verbally persuade or inform a group of people — to make effective oral presentations—is arguably the single-most valuable skill in business.
How to overcome your fears so that you can perform to the best of your abilities? Consider the following tips:
- prepare the presentation materials yourself
- have key notes on each slide
- plan out the time required and adhere to it
- know the contents of the related report
- know and rehearse your presentation
- write down the opening statements so that you can get started without any verbal hesitation
- make sure you know what the anticipated audience reaction to the report will be
- rehearse the presentation. Try walking around, speaking each segment, and then speaking aloud the entire presentation. Rephrase ideas that are difficult to say
- time the presentation so that it does not exceed the time limit
- keep the presentation as short as possible—avoid distractions
- if possible, become familiar with the room where the presentation will be delivered to know how loudly to talk and how people will be seated
- practise and be comfortable with an effective delivery style
Adapted from Occupational Health and Safety: Theory, Strategy & Industry Practice, by Dianne Dyck, LexisNexis Canada Inc. 2007, www.lexisnexis.ca. Reprinted with permission. Dianne Dyck is an occupational health nurse and OHS specialist who has worked for Canadian private and publicly-funded agencies to develop occupational health, occupational health & safety, disability management, and workplace wellness programs.
How IAPA can help
- Meet Dianne Dyck in person. At Health & Safety Canada 2009, Dianne Dyck will present a 2-day Disability Management professional development course (April 18-19) and a conference session, Worker OH&S Education—Are Your Efforts Being Effective (April 21, 11:15 a.m.)
- While at the conference, visit the IAPA Book Store and pick up copies of Occupational Health and Safety: Theory, Strategy & Industry Practice and Disability Management – Theory, Strategy & Industry Practice, 3rd Edition. Delegates attending Dianne’s professional development course will receive a free copy of Disability Management.
- Attend these personal development sessions at Health & Safety Canada 2009:
- Think Outside the Slide to Inform and Persuade with Effective Visuals (1-day professional development course, Apr. 22)
- Applied Risk Communication Skills (2-day professional development course, Apr. 18-19)
Health & Safety Canada 2009 preview
By Suzan Butyn and Scott Williams
 From April 20 to 22, hundreds of speakers, exhibitors and volunteers will gather in Toronto to present Health & Safety Canada 2009, Canada’s premier health and safety event.
The occasion offers delegates three days of celebrated keynote speakers, leading-edge sessions, workshops, and professional development courses. Two trade shows and one feature area covering over 200,000 square feet and 500 exhibitors will run during the conference’s first two days, April 20-21. In addition, special forums will focus on two influential topics: mental health in the workplace, and the DNA of a winning culture.
More than 100 sessions will present research findings, best practices and new solutions to current and emerging OHS issues. The conference program is organized into four streams:
- core health and safety practices
- leadership and management breakthroughs
- healthy workplaces
- innovation through research
As a sampling of what’s to come, Accident Prevention e-News spoke with three session leaders about their topics. But first, a look at what else will take place at Health & Safety Canada 2009.
Canada’s largest OHS trade show
Three events in one enormous hall will bring together manufacturers, distributors, consultants and service providers, all ready to answer questions and offer solutions. Running concurrently with Health & Safety Canada’s trade show will be the Canadian Environmental Conference and Tradeshow (CANECT 2009) and Machine Automation Safety Congress (MASC 2009).
While on the trade show floor, stop by IAPA’s booth:
- attend the official launch of IAPA’s new e-courses, developed with the Canadian Centre for Occupational Health and Safety (Apr. 20, 1:15 p.m.); at any time during the trade show, try an e-course demo
- find out more about IAPA’s Safety Group. Member firms have achieved annual double-digit reductions in lost-time injury rates, earning significant premium rebates in the process
- speak with consultants about your workplace challenges
- learn about IAPA’s innovative portfolio of information, products and services, including our Small Business Centre and a safety calculator that tells you the real costs of workplace injuries.
Forum on mental health
Many workplaces are not equipped to recognize and address mental health concerns such as anxiety and depression on the job.
One of the greatest obstacles to seeking or offering assistance is the stigma of mental illness. Canada’s military has learned to break this stigma.
During this forum, hear from panelists how the military and Veterans Affairs made mental health a management and operational priority, and learn about strategies you can take back to your workplace.
The panel, which also includes Bill Wilkerson, co-founder, chairman and CEO, Global Business and Economic Roundtable on Mental Health, and Maureen C. Shaw, IAPA’s president and CEO, will be moderated by Michael Kirby, honourary chair of Health & Safety Canada 2009 and a leading advocate of mental health reform. Recently appointed an Officer of the Order of Canada, Kirby is chair of the federal government’s Mental Health Commission of Canada, and the special ministerial advisor on mental health. He served as a member of the Senate from 1984 to 2006, and his work produced several key reports, including The Health State of Canadians – the Federal Role, and Canada’s first report on mental health, mental illness, and addiction, Out of the Shadows at Last.
The forum is just one of more than 100 conference sessions. Here’s a further sampling.
Achieving “injury free” through a culture shift
Getting to injury free isn’t about tracking recordable statistics or trying to eliminate all risks. According to George Brandon, corporate HSE manager for ShawCor Ltd., achieving injury free requires a different kind of leadership. “Everybody tracks their health and safety statistics, but doing this alone won’t get you to an injury-free culture. It’s really about the people.”
Creating a culture shift throughout ShawCor is a tall order given the size and nature of its operations. Shawcor is a global energy services company that specializes in products and services for the pipeline and pipe services, and petrochemical and industrial segments of the oil and gas industry and other industrial markets. Its manufacturing, service facilities and sales offices, staffed by 5,000 employees, are located in over 20 countries around the world.
ShawCor’s vision is to create an incident- and injury-free workplace, with no harm to people and no damage to the environment. The injury free approach has resulted in a 10-fold reduction of injuries, “but our most dramatic outcome has been that our senior people are really engaged and involved in health and safety,” says Brandon.
The best safety leaders take calculated risks to expand their influence in their organizations. But personal risk taking may be a challenge for safety practitioners whose role is often to be an advocate of caution.
“Many health and safety leaders say ‘I’ve done my job, I’ve attended the staff functions and given my professional advice. I don’t do the work; I’m not in charge.’ They step back and give advice about procedures.” So if they’re doing their jobs how can they bring about a culture shift of greater safety and responsibility? Brandon will challenge delegates to step out of their comfort zone and look at the responsibility of safety in a different way. Injury free is only possible when you look at personal commitment.
Brandon will offer practical advice and tools to help safety professionals be more effective in creating a framework for injury free. The tools will focus on being intolerant of all incidents, coaching line managers to engage them in the safety process, and on building and accepting personal responsibility: Achieving Injury Free, Apr. 21, 3:30 p.m.
Eliminating risk with Rapid Trending
"When you're in the business of nuclear energy," says Suzanne Persaud, health and safety officer for Ontario Power Generation, "safety is a priority and we at OPG strive to demonstrate safety behaviours in every task. Safety is everyone's responsibility."
OPG is an electricity generation company with a total capacity of over 22,000 megawatts, making it one of the largest power generators in North America. Operations include three nuclear generating stations, five fossil generating stations and 64 hydroelectric generating stations. OPG's mantra is "Zero Injuries. Believe It. Achieve it."
OPG Nuclear relies on Rapid Trending, a risk management tool the company developed, to help identify precursors to substandard safety conditions and behaviours. Once these conditions are identified, corrective actions can be implemented to eliminate or control them. This tool is also effective for tracking adverse trends in areas such as working at heights or falling objects.
The Rapid Trending process involves all workgroups from Engineering and Maintenance to administration, and individual contributors from the shop floor all the way up to senior executives. "The senior vice president of the plant is on site making Rapid Trending observations," says Persaud.
OPG Nuclear uses Rapid Trending for planned outages, which occur when a reactor unit is shut down to implement planned maintenance activities. This involves simultaneous work by a number of workgroups and contractors to maintain plant equipment. Planned outages occur once every 18 months to two years per unit, and can last as long as two to three months, during which hundreds of tasks may be performed every day.
Applying Rapid Trending for OPG's Pickering nuclear site's last planned maintenance outage was one main factor that helped reduce safety incidents by over 40%.
Before a planned outage, staff conducting Rapid Trending observations receive training by subject matter experts (i.e. maintenance, safety, etc.) on the established trending areas. "There is an expectation that each work group will conduct a certain number of observations during the week, but if they see an unsafe work situation it's addressed right away," Persaud explains. The observer records the findings, which are entered into a database for trending analysis. It gives OPG a bird's eye view of the plant condition at that time.
During planned outages, daily meetings are held with the workgroups where Rapid Trending results are shared and the top three focus areas both at risk and that met standard are identified. "It's a really good way of communicating what we are seeing in the field in a timely manner so that substandard trends can be reversed right away," says Persaud.
Learn more about what Rapid Trending is, why OPG uses this tool, and how it is applied: "Rapid Trending: A Risk Management Tool," April 20, 3:30 p.m.
Managing stress in a recession
“Workload has been an issue since the last recession,” says Nora Spinks, president, Work Life Harmony Enterprises, “but what’s different this time around is that, as we depend on technology, our expectations rise proportionately to demand more volume, quality and complexity.” Companies assume we can work faster with fewer resources. Employees are overwhelmed, overworked and overlooked.
Compounding the issue are different generations of workers with different approaches to work. “The older generation doesn’t use the new technology as efficiently; they’re hoping to keep up the pace for as long as possible until they can retire. They’re used to a beginning and an end to the work day but none of that applies anymore,” says Spinks. “The middle generation is working as hard as it can with the new technology trying to get ahead. Younger employees use the technology well but know if they don’t establish work boundaries no one else will.”
Work is never ending, yet the global recession and resulting mass layoffs and downsizing have fueled enormous anxiety, fear and stress. Workplace survivors are expected to take on some of the workload of their former co-workers while still performing the same volume of output as before with fewer resources. Spinks terms the situation of working really hard, yet not getting bonuses or time off, as “workload wind chill.” “Workload and workload wind chill tend to get out of control when companies try to do more with less,” she says.
But Spinks argues that companies can successfully manage both workload and workload chill. The key to managing workload chill is determining how to
- use resources to meet objectives
- effectively run meetings
- organize demanding work schedules to meet objectives
- apply behavioural models and establish protocols between team makers
In her session at Health & Safety Canada 2009, Spinks will address how companies can get out from under the mindset of “We don’t have time to plan, just do it.” Using technology to its full potential is a serious issue, yet most people barely scratch the surface when it comes to using time-saving technologies to their full advantage. Consider email. Is it a convenience or a curse?
“This session will make delegates rethink the issues around workload and understand the impact of unmanaged workload. I’ll discuss how they can organize for accountability and sustainability without creating burnout,” says Spinks. Examples of companies that have turned the corner on managing workload will be highlighted as well as how companies can best manage and inspire the different generations of employees. Workload Unplugged: Strategies for the Overworked, Overlooked and Overwhelmed, Apr. 20, 3:30 p.m.
Suzan Butyn is a regular contributor to Accident Prevention magazine. Scott Williams is the magazine’s editor.
More Health & Safety Canada highlights
Curious about what else is going on? Listed below are annual favourites and new offerings. Attend them all.
- Global Breakthroughs in Health & Safety Performance, an international conference immediately following Health & Safety Canada 2009. Co-hosted by IAPA, Inter-American Conference on Social Security (CISS) and International Social Security Association (ISSA) Machine & System Safety Section, the 2-day event highlights the impact of globalization on safety, as well as creative initiatives to protect new and young workers, and create psychologically safe workplaces. Keynote speaker: Tom Beegan, chief prevention officer for the Workplace Safety and Insurance Board, on the board’s Road to Zero prevention strategy. Bundled pricing is available for both conferences.
- Leadership Summit: DNA of a Winning Culture, a 1-day forum for corporate leaders on April 21. Delegates will hear about success factors of a winning culture, workplace environments that ignite employee effectiveness, and one organization’s drive to regenerate its culture.
- Youth Health & Safety Forum. More than 2,000 high school students will participate in the forum, which features a keynote speaker, a testimonial/personal message from a young, injured worker, and 25-minute, multi-media presentations by winning schools from IAPA’s LINK (Learning Innovative New Knowledge) regional drama competitions. Two shows take place on April 20 and 21.
- Health and Wellness Pavilion. This year’s pavilion is full of things to see, do and learn. Check out the health and wellness exhibits and demonstrations of acupuncture, foot massage, body screening, healthy snacks, and chair exercise. Bring questions for the experts: psychologist, psychotherapist, EAP counsellor, time management, and more.
Visit the conference website to download a show guide, register online or plan your trade show tour.
In the News
Ontario launches occupational cancer research centre
The first occupational cancer research centre in Canada, launched on March 5 as a joint undertaking among a diverse group of stakeholders, will have several initial research priorities:
- reviewing current occupational cancer prevention efforts and their effectiveness
- identifying gaps in occupational cancer research, including minorities and rare cancers
- expanding and enhancing ongoing activities
Funded by Cancer Care Ontario, the Workplace Safety and Insurance Board, and the Canadian Cancer Society’s Ontario Division, and developed in collaboration with the United Steelworkers, the new centre will be housed at Cancer Care Ontario, the provincial agency responsible for continually improving cancer services. As the government’s cancer advisor, Cancer Care Ontario works to reduce the number of people diagnosed with cancer, and to make ensure better care along the way.
Recent studies in the US, Britain and Finland indicate 2% to 8% of cancer-related deaths may be linked carcinogen exposure at work.
There is convincing evidence that a number of products, and processes used in the workplace cause cancer. However, the relationship between cancer and many carcinogens at low levels of exposure remains unclear. Furthermore, some workplace substances suspected of being carcinogenic have never been adequately evaluated. The centre will help the province to gain a better understanding of the risks of occupational exposures, and develop a comprehensive surveillance strategy and undertake greater research in this area.
Interim director of the centre is Dr. Aaron Blair, an international expert in occupational and environmental epidemiology. The establishment of the centre is “a major step in identifying carcinogens in the workplace and initiating preventive actions,” said Dr. Blair. The centre will have five staff members and an annual budget of $1 million.
WSIB's new service model prioritizes RTW
By Cindy Moser
Ontario’s Workplace Safety and Insurance Board (WSIB) has introduced a new service delivery model that it hopes will decrease the duration and persistency of injury claims through successful return-to-work (RTW) programs.
The new service delivery model adopts a case management framework, which research shows to be a best practice in improving RTW outcomes, says Wayne Weatherbee, the WSIB’s vice-president of service delivery. The aim is to identify as soon as possible those cases that will benefit most from the involvement of WSIB experts.
At the centre of the new framework is the case manager, who will assess very early on the degree of WSIB involvement needed to help ensure return to work. Upon receiving a case, the case manager will gather information—which includes talking to both the employee and employer—on potential barriers to return to work.
"By looking at vocational, personal and medical factors in combination, I think our case managers will very quickly get a sense of which cases will… need the most help," says Weatherbee.
Another important role of the case manager is to ensure that injured workers and their employers have set concrete return-to-work goals, including a return-to-work date. "These goals, and I call them the ‘optimistic goals,' allow the parties to determine who needs to do what, when, to ensure that goals are met," explains Weatherbee.
Weatherbee believes these goals and dates are important because they will help bring potential problems to the surface. "If people have reasons to believe that this tangible goal is not going to be met, those reasons will come up much more quickly," he says.
To help workplace parties set and achieve their goals, the service delivery model includes a new position, the RTW specialist. Called in by a case manager when the parties are having troubles, the RTW specialist will act as an onsite facilitator, negotiator and mediator between workplace parties. "We realize that some cases are going to need this level of involvement," says Weatherbee.
Bringing down persistency rates
The financial costs of workers not returning to work are substantial," says Weatherbee. "There are some alarming trends when it comes to claims costs and claim persistency."
But even more compelling, says Weatherbee, are the human costs. "We have thousands and thousands of injured workers whose injuries, even though they might not be significant, are ruining the lives of these workers because they're not getting back to work and not getting back to normal," he says.
A key indicator of RTW success is the percentage of claimants who continue to be on benefits at different points in the life of a claim: at three months, six months, two years, four years, and six years. Over the last several years, the percentage of claimants on benefits at these points has either not improved or, in the case of longer-term persistency (i.e., the percentage of claims on benefits at two, four and six years), actually gone up. At present, an injured worker has only a 50% likelihood of going back to work after being off for six months, and a 10% likelihood after two years.
Adapted from an article appearing in the newsletter Back to Work.
CSA releases 1st workplace electrical safety standard
A new standard released on February 13 by the Canadian Standards Association, Z462 Workplace Electrical Safety, is designed to help prevent injuries and fatalities arising from the use of electricity on the job. In 2007, 472 workplace injuries involving electric currents occurred in Canada.
The standard provides guidance on safety management systems, safe work procedures, and selecting personal protective equipment and other safety devices. It also
- stipulates procedures for identifying hazardous electrical equipment and developing safe work procedures around this equipment
- sets out requirements for the recognition of "qualified" electrical workers. This recognition of people considered qualified to perform electrical work is fundamental to the standard’s safety precautions. It includes an extensive annex that provides guidance material and examples to assist users in implementing an effective electrical safety management system
The new Canadian Workplace Electrical Safety standard is based on NFPA 70E, Standard for Electrical Safety for the Workplace. It’s intended for use with Parts I, II, III of the Canadian Electrical Code; and, has been harmonized with CAN/CSA-Z460, Control of hazardous energy — Lockout and other methods; and CAN/CSA-M421, Use of electricity in mines.
Learn more about the standard in
- “Eliminating electrical shock hazards,” a feature article in this issue
- an earlier feature article previewing the standard, which appeared in the November 2008 issue of Accident Prevention e-News
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