Accident Prevention e-News June 2010	Volume 5/Issue 6/June 2010
In this Issue: Helping troubled co-workers Shiftwork update: hazards + precautions 2 firms' take on Bill 168 Firms achieve record safety results In the News

Helping troubled co-workers
By Mary Ann Baynton

Many forward-looking employers, in response to an emerging legal duty to provide and maintain a psychologically safe workplace, are establishing policies and procedures that promote a mentally healthy work environment. However, recognizing and responding to individuals whose mental health may be at risk is often left to supervisors and co-workers by default. How can they be supported to do this?

In my role as a workplace mental health consultant, this situation often arises as a question, such as this:

I have a co-worker who seems increasingly unsettled each day. Often, he looks tired and upset, as well as distracted. When I asked, the manager said that he is still getting his work done so it’s not a problem. I am worried and wonder what I should say or do?

The manager is saying that it is not currently a performance problem, but a worker would be right to have concerns for the well-being of a co-worker. While there could be any number of explanations for the change in his condition, early intervention can reduce the chances that his current problem will become chronic or escalate.

How you can help

Each situation comes with unique elements. However, here are some possible options.

1. Exploring the situation
   • Tell your co-worker that he does not seem to be himself lately, and specifically state what you see. “You don’t look as well as you usually do. You seem upset and distracted. Are you feeling okay?”
   • Resist making any judgments or conclusions about what is going on. Instead, invite your co-worker to talk about what he is experiencing. When he is done, repeat what you heard and ask him if that is correct.
   • Resist giving him advice about what to do. Instead, continue to listen and ask what you can do to help. There are two reasons for this approach. First, you avoid giving wrong or unwanted advice, both of which could have unintended consequences. Second, you are able to help your co-worker focus on what he needs. When any of us are consumed by negative or fearful thoughts, we can lose sight of what we need to move beyond them.
2. Encouraging action
   • Try to help your co-worker preserve workplace relationships and his reputation at work. This can include helping him to avoid unnecessary conflict or acting out when he is not well.
   • Encourage your co-worker to take the work breaks that are provided to go for a walk, or out for fresh air. These changes in focus and physical movement can ultimately help him to increase concentration at work.
   • Help your co-worker focus on one small step forward at a time. Trying to “fix” everything at once can be overwhelming.
   • If your co-worker is overwhelmed with work, encourage him to write down all of the tasks that he is currently doing, and if this seems overwhelming to him, consider offering to help. Encourage him to take the list to his manager to help him prioritize those tasks that are most important.
   • Help your co-worker to focus on solutions rather than problems. If he is worried or upset about something or someone, ask what he would like to do about it, and if he is unsure, offer some ideas, but make sure he chooses his own path forward. If your co-worker is having trouble at work, look at the list of accommodation ideas on the Great-West Life Centre for Mental Health in the Workplace website (www.gwlcentreformentlmentalhealth.com), and see if the suggestions for helping with concentration, stamina, workplace relationships, etc. may be useful.
3. Seeking additional support
   • Look through your benefits plan to see if there are any services that may be helpful, such as acupuncture, massage therapy, psychological services, etc.
   • Suggest your co-worker speak to a health care professional, such as an employee health resource or his family physician.
   • Based on what he says he is experiencing, look up resources in the community, online, and at the workplace. Share these with him and ask if he needs anything further.
   • If your co-worker is not sure what he is experiencing, have him look at Working Through It (www.gwlcentreformentalhealth.com/wti) to see if any of the approaches or situations described there are helpful.
   • If your co-worker is concerned that it may be more than stress, have him take Check Up From the Neck Up online (www.checkupfromtheneckup.ca) and take the results to his family doctor.
   • If your co-worker is having personal or financial issues, direct him to your employee assistance program, or other community resources that help with these situations.
4. Looking after yourself at the same time
   • Remember that you are not a therapist. Refer instead to appropriate resources and just continue to be a concerned co-worker who is there for support. Do not allow your days to fill up with discussion about problems. Help your co-worker to focus on solutions for the workplace issues.
   • It is honourable that you want to help your co-worker. Remember, however, to protect your own health and well-being at the same time.

Mary Ann Baynton is a workplace mental health consultant. Mary Ann also serves as a member of the Mental Health Commission of Canada’s Workforce Advisory Committee and as the Program Director for the Great-West Life Centre for Mental Health in the Workplace. At the Ontario Prevention System’s recent Partners in Prevention 2010 conference and trade show, Mary Ann spoke about psychologically safe workplaces, including how mental health fits into OHS, and resources available to workplaces: mabaynton@skylinc.net; http://maryannbaynton.com.

Shiftwork update: hazards + precautions

Workers on night, evening, rotating and irregular shifts are at greater risk of injury than other workers, reports Dr. Cameron Mustard, president and senior scientist of the Institute for Work & Health. According to risk calculations, said Mustard, shiftwork is responsible for 6-7% of workplace injuries.

Speaking at an April 12 symposium on the health effects of shiftwork, Mustard said that these risks are believed to arise from fatigue due to sleep disturbance, long work hours, and their effect on circadian rhythms, as well as typically lower levels of supervision and co-worker support during non-daytime work schedules.

Workplaces and shiftworkers can take steps to reduce the health and safety consequences of shiftwork. But first, more about the hazards.

Who’s at risk, and when

A briefing note prepared for the symposium by the institute indicates that

• the risk of incidents, defined as accidents and injuries, is highest for night shifts and lowest for morning shifts. During night shifts, the risk rises about 20% from the first to the second hour, and then falls steadily, except between 3 a.m. and 4 a.m.
• incident rates increase on successive night shifts; on average, the incident rate on the fourth night is 36% higher than on the first night
• the risk of an incident increases markedly after more than eight hours on duty; the risk in the 12th hour is almost double than in the 8th hour, and more than double the average risk over the first 8 hours)¹

Additional research cited in the briefing note found that workers on evening shifts were at 43% greater risk of injury or illness than workers on regular day shifts; workers on rotating shifts, 36%; and workers on night shifts, 30%.² The study used data from the US National Longitudinal Survey of Youth to look at the work experience of people in each year from 1987 to 2000, except 1991. Workers were between the ages of 22 and 30 at the start of the study.

Injury risk was just one topic at the invitation-only symposium, which drew more than 100 researchers and representatives from North America and Europe. Co-hosted by the Institute for Work & Health and the Occupational Cancer Research Centre, the symposium aimed to

• provide an overview from scientific experts on research evidence about the health effects of shiftwork
• identify key gaps in the research evidence

Up to 1 in 4 of us works at night

Shiftwork continues to be a common practice, reported Paul Demers, director of the Occupational Cancer Research Centre. About one in four workers in North America and Europe performs shiftwork requiring working at night. In Canada, 11% of workers work rotating shifts, 6% work regular evening shifts, and 2% work regular night shifts.

Canadian industry sectors with the highest number of shiftworkers are accommodation and food services, manufacturing, trade, and health care and social assistance. Each sector has more than 350,000 shiftworkers, representing at least 20% of their workforce. Although women and men are equally likely to perform shiftwork, many more women work in health care, while many more men work in manufacturing.

More health-related findings

Other research results presented during the symposium include the following:

• shiftwork can result in sleep disruption and deprivation, and in sleepiness/fatigue at work. Torbjörn Åkerstedt, of Stockholm University’s Stress Research Institute, reported that sleep after a night shift or before an early morning shift is temporarily reduced in most workers by one to three hours. The main sleep problem among shiftworkers may be sleepiness and fatigue while at work, particularly on the night shift. Sleepiness associated with night work has been linked to performance errors and incidents

• night shiftwork has been linked to an increase in breast cancer among women who work rotating shifts for longer durations (i.e., 30-plus years); possible factors include suppression of the body’s normal night-time production of melatonin, and the disruption of the circadian gene function

• shiftwork may have a moderate negative effect on fetal growth in pregnant women, due to hormonal disturbances that result from sleep deprivation or circadian rhythm disruption, and increased stress from work-life conflicts created by night shifts. Matteo Bonzini, from the Department of Experimental Medicine at the University of Insubria, Italy, recommended advising pregnant women against working non-traditional schedules during pregnancy, and allowing them to change to daytime work

Research priorities

Symposium presenters and participants identified a number of gaps in research evidence on the health effects of shiftwork. Among them:

• the magnitude of the risk relative to specific health outcomes
• how exactly shiftwork causes poor health
• which shiftworkers may be more susceptible or resistant to risk, because of individual susceptibility factors, sleep patterns, the nature and duration of their shiftwork, and working conditions such as light levels

To better understand these issues, concluded presenters and participants, future research should

• pay more attention to mechanisms through which shiftwork affects health and safety
• continue to explore whether some individuals are more susceptible (through genetic predisposition, or current or prior life experiences) to adverse health effects
• measure exposure to shiftwork more carefully by distinguishing between types of shiftwork, and measuring more precisely time spent on shift schedules

They also recommended that research on shiftwork and cancer should expand beyond breast cancer in women to include other types of cancer and men.

Read a summary of the symposium proceedings, as well as individual presentations, at www.iwh.on.ca/shift-work-symposium.

Minimizing the risks

The symposium did not include recommendations for interventions to lessen negative effects of shiftwork. However, organizations such as the Canadian Centre for Occupational Health and Safety have published suggestions to minimize these effects. In an “OSH Answers” discussion of shiftwork, the centre suggests two strategies:

• organizational, i.e., through the design of shift schedules, education and better facilities
• helping workers to sleep better, eat better and reduce stress

Regarding shift schedule design, OSH Answers suggests that workplaces

• rotate shifts forward from day to afternoon to night because circadian rhythms adjust better when moving ahead rather than back
• consider when shifts begin and end. Since early morning shifts are associated with shorter sleep and greater fatigue, avoid shift start times as early as 5 or 6 a.m.
• provide a minimum 24-hour rest period after each set of night shifts. The more consecutive nights worked, the more rest time should be allowed before the next rotation occurs
• consider alternative forms of organizing work schedules, such as extended work days of 10 or 12 hours
• provide time off at "socially advantageous" times like weekends whenever possible
• start a special shift system if production demands result in extended periods of overtime work
• inform shiftworkers of their work schedules well ahead of time so they and their families and friends can plan activities. Allow as much flexibility as possible for shift changes. Keep schedules as simple and predictable as possible.

Regarding education, OSH Answers suggests informing employees of potential health and safety effects of rotational shiftwork, and how to stop these effects.

Regarding facilities, OSH Answers suggests

• providing good lighting and ventilation on all shifts
• situating work stations so that workers at night can remain in contact with one another
• provide rest facilities where possible
• provide good cafeteria services so that workers can maintain a balanced diet
• consider offering facilities for social activities; recreational opportunities for workers on non-day shifts are often minimal
• consider access to quality day-care to alleviate strain on family members

How to cope with your own shiftwork

OSH Answers offers these guidelines to help people cope better.

Regarding diet and eating patterns,

• maintain regular eating patterns as much as possible. Eat balanced, varied meals. Keep family meal times the same even though your work routine may constantly change
• time meals carefully. Afternoon workers should have the main meal in the middle of the day instead of the middle of the work shift. Night workers should eat lightly throughout the shift and have a moderate breakfast
• drink lots of water and eat the usual balance of vegetables, fruit, lean meat, poultry, fish, dairy products, grains and bread. Eat crackers and fruit instead of pop and candy bars during work breaks. Reduce the intake of salt, caffeine, and alcohol. Avoid greasy foods, particularly at night
• avoid excessive use of antacids, tranquilizers and sleeping pills
• relax during meals and allow time for digestion

Regarding sleep,

• sleep on a set schedule to help establish a routine and to make sleep during the day easier. Try different patterns of work and sleep to see which is best for you
• make sure that family and friends are aware of and considerate of your sleep hours and needs. Ensure that you have a comfortable, dark, quiet place to sleep during the day
• make time for quiet relaxation before bed. Learn how to relax using muscle relaxation, breathing techniques and so on. Use mental imagery to block out unpleasant thoughts. If you still do not fall asleep after an hour, read a book or listen to quiet music on the radio for a while. If sleep still does not come, reschedule sleeping hours for later in the day. Limit commitments later in the day to allow for napping.

Check out OSH Answers’ entire shiftwork discussion at www.ccohs.ca/oshanswers/ergonomics/shiftwrk.html.

2 firms' take on Bill 168

Bill 168, an amendment to Ontario’s Occupational Health and Safety Act that imposes new violence and harassment requirements on workplaces, came into effect on June 15.

Earlier this month, Accident Prevention e-News spoke with two human resources professionals about their workplace compliance efforts. Eileen Carlton is HR administrator for Airborne Systems Canada Ltd., in Belleville, ON. Julia Sebastian is director of human resources for White Oaks Conference and Spa Resort, in Niagara-on-the-Lake, ON. (See “Business Profiles” for a snapshot of each business.)

Both businesses are member firms of Workplace Safety & Prevention Services, the organization formed by the recent amalgamation of IAPA, Ontario Service Safety Alliance (OSSA), and Farm Safety Association (FSA).

Our conversations touched on various aspects of compliance.

Where they are now

“We’re pretty much on track,” said White Oaks’ Julia Sebastian. “We’re on target to meet the June 15 implementation date.”

“We have appointed a violence and harassment coordinator who oversees the implementation and sustainability of the program. We’re just wrapping up the assessment portion. We’ve evaluated our past history of violence at White Oaks, we’ve conducted team member risk assessments — a questionnaire sent out to every single team member, all 480 employees — and we’re in the process of conducting inspections. We’re looking at the physical structure of the building, including parking lots, the building perimeter, access, security systems, signage, lighting… We’re also looking at work practices. For instance, many of our team members work with the public, so how vulnerable are they?”

Sebastian acknowledged that, for a facility with 480 full-and part-time staff, many working on shifts, implementing the new provisions has been an involved process. “But we have very sound health and safety practices to begin with, which makes implementing something like this a lot easier than it might have been. For instance, we already had a violence and harassment policy in place. We’re now tweaking it to meet the requirements of the legislation.”

In comparison, implementation at Airborne Systems has been fairly straightforward, and the firm is pretty much up to speed. The firm has 50 employees who do not work on shifts, have virtually no exposure to the public and, like White Oaks, are part of an established health and safety culture. “In our 9 years in this facility, we’ve never had a lost-time injury,” said Eileen Carlton.

Risk assessment

Section 32.0.3(1) of Bill 168 requires employers to “assess the risks of workplace violence that may arise from the nature of the workplace, the type of work or the conditions of work.”

“We’re feeling quite good about the results of our assessment,” said Carlton. “When you consider the highest risk factors for violence, few of them exist here. The public rarely comes in here, there are access codes to enter the workplace, we don’t deal with cash, our people don’t go out on the road… For us, the assessment highlighted what we have to do within the plant, such as training people what to do if they felt there was a risk from another employee, or from domestic violence.”

Nevertheless, the assessment of outside risk has already led to changes. “For example, if someone is in the lobby asking for an employee, we no longer just page the employee. Reception asks who the person is, and we speak to the employee and ask whether he or she wants to see this person. Reception is not located in the lobby, so the receptionist is not at risk. If the employee says no — and I’ve been very clear that employees have the choice of saying yes or no — then I would contact the employee’s supervisor, and ask that person to go to the reception area, explain the situation, and ask the visitor to leave. If visitors refuse, they’re trespassing and we can call the police.”

Information and instruction

Bill 168 contains a number of related requirements. Among them:

• contents of the violence and harassment policies and programs
• employer, supervisor and worker duties
• disclosing a risk of workplace violence from a person with a history of violent behaviour

“Helping people understand how Bill 168 was relevant to our workplace was a big part of our training,” said Carlton. The harassment component generated a greater reaction than the violence component. “More questions, more people bringing up possible scenarios. In one session, my presentation lasted only half an hour, but we were still talking after an hour and a half. You could see that the topic had made people think.”

Carlton conducted four different sessions to reflect the participants’ responsibilities and interests. The sessions were held for management, engineering and administration, and production. To accommodate all production staff without disrupting production, Carlton held two sessions for them.

For White Oaks, logistics was as much of a challenge as content. A large workforce performing a wide range of functions, often on shifts, required a diverse communications strategy. “We are using different forms of communication to get this out, such as departmental meetings, our Intranet, bulletin boards, e-blasts, payroll attachments… We have to ensure we cover the whole spectrum of communication tools.”

At the core of the strategy is the corporate Intranet. “All employees have access to the Intranet,” said Sebastian. “They can access it onsite or offsite through the White Oaks website. Their schedules are posted on the Intranet, so they’re on it frequently.”

Duty to disclose personal information

As referred to above, section 32.0.5 (3) imposes a duty on employers to “provide information, including personal information, related to a risk of workplace violence from a person with a history of violent behaviour if, (a) the worker can be expected to encounter that person in the course of his or her work; and (b) the risk of workplace violence is likely to expose the worker to physical injury.”

Sebastian sees disclosing this type of information as one of Bill 168’s biggest challenges. “However, because of the nature of the business, we ask that all new hires have a criminal record check. This helps put us a little ahead of the game, because we already have this information on file. But still, what you communicate, how much, and to whom without infringing on confidentiality is a huge concern.”

As for Airborne Systems Canada Ltd., “this definitely created some talk in the training sessions,” said Carlton. “Participants wanted to know how this might work, and so I tried to give examples. For instance, ‘If Joe gets in a bar fight and is charged with assault, does that mean I have to tell Sam who’s working on the line next to him that he may be in danger of being beaten up by Joe?’ Is something like this likely to come into the workplace? Not really.”

Fortunately, said Carlton, “we’re a NATO secure facility, so anyone who works here has to have security clearance.”

Domestic violence

Section 32.0.4 of Bill 168 states: “If an employer becomes aware, or ought reasonably to be aware, that domestic violence that would likely expose a worker to physical injury may occur in the workplace, the employer shall take every precaution reasonable in the circumstances for the protection of the worker.”

“There seems to be this notion,” said Sebastian, “that HR is supposed to know when an issue arises. But there aren’t always telltale signs.”

Carlton made a similar point. In training sessions “we really started focusing on the fact that we can’t help you with domestic situations, and do something about it, if we don’t know what’s happening. We want to know.”

Right to refuse

Sebastian described the right to refuse as a potential concern, “but I think with any new requirement there is always a heightened sense of awareness, and then things settle down.” The facility has had only one right to refuse incident in its history, and it was quickly resolved.

“In our training session, it didn’t seem to be a concern,” said Carlton. “It would be a concern for me in that this is a small plant, so we wouldn’t have the ability to transfer someone away from someone else. But at this point, I don’t think worrying about someone else in the workplace being a threat was ‘real enough’ for any of the participants to touch on.”

Advice for others

“Beg, borrow and steal,” said Carlton. There are many places to get templates and presentations. There’s no point in reinventing the wheel. Wherever you can, use templates and customize training programs used by others. I’ve also been doing a lot of reading, and went on several courses.”

Both Carlton and Sebastian are firm believers in networking. “If something comes up in your workplace,” said Carlton, “there’s a good chance a colleague has already had to deal with it.”

Sebastian recommends breaking down your compliance plans into bite-sized pieces. “If you look at the five main areas to concentrate on, and break it down from there, it’s a lot easier to manage: assessment, then development of the prevention program itself, then the training, reporting and communicating, and reviewing it annually or as needed.

“And if you haven’t already, find a workshop. There have been some really good workshops out there.”

Final comments

“I have never been in a workplace where violence or harassment was an issue,” said Sebastian, “but I see the need for the legislation. There’s a good, sound reason behind it.”

Carlton’s initial reaction, she said, was “probably the same as a lot of people, feeling initially that we’re legislating common sense. ‘Do we really need this?’ From a violence point of view, we have a relatively safe workplace, but once you understand where the legislation came from, and how it can be applied to all workplaces, then my perception changed to, ‘Yes, this could be valuable to a lot of workplaces.’”

How we can help

Visit IAPA’s websitefor an overview of Bill 168 requirements, plus a comprehensive list of courses and downloadable resources from IAPA, Prevention System partners, and others.

Among the offerings:

• An online toolkit of resources created by the Occupational Health and Safety Council of Ontario. The toolkit contains 9 assessment tools plus an employee survey
• Ministry of Labour guidelines, explaining what employers, constructors, supervisors, and workers need to know about workplace violence and workplace harassment requirements in the Occupational Health and Safety Act
• Education and training opportunities:
  • Implications of Bill 168 - Ontario’s New Workplace Violence & Harassment Legislation: 2-hour management briefings presented by local lawyers well versed in OHS legislation 
  • Preventing Violence and Harassment at Work, a half-day workshop
• E-courses on Bill 168 requirements and workplace violence in general:
  • Developing Your Workplace Violence and Harassment Program in Ontario (2 hours)
  • Violence in the Workplace: Establish a Prevention Program (1.5 hours)
  • Violence in the Workplace: Recognize the Risk and Take Action (1 hour)
• Pre-recorded webinars:
  • Human Resources Policies to Address Bill 168
  • Violence in the Workplace and Investigation Under Bill 168
• Free downloadable forms:
  • Employee Risk Assessment Questionnaire - Workplace Violence
  • Workplace Violence Hazards Inspection Form

Firms achieve record safety results

In 2009, businesses in Ontario’s agricultural, manufacturing and service sectors achieved their lowest ever lost-time and no-lost time injury frequency rates, and an 18% reduction in total injury frequency over the previous year.

“These achievements are impressive, all the more so in an economic recession,” says Workplace Safety & Prevention Services (WSPS) president and CEO Elizabeth Mills. “It’s an indication that Ontario businesses are recognizing how an unwavering focus on preventing injury and illness also impacts organizational performance and productivity.” WSPS is the organization resulting from the January 1, 2010 amalgamation of Farm Safety Association (FSA), Industrial Accident Prevention Association (IAPA), and Ontario Service Safety Alliance (OSSA).

“Fewer injuries and illnesses reduces the horrific personal cost to workers as well as families and co-workers,” notes Mills. “It also reduces other costs that affect productivity and, ultimately, employment.” According to Workplace Safety and Insurance Board (WSIB) calculations made in 2009, the average lost-time injury in Ontario costs $130,000. Direct costs to the WSIB account for about 20% of this figure.

The business advantage of injury prevention is a key message that WSIB chairman Steve Mahoney aims at everyone in the workplace. “Exemplary workplace health and safety practices belong on the ‘asset side’ of the ledger,” wrote Mahoney in an open letter to Ontario employers and workers. “The majority of Ontario’s employers understand this… Now, more than ever, focusing on health and safety in the workplace will reap much-needed financial returns for Ontario’s employers.”

WSPS represents 154,000 Ontario businesses and 3.8 million employees (see “WSPS Firms’ Injury Frequency” for specific rates). It’s one of four new organizations created out of Ontario’s 12 health and safety associations. Collectively, these four organizations also achieved significant results in 2009, reducing total injury frequency by 16%.

A more strategic approach to statistics

A growing focus on total injuries, which includes lost time injuries, fatalities, and no lost time injuries, is part of a longer-term focus on prevention. Until recently, the primary focus had been on lost time injuries.

Tom Beegan, chief prevention officer for the WSIB, elaborates on this change: “The Road to Zero prevention strategy [Download the 1,014 KB PDF] outlines our mission: lead and partner in the creation of the healthiest and safest workplaces in the world, where zero injuries and illnesses is the only acceptable measure of success. Measuring the performance of total injuries allows for a thorough understanding and analysis of all injuries in Ontario. This enables us to identify the areas of greatest need in order to achieve our mission of zero.”

Amalgamation: refocusing and leveraging system resources

Streamlining Ontario’s 12 health and safety associations into four organizations will provide more front-line prevention staff and services to support Ontario businesses, while at the same time lowering operating costs and reducing duplication of products and services. (Learn more about the amalgamation.)

Since amalgamation began, WSPS and the other three new health and safety organizations have been working on innovative and cost-effective health and safety initiatives. One of the most visible examples has been “Partners in Prevention 2010: Ontario Health & Safety Conference & Trade Show,” May 4-5 in Mississauga, ON. All four health and safety organizations collaborated on the event, which drew 4800 attendees, of which 1400 were conference delegates, and 265 exhibitors. The Mississauga event was just one in a series of conferences, trade shows and days of workshops taking place across Ontario. (For a list of what’s happening where, see “Partners in Prevention Events,” below.)

The following examples illustrate other WSPS Initiatives:

• Ministry of Labour inspection blitzes. WSPS’s three legacy organizations formulated a shared response to the slips, trips and falls blitz in November 2009. Since then, the legacy organizations have also worked together on blitzes involving lifting devices/forklifts, falls from heights, and, currently, a young and new worker blitz. Next up: a two-month blitz on musculoskeletal disorders (MSDs), September 1-October 31 (watch for more on the MSD blitz in the next issue of Accident Prevention e-News)

• stakeholder consultation on certification training. WSPS co-chaired a consultation seeking stakeholder input on proposed WSIB changes around such issues as program duration and learning objectives, renewal of certification status, and availability of multi-modal delivery methods, including e-learning

• partnership with the Canadian Standards Association on a 2009 warehouse and distribution centre safety conference. The topic is an issue of concern for all three industries represented by WSPS: agriculture, manufacturing and service

• participation in a national forum exploring the concept of a national standard for mental health in the workplace

• collision industry information sessions. WSPS collaborated with the Ministry of Labour and two collision repair industry associations — Collision Information Assistance and Toronto Automobile Dealers Association — to assess what auto body repair shops need to achieve zero injuries and illnesses. The five partners then worked with other ministries to design customized information sessions. The resulting business model can be recast for other at-risk industries

2010 Partners in Prevention Events

Conferences and trade shows

• Sault Ste. Marie, April 20-21
• Mississauga, May 4-5
• London, June 15
• Sudbury, October 5
• Ajax, October 7
• Kitchener, October 19
• Rama, October 26
• Ottawa, October 28
• Thunder Bay, November 2-3
• Burlington, November 10
• Oldcastle, November 16

Days of Workshops

• Cornwall, May 11
• Kingston, June 1
• Timmins, June 16
• Ottawa, June 23
• London, October 26

How we can help you

The collective resources of Workplace Safety & Prevention Services’ three legacy associations, FSA, IAPA and OSSA, offer you easier access to cost-effective training, sector-specific products, services and expertise. Check us out by topic.

In the News

Request for research proposals

The Workplace Safety and Insurance Board’s Research Advisory Council has issued a request for proposals (RFP) for short-term research and research development projects. Deadline for applications: August 30, 2010.

The objective is to encourage short, research-based projects that address clearly identified workplace needs and promote collaboration among workplaces, prevention organizations, and researchers. The maximum duration of all grants is 12 months.

Two types of proposals will be considered:

• proposals for short-term research projects that build partnerships (maximum grant $60,000)
• proposals to develop completed research into practical applications (maximum grant $40,000).

Check out the RFP at www.wsib.on.ca/wsib/wsibsite.nsf/public/ResearchBridgingtheGap2010.

Japanese executives fined in overwork death

A Japanese district court has ordered a major Japanese pub chain and four senior executives to pay 78.63 million yen (CDN$900,000) in compensation to the parents of a 24-year-old worker who died from overwork.

According to media reports, the decision marks the first time a Japanese court has held senior managers responsible for “karoshi,” or death by overwork.

Motoyasu Fukiage died in his sleep from acute heart failure in August 2007. He had been working for four months at a Nihonkai Shoya outlet in Kyoto. The Japanese pub-style restaurant chain is part of Daisyo Corp, which has 900 outlets in 40 different chains.

Testimony during the trial indicates that Fukiage had worked more than 100 hours of overtime a month. Daisyo's wage system cuts payments to employees who do not work at least 80 hours overtime a month, on top of a 40-hour week. The presiding judge ruled the company and executives were liable because they "neglected their duty to give consideration to work hours so employees' life and health won't be endangered."

Daisyo Corp says it revised its wage system last year. Fixed pay is no longer cut if a worker fails to put in a minimum 30 hours of overtime a month.

When the court decision was announced, Fukiage's father said he’d rather have his son than the money. “Give my son back to us," he said.

Source: news reports published in The Asahi Shimbun and Japan Times.