from the editors of Insider www.OHSInsider.com MACHINERY/EQUIPMENT: How to Comply with Lockout Requirements Volume 7 - Issue 7 JULY 2011 FEATURES Machinery/Equipment 1 How to ensure that your company complies with lockout requirements. What the Law Says (p. 5) Know the Laws of Your Province (p. 6 & 7) WHMIS 1 8 things to do now to prepare for implementation of the GHS in Canada. REGULARS Test Your OHS I.Q. 8 Can One JHSC Represent Multiple Workplaces? continued inside ON PAGE 2 OHS Month in Review 9 Cases of the Month 9 ON Steps up Prosecution of Supervisors Brief Your CEO Why Senior Management Must Monitor OHS Compliance 17 Managing Your OHS Program 18 7 Strategies for Making Your Ergonomics Program a Success Winners & Losers When Can You Use 'Privilege' to Avoid Disclosing Investigatory Reports? 20 TALK TO US The Insider's goal is to help safety professionals do their jobs better and more easily. So tell us what you need! For example, are you unsure what the OHS laws require you to do for a certain hazard? Need help training supervisors on handling unsafe work refusals? Share your pressing safety compliance problems with us by calling (203) 9876163 or emailing [email protected] Robin L. Barton Editor W orkers can get hurt while performing maintenance and repairs on various kinds of energized equipment, such as table saws, conveyors, mixers, etc. The best way to protect EXECUTIVE SUMMARY The Problem: Workers can get injured when repairing, maintaining, workers is to ensure testing or performing other work on energized machinery or that the equipment equipment. The Law Says: Employers must ensure that energized machinery or is in a zero energy equipment is locked out before workers perform such work on it. state while the work 5 Things to Do: is conducted. De1. Develop a lockout policy; 2. Develop lockout procedures; energization involves 3. Supply workers with personal locks; 4. Train workers on lockout policy and procedures; and more than simply 5. Enforce and update the policy and procedures as necessary. turning the power off. Tools: Model Lockout Policy; Model Lockout Procedure. WHMIS: 8 Things to Do Now to Prepare for the GHS C anada intends to implement a new international system for classifying and labelling chemicals called the Globally Harmonized System (GHS), which will impact the current MSDS and label requirements under WHMIS. (See the May 2009 issue for more details about the GHS.) The original goal of implementing GHS by EXECUTIVE SUMMARY 2008 obviously didn’t happen. And the final GHS implementation date hasn’t been set yet. But there are still things that safety coordinators can do now to ensure that their companies are prepared when new GHS rules do take effect. WHMIS Requires: Companies to use labels and MSDSs to inform workers of the hazards posed by chemicals and other dangerous substances in the workplace and how to protect themselves from those hazards. The Problem: Canada is preparing to implement the GHS, which will change WHMIS label and MSDS requirements. 8 Things to Do Before the GHS Is Implemented: 1. Designate someone to be responsible for transition to the GHS; 2. Become familiar with the current edition of the GHS; 3. Follow progress of GHS adoption in US and Canada; 4. Provide feedback to the government; 5. Get substance level classifications for products; 6. Determine impact of classifications; 7. Develop plan for new SDSs and labels; and 8. Develop a GHS training program. continued inside ON PAGE 14 2 SAFETY COMPLIANCE INSIDER Board of Advisors Steps must also be taken to ensure that nobody turns the power back on, either intentionally or inadvertently. In addition, stored energy could activate parts of the machine while a worker is making repairs. That’s why the OHS laws require energized equipment to be “locked out” before repair and maintenance work can be done. Here’s what you need to do to comply with these requirements. Andrew Cooper, CHSC University of Alberta Edmonton, AB LOCKOUT POLICY & PROCEDURE: Cheryl A. Edwards Heenan Blaikie LLP Toronto, ON Go to the Insider's online partner website, www.OHSInsider.com, to download a Model Lockout Policy and Model Lockout Procedure that you can adapt and use in your workplace. Norman A. Keith, CRSP Gowling Lafleur Henderson LLP Toronto, ON Ken Krohman MacKenzie Fujisawa Vancouver, BC Defining Our Terms Fred C. Leafloor, CRSP, CHSC Safety First Intl. Services Dartmouth, NS This article focuses on lockout requirements for equipment operated by electricity or another form of energy, as opposed to requirements for “electrical equipment,” that is, equipment designed to generate, supply or transmit electricity. David G. Myrol McLennan Ross LLP Edmonton, AB Yvonne O’Reilly, CRSP O’Reilly Health & Safety Consulting Toronto, ON HOW TO COMPLY WITH LOCKOUT REQUIREMENTS Wayne Pardy, CRSP Q5 Systems St. John’s, NL The box on page 5 explains how each Canadian jurisdiction handles lockout requirements in its OHS laws. The chart on pages 6 & 7 spells out when lockout is and isn’t required. So how do you ensure that your company complies with lockout requirements? Take these five steps: Barbara Semeniuk, BSc, CRSP Purcell Enterprizes Edmonton, AB Step #1: Develop Lockout Policy Although the OHS laws don’t specifically require companies to have written lockout policies, adopting such policies is still a good idea. At a minimum, a lockout policy should cover: Your Plain Language Guide to C-45, OHS & Due Diligence www.OHSInsider.com EDITOR: ROBIN L. BARTON Managing editor: GLENN S. DEMBY, ESQ. • The types of energized equipment that have to be locked out; LAYOUT: TRACY BRIGHTMAN PRESIDENT AND CEO: ROB RANSOM • The activities that can’t be performed on such equipment until lockout is effected, such as repairs, maintenance and activities that require removing guards from or disabling other safety devices of a machine; Safety Compliance Insider is published by Bongarde Holdings Inc. and is intended for in-house use only – commercial reproduction is a violation of our copyright agreement. • The training workers must have to lockout machinery and equipment and to work on locked out equipment; This publication is designed to provide accurate and authoritative information on the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting or other professional services. If legal or other expert assistance is required, the services of a competent professional should be sought. Publications Mail #40065442. Printed in Canada. WSLETTER NE & 1-800-667-9300. Fax 1-250-493-1970 or visit our website at http://www. SafetyComplianceInsider.com EL EDITORIAL EXCELLENCE AWARD WINNER H NDATIO FO U N please call our customer service centre at NIC PUB TRO LI EC S S ER To order a subscription to Safety Compliance Insider for $397/12 months - • How lockout procedures will be developed, reviewed and updated; and • How the lockout policy and procedures will be enforced. Step #2: Develop Lockout Procedures In contrast to lockout policies, the OHS laws in nearly all jurisdictions do require companies to have written lockout procedures that cover the steps to be taken For more safety compliance advice, visit us on the web at www.OHSInsider.com 3 to make sure machinery or equipment can’t be turned on, intentionally or accidentally, while work is carried out on them. Lockout procedures should include the steps to be taken for work carried out by individual workers and by groups of workers. Each set of lockout procedures should address the following: • Safely bringing and keeping a machine at “zero energy”—that is, inoperable, isolated from any energy source, such as electrical, thermal, hydraulic, pneumatic, chemical, mechanical or steam sources and with any residual energy in the system dissipated; • Properly placing appropriate lockout devices on the machine, including where and how they should be placed; • Verifying lockout effectiveness and testing for a zero energy state; • Notifying people that a machine has been locked out, such as through the use of tags or signs; • Making sure the area near the locked-out machine is kept clear until the machine is repaired and reenergized again; • Removing lockout devices, including who may remove them, when and how; and • Re-energizing the machine after lockout is no longer needed. safetyposter.com 15% OFF All Labour Law Compliance Posters Use Discount Code 4884 LOCKOUT POLICY & PROCEDURE: Go to the Insider's online partner website, www.OHSInsider. com, to download a Model Lockout Policy and Model Lockout Procedure that you can adapt and use in your workplace. Step #3: Provide Workers with Personal Locks For workers to comply with the lockout procedures, the company will need to provide them with locks. To prevent workers from circumventing the lockout, it’s essential that only the worker who puts a lock on a piece of equipment (or a supervisor) is able to remove it. For that reason, you’re not allowed to use combination locks for lockout purposes. The lock should also identify the worker to whom it belongs with a unique mark or identification tag in case supervisors or co-workers need to contact that person to remove the lock, such as in an emergency or at the end of a shift. Step #4: Train Workers on Lockout Procedures As with all safety procedures, it’s crucial to train workers on the lockout procedures and ensure that they understand this training. Who should get lockout training? All workers should understand what lockout is in general, what the locks/tags mean and the procedures to follow if they want to operate equipment that’s been locked out. In addition, any workers who may need to lockout a particular piece of equipment should be trained in the written procedure for that equipment. And if workers could be reassigned to other equipment, they must be fully trained in the lockout procedures for the alternate equipment. Also, workers who may have to deal with any contractors, such as outside service providers, who may be called in to repair equipment or machinery must be trained on the lockout procedures to ensure that those procedures are followed before contractors begin work on the equipment or machinery. Training should generally cover: • The importance of lockouts; • Legal requirements for lockouts; Labour Law Compliance • Company policy on lockouts; • The energy forms, hazards and procedures (administrative and work-related) that must be followed; July 2011 © Bongarde 4 Safeguarding v. Lockout Safeguarding and lockout are similar ways to protect workers from being harmed by energized machinery and equipment. The differences: • Safeguarding: the use of guards to prevent workers from contacting hazardous parts of machinery and equipment is designed to protect workers operating such machinery and equipment. • Lockout: protects workers when machinery or equipment is shut down for maintenance, including repairs and clearing jams. BOTTOM LINE • The importance of following lockout procedures; • Lockout errors to be avoided, such as assuming the equipment is inoperable or that the job is too small to warrant a lockout; Companies have a duty to protect workers both while using equipment and machinery for their intended purpose and when repairing and maintaining that equipment. A lockout • The use and care of PPE; and policy and procedures are essential to ensuring that your • Proper use of all tools, including locks. company fulfills that duty. Step #5: Enforce and Update Policy as Necessary Failing to comply with the company’s lockout procedures, such as by not locking out equipment or removing someone else’s lock, can have terrible consequences—both for workers and the company. Example: A worker was greasing a die machine when he inadvertently stepped on a pedal that turned on the machine. The die came down on his forearm, crushing it. An Ontario MOL investigation found that the machine hadn’t been locked out. The company pleaded guilty to a lockout violation and was fined $60,000 [IMT Corporation, Govt. News Release, Feb. 11, 2010]. Thus, it’s critical that you enforce the company’s lockout policy and procedures by disciplining workers who violate it. It’s also important to keep the policies and procedures upto-date. For example, you may need to revise the procedures when new equipment is introduced into the workplace or when the lockout requirements in your jurisdiction change. Of course, any time you change the lockout procedures, you must retrain workers. safetyposter.com 10% Off Topic Specific Poster Packages at SafetyPoster.com Use Discount Code: PACK For more safety compliance advice, visit us on the web at www.OHSInsider.com Poster Packages 5 WHAT THE LAW SAYS All Canadian jurisdictions address lockout in their OHS regulations in either a dedicated lockout section or as part of their general sections on machinery and equipment. In any event, the lockout requirements in the OHS laws generally cover the following areas: • When lockout is required, such as when doing repairs or maintenance on energized equipment or when a guard is removed; • Any exceptions to the lockout requirements; • General lockout procedures; • Requirements for individual workers, including issuance of personal locks; • Group lockout requirements; • How locked out equipment and machinery should be restored to operation, including removal of locks; and • Alternatives when lockout isn’t “practicable.” DO YOU KNOW ABOUT OUR COMPLIANCE CENTERS? At www.OHSInsider.com you’ll find Compliance Centers containing articles, tools, videos and other resources to help you comply with requirements in key areas. Two new Compliance Centers have just been added: heat stress and supervisors. Other centers focus on: • C-45 • Ontario OHS Reform • Due Diligence • Pandemic & Flu Planning • Incident Response • WHMIS • The JHSC • Workplace Violence. HSInsider.com O A BONGARDE SITE Save $200... Call 1.800.667.9300 to talk to a Bongarde representative and find out more about OHS Insider. Switch your Safety Compliance Insider subscription to a full OHS Insider membership and get full access to all the tools, compliance centers, policy builders and more at www.OHSInsider.com... and continue to receive the print Safety Compliance Insider each month. Offer valid until the end of July 2011. Ask your rep how you can get OHS Insider for $595. July 2011 © Bongarde 6 KNOW THE LAWS OF YOUR PROVINCE Here’s what your jurisdiction says about when locks are required—and when they’re not JURISDICTION LOCKS REQUIRED LOCKS NOT REQUIRED RELEVANT SEC. OF THE OHS LAW FED When a guard has been removed from a machine so that repair or maintenance work can be performed on it. No specified exceptions. OHS Regs., Sec. 13.6(1) No specified exceptions. OHS Code 2009, Part 15 a. When machinery or powered mobile equipment must be serviced, repaired, tested, adjusted or inspected; AB b. When piping, a pipeline or a process system containing a harmful substance under pressure must be serviced, repaired, tested, adjusted or inspected; and c. When a safeguard for machinery has been removed or made ineffective and the machinery can’t be controlled by a worker. Lockout isn’t required if: BC a. When the unexpected energization or start-up of machinery or equipment or the unexpected release of an energy source could injure a worker; and b. When machinery or equipment is shut down for maintenance. MB a. the energy isolating device is under the exclusive and immediate control of the worker at all times while working on the machinery or equipment; or b. a tool, machine or piece of equipment that gets power through a readily disconnected source of power, such as an electric cord or quick release air or hydraulic line, is disconnected from its power supply and its connection point is kept under the immediate control of the worker at all times while work is being done. a. When a safeguard has been removed or made ineffective; and b. When a machine is serviced, repaired, tested, cleaned, maintained or adjusted. NB When a machine must be cleaned, maintained, adjusted or repaired. OHS Reg., Part 10 No specified exceptions. Workplace Safety and Health Reg., Secs. 16.14-16.18 No specified exceptions. OHS Reg., Secs. 239-240 Lockout isn’t required if: NL a. When the unexpected energization or start-up of machinery or equipment or the unexpected release of an energy source could injure a worker; and b. When machinery or equipment is shut down for maintenance. a. the energy isolating device is under the exclusive and immediate control of the worker at all times while working on the machinery or equipment; or b. a tool, machine or piece of equipment that gets power through a readily disconnected source of power, such as an electric cord or quick release air or hydraulic line, is disconnected from its power supply and its connection point is kept under the immediate control of the worker at all times while work is being done. For more safety compliance advice, visit us on the web at www.OHSInsider.com OHS Regs. 2009, Part IX 7 KNOW THE LAWS OF YOUR PROVINCE Continued From Previous Page JURISDICTION NT/NU NS ON PE QC LOCKS REQUIRED LOCKS NOT REQUIRED RELEVANT SEC. OF THE OHS LAW When machinery or equipment is shut down for maintenance or repairs. No specified exceptions. General Safety Regs., Secs. 141-149 When work is performed on a machine, equipment, tool or electrical installation and the work is hazardous to a worker if the machine, equipment, tool or electrical installation is or becomes energized. No specified exceptions. Occupational Safety General Regs., Part 6 When the starting of a machine, transmission machinery, device or thing may endanger a worker’s safety. No specified exceptions. Industrial Establishments Reg., Sec. 76 No specified exceptions. OHS Regs., Secs. 30.6 – 30.7 No specified exceptions. Reg. on Health and Safety, Secs. 185 - 186 No specified exceptions. OHS Regs., Sec. 139 a. When machinery or equipment is shut down for cleaning, maintenance or repairs; and b. When a safeguard on machinery has been removed or rendered ineffective and the machinery can’t be directly controlled by the worker. a. Before any maintenance, repair or unjamming work is performed in a machine’s danger zone; and b. When a worker must remove a protector or protective device to access a machine’s danger zone for adjustment, unjamming, maintenance, apprenticeship or repair purposes. SK Before a worker undertakes the maintenance, repair, testing or adjustment of a machine. Lockout isn’t required if: YT a. When a worker could be injured by the unexpected energization or start-up of machinery or equipment or the unexpected release of an energy source; and b. When machinery or equipment is shut down for maintenance work. a. the energy isolating device is under the exclusive and immediate control of the worker at all times while working on the machinery or equipment; or b. a tool, machine or piece of equipment that gets power through a readily disconnected source of power, such as an electric cord or quick release air or hydraulic line, is disconnected from its power supply and its connection point is kept under the immediate control of the worker at all times while work is being done. OHS Regs., Part 3 July 2011 © Bongarde 8 test your OHSI.Q. JHSCs: Can One JHSC Represent Multiple Workplaces? SITUATION An Ontario-based company owns and operates five plants throughout the province. Each plant has approximately 50 fulltime workers and performs similar work involving the same machinery, equipment, materials and hazardous substances. The company has an extensive OHS program that includes detailed safety rules and training. It has never been cited for a safety violation and its workers have suffered only minor injuries. Ontario’s OHS Act requires employers to establish a JHSC in all workplaces with more than 20 fulltime workers. The company wants to establish one JHSC to represent the workers of all five plants. QUESTION Can the company establish a multi-site JHSC? A. Yes, because all of the plants taken together constitute one workplace under OHS law. B. Yes, provided that it gets permission from the MOL. C. No, because one JHSC can’t adequately protect the workers. D. No, because each plant has more than 20 fulltime workers. ANSWER B. The company can establish a multi-site JHSC—but must first get the MOL’s permission. EXPLANATIONS In general, workplaces in Ontario (and most parts of Canada) must have a JHSC for any site with more than 20 fulltime workers. But the MOL can let an employer establish one JHSC for multiple workplaces rather than establish a separate JHSC for each site based on: • The nature of the work being done; • The request of a constructor, employer, group of workers or trade union(s) representing the workers; • The frequency of illness or injury in the workplace or the employer’s industry; • The existence of safety programs and procedures in the workplace and their effectiveness; and • Anything else the MOL considers advisable. In this case, considering that the work and hazards at each plant are similar, the company has a solid OHS program and a good safety compliance and injury history, it’s likely that the MOL would grant the company permission to establish a single JHSC to represent all five of its plants. WHY WRONG ANSWERS ARE WRONG A is wrong because the Ontario OHS Act defines “workplace” as “any land, premises, location or thing at, upon, in or near which a worker works.” (The OHS laws in other jurisdictions have similar definitions.) So although all of the plants are owned and operated by the same company, each plant would be considered a workplace under this definition and need its own JHSC, unless the employer got the MOL’s permission to establish a multi-site JHSC for all of the plants. C is wrong because a multi-site JHSC could adequately protect workers under certain circumstances reflected by the MOL factors. If the MOL determines that a multi-site JHSC isn’t adequate, it may deny permission to establish one or order the employer to disband it if one already exists and establish separate JHSCs. That’s what happened to an Ontario school district that included 94 workplaces with 20 or more employees. An inspector rescinded the MOL order authorizing it to establish a multisite JHSC after finding that the JHSC was “dysfunctional” and had failed to adequately address health and safety issues for at least a year. The court upheld the order as reasonable and necessary to protect workers [Elementary Teachers’ Federation of Ontario v. MOL]. D is wrong but a true statement. Sec. 9(2) of Ontario’s OHS Act does require a JHSC at a workplace in which 20 or more workers are regularly employed. (Other jurisdictions have a similar requirement.) But Sec. 9(3.1) says that the MOL, in writing, may permit an employer to establish one JHSC for more than one workplace. Thus, the fact that each plant has more than 20 fulltime workers doesn’t necessary mean that the company can’t get permission to establish one JHSC for all of them. SHOW YOUR LAWYER Elementary Teachers’ Federation of Ontario v. MOL, [2009] CanLII 7084 (ON S.C.D.C.), Feb. 17, 2009 For more safety compliance advice, visit us on the web at www.OHSInsider.com 9 OHS Month in Review A roundup of important new legislation, regulations, government announcements, court cases and board rulings CASES OF THE MONTH Ontario Steps up Prosecution of Supervisors Supervisors have health and safety responsibilities under the OHS laws just like companies, owners, contractors, etc. Thus, they also face the risk of prosecution and fines for safety violations. In fact, supervisors are being prosecuted and fined with increasing regularity across Canada. Just look at three recent prosecutions of supervisors in Ontario. THE CASES In a matter of days, the Ontario Ministry of Labour announced the following fines imposed on supervisors: Supervisor fined $12,000 for OHS violation and lying to inspector. At a construction project, a worker, who wasn’t wearing fall protection fell from a pitched roof and broke his arm. The supervisor on site lied about the incident by telling an MOL inspector that the worker had tripped and fallen from a window opening. The supervisor pleaded guilty to failing to ensure that a worker was adequately protected when working from heights and knowingly providing false information to an inspector. The court fined him $12,000 [Dustin Greer, Govt. News Release, May 5, 2011]. Supervisor fined $4,000 for amputation of worker’s fingers. A worker for a custom cabinet company was using a table saw to cut a wooden part with help from his supervisor. When the worker noticed a fragment of wood coming loose, he reached for it and his hand came into contact with the saw blade, which amputated three of his fingers. An MOL investigation found that the table saw was equipped with a guard that wasn’t being used at the time. The company and supervisor pleaded guilty to failing to ensure that the table saw was properly guarded to prevent access to its moving blade. The court fined the company $50,000 and the supervisor $4,000 [Elmwood Group Ltd. and Jake Tissen, Govt. News Release, May 4, 2011]. Carpenter’s fall costs supervisor $3,000. At a condominium construction project, a carpenter was cleaning a work surface that had a hole in its floor. He lifted up a panel covering a hole in the floor and walked forward, falling through the hole to concrete below. The MOL concluded that the panel wasn’t secured or identified as covering an opening. The construction company and a supervisor pleaded guilty to failing to prevent a worker from falling through an opening by either installing a guardrail or protective covering. The company was fined $50,000 and the supervisor $3,000 [Resform Construction Ltd. and Justin Lowes, Govt. News Release, May 2, 2011]. ANALYSIS These three cases certainly suggest that Ontario isn’t shy about going after supervisors for OHS violations. Typically, the MOL is charging supervisors in addition to the employer but as the Greer case shows, it may also charge supervisors on their own when they engage in egregious conduct, such as lying to an OHS inspector. Ontario isn’t the only jurisdiction targeting supervisors, although it is the most aggressive. For example, in Saskatchewan, a supervisor was fined for failing to ensure workers under his supervision worked in compliance with OHS legislation while in a trench [Neal Basaraba, Govt. News Release, Feb. 24, 2011]. At the Insider’s companion website, www.OHSInsider.com, there’s a Supervisor Compliance Center that contains articles, tools, videos and other materials you can use to ensure that your company’s supervisors—including foremen, lead hands and anyone with supervisory responsibilities, regardless of their title—understand that they may face liability for safety violations and are able to fulfill their OHS duties. LAWS & ANNOUNCEMENTS FEDERAL April 20: Review of Nuclear Plants Underway A task force of senior Canadian Nuclear Safety Commission (CNSC) experts is reviewing whether Canada’s nuclear power plants are ready for potential disasters. It’ll examine the plants’ plans, procedures and guidelines for dealing with severe incident scenarios and recommend measures to address any major problems, including design changes and changes to CNSC regulatory requirements, inspection programs and policies for new nuclear power plants. April 18: Studies out on Health & Safety of Migrant Workers Results from two new studies indicate that many migrant farm workers in Canada don’t get proper safety training, live in hot and cramped quarters without access to clean water and suffer health problems as a result. The papers, published in the Canadian Medical Association Journal, also state that although these workers suffer from persistent back pain, eye and skin disorders and mental health problems, many don’t seek treatment because they don’t know they’re entitled to it, work too much to get to a clinic or fear losing their jobs. And 45% indicated they were afraid of reporting concerns to employers. July 2011 © Bongarde 10 ALBERTA LAWS & ANNOUNCEMENTS CASES May 1: Workplace Fatality Rate in 2010 Increased Almost 24% According to the government, Alberta’s lost-time claim rate for 2010—1.41 injuries for every 100 full-time jobs—is the lowest in 20 years and has declined for 10 straight years. But its fatality rate increased almost 24% to 78 fatalities per million full-time jobs. In 2010, there were 136 workplacerelated fatalities, up from 110 in 2009. Awkward Use of Touchscreen Caused Worker’s Shoulder Pain Four days after putting in several hours a day using a company’s new touchscreen and keyboard system, a worker developed shoulder pain and tendonitis. Her workers’ comp claim was denied. On appeal, the Commission said her shoulder injury was work-related. The touchscreen forced her to assume an awkward position—she had to use it with her arm fully extended at or above shoulder level while making repetitive motions. Her pain disappeared when she used a mouse instead of the touchscreen. Thus, the injury was covered by workers’ comp [Decision No. 2011-317, [2011] CanLII 22857 (AB W.C.A.C.), April 18, 2011]. May 4: Safety Inspections to Focus on Young Workers The second of three planned focused inspections for 2011 will target places where young Albertans work. Young workers represent about 17% of the province’s workforce. Once the focused inspections and re-inspections are done and the results tabulated, the government will share the findings, including the total number of inspections and orders issued. May 2: Study Says Underage Worker Violations Are Rampant A recent study suggests potentially widespread labour violations involving children and adolescents in Alberta, including kids working too many hours, receiving less than minimum wage and working under age in prohibited occupations or performing prohibited tasks. The study suggests that the province’s reliance on complaints to trigger enforcement of labour laws is ineffective. Ignorance of worker rights and workplace practices, coupled with fear of potential employer retaliation, are also influencing factors. May 3: Results of Powered Mobile Equipment Inspections Released A recent inspection campaign focused on forklifts and other powered mobile equipment involved 87 employers and 181 inspections, and resulted in 214 orders, including: • 24 related to inspection and maintenance requirements • 20 for failing to conduct a visual inspection before operating equipment • 16 related to hazard assessment requirements • 14 related to worker training, competency and proper supervision. May 4: Presumptive Coverage for Firefighters Is Expanded Four more cancers—prostate, breast, skin and multiple myeloma—were added to the list of cancers with presumptive workers’ comp coverage for full-time firefighters. If a firefighter is diagnosed with these or any of the other 10 cancers on the list and meets the exposure criteria, the cancer’s presumed to be work related. And on May 10, a bill was introduced to apply the updated list of cancers presumed to be work-related to volunteer, part-time and casual firefighters. Employer Penalized $75,000 for Worker’s Arm Amputation A backhoe operator suffered serious injuries, including the loss of his right arm, while working on a rotating drill pipe. His employer pleaded guilty to an OHS violation. The court fined it $2,500 and ordered it to pay $72,500 to the University of Alberta’s OHS Certificate Program to facilitate delivery of two online courses, including one on risk management and communication [Watts Projects Inc., Govt. News Release, April 27, 2011]. Worker’s Crushing Costs Employer $75,000 An operator was crushed and held against a concrete pillar by a finger assembly that had retracted while he was under the machine performing maintenance. His employer pleaded guilty to violating Sec. 189 of the OHS Code by failing to secure equipment and materials that could injure a worker. The court fined it $5,000 and ordered it to pay $70,000 to the Hinton Fire/Rescue Department [West Fraser Mills Ltd., Govt. News Release, April 18, 2011]. LAWS & ANNOUNCEMENTS April 18: Deaths of Two Highway Workers Leads to Hazard Alert WorkSafeNB issued a hazard alert on safe work practices for traffic control zones after two highway workers were killed. One was hit by a truck while placing orange traffic cones along the centre line of the road; the other was struck by a van while helping a co-worker clean up a pile of debris at the end of a paving project. April 28: Young Worker Safety Plan Announced The Manitoba government launched an action plan to keep young workers safe, which includes: • A $20,000 grant program for Manitoba schools to develop innovative projects encouraging and educating students on workplace safety • An agreement to provide $105,000 a year to the Safe Workers of Tomorrow to support its work helping educate young people about their safety and health rights and an additional $50,000 for pilot projects • A victim’s services co-ordinator position at the Manitoba Labour and Immigration Workplace Safety and Health Division • A $10,000 grant for Threads of Life. May 11: Occupational Cancer Prevention Campaign Launched The United Firefighters of Winnipeg, Local 867 and the WCB have partnered on an awareness campaign promoting safe work practices and early detection and prevention of occupational cancers. Early detection and screening are important for all workers but especially those who work in occupations where they may be exposed to a high level of carcinogens, such as firefighting. For more safety compliance advice, visit us on the web at www.OHSInsider.com LAWS & ANNOUNCEMENTS NL May 3: New Violence Regulations Planned for Healthcare Workplaces The government is drafting regulations requiring all healthcare facilities to develop a violence prevention policy and strategy, including ensuring emergency security assistance is immediately available. Current OHS regulations apply to a wide range of workplaces and aren’t specific to the healthcare setting. The government hopes to have the new rules in place by the end of August. NB MANITOBA LAWS & ANNOUNCEMENTS April 20: WCB Releases 2010 Annual Report The WCB released its 2010 Annual Report. The province’s time loss injury rate has decreased by 41% over the past decade, down to an estimated 3.3 per 100 full time workers in 2010. In addition, injured workers spent less time off the job in 2010. May 11: Results of National Brake Check Day Released The government announced the results from this year’s National Brake Check Day, which took place on May 4 and is dedicated to improving commercial vehicle brake safety. Department of Government Services inspectors conducted 207 inspections. Results: • 12% of trucks were taken out of service specifically for brake systems • 21.2% of trucks were removed from service for all conditions, including brakes. 11 BRITISH COLUMBIA LAWS & ANNOUNCEMENTS CASES May 6: WorkSafeBC Releases 2010 Annual Report According to WorkSafeBC’s annual report for 2010, the provincial injury rate decreased from 2.34 in 2009 to 2.27. But the rate of serious injury hasn’t declined as quickly. In 2009, serious injuries rose to 35% of the overall injury rate—and to 37% in 2010. And there were 143 fatalities in 2010 (121 in 2009). More than 50% of those fatalities were related to occupational disease. Operators and Mushroom Farm Plead Guilty in Death of Three Workers Two Vietnamese-Canadian workers at a mushroom farm died after being overcome by toxic fumes when a pipe carrying a compost mixture broke. Three workers tried to rescue them—one died and the other two were seriously injured (one is in a coma and the other can no longer walk, speak or hear due to severe neurological damage). Two companies and three farm operators pleaded guilty to 10 charges under the Workers Compensation Act and OHS Regulations. Sentencing is scheduled for September [A-1 Mushroom Substratum Ltd., H.V. Truong Ltd., Ha Qua Truong, Van Thi Truong and Phinh Hwu Doan, May 13, 2011]. April 13: New or Revised Guidelines Took Effect The following guidelines were added or revised effective April 13: • BC Safety Authorit y • Jurisdiction over oil and gas operations • Labour supply firms and client employers – Responsibilities • Labour supply firms and construction employers – Responsibilities • High angle rope rescue program • Tilt-up construction • Electrical protective equipment for low voltage electrical equipment • Slope limitations - Safe work procedures. June 1: New OELs for Three Substances Took Effect The WorkSafeBC Board of Directors adopted the revised American Conference of Governmental Industrial Hygienists Threshold Limit Values as BC occupational exposure limits (OELs) for cotton dust, methyl isobutyl ketone and thallium and soluble compounds as Tl. May 12: Report on Care Home Worker’s Shooting Blames Poor Communication A report on WorkSafeBC’s investigation into the shooting of a care home manager indicates that poor communication between Vancouver Coastal Health Authority agencies and with Christenson Village, due to privacy concerns, left staff without the information they needed to recognize the potential for violence. A care home resident shot the manager as he tried to evict her for violating facility rules. She was convicted of attempted murder and eight firearms offences and sentenced to seven years. Workplace Shooter Gets Life Sentence A worker who shot his former boss to death at a staff Christmas party was sentenced to life in prison with no chance of parole for 15 years after being convicted of second-degree murder. The 63-year-old arrived with a gun at the party the day after he was terminated. He opened fire, but no one other than the boss was injured. During his trial, it came out that he’d had a history of conflict in previous workplaces, including swearing at supervisors, slamming and kicking equipment and shoving a co-worker [Eric Kirkpatrick, May 6, 2011]. SASKATCHEWAN LAWS & ANNOUNCEMENTS CASES April 26: OHS Training Available Online Now The government launched a web-based OHS training initiative. You can access the courses at www.worksafesask.ca for a $10 registration fee. Two courses are currently available online: •Saskatchewan Workplace Inspections explains how to prepare for and conduct inspections to prevent work-related injury and illness •Incident Investigations in Saskatchewan Workplaces provides an introduction and practical approach to injury and incident investigations. Contractor Fined $1,560 for Fall Protection & Other Violations Based on the findings of a routine inspection, a contractor pleaded guilty and was fined $1,560 for failing to: •Ensure that workers use a fall protection system where they may fall three metres or more •Provide and/or require workers to use appropriate protective headwear •Ensure that all work at a place of employment was sufficiently and competently supervised [G.M. Construction Ltd., Govt. News Release, April 26, 2011]. April 21: WCB Released 2010 Annual Report The WCB released its 2010 Annual Report indicating that it posted a $12.1 million surplus last year, its seventh consecutive operating surplus. Continuing reductions in the workplace injury rate were a factor in the surplus. For example, the injury rate dropped 9.3%, ending 2010 at 3.12%, which surpassed targeted reductions for both 2010 and 2011. May 10: Easier to Register with WCB Now New business owners can now register their businesses with the WCB, Corporate Registry and the Saskatchewan Ministry of Finance through the new Business Registrations Saskatchewan website using the Quick Link on the WCB homepage. May 11: Esophageal Cancer Added to Firefighter Presumptions The legislature passed a bill adding esophageal cancer to the list of cancers presumed to be occupational diseases covered by workers’ comp when suffered by full-time, professional fire fighters, unless there’s evidence to the contrary. Contractor Fined $840 for Fall Protection Violation Based on the findings of a routine inspection, a contractor pleaded guilty to failing to ensure that workers at risk of falling three metres or more use a fall protection system. The court fined it $840 [Laron Builders Ltd., Govt. News Release, April 21, 2011]. LAWS & ANNOUNCEMENTS PE April 29: Revised Guide to Residential Construction Released The WCB revised the Guide to Workplace Safety for Residential Construction Sites to provide up-to-date safety information and reduced its size so it fits in workers’ tool belts. May 10: School Health & Safety Inspections Done Inspections of schools across the province to identify water infiltration are now complete. Reports indicate that most schools require minor repairs to be carried out by custodial staff. Fifteen schools were deemed high priority. Following any remedial action, follow-up assessments will take place to ensure actions taken have addressed the problems. The JHSCs at each school have or will soon receive a copy of their completed inspection report. July 2011 © Bongarde 12 ONTARIO LAWS & ANNOUNCEMENTS CASES cont'd May 4: Amended Bill 160 Sent for Third Reading The Standing Committee on Social Policy sent an amended Bill 160 back to the Assembly for third reading. Key changes made to the bill: • Power to establish standards for and approve training programs and providers moved from Minister to Chief Prevention Officer • Minister must consult Chief Prevention Officer on “significant changes” to OHS system • Inspectors may appear before the Ontario Labour Relations Board in worker reprisal cases • MOL Directors no longer have the power to establish policies on the interpretation, administration and enforcement of the OHS laws. Guarding Violation Leads to $150,000 Fine A machine made for shredding metal was shut down for maintenance. The shredder’s dome lid was opened using a hydraulic system and secured with a pin. After maintenance was done, one worker removed the pin while a second activated the hydraulic controls to close the lid. The first worker left and, when he returned, found the second worker trapped in the shredder between the dome lid and base. According to the MOL, there were no guards or devices in place to prevent access to a pinchpoint. In addition, the company didn’t have a procedure to ensure that the shredder was clear of equipment and workers before its lid was closed. The company pleaded guilty to a guarding violation. Its fine: $150,000 [Triple M Metal Corp., Govt. News Release, May 2, 2011]. May 1: Young Worker Safety Blitz Began Ontario launched a four-month safety blitz to help protect new and young workers who are often vulnerable to hazards on the job and confirm that young workers are: • Instructed, trained and supervised on jobs • Using proper safety measures, equipment and procedures to prevent injuries • Meeting minimum age requirements for the work they’re doing. Worker’s Injuries While Clearing Clog Lead to $120,000 Fine A worker at a car manufacturing plant tried to clear a clog in a picker, a machine with a large spiked roller. Although he locked out the machine before opening an access window to reach the clog, the roller was still moving. His hand got caught by the roller and he was drawn into the machine, suffering serious injuries. The manufacturer pleaded guilty to failing to ensure that the roller was cleaned or adjusted only when motion that may endanger a worker had been stopped. The court fined it $120,000 [Rieter Automotive Mastico Ltd., Govt. News Release, May 13, 2011]. May 2: Low-Rise Residential Construction Safety Blitz Starts The MOL’s May safety blitz focused on low-rise residential construction sites. Ontario increased enforcement at such sites to ensure compliance with the OHS Act and that workers are, among other things, properly protected from any on-site hazards, such as trench or excavation cave-ins. Construction Companies Fined $100,000 after Worker Died in Feller Buncher A construction company hired to cut trees where a new power line was being installed hired a contractor for use of a feller buncher, which cuts and gathers trees, and an operator for the equipment. After the feller buncher operator had problems with its saw, a repair crew tried to fix it. But a member of the crew was pinned between the feller head and its tracks and was killed. An MOL investigation found that the arm and feller head weren’t secured to prevent movement during the repair. Both companies pleaded guilty to failing to ensure that a blocking system was installed on the feller buncher while it was being repaired. The court fined the construction company $65,000 and the contractor $35,000 [Moose Band Development Corp. and Daak Enterprises Ltd., Govt. News Release, May 10, 2011]. April 19: City Internal Auditor Sues over ‘Toxic Workplace’ Windsor’s lead internal auditor accused city council and top administrators of creating an abusive and “toxic workplace,” which forced her to leave her job. In a letter to the city’s executive HR director, she cited “a long and terrible history” of workplace violence, harassment and “mobbing” and said she reported “many concerns” that went ignored. As a result, she suffered a work-related injury and so is filing a formal harassment complaint. CASES Worker Can’t Claim Reprisal Simply Because He Objects to Discipline A worker was given a written warning for using an incorrect lifting fixture, causing a rotor shaft he was moving to fall. He filed a grievance, claiming that that fixture was the only one available and the one he’d been trained to use for this job. But the union withdrew the grievance. So he filed a complaint under the OHS Act. The Labour Relations Board dismissed the complaint because the worker didn’t claim he’d been disciplined in reprisal for exercising his OHS rights in violation of Sec. 50. He just didn’t think he should have been disciplined, which was addressed through the grievance process (although not to his satisfaction) [Gugliotta v. Electro-Motive Canada Co., [2011] CanLII 21301 (ON L.R.B.), April 18, 2011]. Auto Parts Supplier Accommodated Injured Worker to Point of Undue Hardship A worker for an auto parts supplier injured her back on the job. For nearly two years, she tried unsuccessfully to return to work. The supplier finally said it didn’t have any suitable work for her. She claimed that it’d failed to accommodate her. The arbitrator said the supplier had a “credible” early and safe return to work program and had made genuine efforts to accommodate the worker, such as preparing three return to work plans and providing modified work. But her limitations were very restrictive and permanent. As the worker can no longer perform productive work for the supplier, it had accommodated her to the point of undue hardship, concluded the arbitrator [Automodular Corp. v. CAW-Canada, Local 1256 (Petkovska Grievance), [2011] CanLII 20787 (ON L.A.), April 7, 2011]. For more safety compliance advice, visit us on the web at www.OHSInsider.com Prosecutors Don’t Have to Give Privileged Information to Defence Based on violations an inspector found, prosecutors brought OHS charges against a company and several individuals. A defence lawyer asked the court to order the Crown to turn over all documentation of communications between the inspector and the prosecutor so the defendants could respond to and defend themselves against the charges. The court said the documents were protected by privilege. This privilege could be set aside if the defendants met the “innocence at stake test”—that is, if they can show that they can’t get the information from any other source and the information could raise a reasonable doubt as to their guilt. The court reviewed the documents in question and concluded that the defendants didn’t meet the test and refused to issue the order [Ontario (MOL) v. JR Contracting Property Services, [2011] O.J. No. 1846, April 19, 2011]. Uniform Supplier Fined $60,000 for Worker’s Amputated Thumb A worker tried to tie the drawstring on a laundry bag while walking with it along the conveyor. But when the bag hit a sensor and was lifted up, his thumb was entangled in the drawstring and he was lifted into the air with the bag. The force amputated his thumb. An MOL investigation found that the emergency stop button on the bag hoist was too high up for a worker to reach in an emergency. The supplier pleaded guilty to an OHS violation and was fined $60,000 [G&K Services Canada Inc., Govt. News Release, April 19, 2011]. Worker Slips on Wet Floor and Breaks Arm A worker for a pipe manufacturer opened a door, slipped on a wet surface and fell to the ground, breaking his arm. The manufacturer pleaded guilty to failing to ensure that the floor was kept free of hazards. The court fined it $55,000 [Algoma Tubes Inc., Govt. News Release, May 2, 2011]. 13 NOVA SCOTIA LAWS & ANNOUNCEMENTS CASES cont'd May 5: New Website Provides Easy Access to Safety Information Based on stakeholder feedback, the Department of Labour and Advanced Education developed Knowledge Base, a new website that lets users easily locate OHS information and contribute to or change what appears on the site. Highlights include a wiki-style FAQ and comment section, an RSS feed to help track updates and changes and improved search capability. Workers’ Comp Covers Cancer Partly Caused by Second-hand Smoke at Work A construction worker, who didn’t smoke, filed a workers’ comp claim for cancer of the cell lining in his tonsils. The claim was rejected as non-work related, so he appealed. The Appeals Tribunal ruled that his cancer was workrelated. There was sufficient evidence that the disease was caused, at least in part, by the worker’s exposure to occupational carcinogens, particularly second-hand smoke. Many of his co-workers smoked and did so in “job shacks,” company vehicles and other areas of job sites [WCAT #2010-112-AD, [2011] CanLII 26314 (NS W.C.A.T.), May 10, 2011]. CASES Drug Company Fined $47,000 for Chemist’s Death A chemist died from lung failure after exposure to trimethylsilyldiazomethane (TMSD) in a quality control laboratory. The fume hoods weren’t operating because of roof work. The drug company pleaded guilty to failing to provide proper workplace ventilation. The court fined it $47,000. A statement from the deceased chemist’s family expressed disappointment that court proceedings didn’t explain why workers worked in the lab without adequate ventilation and called the fine “a slap on the hand of a giant pharmaceutical company” [Sepracor Canada, May 5, 2011]. Logging Company Liable for Failing to Thoroughly Inspect All Trailer Stakes One of the metal stakes used to contain logs fell off the empty trailer of a logging truck and went through the windshield of a van, causing it to roll over and injure the three people inside. They sued the logging company for negligence under the Motor Vehicle Act. The court ruled that the company didn’t do all it reasonably could to ensure that the vehicle was safe and roadworthy. Its system for visually inspecting the stakes was inadequate because the rear stakes couldn’t be visually inspected and needed to be removed to be examined. Had these stakes been properly inspected, the defect in a safety chain that caused the incident would’ve been caught [MacDonald v. Holland’s Carrier Ltd., [2011] N.S.J. No. 172, March 31, 2011]. LAWS & ANNOUNCEMENTS QUÉBEC April 27: Coroner Recommends Improvements to OHS System The coroner looking into three workplace deaths involving men who were working for subcontractors on road or infrastructure work released his report. Recommendations for the labour minister: • Make developers and public agencies more responsible for the safety of workers • Consider creating an agency or officer of workplace incident prevention independent of the CSST to review and analyze fatal occupational incidents and advise the minister on ways to ensure workplace safety • Require all calls for tender and construction contracts to contain a section detailing the equipment and techniques necessary for the work to be done according to current safety standards and include a tally of related costs. May 6: Worker Dies in Incident in Ontario A west Québec worker was helping to secure a container on a trailer when he slipped. He apparently tried to stop his fall by grabbing the container, but instead pulled it down with him. When the police arrived, the worker’s boss had freed him from beneath the container. But he died from his injuries in hospital. The police and the Ontario MOL are investigating. Steel Plant Can’t Blame Closure on OHS Regulator The owner of a bankrupt steel plant closed the plant down and then sued the Nova Scotia OHS regulator for committing “torts” that caused the plant’s losses, including issuing 48 compliance orders. The trial court dismissed the lawsuit, ruling that although the regulator did have a duty of care to the plant and had made some mistakes, its failures didn’t cause the plant’s closing. An appeals court upheld the dismissal but ruled that the regulator didn’t owe the plant a duty of care. Such a duty would conflict with its public duty under the OHS Act, which doesn’t expressly or implicitly impose a private duty of care [Cherubini Metal Works Ltd. v. Nova Scotia (Attorney General), [2011] NSCA 43 (CanLII), May 12, 2011]. April 25: Agricultural Workers Killed, Injured in Van Accident Eight “chicken catchers” were travelling in a minivan when it rolled over. Three workers were thrown from the vehicle; one died. The seven other workers were injured. The Sûreté du Québec’s investigation says that it’s “probable” that the driver fell asleep at the wheel. The investigation is complicated by the fact that the foreign workers only speak Spanish. A number of other agencies are investigating, including the CSST, Transport Canada and the Société de l'assurance automobile du Québec. CASES Business Owner Crushed by Forklift The owner of a metal company was crushed to death when the forklift he was operating rolled over as he went around a turn. The CSST concluded that the speed at which he was driving the forklift and the height of its forks contributed to the incident. The incident investigation report is available online [Metal Inc., Govt. News Release, May 11, 2011]. LAWS & ANNOUNCEMENTS April 28: Groups Work Together on Fall Protection Awareness The NWT Construction Association and WSCC teamed up to boost awareness on safety in the workplace, focusing on fall protection in particular. It was the first time the two groups got together to try to prevent injury among workers. According to the WSCC, falls are the leading cause of death and injury in the construction industry. May 12: Countries to Sign Arctic Search & Rescue Agreement Foreign ministers from Canada and the world’s other Arctic countries were expected to sign an internationally binding agreement that will create a coordinated emergency response scheme for the Arctic ocean and airspace, dividing the Arctic into specific search and rescue areas, with each Arctic state being responsible for a specific territory. NU LAWS & ANNOUCEMENTS May 16: Oil Spill Forces Relocation of Students A heating oil tank attached to a portable at a high school leaked its entire contents, soaking into the earth and leaving a large five-metre puddle. The students who normally attend class in the portable were relocated during the clean-up process. The area was also fenced off. The spill was caused by a cracked supply line in the tank. An official said that as long as students were kept away from the spill, it posed no immediate danger. NT YT LAWS & ANNOUNCEMENTS July 2011 © Bongarde 14 WHMIS continued FROM PAGE 1 We’ll review what’s going on with GHS. And then with help from Mike P. Moffatt, a safety and environmental compliance expert, we’ll tell you eight things you can do now to prepare for Canada’s eventual implementation of GHS. GHS: WHERE THINGS STAND The idea for the GHS came about in 1992 at the United Nations Conference on Environment and Development Earth Summit. Many countries have systems for classifying and labelling chemicals. Although national systems are similar, there are enough significant differences to create trade barriers, impede compliance and cause confusion. For example, a company that manufactures a product containing hazardous substances may need to create a different MSDS for each country to which it ships that product. The summit participants agreed that an internationallyharmonized system for classifying and labelling chemicals would ensure that companies, workers and other end-users have consistent and appropriate information on chemicals and their hazards. This initiative is now known as the GHS. A UN subcommittee formally adopted the first edition of the GHS in 2002; a third edition of the GHS was published in 2009. Within this classification system, there are three major hazard groups: • Physical hazards; • Health hazards; and • Environmental hazards. Each hazard group has “classes” and “categories” within the classes. Each class or category is called a “building block.” Countries can determine which building block(s) to adopt. They must then use the GHS rules for classification and communication corresponding to the block(s) they adopt. Communication of hazards. Once a chemical has been properly classified, information about the hazards associated with its classification must be effectively communicated to anyone who may come in contact with the substance, including workers. The GHS relies on two items for hazard communication: labels and SDSs (the equivalent of MSDSs). Thus, implementation of GHS will directly affect the Canadian WHMIS system. All existing WHMIS requirements will need to be adapted to reflect the new GHS hazard classification criteria and communication rules, which means changes to WHMIS labelling and MSDS requirements. Health Canada is coordinating Canadian adoption of the GHS with help from Environment Canada and Transport Canada. The government must first identify which parts of the GHS it wants to adopt and then amend the existing laws to reflect the GHS requirements. It has held technical consultations with multi-stakeholder groups on implementation of the GHS. But a final implementation date still hasn’t been set. So where do things stand? Moffatt believes that Canada’s final GHS regulations will be published sometime in 2012, with full compliance required by 2014. How the GHS Works The GHS has two major elements: Classification of chemical hazards. The GHS sets rules or criteria for classifying both pure chemicals and mixtures. For more safety compliance advice, visit us on the web at www.OHSInsider.com SafetyTalks.com A BONGARDE SITE Need a quick talk? Visit www.SafetyTalks.com. BRAN NEW D ! Use discount code SCI2010 to save 10%. 15 8 WAYS TO PREPARE FOR THE GHS Moffatt suggests that Canadian companies do the following now so they’ll be prepared when Canada adopts the GHS: 1. Designate Someone to Be Responsible for GHS Transition Someone in the company will need to spearhead efforts to transition from WHMIS to the GHS, says Moffatt. That person should probably be the safety or EHS coordinator. However, that person may need to work with a team of representatives from the affected parts of the company. Transition to GHS will affect each company differently depending on its operations. For example, the transition will be more challenging for a company that manufacturers chemical products than for a company whose workers simply use a few chemical products in their jobs. Thus, a chemical manufacturer may need a full blown GHS transition team. 2. Become Familiar with the Current Edition of the GHS Whoever leads the GHS transition or transition team should start becoming familiar with the current edition of the GHS, especially its label and SDS requirements. The third edition is available online. You can also order a hard copy or CDROM version. 3. Follow Progress of Adoption of GHS in US and Canada The US has made more progress in adopting the GHS than Canada, which is taking a wait-and-see approach, says Moffatt. And it’s likely that Canada will follow the US’s lead in many respects, he adds. For example, it’s expected that both the US and Canada will omit the entire environmental hazard group because of issues as to how environmental hazards are regulated in these countries. It’s also likely that both countries will add hazard classes. So the transition person needs to follow what’s going on with GHS implementation in both the US and Canada. 4. Provide Feedback to the Government The Canadian government has already held consultations with stakeholders on the GHS and is expected to ask for additional feedback as it develops GHS regulations. By providing feedback on proposed GHS rules, you may be able to influence how GHS is implemented in Canada and reduce potential implementation costs. For example, Moffatt believes that with enough industry feedback, the government may agree to a longer timeline for implementation of GHS regulations and staggered timelines for pure substances and mixtures. 5. Get Substance Level Classifications for Products To know what information to put on a GHS-compliant label and SDS for a chemical or mixture, you’ll need to know its classification. Classification of individual chemicals is pretty straightforward. But classification of mixtures is based on a variety of factors including: • Human experience; • Physical properties of mixture; • Concentration of ingredients; and • In vitro or animal test data. Moffatt says that if your company manufactures chemical mixtures, you’ll need a database of the GHS classifications for each of the individual components in your mixtures to properly classify them. And because the classification process could be lengthy, start gathering this information now, he advises. As of Dec. 1, 2010, companies in the EU must have compliant SDSs for substances and proposed “provisional classifications” for 140,000 REACH pre-registered components. You can use this EU information as the basis for classifying your mixtures. 6. Determine Impact of Classifications Once you’ve classified the chemicals and mixtures your company makes, consider the impact of that classification. For example, will you have to change a product’s marketing materials or claims because of its classification? If so, determine if you can reformulate the product so that it falls into a less severe hazard category—or even exclude it from the hazard class entirely. If the product can’t be reformulated and the hazard category seems unreasonable, consider having the product tested, suggests Moffatt. In many classes, product testing data “trumps” general ingredient-based classification rules, he explains. July 2011 © Bongarde 16 7. Develop a Plan for New SDSs and Labels If your company manufactures or supplies chemicals, you’ll have to reclassify those chemicals under the GHS rules, and generate GHS-compliant labels and SDSs. So start figuring out the best plan to do so. For example, compare the costs of creating new SDSs and labels internally versus outsourcing the job. You’ll also have to get updated SDSs for the chemicals you use and ensure that new GHS-compliant labels are on them. So develop a plan on how you’ll acquire GHScompliant SDSs and labels. And you’ll need to be prepared to created GHS-compliant workplace labels for use, say, when workers decant a chemical from its original container into a smaller container. 8. Develop a GHS Training Program Although the GHS doesn’t include specific training requirements, under Canadian law, you’ll clearly have to train workers who work with or near chemicals and mixtures on the new GHS requirements. So start developing a GHS training program now. At a minimum, such training should cover: Webinar on the GHS Available Online At the Insider’s companion website, www.OHSInsider.com, you can watch a webinar by Mike P. Moffatt on the GHS and preparing for compliance with it. • The new hazard classes and categories; • The new format for SDSs; and • Understanding the information on GHS-compliant labels and SDSs. BOTTOM LINE Yes, it may take a while for the Canadian government to finalize and implement the GHS. And the new requirements will probably be phased in over time. But instead of waiting until the GHS requirements officially become law and then scrambling to bring your company into compliance, taking the steps outlined in this article now will help smooth the transition and make implementation easier. INSIDER SOURCE Mike P. Moffatt: Director of Communications, Nexreg Compliance Inc., [email protected]; (866) 361-3032. Current Newsletter Subscribers and OHS Insider Members Save up to $500 off the list price... Call 1.800.667.9300 to talk to a Bongarde representativeand find out more about the OHS Summit 2011. OHS Summit 2011 Due Diligence: Defining, Establishing & Demonstrating Your Record of Compliance Oct 24th and 25th Hyatt Regency, Toronto, ON Conference Chair Yvonne O'Reilly O'Reilly Health & Safety Consulting You are invited to participate in Canada’s leading networking and educational conference for OHS professionals and in-house lawyers. Visit www.ohssummit.ca for more information. For more safety compliance advice, visit us on the web at www.OHSInsider.com 17 BRIEF YOUR CEO A monthly safety briefing to educate management Why Senior Management Must Monitor OHS Compliance During an inspection, a BC safety officer spotted workers for a houseboat building company welding without using proper respiratory PPE or local exhaust ventilation. The officer ordered the company to comply with the welding and respiratory protection requirements but it failed to do so. The company was charged with violating these requirements. The BC Workers’ Compensation Appeal Tribunal ruled that the company didn’t exercise due diligence and specifically criticized senior management for failing to properly monitor compliance with safety requirements [WCAT-2010-00146]. THE PROBLEM Keeping a company in compliance with the OHS laws requires the participation of many individuals, including workers, supervisors, middle and upper management. But ultimately, the buck stops with you and your fellow officers and directors. Although corporate leadership can leave the day-to-day details of the safety program to the safety coordinator, it must oversee and monitor the company’s compliance efforts and ensure that all reasonable steps are being taken to satisfy its duties under the OHS laws. The BC houseboat case is a good reminder of the liability a company incurs when its senior management doesn’t meet these responsibilities. THE EXPLANATION If workers aren’t using PPE or following safety rules and supervisors can’t get them to do so, senior management needs to know about the situation so that it can take steps to resolve the issues and ensure compliance. Although you don’t have to investigate each situation personally, you can’t passively wait for someone to report a safety compliance problem before taking action. No news isn’t necessarily good news. Rather, officers and directors need to proactively monitor workers and supervisors to spot compliance issues as soon as possible and before they get out of control and lead to OHS violations. The house boat company’s senior management dropped the ball when it came to monitoring safety compliance. As a result, its due diligence defence had several problems. First, the company argued that it had provided the necessary ventilation equipment and respiratory PPE but had trouble ensuring workers were using this equipment at all times. The Tribunal wasn’t impressed, explaining that it would have taken little effort to ensure that workers used the required equipment appropriately. The company also pointed its finger at the operations supervisor, who didn’t inform senior management of the issues regarding use of the ventilation equipment and PPE (it subsequently fired this supervisor). But the Tribunal said it was no defence to say that senior management wasn’t aware of these compliance issues. Due diligence requires senior management to “remain active and informed in relation to safety matters,” explained the Tribunal. It attributed the fact that the compliance issues went unresolved for so long directly to senior management’s failure to actively monitor the workers and their supervisors. THE LESSON The BC houseboat case is a good reminder of what the courts and other regulatory bodies expect of management when it comes to safety compliance. No one expects officers and directors to regularly walk the plant floor to ensure that workers and supervisors are all fulfilling their safety compliance duties. However, occasionally taking a walk around is a good idea. That’s because ultimately, responsibility for the company’s compliance with the OHS laws falls at the feet of senior management. So you must implement some sort of system that allows you and your fellow officers and directors to actively monitor safety compliance efforts. This system can include: • Regular safety reports; • Briefings and meetings on safety issues, including violations, training and new OHS requirements; • Reviews of the minutes of the JHSC’s meetings, including the results of workplace inspections; and • Reviews of disciplinary measures imposed for safety infractions. For example, if you see that several workers have recently been disciplined for failing to use fall protection, that pattern could signal a problem with the company’s fall protection compliance efforts. SHOW YOUR LAWYER WCAT-2010-00146, [2010] CanLII 23379 (BC W.C.A.T), Jan. 18, 2010 July 2011 © Bongarde 18 MANAGING YOUR OHS PROGRAM C 7 Strategies for Making Your Ergonomics Program a Success arpal tunnel syndrome, tendonitis, lower back pain and other musculoskeletal disorders (MSDs) are among the fastest growing and most expensive types of workrelated injury in Canada, accounting for approximately 40% of workers’ compensation claims. Ergonomics programs that enlist workers’ help in identifying the MSD hazards or risk factors in their workplace have great potential to prevent such injuries. But you need to implement such programs effectively to realize that potential. The Institute for Work & Health (IWH) has looked at a number of case studies on ergonomics programs and identified seven strategies that you can use to increase the likelihood that your ergonomics program will actually work. Strategy #1: Address the Key Barriers to Success According to the IWH’s guide to successful ergonomics programs, there are three common barriers standing in the way of success: • Lack of support for the program from the organization, including management, workers and the union; • Insufficient commitment of resources, including both time and money, from the organization; and • Poor communication about the program. If you’ve identified any of the above as barriers in your workplace, take steps to address them, such as by ramping up promotion of the ergonomics program. CASE STUDY: In a transport company, management and workers agreed to create an ergonomics team whose members would get time to attend meetings and carry out team activities. After the team was formed and trained, the manager who was the most enthusiastic left the company. In addition, some team members weren’t relieved of their regular work duties to attend AT A GLANCE team meetings. Because of their absences, the team couldn’t gather information about hazards and make decisions about adopting solutions, which delayed the process of addressing MSDs and weakened the program’s effectiveness. Team members later recognized that documenting the initial agreement and the benefits of an ergonomics program might have improved communication and formalized the management support that was initially promised. Strategy #2: Create an Ergonomics Team with Appropriate Members Create a team to manage the ergonomics program that includes representatives from workers and supervisors. If possible, add someone with expertise in ergonomics to the team. And having a member of management on the team can help mobilize the resources necessary to implement changes—and show management support. Also consider someone from human resources or the OHS department and technical specialists, such as people in maintenance, engineers or skilled tradespeople CASE STUDY: In a manufacturing setting, an ergonomics change team was formed that didn’t include representatives from the skilled trades. Although the team became adept at identifying hazards and devising solutions, they were often difficult to implement because the workplace’s production equipment was complex. So there were delays in making changes, which frustrated team members. After several months, the team got skilled tradespeople to help it design workable solutions. Over time, this approach enabled the team to design solutions to hazards that could actually be adapted to the workplace. Strategy #3: Define Team Members’ Responsibilities Communicating everyone’s role can help your team function well. By clearly explaining everyone’s responsibilities, it keeps everybody in the loop and can help keep the program on track. Responsibilities include: 1. Address the key barriers to success, such as poor communication to workers about the program. • Identifying problems; • Developing solutions; and 2. Create an ergonomics team with appropriate members. • Implementing changes. 3. Define the team members’ responsibilities. 4. Select someone to guide and promote the program. 5. Provide ergonomics training for team members. 6. Get the whole company involved in the program. 7. Make decisions about the program as a group. CASE STUDY: A large food service company implemented an ergonomics program. The team elected a chair and a person to take minutes. The chair helped keep meetings focused and ensured that each item on the agenda was addressed. The minute-taker recorded team decisions, action items and the person responsible, and then prepared and distributed the minutes after the meeting. The minutes were a good record of what the team was working on and ensured that members remembered their responsibilities for the next meeting. Team members were enthusiastic about the program because their own responsibilities were clear and they didn’t want to be seen as letting the team down. For more safety compliance advice, visit us on the web at www.OHSInsider.com 19 Strategy #4: Select Someone to Guide & Champion the Program To keep an initiative going, someone must lead the way. So select someone to lead or captain the ergonomics program. An ergonomist can be a great champion but many workplaces don’t have one on site. However, anyone who’s interested in ergonomics and enthusiastic about preventing MSDs would also be suitable. CASE STUDY: A pulp and paper mill was implementing an ergonomics program with the help of an external ergonomics consultant. After three months, the ergonomist moved on to a new workplace. The mill kept its program’s momentum going by finding a champion within the workplace to take over from the ergonomist. This person provided leadership in terms of coordinating ergonomics team meetings and raising awareness about the program among managers and workers. Strategy #5: Provide Ergonomics Training Training in ergonomics is crucial in identifying hazards and designing solutions. Training topics should include general ergonomics concepts and organizational processes. General ergonomics training typically covers: • How MSDs occur; • Risk factors; • Hazard identification; • Strategies for reducing hazards; and • Basic ergonomics principles. Training in company processes helps teams navigate the decision-making procedures in their workplace and could include topics such as the steps required for purchasing equipment or securing time from maintenance or facilities staff. CASE STUDY: The same ergonomics program was implemented in two sister plants but training was provided at only one plant. There were dramatic differences in the abilities of the two programs’ teams to investigate hazards and develop solutions and in the overall effectiveness of their programs. For example, team members with ergonomics training were able to find the source of workers’ injuries quickly and correctly. They also knew how to involve the purchasing department and a senior manager if they wanted to make equipment purchases of $500 or more. As a result, the plant that provided training to the ergonomics team reported more success in implementing changes—and decreases in worker reports of MSDs. Strategy #6: Involve the Whole Company in the Program A successful ergonomics program involves more than just the program team. You need support throughout the workplace to implement solutions and maintain the program. For example, you want workers from various departments to share information about their work. The more staff members who are aware of the ergonomics program and “buy in” to its purpose, the more smoothly the program can be integrated into the workplace. CASE STUDY: At a medium-sized manufacturing plant, managers decided to address a rising number of MSD claims by implementing an ergonomics program. Their team included line workers and line managers. The remaining workers weren’t involved with the team, but the entire process was communicated to them with an explanation of how important it was to have their input. As a result, other staff willingly filled in for co-workers when they attended team meetings. They also established a system that ensured non-team workers were able to meet production goals without being overburdened due to team member absences. Strategy #7: Make Decisions as a Group Let your ergonomics team make decisions as a group and then present the team’s suggestions to management for approval. Including the entire team in the decision-making process allows different points of view to be represented. Teams should be encouraged to make decisions about which problems to focus on and which solutions to implement. Management may then become involved when financial resources are required to implement these solutions. CASE STUDY: At a long-term care centre, managers initially made all health and safety decisions. Team members only provided management with general suggestions to consider about MSD interventions and implementation of solutions. The centre’s management noticed that the team was becoming less engaged in the process. It began letting the team members work together to decide which interventions to address and which solutions were most appropriate. Team members only needed to get management approval for solutions that cost more than $100. As a result, the team members became much more involved in the ergonomics program. FEATURED TOOLS Here are just a few of the tools recently featured on www.OHSInsider.com: 1. Model First Aid Record 2. Hazard Assessment Form 3. Safety Talk on Inspecting Power Tools 4. Model Return to Work Weekly Assessment Form 5. Medical Assessment for Fitness to Work July 2011 © Bongarde 20 WINNERS & LOSERS When Can You Use ‘Privilege’ to Avoid Disclosing Investigatory Reports? When a safety incident occurs, you’ll investigate it and memorialize your findings and recommendations in a report. OHS, environmental and other government officials looking into the incident may want to see your internal report to determine whether to charge your company or, if they’ve already decided to lay charges, for evidence to use in their prosecution. But if the report is “privileged,” you won’t have to disclose it—even if an official asks for it. An investigatory report can be protected from disclosure by either the solicitor-client or litigation privilege. Here are two cases in which courts had to decide whether a report was privileged. (For a more detailed discussion on incident reports and privilege, see Insider, Aug. 2006, p. 1. ) REPORT ISN’T PRIVILEGED REPORT IS PRIVILEGED FACTS FACTS Ontario Ministry of Labour (MOL) investigators got a search warrant and seized a report on a safety incident that occurred at a utility company. The company claimed the report was protected by solicitor-client privilege and that the MOL couldn’t use it at all against the company. DECISION The Ontario Court of Justice ruled that the report was privileged and wouldn’t allow the MOL to use it against the company. EXPLANATION The company’s assistant general counsel asked workers to prepare a report on the incident so he could provide legal advice to his client—that is, the company. The report indicated that it had been prepared for the assistant general counsel for the purpose of providing legal advice. And the evidence supported the conclusion that the report had, in fact, been prepared for that purpose. The report was also marked, “Privileged and Confidential.” Hydro-One Network Services Inc. v. Ontario (MOL), [2002] O.J. No. 4370, Nov. 8, 2002 An elderly customer slipped and fell in a grocery store, suffering minor injuries to his hand, knee and foot. Later that day, a store executive told a worker to prepare a report on the incident as per company policy. That report was then given to the store’s claims administrator. Several weeks later, the customer sued the store for damages and asked the court to order it to give him the incident report. The store refused, arguing that the report was protected by litigation privilege. DECISION The Yukon Territory Supreme Court ruled that the report wasn’t privileged and ordered the store to disclose it. EXPLANATION To be protected by litigation privilege, litigation must be a reasonable prospect when the report’s created and use in litigation must be the dominant purpose for its creation. In this case, the report was completed on the day of the incident as a matter of company policy and not because of the incident’s facts or a specific belief that a lawsuit was likely. In fact, the customer didn’t file his lawsuit until weeks later. And although the store claimed that the incident report was predominantly created for use in litigation, the court concluded that its real primary purpose was to determine the cause of the incident and that any expected use in defending the store in a legal action was secondary. Fred v. Westfair Foods Ltd., [2003] Y.J. No. 102, Aug. 13, 2003 Lock-in the best value in compliance advice: renew or subscribe today. 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