The Potash Producer 2022, Issue 1, Volume 2

p otash producer THE

E-newsletter | a potashworks companion

april

2022 vol. 2, issue 1

The potash powder keg version 2.0 Nutrien’s inclusion pipeline delivers a memorable milestone

Can we make mining and engineering more welcoming for women (and others too)?

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IN THIS ISSUE

THE

Message from the editor, Shayna Wiwierski – 6

DEL Communications Inc. www.delcommunications.com

Saskatchewan’s potash is leading the way – 8 From where I sit… The potash powder keg version 2.0 – 12 Nutrien’s inclusion pipeline delivers a memorable milestone – 14 Training the future of potash, today – 16

President & CEO David Langstaff Managing Editor Shayna Wiwierski shayna@delcommunications.com Director of Online Marketing & Sales MIC PATERSON

PDAC 2022 convention returns to Toronto in person and online – 17 Looking back: Saskatchewan’s history in potash – 18

mic@delcommunications.com Advertising Manager dayna oulion Contributing Writers: STEVE HALABURA,

Can we make mining and engineering more welcome for women (and others too)? – 22

andrea hansen, kit mcGUINNESS, MICHAEL A. MacDONALD

New mining guideline for auxiliary ventilation underground – 24

© 2022 DEL Communications Inc. All rights reserved. Contents may not be reproduced­by any

Employee loyalty is fleeting – 26

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Mental health… Choose to end the stigma… Choose to work well – 28 HR challenges: COVID-19 and mental health in the workplace – 30

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®

® ® ®

Message from the editor

Shayna Wiwierski

W

elcome to Issue 1, Volume 2 of The Potash Producer e-newsletter.

and sign up at www.potashworks.com/potash-producer/.

Well, 2022 definitely started off with a bang.

Just when we thought the world was getting back to normal after a two-year global pan-

tributed a story for this issue of The Potash Producer. Special

demic, Russia decides to invade Ukraine and ripplings of that act of aggression was felt all over the world.

This invasion has affected a lot of things over the past few months (high gas prices) but it can also have a huge effect

Finally, we wish to thank all the companies who have conthanks go out to the following contributors:

• The Minister of Energy and Resources for Saskatchewan, Bronwyn Eyre

• Steve Halabura Potash Consulting Ltd. • Nutrien

on the potash market. As our contributing writer Steve

• BHP

comes from two main sources, Canada, being the largest

• Sutton Benefits and Pension

Halabur­a­­ explains on page 12, global supply of potash

producer, and Russia and Belarus, with a combined production of 79 per cent of the world’s supply. Russia and Belarus

also export around 40 per cent of the total amount of pot-

• PDAC • WorkSafe Saskatchewan • McKercher LLP

ash in the world. Now, if there is a blockage of Russian and

• Merit Contractors Association of Saskatchewan

potash pricing.

• SATTC

Belarusian potash exports, then it could have an impact on This issue of The Potash Producer also explores different programs available in the industry, including those for mental

health, and as well as a new fit-for-purpose Pre-Apprenticeship Training program from BHP and Carlton Trail College

for Indigenous participants, which you can read on page 16.

These two stories are just a small preview of what we have in store for you in Issue 1, Volume 2 of The Potash Producer

and we hope you enjoy this issue and help spread the message about our publication. If you haven’t done so already, we invite you to share this with your colleagues and friends

• University of Saskatchewan • SRC • Workplace Safety North • Saskatchewan Safety Council We invite all interested companies to share their

news and editorial ideas with us. If you would like

to contribute a story for future issues of The Potash Producer e-newsletter, please contact Shayna Wiwierski at shayna@delcommunications.com.

Enjoy this issue! l

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6

Saskatchewan’s potash

is leading the way By the Honourable Bronwyn Eyre, Minister of Energy and Resources

O

n behalf of Premier Scott Moe and the Government of Saskatchewan, it’s my pleasure to provide an update on Saskatchewan’s potash sector.

In 2021, this sector saw very strong levels of production, at 14.2Mt K2O and a

value of sales at $7.6 billion. Current pot-

ash prices are the highest we’ve seen in Saskatchewan in over a decade, driven by market growth, strong crop prices, and a tight supply market.

The potash sector is one of the largest and most critical in our province. It accounts for close to 30 per cent of all global potash production, directly employs more than 6,000 people, and benefits many communities and families across Saskatchewan.

Since we formed government in 2007, Saskatchewan’s potash sector has undergone tremendous growth, including expansions, new construction projects, and a number of other significant in-

vestments. Total capital investments in the potash sector have amounted to over $30 billion in the last 15 years.

Our government welcomes the recent announcement that BHP is moving forward with its Jansen mine project, the largest private investment in Saskatchewan’s history, which is expected to create 3,500 jobs annually during construction and over 600 jobs once in operation.

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Demand for potash has increased over the past decade, signaling that potash exports will continue to drive Saskatchewan’s economy. potash production. Canadian potash

ewan’s potash export record. 95 per

ment Attractiveness Index ranked Sas-

cent fewer greenhouse gas emissions

to international markets, including our

Canada and third in the world for min-

is produced with approximately 50 per

than in competing international juris-

dictions such as Belarus, Russia, and

cent of our potash exports are shipped largest market, the United States. We continue to look at ways to expand our

China.

market reach globally by strengthening

Demand for potash has increased over

shore markets such as Latin America,

the past decade, signaling that potash exports will continue to drive Saskatch-

ewan’s economy. With rising income levels and global population projections

expected to reach nearly 10 billion people by 2050, Saskatchewan is well-positioned to supply the world with the fertilizer it needs.

Our government is proud of Saskatch-

katchewan the top-rated jurisdiction in ing investment.

Our government will continue to be

trade relationships in key strategic off-

guided by Saskatchewan’s Growth Plan

China, India, and Southeast Asia.

ahead, which includes working toward

Our government continues to imple-

creasing potash sales to $9 billion by

ment measures to promote the diversification and competitiveness of the

as a road map for a decade of growth achieving our Growth Plan goal of in2030.

potash sector. Our regulatory environ-

On behalf of the Government of Sas-

predictability, and investment-friendli-

dynamic, innovative potash sector and

ment is well-known for transparency,

katchewan, I would like to thank our

ness. The 2020 Fraser Institute Annual

its workers for helping to build a stron-

Survey of Mining Companies Invest-

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from where i sit...

THE POTASH POWDER KEG VERSION 2.0

By Steve Halabura, P.Geo., Halabura Potash Consulting Ltd. I first wrote this article during the first week of February and submitted it the following week. Then Vladimir Putin decided to invade Ukraine, and with this act of wanton aggression, the world changed. So did my article…

Putin’s invasion of the democratic nation of Ukraine threatens Ukraine’s existence as a sovereign state, and has prompted America, the EU, and allied democracies to come forward as guarantors of Ukraine’s freedom.

The Russian leader has taken no steps to end the conflict; in fact, the level of violence has grown – witness the demolition of Ukrainian cities of Mariupol and Kharkov. Even if he does accept some form of rapprochement with Ukraine, it is unlikely that he will give up his longterm aim of obtaining hegemony over former Soviet vassal states. The borderlands between Russia and western Europe and the Baltic states will remain a flashpoint for years to come.

The war threatens the security of flows of materials both from, and into, Russia for three reasons. First, America and its allies have imposed trade and currency sanctions against Russia and its ally Belarus (which was under American sanctions prior to the invasion). Second, Russia has blocked the export of certain materials out of Russia. Third, there is the danger posed to shipping by open hostilities.

These impediments will have grave impacts upon several global agricultural commodities, one key material being potash.

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Potash markets and pricing in the 21st century Long-term world demand for potash has grown at an average annual rate of between 2.5 per cent and three per cent since 2000, driven mainly by the need for increased food production in Asia, Africa, and Latin America. Historically the demand and growth of potash has followed the expansion in the production of grains, oilseeds, fruits, and vegetables with increases in food demand driven by population growth, declining soil fertility, and climate change.

It is expected that worldwide demand will grow from 69 million in 2020 to 73 million tonnes by 2023.

Global supply comes from two main sources: Canada, being the largest producer at some 22 million tonnes (KCl), or 31.8 per cent of the total, and Russia and Belarus, with a combined production of some 26 million tonnes (KCl), or 37.6 per cent. It is important to note that when the term “Canada” is used, I mean Saskatchewan as 100 per cent of Canada’s production comes from Saskatchewan.

In terms of exports, Canada (i.e., Saskatchewan) is the largest exporter at some 22 million tonnes (KCl) or 39 per cent of the total, with Russia and Belarus collectively exporting some 22.5 million tonnes (KCl) or 40 per cent of the total.

For the worst-case scenario of complete blockage of Russian and Belarusian potash exports, an immediate market shortfall of at least the equivalent of

Saskatchewan’s current potash exports will be created.

What will be the impact upon potash pricing?

Prices in recent years have tested floor levels that created cash negative-cash flows for higher-cost producers. For instance, in 2020, potash prices were 30 per cent lower than the 10-year average, dropping to $230USD per tonne Granular MOP US Corn Belt. However, this reversed in 2021, with prices reaching $710 USD per tonne Granular MOP US Corn Belt as of February 4, 2022.

I’ve seen early March price quotes up to $900USD. Here what is important to note: prices began to rise during 2021, well before there was any suggestion of global supply impediments. What will happen to prices if there is a sudden global supply decrease (or redirection) of 40 per cent of the global potash trade?

Let’s look at the U.S. According to the USGS, American final 2021 imports of K2O for consumption in all forms of potash (MOP, nitrate, sulfate, and potassium magnesium sulfate) were 6.475 million metric tons with 74 per cent of total imports from Canada, 11 per cent (712,250 tons) from Russia, and seven per cent (453,250 tons) from Belarus. A shortfall of 1,165,500 tons can probably be made up from expansion of existing Saskatchewan production, but what about the balance of curtailed Russian and Belarusian potash exports? One scenario is that China absorbs Russian and Belarusian production, leaving other potash importers (like India)

short. Canadian potash thus displaced

Quo Vadis Potash?

make its way to these other markets to

It troubles me greatly to consider the above turmoil as an opportunity. What is happening is first a great humanitarian tragedy. Nevertheless, a person in the potash business must look at the facts and draw his or her own conclusions – here are my five take-aways:

from China markets will undoubtedly fill the gap.

Let’s look at Brazil. Brazilian President

Jair Bolsonaro was quoted by CNN on February 27 saying that Brazil would

“adopt a neutral stance on Ukraine” and pointed out that Brazil is dependent

on Russian fertilizer, and that action against Moscow “could bring serious harm to agriculture in Brazil”. He added

that he was in support of peace — “but we don’t want to bring more problems to Brazil”. According to the World Bank,

in 2019 Brazil’s total imports of “potassic fertilizers” was 10.5 million tonnes

with Canada (Saskatchewan) supplying

3.5 million tonnes and the Russian Federation and Belarus supplying 4.8 million tonnes. President Bolsonario has

reversed himself since then, and Brazil has begun to look to other suppliers. If

we assume “potassic” means K2O, this is some 7.6 million tonnes KCl – two new Saskatchewan mines.

Saskatchewan mines are some of the

lowest-cost producers in the world and

1. Even with a cessation of hostilities between Russia and Ukraine, I doubt this will be the end of the story as Vladimir Putin has shown no sign that his intentions may change, so the risk of significant alteration of the potash supply-demand dynamic will continue.

2. Saskatchewan, with its vast reserve of potash, can easily supply any longterm shortfall caused by the shuttering of Russian and Belarusian production.

3. What will not be easy to do is ramp up existing production to a level that can replace existing Russian and Belarusian potash.

4. “Small mine” proponents and projects already at the construction decision stage may be able to contribute to filling the supply gap in the next few years as these projects will require less capital investment and are also at advanced stages of development.

5. The last potash “boom” from 2005 to 2013 resulted in a worldwide resurgence of potash exploration. While some new deposits were found, none come close to matching Saskatchewan’s immense potash reserves, so the province has the opportunity to become the undisputed global leader in providing a free-market supply of this vital nutrient.

‘Nuff said…

l

HALABURA

Potash Consulting Ltd.

there is shuttered production capacity

Stephen P. Halabura M.Sc. P.Geo. FEC (Hon.) FGC

announced recently that it was doing

• Regional evaporite basin analysis • Early-stage exploration program design and management • Mineral Resource assessment (NI43-101 and JORC standards) • Class 5 Concept and PEA study management • Solution mining design and planning • Economic modelling

that can be restarted – in fact, Nutrien just that. Nevertheless, the loss of potash from Russia and Belarus requires

the present Saskatchewan industry to double production. Production capacity

will grow with the addition of new de-

velopments, such as BHP’s Jansen mine, but this is at least five years into the future, which will do little to ease nearterm supply shortages.

I can help you advance your potash project!

1.306.220.7715

steveh@conceptforge.ca 13

Nutrien’s inclusion pipeline delivers a memorable milestone

Fusion Maintenance Group realized they were probably the first all-Indigenous technical crew of tradespeople working underground in the history of Saskatchewan’s potash industry this past winter.

Our Cory potash mine and the Fusion Maintenance Group recently deployed the first technical crew of all Indigenous tradespeople underground

A

challenging project and an inspiring moment.

That’s what a crew from Fusion Maintenance Group experienced at Nutrien’s Cory Potash mine this winter when they realized they were probably the first all-Indigenous technical crew of tradespeople working underground in the history of Saskatchewan’s potash industry.

“Likely in the past there have been times where service providers have had majority Indigenous crews working underground,” says Ryan Kinequon, president/manager, Fusion Maintenance Group. “But to my understanding, this is the first time that there has been a technical crew of all Indigenous tradespeople underground. This is a very proud moment for all of us at Fusion, and especially for these individuals.”

Through its Aboriginal Content Playbook and related initiatives, Nutrien partners with and supports Saskatchewan’s In-

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digenous communities across the potash business – so Cory general manager Leon Boehm is proud to celebrate the milestone with the Fusion team.

“Fusion has been a regular contractor at Cory since 2015, and they’re a consistently reliable and adaptable partner,” says Boehm. “I want to congratulate the crew, and I’m confident that if this is a first, it’ll be the first of many.”

A sizeable project The four-person crew – two pipefitters, a welder and a fusing technician – was assembled in the fall to fuse and install 3.7 kilometres of six-inch HDPE pipe underground at Cory – not an unusual task for these professionals, but still a formidable one, says Kinequon.

“All industrial piping work is by nature challenging, because it requires a very high degree of quality assurance and control,”

Kinequon explains. “When the environment is underground, there’s also the dust, lighting, existing infrastructure, and operations and congested areas to deal with. We had to make some adjustments along the way, but I’m proud of the way our team rose to the challenges.”

Another Fusion crew – not entirely Indigenous – joined the effort partway through, and the job is now in the commissioning stages.

“I want to commend Neal Jackson – Nutrien’s project manager – for working so well with us. His detailed approach to direction was really a huge part of this project’s execution and how smoothly it was run,” Kinequon says. “I also want to commend our technical team for following the quality procedures outlined and working safely for the entire life of the project so far.” Jackson’s approach is an example of commitment and leadership. At Nutrien, we all have a role to play.

The 411 on Fusion Founded in 2014, Fusion does construction, project management, and engineering work for the mining, agriculture, public and private sectors. In addition to being president and manager of Fusion, Kinequon – a member of the Daystar Cree

TOGETHER WE BUILD SUCCESS.

Nation – is 51 per cent owner of the company. Fusion is a Certified Indigenous company, and it strives to attract Indigenous employees and to use Indigenous consultants and subcontractors. In 2021, half of its full-time employees were Indigenous, but this number fluctuates due to the cyclical nature of the industrial service industry.

“We’re proud to be a true Indigenous-owned and-operated company that also prioritizes the hiring of Indigenous employees,” says Kinequon.

Still much to do While he’s encouraged by the progress that companies like Fusion, Nutrien, and some of their counterparts are making in Saskatchewan, Kinequon concedes that there’s still much to do in the area of Indigenous participation in the potash industry and the Saskatchewan economy in general.

“The opportunity that Nutrien and other companies are creating for Indigenous people and companies are real but are still in very early stages,” he says. “Nutrien has grown into a national leader and a driving force to ensure commitment to reconciliation. We look forward to working with companies like Nutrien to build on this momentum in the years to come.” l

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Training the future of potash, today BHP’s Daniel Longman has created a fit-for-purpose Pre-Apprenticeship Training program that provides Indigenous participants with employment readiness skills, an introduction to trades, and prepares for work in the mining sector.

A

s BHP Potash gears up to deliver the $7.5 billion Jansen Stage 1 (JS1) project, training and recruitment is top of mind.

In fact, when the project transitions into mine operations around 2027, BHP will employ 600 personnel, 20 per cent of which will be Indigenous.

The planning for this ambitious diversity goal starts now, with BHP focusing on industry-ready programs to build talent pipelines over the next five years.

Daniel Longman, BHP’s specialist in local procurement and apprenticeship, in partnership with Carlton Trail College, has developed a solution – a fit-for-purpose Pre-Apprenticeship Training program that provides Indigenous participants with employment readiness skills, an introduction to trades, and prepares for work in the mining sector.

Longman, who is originally from George Gordon First Nation, was first introduced to the mining industry as a project liaison for one of BHP’s contractors for the construction of Jansen’s Discovery Lodge.

“When I joined BHP, it was a career move that better aligned my personal values with an organization,” said Longman. “I believe in a representative workforce where people are comfortable to be themselves.”

Traditionally, the mining industry’s tal-

16

ent pipeline has not been reflective of Saskatchewan’s population – and Longman’s work, together with BHP’s inclusion and diversity framework, will create a workforce mix more representative of the communities where we live, and will soon operate in.

Through Longman’s experience with the Jansen project through his career, he realized there was a lot of opportunity available beyond entry-level employment for Indigenous people, but only if individuals are offered the chance to learn more about these roles.

“I want to create awareness and connect people to the abundance of employment opportunities and learning experiences,” said Longman. “I think education and employment provides a level of freedom and self-reliance for everyone.

This project can be a path to achieving both if an individual’s learning interests align with the opportunities that are made available.”

Longman adds that apprenticeship training is important for all people, but it is especially important for Indigenous people right now. The mining industry has great work opportunities available and many of these opportunities are close to Indigenous communities, which allows individuals to live and work close to home.

This training plays a key role in helping BHP create a more inclusive and diverse

workforce that is representative of our communities, while addressing a labour shortage in skilled trades. Program participants are paid a wage, provided opportunities to receive safety tickets, and employment readiness training while being introduced to the trades of electrical, instrumentation and control, industrial mechanics/millwright, and heavyduty equipment.

As part of the program’s development, training providers that are experienced working with these communities were sought out to ensure a safe space for Indigenous individuals to learn, train, and be comfortable being themselves.

For this first phase of BHP’s multi-year apprenticeship program, the business targeted community members from the six First Nations with whom it holds voluntary opportunities agreements. However, the recruitment process was open to any eligible candidate. Next phases of the apprenticeship and training program will focus on women, other Indigenous groups, and underrepresented demographics.

Individuals interested in future programs are encouraged to visit the Carton Trail College website at www. carltontrailcollege.com. For more information about BHP’s commitment to Indigenous employment and inclusion and diversity, visit BHP.com. l

PDAC 2022 Convention returns to Toronto in person and online

T

he international mineral exploration and mining industry is once again gearing up for the annual Prospectors & Developers Association of Canada’s (PDAC) Convention in Toronto, following its first virtual convention in 2021.

The PDAC Convention provides a platform for experts to con-

This year signifies the return of the in-person event from June 13-15, as well as an online portion from June 28-29. This is the first time in the PDAC Convention’s 90 years that it will be offered as a hybrid event, and a fitting way to honour the milestone.

will return to in-person and online programming, along with

“The pandemic has had us on a rollercoaster over the past couple of years and the feedback we are consistently hearing from our stakeholders is that they want to get back to doing business in person, and for anyone connected to the mineral exploration and mining industry, that means getting together face to face for the PDAC 2022 Convention,” said Alex Christopher, PDAC president.

nect and talk, learn and collaborate about the opportunities and challenges faced by the industry.

Highly-acclaimed topics—such as Capital Markets, Indigenous, Student & Early Career, Sustainability and Technical—

short courses, the seventh-annual International Mines Ministers’ Summit (IMMS), events & networking, and a newly expanded keynote program for experts to present on commodities, the mineral outlook, innovation, and new discoveries.

More than 800 exhibitors will display their expertise and latest

core samples in Core Shack, Investors Exchange, Prospectors Tent, and the Trade Show.

But the excitement is not limited to only in-person, there is also an outstanding lineup of programming scheduled for the online portion.

While the pandemic created challenges, it also demonstrated the resilience of the sector as it navigated health and safety, accessibility and supply chain obstacles, while conversations turned to the security of precious metals and the industry’s role in the transition to a low carbon future.

“It is important that we can offer the online portion of PDAC

“We have watched precious metals and gold prices soar to record highs, applaud conversations recognizing the industry’s critical role in the clean energy transition, and throughout the pandemic have watched companies offer support to Indigenous and remote communities where it may otherwise have not existed,” said Christopher. “This is just a small glimpse into the importance of the minerals industry, and as the world reopens, professionals—including analysts, executives, geologists, prospectors, investors, students, and government officials—need timely and relevant programming and short courses that can be tailored to their needs. The PDAC 2022 Convention offers exactly that.”

in-person element that is being craved this year and we can’t

2022 for a very important group of stakeholders across the

world who want access to information directly from their home or office, and we are excited to be able to give them that,”

said Lisa McDonald, PDAC executive director. “But it is the

wait to welcome the world’s mineral exploration and mining industry to PDAC 2022. After all this time, we’ve certainly missed everyone.”

For the latest information on #PDAC2022 head to www.pdac.ca/convention.

The health, safety and wellness of attendees remains PDAC’s top priority and Canadian and local government directives will be followed at all times. Visit the COVID-19 information page at www.pdac.ca/convention/attendee-info/health-and-safety/ covid-19-information for the latest updates. l

17

Looking back: Saskatchewan’s history in potash Natural crystal potash at SRC Geoanalytical Laboratories.

S

askatchewan is home to the largest potash industry in the world and every operating potash mine in Canada, making up 45 per cent of the world’s known reserves. As the potash industry has developed in Saskatchewan and around the world, the Saskatchewan Research Council (SRC) has provided technological support from its early days until now, helping to address the potash industry’s challenges and growth along the way.

“We have served the industry from the beginning, from technological solu-

Proven EXPERIENCE. Trusted EXPERTISE. Innovative SOLUTIONS.

tions to our analytical capabilities,” says Bernard Gartner, strategic growth and business development director in SRC’s Mining and Minerals Division. “As one of the leading science and technology providers in the province, we will continue to serve the industry as technology continues to advance.”

posit, the largest known potash deposit in the world. More discoveries were made in the 1940s and 1950s, and eventually geologists mapped the extent of the Prairie Evaporite, determining that it extends from central to south-central Saskatchewan (with a few kilometres in Manitoba).

In the beginning

Production from the Prairie Evaporite was impeded in some places by issues with water inflow from a shallower formation, during the sinking of mine shafts; a problem that was solved through an innovative engineering technique to freeze the water-bearing formation. It was during this time that the almost decade-old SRC began its work in potash when the Industrial Minerals branch of the Saskatchewan Department of Mineral Resources moved into SRC in 1956. This branch, and then SRC, conducted field and laboratory work in minerals, including potash for the development of fertilizer.

The year 1958 brought the first working potash mine into production at Patience Lake near Saskatoon.

The province’s history with potash, a key ingredient in fertilizers, began in 1941 after a discovery near Radville during oil drilling. Potash in Saskatchewan occurs in the Prairie Evaporite De-

For over three decades Western Heritage has provided the potash industry with comprehensive solutions in Indigenous consultation and engagement, cultural heritage and environmental mapping and monitoring.

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Ramping up

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The industry began in earnest with the opening of a second mine in 1961 near Esterhazy. The early 1960s saw a ramp up of the mineral work being done at SRC, which included potash resource

Floatation of potash in 1968. Augustine Adeoye potash mechanical separation. characterization, potash solution mining, and flotation process development.

By 1970, the province was home to 10 mines managed by 12 companies.

As potash development expanded in the 1970s, so did SRC’s work for the industry. SRC conducted significant mineral exploration programs for potash in southern Saskatchewan and supported research into solution mining for the sector. In the 1970s, SRC’s Engineering Division pipeline group—now the Pipe Flow Technology Centre™—had established itself as a leading centre for research and development in the hydraulic transportation of solid materials and was supporting the potash industry’s technological development.

In 1978, an SRC team first monitored particulate emissions from large industrial stacks to assist with regulatory compliance—a move requested by the potash industry. A year later, the program expanded into radon, coal emissions, dust, and a broad range of pollutants.

In the 1980s, the Pipe Flow Technology Centre team continued to work with the industry on potash tailings transport challenges. SRC also had a new multipurpose mineral processing pilot plant and assisted with developing new mining and milling methods, including potash solution mining.

The 2000s

processing pilot plant to support the de-

In 2006, SRC developed new assay methods for potash samples to meet industry demand. A new laboratory was established and SRC became home to one of the largest potash geoassay laboratories in the world, SRC Geoanalytical Laboratories.

and improved methods for processing

In 2013, SRC introduced a new QEMSCAN® service to help the mining industry with precise quantitative mineralogical analyses for mine project development, including potash. That same year, SRC opened a new mineral

velopment and demonstration of new minerals, including potash.

In 2018 and 2019, SRC also facilitated the development of innovation for underground machinery, including an instrument to measure the mine machine’s progress and to detect wear on parts of the machine itself.

“SRC has been involved and will con-

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“ The current potash recovery in Saskatchewan is a wet process, and we’re working on ideas on how to make it a dry process.” to analytical services for potash exploration samples,” says Gartner.

Today The mines that launched the province’s potash industry are still in production today, and Saskatchewan produces 30 per cent of the world’s potash annually.

tassium sulfate (SOP) is considered a premium quality fertilizer and SRC is helping the potash industry explore its interest in SOP. “The current potash recovery in Saskatchewan is a wet process, and we’re working on ideas on how to make it a dry process,” says Dr. Zhang. “We’re also involved in projects to help add value to MOP. We have worked in advanced SOP processing and we’re applying that knowledge to new ideas here.”

“SRC has been active in the global potash industry for decades,” says Dr. Jack Zhang, director of SRC’s Rare Earth Element Division and manager of SRC’s Mineral Processing team. “Our more recent work includes advancing the processes around SOP and MOP potash fertilizers.”

Helping advance Saskatchewan’s potash industry

Potassium chloride (MOP) is the most common potash fertilizer, and the one found in Saskatchewan. However, po-

SRC supports Saskatchewan and the world’s potash industry in a variety of ways, including advanced analytical

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www.HDengineeringDesign.com 20

testing and mineral processing services, as well as research and development for models, and discovery and recovery of a wide range of minerals. As SRC celebrates 75 years in 2022, our experts continue to work with potash producers in Canada and around the world, including Australia, Africa, South America, and Europe.

“Industry has always looked at SRC as a leading-edge research facility. As various issues arise in industry we’re looked at as a problem solver,” says Gartner. “If we cannot achieve a solution with current technologies, we work at designing the solution with our internal engineers and scientific groups. One way or another, SRC works together with industry to deliver the best solution to move Saskatchewan’s industry forward.” l

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Can we make mining and engineering more welcoming for women (and others too)?

Jocelyn Peltier-Huntley is doing PhD research at the University of Saskatchewan (USask). This research is exploring how companies can effectively turn recommendations on how companies can be more diverse and inclusive when it comes to women into action – by creating allies to drive change within their workplaces.

How did a mining engineer end up researching workplace culture?

After earning her mechanical engineering degree from USask, Peltier-Huntley worked in mining for 13 years, until 2017.

When she started out, she was often the only woman in the room and didn’t always recognize when sexism, bias, or discrimination was occurring.

“It wasn’t until I was working in an organization that had close to 30 per cent women and I started to see all these things that I had experienced happening to other people – that’s what made me notice how women were being treated differently.”

T

he numbers don’t lie – currently women make up 16 per cent of roles in the mining industry and 14 per cent in the engineering profession, however, recruitment and retention remain challenging.

Studies have recommended what should change so

workplaces are more diverse and inclusive so women want

to stay. But there is little information on how to successfully make the changes.

“I decided to pivot to try to make a bigger impact on the world; to make some change happen,” she says.

The International Minerals Innovation Institute (IMII) and Mitacs, which links academia and industry, were both interested in addressing the problem and are helping to fund the project.

Peltier-Huntley also received a 2021 Vanier Canada Graduate Scholarship, which provides $150,000 over three years.

Jocelyn Peltier-Huntley’s PhD research at the University of Sas-

How do we know there’s a problem with workplace culture in mining?

turn recommendations into action – by creating allies to drive

For her master’s degree, Peltier-Huntley did a nationwide survey that 540 people responded to. They reported 250 incidences, half of which Peltier-Huntley labeled as discrimination, the other half she categorized as harassment.

katchewan (USask) is exploring how companies can effectively change within their workplaces.

“Past efforts were sometimes about taking those minority

groups and trying to fix them or help them fit in to the dominant culture,” says Peltier-Huntley. “But it doesn’t actually help change the culture if we’re just trying to fix women within the workplace and help them be more assertive, for example.

Trying to shift that dominant culture is where my research is focused.”

22

Peltier-Huntley decided it was a problem that she wanted to look at more closely – and take a shot at solving.

“Discrimination was maybe a one-off comment here or there.

Harassment usually was more personal, and was repeating, so it was more like bullying. Sometimes there were a few instances of physical contact and sexual assault,” she says. “The majority of the issues were communication – it was verbal, it

was written. And most of the time, it’s not being addressed.

In only about 22 per cent of the incidents did people actually report them formally. In less than one per cent of the cases the aggressor ended up leaving the organization.”

How can we begin to change workplace culture?

In her PhD project, which has included liaising with an industry steering committee, Peltier-Huntley is exploring an Equity Activation Model with four stages.

Awareness: Becoming aware of the impacts of inequality – “People are at different stages of awareness, which can mean they’re not aware of challenges that other people face. People that are less privileged and experience more barriers, they’re probably going to go through these awareness stages first.”

Support Seeking: Questioning and seeking understanding – “The next stage is to seek support in different ways, look for answers; someone may question their own sense of identity, how they fit into the environment around them. The risk is if it isn’t done well, this is where the leaky pipeline happens. If you’re an under-represented person within a workplace and you have a negative experience and then you go to seek help and you don’t get any, then you’re probably not going to stick around there for a long time.”

Realizing: Events marked by skills growth, finding community, and acceptance – “If the right supports are there, then people go on to want to learn and question and grow. It involves a lot of learning and un-learning, often doing it with other people, and finding acceptance and confidence in who you are.”

Leading Change: Active allies practice inclusion and equity champions shift systems – “Once people have the right skills and are equipped and motivated, then they’re able to lead change and really be active allies, practicing inclusive behaviours and supporting others. Some people even have equity, diversity, and inclusion in their job title or they’re really motivated to create new organizations to help shift systems – those are the equity champions.”

Peltier-Huntley’s next step will be taking what she’s learned to date and developing some training that she will pilot within the USask College of Engineering before doing so on a larger scale at a Saskatchewan mine site.

Ultimately, she is seeking to see behaviours change among the large “middle group” in a workplace – the people who are not early adopters, but who aren’t opposed to change either.

“What might be the key for people in mining and engineering is thinking about the importance of psychological safety, as they already understand that health and safety is really important. If they think about those instances where they faced challenges, especially over the past couple of years with the pandemic, they may think about a single mom working 12-hour shift work at a mine and ask, ‘What barriers may someone else experience that I don’t?’,” says Peltier-Huntley. “It’s shifting people’s perspectives, understanding that some people maybe have more challenges than they do and asking ‘What can I do as an active ally to support you in achieving your full potential?’. Often it’s in those small, everyday interactions that we can help create psychological safety and work to shift workplace culture to support everyone.” l

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New mining guideline for auxiliary ventilation underground Supplying proper quantity and quality of fresh air key to helping prevent lung disease and other illnesses

A

Keith Birnie, industrial hygiene and ventilation specialist at Workplace Safety North, helps oversee publication of the industry technical advisory committee’s Auxiliary Ventilation: Good Installations and Maintenance Practices for Miners guideline.

new best practices document on proper auxiliary ventilation in underground mines has been introduced by an Ontario mining industry technical advisory committee that focuses on the health and safety of the underground mining workplace environment.

In 2017, mining industry volunteers who make up the Workplace Environment Technical Advisory Committee Workplace Safety North (WSN) undertook the development of a practical guidebook for workers and frontline supervisors about the proper installation and maintenance of auxiliary ventilation in underground mines.

“In hard rock mines, there are various methods for supplying ventilation to the underground work areas,” says Keith Birnie, WSN industrial hygienist and ventilation specialist and committee coordinator. “There are several common mistakes and oversights, which lead to ineffective or inefficient ventilation systems.”

To make the best use of the available air supply in underground mines, the document addresses the following points: • Focus on auxiliary ventilation systems that provide air directly to the face • Highlight examples of common mistakes • Provide simple and practical solutions for employees and frontline supervisors “The proper installation and maintenance of auxiliary ventilation is extremely important for supplying sufficient quantity and quality of breathable air to mine working areas, as well as to dilute and remove airborne contaminants, and to control temperature and humidity of the mine air,” says Birnie.

Birnie adds that this topic is relevant considering the recommendations of the Mining Health and Safety Prevention Review.

“Workplace Safety North and this

24

advisory committee believe ventilation is an important control strategy for occupational disease prevention and ensuring the health of workers in underground mines,” says Birnie.

A variety of factors can cause inadequate air volume reaching the underground workplace. In most instances, the ventilation duct is in poor condition, and basic ongoing maintenance of the auxiliary system is the solution.

Workers in the field must have the tools, equipment, knowledge, and materials available to them to be able to solve the ventilation deficiencies.

Frontline supervisors are responsible for identifying deficiencies and correcting sub-standard conditions with workers in the field.

“Although maintenance activities require time and resources, they are critical for ensuring a safe and healthy workplace,” says Birnie. “It is critical for this process to follow in-line with mining health and safety’s internal responsibility system – where each and every one of us has a role to play in reporting and dealing with workplace hazards.”

Individual companies are required to develop health and safety policies and programs that apply to their specific workplace sites and comply with appropriate legislation. The information in the reference material is distributed as a guide to assist underground mining

operations in developing those policies and programs, according to the committee and WSN. Workplace Safety North, the Ontario health and safety association for mining and forest products industries, is host to industry advisory committees that tackle top health and safety concerns.

associations in Ontario. Headquartered in northern Ontario, WSN provides province-wide ministry-approved workplace health and safety training and services for the mining and forest products industries.

With health and safety specialists located across the province, WSN and

its legacy organizations have been helping make Ontario workplaces safer for more than 100 years. A leading provider of health and safety training and consulting, businesses call upon WSN for expert advice information. For more information, visit workplacesafetynorth.ca.l

Advisory Committees provide sector-specific expertise. The Technical Advisory Committees within the Mining Advisory Committee include (i) Ontario Mine Rescue, (ii) Mining Equipment, (iii) Safety and Loss Control, and (iv) Workplace Environment (1) ventilation, and (2) ground control. Committee participants are individuals who have demonstrated leadership in health and safety at an operational level and are committed to improving worker health and safety. Please contact your WSN specialist or complete the online application form for more information.

For more information, contact Keith Birnie at keithbirnie@workplacesafetynorth.ca.

Related – Auxiliary Ventilation: Good Installation and Maintenance Practices for Miners – Occupational Disease prevention resources includes websites, information sheets, conference proceedings, infographics, posters and more.

Mining Health and Safety Risk Assessments Visit the Prevent Occupational Disease website at www.preventoccdisease.ca

About Workplace Safety North – Your health and safety partner An independent not-for-profit, Workplace Safety North (WSN) is one of four sector-based health and safety

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employee loyalty is fleeting

By Andrea Hansen, B.Comm, CFP, GBA, President and Benefits Advisor at Sutton Benefits & Pension

A

s COVID-19 subsides, we are

seeing the predicted “turnover tsunami” emerge. The

Canadian Workplace Culture Index recently conducted

a survey that revealed 77 per cent of employees in the Prairies would leave their job for the same position at another company for a 10 per cent raise. The same study showed that 96 per cent like the people they work with and 91 per cent like where they work . So why

would the majority leave their job for a 10 per cent increase in pay?

The pandemic has been unpredictable.

There has been economic uncertainty,

food insecurity, and isolation. Most of us have missed out on experiences and life milestones, like graduations, weddings,

emotional, and mental stress, and many factors have felt out of our control. So,

we focus on things we can control. And when financial stress is a factor, taking

a job for 10 per cent more pay can seem attractive.

and funerals. We have been cut off

What can employers do to sustain loyalty?

and we have been required to follow

The 2021 Manulife Canada Retirement

effort. We are experiencing financial,

revealed intriguing statistics – and the

from hobbies or favourite activities,

safety protocols that take extra care and

Study on stress, finances, and well-being “stress paradox”. The financial position of Canadians has improved, but stress has worsened! Overall, Canadians’

disposable income rose 10.8 per cent

in the early part of the pandemic with a decline of 13.7 per cent in spending

and an average household net savings of $10,507. Yet twice as many people reported general or financial stress during the pandemic, compared

to before the pandemic. Half the

respondents said they felt stressed often and four in 10 said their state of mental health interferes with their ability to

work. “70 per cent said they would be more productive at work if financial worries did not intrude.”

Not knowing the right investments to

make, how much to save for retirement, what is needed for an emergency fund, or how to reduce debt are just a few

examples of the knowledge gap that is

driving a lot of that tension and stress. It

makes sense that “80 per cent say having a retirement plan is a critical company benefit” and “60 per cent report they

26

Half the respondents said they felt stressed often and four in ten said their state of mental health interferes with their ability to work. “70 per cent said they would be more productive at work if financial worries did not intrude.” would be unlikely to work for a

company that doesn’t provide one” .

2

But the key component for minimizing financial stress, helping employees

feel more confident about their future, and sustaining employee loyalty is

pairing the group retirement savings plan (GRSP) with financial planning education.

“An investment in knowledge pays the best interest.” — Benjamin Franklin Three quick wins to empower employees and ease financial stress

empower employees, and support overall wellbeing. The value of

providing employees with peace of

References Canadian Workplace Culture Index/

1

mind will be far greater than a 10 per

Angus Reid Institute. 2021 Canadian

and holistic approach to total rewards,

2021.

cent raise in pay. By taking a proactive

employers can buck the trend revealed by the Canadian Workplace Culture

Workplace Culture Report. CWCI, Manulife Investment Management/

2

Report and perhaps create a new title

John Hancock Retirement/Greenwald

something like Employee Loyalty on the

Retirement Study: Stress, Finances,

for it. I imagine that new title would be

& Associates. 2021 Manulife Canada

Prairies is Growing.

Well-Being. Manulife, 2022. l

1. Educate your employees about the

tax benefits of GRSPs and provide an opportunity for them to contribute

their year-end bonus to their savings plan.

2. Offer more choices so your employees can control how they use their benefit

dollars. Flex accounts allow employees

to allocate their spending among three buckets: health expenses, eligible

wellness expenses, and retirement savings.

3. Match employees’ student debt

repayment with contributions to a

GRSP. For many graduates, student debt can be a barrier to saving. By matching what they pay on their

student debt, you are investing in their financial future – and building loyalty.

Connecting the dots Through an intentionally designed group benefits and pension plan,

employers can ease financial stress,

27

Mental Health…

Choose to end the stigma…

Choose to Work Well

A

sk any construction employee if they know someone who has lost their life in a site accident, and they likely don’t. However, if you ask that same person if they know a construction colleague that lost their life to suicide, there’s a good chance their answer will be “yes”.

That’s just one symptom of the “silent epidemic” the construction industry faces with a growing crisis in employees’ mental health.

The suicide rate for construction workers is seven times the national average. That’s right! Fifty-three deaths per 100,000 workers as compared to the national average of about seven deaths per 100,000 workers. It’s a sobering statistic and one that’s beginning to hit home for employers and employees alike.

Why are the numbers so much higher for construction workers? Construction is a dynamic, challenging and reward-

ing career, but there are unique feathers of the industry that can come together to create the “perfect storm” of mental health struggles. The very nature of construction work can create challenges for even the most resilient individuals.

Long stints working away from family and friends means a disconnect from social and support networks. Those long days can lead to sleep deprivation, one of the main factors in depression. The work is hard and wears down both body and mind. Frequent physical injuries can lead to chronic pain and possible issues with addiction. Working in a highly safety-sensitive environment, combined with the strain of current labour shortages, introduces a level of stress that very few other industries experience.

While it’s true we’ve made progress in reducing the gender disparity, the reality is that close to 90 per cent of construction workers are male. Men in their early 20’s through their 50’s account for the bulk of suicides and the vast majority of the construction workforce falls into that demographic. Unfortunately, there remains a pervasive and highly

dysfunctional culture around generally stoic males that says you’re weak if you admit you’re struggling physically or mentally.

While Saskatchewan and Canada have had considerable success in reducing workplace injuries and fatalities, we lag behind many jurisdictions in addressing mental health. The United States, for example, is home to the Construction Industry Alliance for Suicide Prevention founded in 2016. What started as a combined effort of a number of stakeholders quickly developed into a standalone organization whose entire focus is on a zero-suicide construction industry.

It’s “Mission Zero” with a different, but equally important end goal.

Mates in Construction is the Australian suicide prevention initiative that got its start in 2008. Their programs have expanded not only to different sectors, but also to other countries. It’s a unique and highly effective grassroots program that uses construction workers to create a network of support for colleagues.

So why is Canada lagging in a national,

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coordinated, and targeted approach to suicide prevention in an industry that most clearly needs that support?

Perhaps it’s because we continue to devote our time and attention to reducing physical injuries? Perhaps it’s because we don’t have the empirical research to back up the need for action? Perhaps its because suicide and mental health is a difficult subject to talk about? Perhaps it’s a lack of funding? Perhaps it’s simply because nobody has stepped forward to take the lead?

Merit has always been committed to the well-being of construction workers, and in 2022 they made a commitment to providing more supports to assist employers in changing the industry culture around mental health. They found a partner in this endeavour with WorkSafe, who is also doing their part in providing support to employers.

The partnership between WorkSafe and

Merit spawned a pilot project which will see 200 construction workers enrolled in a year-long mental wellness program to help them not only identify issues that affect their well-being but also take steps to strengthen their resiliency. An important element of the pilot project is surveying participants before the training starts and after it’s completed in order to assess the effectiveness of the program. With so many training and support options available, we need to start understanding what will work best at the worker level.

This all starts with a change in culture,

Twenty-five years ago, the industry made it a priority to reduce the number of accidental deaths that were impacting the lives and families of construction workers. It’s now time for Saskatchewan to take that next decisive step and follow the lead of the rest of the world in addressing suicide and mental health of construction workers.

importantly, take advantage of training

and that can only happen at the top. If you are a business owner or part of the

leadership team with your company,

we encourage you to start the conversation in order to eliminate the stigma.

Open your door to talking about mental

health. Develop a network of champions from within that will demonstrate

that talking about mental health is a

positive step forward and nothing to be

ashamed of. Provide support to all employees to help them deal with the stress

the industry puts on them. And most opportunities, such as Merit Saskatchewan’s Workplace Wellness Program to

increase your capacity to better understand mental wellness.

For more information on the Merit Workplace Wellness Program, please visit meritsask.com/wellness. l

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HR challenges: COVID-19 and mental health in the workplace

By McKercher LLP lawyers, Kit McGuinness and Michael A. MacDonald

T

he global pandemic has changed our lives in many ways. Many of us have had to adapt to new ways we work, attend school, and keep our families safe.

Some of these changes have been positive. However, many have not. The pandemic has caused economic and social damage to many, and not all damage is readily visible. One cost that could be overlooked would be the impact the pandemic has had on your workforce’s mental health.

Reports indicate that the mental health of Canadians has steadily declined over the pandemic. The Workers’ Compensation Board for Saskatchewan has reported a marked increase in claims for psychological injury in 2020. It is safe to say that, as the pandemic dragged on, Canadians’ mental health continued getting worse.

Mental health issues can inflict massive organizational costs.

The following statistics provide some illustration: • Approximately 30 per cent of disability claims in Canada are attributed to mental health; and • The fastest-growing category of disability claims in terms of cost to Canadian employers is from depression.

Overall, these trends suggest keeping a close eye on your returning workforce and proactively addressing any mental health problems your workers may be experiencing.

30

Resources are becoming widely available Raising mental health awareness in the resource mining industry has been notoriously difficult.

A 2016 study found that workers in the mining sector experienced short-term depression at approximately five times

higher than the national average. In Canada, rates of generalized depression were found to be much higher among agriculture, mining, and construction workers specifically.

As one article on the resource company NORCAT points out, “miners aren’t typically a group one would expect to be receptive to discussing mental health issues in a training session.”

For this reason, a five-week program for new miners was put in place by NORCAT. NORCAT’s management has admitted that prior to the program being implemented, it was easier to

“sweep mental health issues under the rug or ignore symptoms when they appeared.”

Fortunately, several new programs are available to assist with

maintaining strong mental health. WorkSafe Saskatchewan,

for example, has entered into a number of partnerships to deliver educational courses such as:

• Mental Health Communication Strategies; • Enhancing Workplace Resiliency; and

• Managing Psychological Health Issues at Work.

Fortunately, several new programs are available to assist with maintaining strong mental health. WorkSafe Saskatchewan, for example, has entered into a number of partnerships to deliver educational courses.

Human rights Human rights legislation protects everyone from discrimina-

tion and harassment based on any of the prescribed prohibited grounds, including mental disorders, which are recognized as a form of disability. This legislation prohibits employers from

terminating employees, denying promotions, or refusing to employ applicants on the basis of a mental health disability.

Employers have a duty to accommodate such individuals who

experience mental health challenges, up to the point of “undue hardship”. What qualifies as “undue hardship” is very

fact-dependent, meaning the extent of accommodation-owed changes with the circumstances.

In addition, the Saskatchewan Human Rights Commission has prepared a guide for employers to address mental health

within the specific context of COVID-19. The guide offers useful suggestions for recognizing and communicating about mental health disabilities with employees.

However, even if your human resources department is proactive, mental health issues can still arise and create person-

nel problems. Below we review several common contexts in which such issues can arise.

Even before a mental health challenge is discovered or

brought forward by an employee, employers may have a duty

to inquire. If an employer has reason to believe an employee

may be experiencing mental health challenges, the employer should inquire confidentially with the employee. If the circumstances require, reasonable accommodations may be owed to enable that employee to effectively perform work,

while at all times safeguarding their personal health information.

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Occupational Health & Safety and Workers’ Compensation

work. According to the employer, the worker had been caught

Most Canadian jurisdictions have laws requiring employers

interpreted her unauthorized departure from work as a res-

to provide a safe workplace. This includes providing employees with a workplace free from violence and harassment.

In turn, this obligation can bear on matters of occupational health and safety and workers’ compensation.

A recent decision by the British Columbia Workers’ Compen-

sation Appeal Tribunal serves as an example. In January of

2022, the B.C Tribunal allowed the appeal of a construction worker who claimed her employment caused her to suffer a mental disorder rendering her incapable of work.

The worker had been previously been diagnosed with a mixed

watching television instead of working, at which point the worker left, indicating she would not return. The employer ignation.

The B.C. Tribunal ultimately sided with the worker, accepting

her mental disorder was caused by work-related stressors and that she was entitled to workers’ compensation benefits as a result.

While this case is specific to the legislative provisions of British Columbia, such a scenario still ought to be “top of mind”

for human resources and management personnel. Mental

health in the context of work continues to grow in prominence. As our economy and our people recover from the ef-

anxiety and depressed mood disorder, which had been im-

fects of the pandemic, it is foreseeable that such topics will

when the worker had a verbal altercation with a supervisor.

McKercher LLP’s labour and employment practice group

proving with prescribed medication. However, that stopped

According to the worker, she had been subject to a pattern of

bullying, including being vindictively reassigned from painting duties and being berated for watching television while at

continue to grow in prominence.

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Emergency rescue teams – If you don’t use it, you lose it

Having professional emergency response teams on location can make the difference between a worker having a bad day and a family suffering through a tragic loss.

By the Saskatchewan Safety Council

I

n resource industries, emergency rescue situations are often complex undertakings. We make sure through planning and experience to eliminate or control every practicable area of risk and yet there is always that possibility that something can go horribly wrong. This is why we hire professionals.

Having professional emergency response teams on location can make the difference between a worker having a bad day and a family suffering through a tragic loss. Whether it is hazardous confined spaces or high-angle rescue locations, challenging locations require professionals trained specifically to rescue a trapped or injured worker safely and quickly.

What often happens is that organizations rely on professional certifications without checking competency regularly. People may believe that the emergency personnel have achieved a professional certification and therefore are competent, but there is a wide gulf between training and competency when seconds can save lives.

Skills that are trained on must be practiced consistently and regularly for them to stay sharp. When the worstcase scenario happens, there is no time to look up a technique in a manual or watch a quick video as a refresher.

Workers’ lives depend on these skills being ingrained into muscle memory and available at a moment’s notice.

Picture yourself for a moment in the position of a worker at heights. With a set of unusual and improbable circumstances, the impossible has happened and you find yourself trapped in a challenging location, requiring aid. The emergency rescue team arrives nearby to assess the situation, giving you hope. You watch helplessly perched in your precarious position as the seconds seem like hours. With fading confidence, you observe a series of confused attempts to reach your position only to discover the team cannot seem to get close to you, let alone provide medical attention. What continues to play through your mind as the minutes drag on? Do you consider all the things you could have done not to be in this situation? Do you grimace at the thought of explaining this to your spouse later on that day, only to tear up, hoping that you get that chance?

Sometime later there will be an incident investigation with a footnote stating the rescue took longer than expected, however, the emergency rescue team all had their professional certifications.

What we often fail to realize is that certification is not equal to competence.

Having professional certifications is a requirement, pairing that with experience can provide for a seasoned professional, however, skills fade over time.

A competent worker is one that not only receives knowledge and training to receive certification, but one who consistently and continually practices,

refines, and tests themselves at a challenging level of skill and working these skills daily, weekly, and monthly to make sure that the skill is ingrained in muscle memory and available at a moment’s notice. The complex nature of unknowns in emergency situations requires a wide variety of unique skills to be applied efficiently. Knowing these skills is not enough, teams must have proficiency in their use.

If our operations and safety teams are doing their job, there will not be many opportunities for emergency rescue teams to practice these skills in real scenarios. We must then dedicate time to keep these skills building up and improving, not declining. A competent professional not only has knowledge of best practices, but also explores and challenges the concepts that brought those best practices into the field. At the end of the day, a competent worker understands that the journey is never over and that their training is never truly “complete”.

The Saskatchewan Safety Council is able to provide knowledgeable, professionally certified and competent emergency rescue teams for your projects.

These teams practice daily what they need to perform in the field with documented competency logs, giving you confidence in their ability to handle the impossible. What choices will you make when it comes to your last line of defence when the things that should never happen do? l

33

Slips, trips and falls – a moment in time can have a lifetime impact

I

t doesn’t matter if it happens on the job site or in the office, something as seemingly innocent as a slip, trip or fall can have a devastating impact for injured workers and employers.

According to statistics from WorkSafe Saskatchewan,

slips, trips and falls (STF) are the second leading cause of

serious workplace injuries in Saskatchewan. In 2021, Sas-

katchewan had 3,453 total injuries due to STF, and 39 of those

injuries were in the mining industry. From 2019 to 2021, Saskatchewan’s mining industry recorded 946 total injuries, 134 (14.16 per cent) of which were caused by slips, trips, and falls.

In the province’s mining industry, falls were the fourth-leading cause of workplace injuries (10 per cent), and the third-leading cause of time loss injuries and fatalities (13.6 per cent) in 2020. Overall, the top occupations in the mining industry that suffer workplace injuries are underground miners, oil and

gas drillers, and related workers. That’s not to mention the number of workers injured on their own time, while working around their home, or even just walking on an icy sidewalk.

34

Sobering numbers like those led WorkSafe to recently launch an awareness campaign to educate workers and employers about the causes and impact of slips, trips, and falls, and how best to prevent those injuries. While it’s commonly believed that most workplace injuries caused by falls involve workers falling from heights (such as from a ladder), the reality is that even more slip, trip, and fall on level ground.

Annette Goski is the director of prevention for the Saskatchewan Workers’ Compensation Board and WorkSafe Saskatchewan. “A slip, trip, or fall can have a lifetime impact on an injured worker and their employer,” Goski says. “One accident can lead to multiple injuries, including broken bones and concussions, even death. The results can be quite devastating.”

Among STFs in Saskatchewan, the number-one cause of workplace injuries is falls to a floor, walkway, or other surface.

The top five industries in the province that record the most STFs are health care, transportation, community and social services, municipal government (cities, towns, and villages) and schools (elementary and secondary). Weather conditions are often a significant factor.

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“We’ve seen a number of serious workplace injuries this win-

• Check to make sure entrance areas and stairs are clear of

plains. “Even just walking to/from work across an icy parking

• Clean your footwear of snow, ice, and/or mud when you go

ter resulting from slips and falls on icy surfaces,” Goski exlot or sidewalk can result in a serious injury. That’s why we recommend ice cleats for workers in snowy or icy work conditions. It’s a simple but effective way to keep workers safe.”

WorkSafe Saskatchewan statistics indicate about 60 per cent

of slips and trips in Saskatchewan workplaces end in a fall.

Falling even a short distance can cause a serious injury. The distance you fall and the surface you land on can increase the

seriousness of the injury. WorkSafe recommends that whenever a worker is working at a height above 1.2 metres, such as on a ladder, they should have fall protection.

snow and slush, which often cause slips and falls. inside.

• Walk slowly and deliberately, focused on the path ahead.

• Where possible, avoid slippery surfaces, such as wet leaves, icy areas, and snow banks.

• Use handrails where available.

• Report all slip, trip, and fall hazards and incidents to your employer.

The type of fall protection used depends on the job being per-

formed. Talk to your supervisor to find out what equipment

Prevention tips for workers

is best to keep you safe. Inspecting fall protection gear fre-

There are a number of steps workers can take to protect them-

only effective if they are used properly, which includes keep-

selves from injuries caused by slips, trips, and falls, including the following:

• Wear appropriate footwear with slip-resistant soles to work,

and change into indoor footwear when working inside. Ice grippers that attach to your footwear provide additional traction outdoors.

quently is as important as using it. Fall protection systems are ing them in good working condition.

“It’s about maintaining and inspecting the equipment you use on a regular basis,” Goski concludes. She recommends the WorkSafe website as an excellent resource for injury prevention tips and guidelines, including hazards to be aware of on the job.

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Inspecting fall protection gear frequently is as important as using it.

Fall protection systems are only effective if they are used properly, which includes keeping them in good working condition.

Tips for employers There are a number of steps employers can take to reduce the

likelihood of a slip, trip, and/or fall resulting in an injury to one of their employees:

• Keep parking lots, walkways, and work sites clear of snow

• Clearly identify steps, ramps, and other elevation changes.

• Clean up spills and wet areas immediately and mark the area.

• Define everyone’s role in preventing slips and falls, and communicate those roles to all employees.

and ice. Monitor the weather and be prepared for slippery

• Follow up and, if necessary, address slip, trip, and fall con-

• Use salt, sand, or another proven anti-slip material to keep

• Report any injuries right away, even if they appear to be

conditions.

parking lots and walkways clear.

• Ensure workers working outdoors wear appropriate footwear for the conditions.

• Provide good lighting and clear path markings.

cerns reported by employees.

minor, to the Workers’ Compensation Board.

Visit the WorkSafe website to check out the section on slips, trips and falls at www.worksafesask.ca/prevention/slipstrips-falls/ for information, tips, and resources to help make your workplace safer for everyone. l

37

SATCC launches new self-service system: MyATC MyATC is a new online system that provides faster, more efficient service for apprentices, tradespeople, and employers across Saskatchewan.

A

pprentices and employers have been asking for the ability to self-serve through the Saskatchewan Apprenticeship and Trade Certification Commission’s (SATCC) biennial client satisfaction surveys, and as of January 10, 2022, that request became reality with the launch of MyATC. MyATC is a new online system that provides faster, more efficient service for apprentices, tradespeople, and employers across the province.

“The SATCC is thrilled to launch MyATC to apprenticeship clients across Saskatchewan,” said Jeff Ritter, SATCC CEO. “We’re incredibly proud of this system and can’t wait to see our clients take advantage of it.”

By using either a desktop computer or a mobile device, MyATC provides convenient and immediate access to information anytime, anywhere. Apprentices can complete an application to register as an apprentice, submit fee payments, view training requirements, register for technical training, access transcripts and exam results, and sub-

38

employers/joint training committees to work together to determine mutually agreeable training times. Still, SATCC staff will continue to work with clients to help facilitate their progress through the apprenticeship and certification system. mit workplace hours. Supervising journeypersons can approve apprentices’ hours and skills. Employers and joint training committees can submit payments, manage apprentices and supervising journeypersons, and monitor apprentice training and work progress.

With the new system, apprentices can self-register for technical training and exams, giving them greater control over their apprenticeship journey. Apprentices and employers/joint training committees will no longer receive training notices as a formal invitation to attend training. Technical training will be filled on a first-come, firstserved basis.

MyATC is designed to be user-friendly and is like other online services clients currently use.

“Saskatchewan citizens have the ability to bank online; to book and pay for a hotel reservation online – now they can manage their apprenticeship experience online,” Ritter said. “This system modernizes the apprenticeship and trade certification system in Saskatchewan.”

To self-register for training, apprentices need to have met the required hours of experience for their trade. Apprentices can find this information by looking up their program case.

Since MyATC provides clients with many benefits, including access to information when it’s convenient for them, the expectation is that clients will use the system; however, SATCC staff are always willing to walk clients through the process over the phone or in person. Field services staff are also still making visits to employers and able to provide support or answer questions about MyATC.

When apprentices register for training or exams, their employer or the joint training committee their apprenticeship contract is registered with will receive a notification via MyATC. It is the responsibility of apprentices and

“It’s important for the SATCC to maintain excellent customer service now that MyATC has been implemented,” Ritter said. “The apprenticeship system relies on industry’s participation.

That’s why client satisfaction is so im-

portant. Our staff are still here to an-

for exams; and registering for technical

the system. Current apprentices and

ents navigate the new system.”

on approving apprenticeship applica-

into MyATC for the first time. Current

swer client inquiries. They can help cliThere will, of course, be exceptions

made for clients who don’t have Internet access. SATCC staff are still able to

enter information into the system on behalf of clients if there is a significant

obstacle preventing them from using it.

“We’re proud to provide online access

to clients and look forward to sustain-

ing strong relationships with apprentices, tradespeople, and employers across the province,” Ritter said.

Once logged into MyATC, help articles

built into a knowledge base help clients navigate different tasks. For apprentices, there are articles on applying for

the Apprenticeship Training Allowance; changing employers; registering

training. Employers can access articles tions; accessing apprentices’ training schedules; and approving trade time hours.

trade qualifiers were sent a PIN to log

employers and joint training committees were sent a registration code. In-

dividuals accessing MyATC, such as

The SATCC will continue working to enhance the system post-launch.

“Work on the system doesn’t stop because we’ve launched,” said Curtis Leung, SATCC director of business sys-

apprentices and trade qualifiers, require a Saskatchewan account to access

MyATC. Employers and joint training

committees do not need a Saskatchewan account.

tems. “This system will be around for

Clients can access MyATC from the

be continually improving the system

ca. The SATCC website also provides

it. If clients have feedback regarding

prenticeship.ca/myatc.

a long time and it won’t sit idle. We will

SATCC’s website at saskapprenticeship.

and our customers’ experience with

information on how to login at saskap-

MyATC, I encourage them to share it with us.”

Clients

with

questions

regarding

MyATC can also contact the SATCC

Current clients were sent information via Canada Post on getting set up in

directly at apprenticeship@gov.sk.ca or 1-877-363-0536. l

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DEL Communications Inc. creates national and international print magazines, as well as online magazines, and regional print and online publications for every industry imaginable.

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