Worksite NEWS
VOLUME 23 NUMBER 1
Canada’s premier occupational health, safety and environment E-Magazine
January 2015
WORLD ORDER 2015
Global mega corporations helping make our lives safer, healthier, cleaner But do we want to be in their hands? Corporate Social Responsibility (CSR)......page 6
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SAFETY IN THE OILSANDS
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FIRE PROTECTION
Why You Should Value Fire Doors By Jen Sue Washington Fire needs three elements so that it can grow. It is able to thrive if the three elements are present -- heat (for ignition), oxygen and fuel (combustible materials around the ignited part. It is not a surprise that fire disasters would immediately happen when it is left alone to spread. However, with the presence of fire doors, the property gets a built-in shield that can contain the fire for a certain period of time until the threshold is reached. For some of these doors, the threshold is at 90 minutes which is a lot of time for people to find a way to escape the fire disaster. This is called an FD 90 door which is required for areas that have long corridors or hallways which will demand a longer time for people to make their exit and extricate themselves from the location that's slowly being gutted by fire. I f you do not have these doors, an ordinary door can be given a fire door replacement. The door cannot be purchased from any supplier but only those with the proper certification from government agencies. The manufacture of these doors follow a system that makes them burn slower than other materials in the structure. After these doors are manufactured, they are put to a test to verify their rating. This is done through random sampling of the batch and when the rating is confirmed, the door is ready for distribution to the market. Thus, it is beneficial to source the fire doors from stores that are registered as suppliers of these materials. You can have a list of these suppliers from the people who inspect these doors and from the construction engineers. Make sure that what you are buying is an authentic product that will be able to give you the protection you need during a fire. Sometimes, it is not enough that you have fire extinguishers since you may not notice that a fire has grown out of proportion already. Therefore, the presence of a door that would burn slowly is essential so that fire cannot escape from one area. It is really dangerous when fire is left to spread freely because people would have a slim chance of making their way out of the building. This door is placed on its strategic location in order to give people the opportunity to head for the fire exit. Doors like this should also be tied to a fire alarm so building occupants will know what is happening on a certain part of the area. As the building code regulations become more stringent in implementation, there is a good possibility that fires would be contained effectively. Ordinary doors should also have the proper fire door replacement in order for building and people to be safe. A fire-proof entrance can be made of different materials like steel, wood or Vermiculite board. Whatever your choice is, it would be essential to match the rating to the size of the building. The rule is, the bigger the area, the higher the rating should be. Find out more info about Brisbane fire doors and learn more from the authority site here as well www.brisbanefiredoors.com.au.
Extinguishers of choice By Shawn Farner A good step to take when putting together a fire protection strategy is to plan out the possible locations of fire extinguishers, which are devices that can help slow or completely suppress the spread of a small fire. There are several classes of fire extinguishers available, each designed to handle a certain type of fire. You can tell extinguishers apart by the colored geometric symbol they have on the side. Class A extinguishers might be the most common types you'd see in schools, office buildings, and other similar locations. These deal with normal, combustible materials like wood, paper, cardboard and plastic. This class of extinguisher has a green triangle on it. If you need to try and suppress a fire with flammable or combustible liquids like oil, gas, or kerosene, you'd want to use a Class B extinguisher. This product uses a different type of material on the fire (sometimes CO2), since water would likely cause the fire to spread further. These have a red square on the side. Fires involving appliances or other electrical equipment, such as wiring or breakers, will require the use of a Class C fire extinguisher. Because using water can put you at risk of electrical shock, a Class C product uses nonconductive materials like carbon dioxide. Some also use PKP, a dry chemical. These extinguishers are marked with a blue circle. Fires containing combustible metals like magnesium, titanium, and sodium should be handled with a Class D extinguisher. These contain dry powder substances that can suppress such a fire, where other types might actually cause the fire to get worse. Do not confuse dry powder with dry chemical, like in Class C. You'll find a yellow decagon on the side of this device. Class K devices are often found in restaurant and cafeteria kitchens, and help suppress fires that involve cooking oils and different types of fats. These fires burn hotter than other fires, and use extinguishers that contain wet chemical agents that turn the oils or fats fueling the fire into soap. A black hexagon symbol can be found on this extinguisher. Remember: It's important that you learn about the different types of extinguishers that are available to you and in what situations they're best used. WSN
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LETTERS TO THE EDITOR
Safety Training Courses: Business gains when you invest By Lorena Bays As a business owner, there are many ways you can maintain and boost your employees' overall efficiency, productivity, and morale. You can give them incentives or rewards when they meet required targets, when they are never late for work and they have not acquired any absences for a certain period of time. Another tried and tested way of enhancing your employees' productivity and morale is by sending them to or having them undergo certain training programs. These short training programs will serve as refresher courses. These courses will also enable them to be more knowledgeable and updated with the latest industry or business practices. In return, you can expect your employees to put into practice their newly acquired knowledge and skills to the great benefit of your business. Safety training courses, in particular, are reliable and effective programs that you can invest in for your employees to take or undergo. Such specially designed programs are given out by professional training providers to help individuals know the proper health and safety practices they have to follow and carry out while they are
at work. Below are some of the specific benefits your business can gain when you have your employees undergo health and safety training courses: There is an increase in employee productivity and efficiency. The correct health and safety training courses will teach your employees how to avoid work-related injuries. Through some occupational health and safety training courses, your employee will know which correct posture to adopt while he or she is sitting down in front of a computer to work or when he or she will be picking up some quite heavy boxes or stuff from the floor. These ergonomic-related trainings are all designed to help an employee avoid hurting his or her back or wrist due to the nature of his or her job. In turn, you will lessen employee absenteeism and they will be more efficient and productive since there are lesser chances of them getting hurt or injured while they are at work. You will have reduced insurance premiums. When you have evidence (such as certificates) that your managers and employees are fully trained in dealing with and handling occupational health and safety issues, you will reduce the insurance premiums you will be paying for
since it means that your company will less likely make any claims. Legal protection against damages and claims. One of the ways you can protect the well-being of your employees is by having them undergo the necessary health and safety training courses. When they already know all relevant rules and practices they have to regularly follow and you have the necessary paperwork to substantiate that they have been sufficiently trained, if they get hurt while they were at work due to their carelessness or inability to follow rules, you are legally safe from any claims or lawsuits they may want to file against your company. Worksite News, Canada's premier occupational health, safety and environment E-Magazine is pleased to introduce a new monthly editorial series on Human Resource Management for the Industrial and Corporate Sectors beginning January 2015. For more information please call 1-756-8687. Read more about the advantages your business stands to gain when you invest in safety and health training courses for your employees on www.hss-me.com
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MENTAL HEALTH AWARENESS
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CORPORATE SOCIAL RESPONSIBILITY (CSR)
CSR: Building on World Order 2015 By Laura Jerpi Worksite News arge companies have vast resources at their fingertips, and many of them are using this influence to create a corporate social responsibility (CSR) initiative to help make the world a better place to live in. some, of course, are neglecting and disrespecting the social order. That's another story! However, I digress. Peace, prosperity and public good- ingredients for a happier co-existence. “CSR is an interesting topic that started as a buzzword in different forms in the 1950s, and over the past 20 years has evolved into one of the most important parts of an organization's strategic plan,” says Dr. James Ziegler, a Business instructor at South University, Online Programs. “CSR used to be a matter of hasty actions on the part of businesses as reactive measures to issues that were the latest and greatest social buzzwords of the day. But over time, this has changed from being a way to Can the world’s global marketeers keep the human race safe, secure and satisfied improve public image to a way of being for a business.” The catch reality for 2015 and beyond. Ziegler says the modern concept of CSR may be tied to as improving the workplace, community support and Dr. Archie B. Carroll's Pyramid of Corporate Social volunteer work, going green, purely philanthropic causes, Responsibility. and more. “Some companies still may not have gotten the word, but Schuchard describes the business benefits of CSR as varied, companies doing business on a national or multinational with some direct and some indirect advantages. level must now incorporate CSR into their annual and, even He says one of the biggest sustainability challenges is more so, long-term strategic plans,” Ziegler says. “In the climate change. past decade or so, this has also trickled down to companies Many companies use CSR to try to anticipate what types of doing business at regional, statewide, and local levels.” regulations will be in place in the future and to make the These companies are taking a variety of approaches to add necessary investments to prepare, Schuchard says. corporate social responsibility into their business strategy, Companies with the Best CSR Policies Ziegler says. Ziegler says the corporate social responsibility policies that “We have seen CSR take on many roles over the years, such have stood out the most to him are those of tech companies. as improving the workplace, community support and “For example, Microsoft is known for its education volunteer work, going green, purely philanthropic causes, initiatives — often times in conjunction with the Bill and and more,” Ziegler says. “But the biggest buzzword, or Melinda Gates Foundation,” Ziegler says. “My wife used trend, today has to be sustainability, which can be a to be a teacher for Denver Public Schools, and her inner-city combination of several CSR-related areas working together K-8 school, which had over 90% of its students on the free to creates sustainable growth.” and reduced lunch program, received a wonderful mobile Ryan Schuchard, Manager of Climate & Energy at BSR computer lab, courtesy of a grant from the Gates says companies are always thinking about the future, and Foundation.” participating in CSR strategies helps them to get into a He also cites Google and Apple as tech companies with position to thrive. impressive CSR initiatives. “The world is changing and resources are becoming more Zeigler notes a 2012 study by the Reputation Institute scarce,” Schuchard says. showing the top 10 most reputable companies in the world. Having a corporate social responsibility strategy in place Topping the list were BMW, Sony, The Walt Disney can bring countless benefits to companies, Schuchard says. Company, Daimler, and Apple. “There are real financial advantages that come with a lot of Schuchard says a company with a good CSR strategy what it takes to achieve sustainability,” he adds. typically has senior leaders who are talking publically about Beyond financial returns, Schuchard cites company climate change and other sustainable issues, committing stakeholders as another reason many companies are their company to goals, and seeing that employees have the investing a great deal of resources into their CSR strategies. resources to achieve them. “One thing to consider is that there are stakeholders that “What we really want to see is companies paying attention care,” Schuchard says. to stakeholders and doing structured ongoing stakeholder We have seen CSR take on many roles over the years, such management,” Schuchard says.
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For example, he credits companies including Nike, HP, Timberland, Levi's, Starbucks as examples of good stakeholder engagement. Schuchard says that many companies have suppliers in China, where there is a higher measure of greenhouse gas. Part of his job at BSR is to help companies work with their suppliers in China to reduce greenhouse gas emissions. He also works on a Future of Fuels program to help companies develop road maps for more sustainable fuel use. Arguments by CSR Opponents “The biggest argument against CSR has to be that companies are in business to make profits, and CEOs first responsibility is to the shareholders and not society,” Ziegler says. “Does this necessarily mean that CSR and profits are in direct opposition? No.” Ziegler cites a Wall Street Journal article by Dr. Aneel Karnani as saying that sometimes a company can increase profits through CSR practices. The article uses the example of healthy foods, saying that society has increased its demand for these foods so they have now become profitable. He notes that fuel-efficient vehicles are also used as an example, saying that with the rise of gas prices and a poor economy, more consumers want cars that get 30, 40, or 50 miles to the gallon, so this CSR initiative also has become profitable for automobile manufacturers. Ziegler notes a key point made by Karnani's article is that if what is good for society cuts into profits, then the CEO has to make a decision that may not be in the best interest of CSR, but of the shareholders. Karnani says in these cases, CSR shouldn't be the primary concern of the company, unless the CEO can find a way to make it profitable. Ziegler says this is a common argument. “I would argue that in today's business world, a savvy executive can turn expensive CSR costs into profits and this can be done in many ways through marketing,” Ziegler says. “Although, Karnani argues that this is another problem with CSR — companies blowing their own horns, possibly blowing their programs out of proportion — just for the publicity of being able to say they have a CSR program, even if it is woefully inadequate. Which may be the case, but in many cases, it may be blowing one's own horn, in perfect alignment with the base of Carroll's Pyramid of Corporate Social Responsibility, (which is) economic responsibilities — be profitable,” Ziegler says. Schuchard says most companies understand the benefits that CSR can bring to their organization. “I don't see a lot of true opposition to CSR,” he says. “There's no real back and forth debate on the value of CSR.” Companies have to choose which issues to focus on based on the intersection of business value and stakeholder satisfaction, he says. “If you talk with senior company leaders there's not a hold out saying it doesn't matter, the real question is how do you really decide what to do?” Schuchard says. “A large company can think about 100 or 1,000 different issues.”WSN
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ELECTRICAL SAFETY
Three steps to an Electrical System Recovery By Matt Louis
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sound recovery of an electrical system depends on 3 key factors which we will discuss in today's post. The idea is to provide companies who operate on large scale electrical systems with the information they need to make their infrastructure safe, secure and redundant, in case of a disaster. Knowledge Of the Electrical System Companies need to be intimately familiar with every aspect of their electrical system. The more knowledge they have of their system, the quickly they can get the right recovery efforts underway. Every business or company should have a recovery plan for all its processes. In case of electrical disasters, a safe and efficient recovery plan has to be in place. In light of that, businesses and companies should have the following. A current single-line drawing of the electrical distribution system Seek out and identify equipment that is critical to maintaining the existing infrastructure Determine what components need to be replaced These may be three simple steps but in fact they are enormous tasks each with its own set of tasks and subtask. Let's talk about water related disasters. Any type of electrical equipment exposed or drenched is water is a serious cause for concern. There is a good chance that the equipment is lost forever. However even if it's not, reenergizing it without proper precautions and repairs is a disaster waiting to happen. Be mindful of other attributes besides water such as moisture and weather exposure. Both can effect system integrity. The excess water not only poses a risk for the equipment but to workers as well. It could be
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contaminated with debris, chemical or sewage, all potentially harmful elements to human life. Implement Electrical Safe Work Policy Practice Abbreviated shortly as ESWP, is a policy document that is created by the company. It is a very detail oriented document that defines in good length all the areas of a company's electrical safety practices. Having a safety document is just a good practice, it is a legal and federal requirement in order to promote safety and contain hazardous incidents from occurring. The one thing to know about ESWP policy is that no two policies are alike. They vary from company to company and industry to industry. Each facility for example has its own specified levels of circuit layout, energy expenditure and voltage requirements. As such each facility will require its own ESWP and multiple location will involve multiple ESWP as part of the overall work safety plan. Must Have An EEAP By that, we mean an Electrical Emergency Action Plan. It details all electrical assets, and operational infrastructure. This plan will and should also highlight the potential risks and limitations of the systems to that engineers working on a recovery effort know the boundaries within which they need to work. This also translates to less uncertainties when a natural or man-made disaster occurs and severely reductions the down town of an electrical system because engineers have an eagle eye of the entire system and know where to dissect and which part to work on. From a financial point of view, an electrical emergency action plan will also highlight the parts the can be defective and thus provide cost engineers with the cost of repairing the system, a key calculation when formulating a repair strategy.
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Electrical systems recovery is by no means an easy task and should be left up to professionals know have practical experience and sound background in this line of field. Be sure to contact a complete electrical solutions provider in your area for more details. Learn more about efficient electrical system and the best practices of electrical system recovery. Electrical recovery is a critical aspect of increasing lives of your business's equipment, and preventing electrical hazards. Visit www.CurrentSolutionsPC.com or call us at 914-347-8480 and get free electrical consultation on how to make your facility's electrical system more productive.
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TRUCK DRIVER SAFETY
HIGHWAY SAFETY: We must be doing something right So the National Highway Traffic Safety Administration (NHTSA) recently released its 2013 Fatality Analysis Reporting System (FARS) data that painted a very interesting picture of U.S. highway safety: namely, that fatalities due to vehicle crashes marked a decade of decline. According to the agency's data, highway fatalities overall decreased 3.1% between 2012 and 2013 – falling to 32,719 – with injuries due to vehicular crashes down 2.1% to 2.31 million. More importantly, NHTSA's data indicates highway fatalities due to crashes are down 25% overall compared to 2004 – a general decline in fatalities that gained strength in 2006 and continued unabated except for 2012, when overall fatalities jumped by 3.3% or 1,082 more deaths. But even that increase is somewhat misleading as NHTSA noted that 72% of those 1,082 additional fatalities not only occurred in the first quarter of that year – winter time, when roadway conditions can be more hazardous than usual – but also involved motorcyclists and pedestrians. Yet it's the longer-term trend that's important here as the fatality rate notched for 2013 matched a historic low – 1.10 deaths per 100 million vehicle miles traveled in 2013, down from 1.14 deaths per 100 million vehicle miles traveled in 2012. Here are some other statistics from NHTSA analysis that further highlights improving highway safety trends: * The number of passenger vehicle occupants killed in crashes declined by 3% to 21,132 – the lowest number on record dating back to 1975. Large truck occupant and motorcyclist fatalities in 2013 declined for the first time since 2009, 0.9% and 6.4% respectively. * Pedestrian fatalities declined by 1.7% to 4,735, though that remains 15% higher than the record low of 4,109 pedestrian deaths recorded in 2009. * The number of people killed in distraction-affected crashes fell to 3,154 in 2013 from 3,380 in 2012; a 6.7% decrease. However, the estimated number of people injured in distraction-affected crashes (424,000) increased by 1% compared to 2012. * The estimated number of people injured in crashes decreased across all categories in 2013 when compared to 2012, with declines among passenger vehicle occupants (2.2%), large truck occupants (4%), motorcyclists (5.4%), pedestrians (13%), and bicyclists (2%). On the not-so-good side of the safety ledger book, though, some problematic increases occurred. Fatalities among bicyclists – whom NHTSA calls “pedalcyclists” in its reporting (how'd they craft THAT awkward descriptive?) – increased by 1.2% to their highest level since 2006. Truckers are in the crosshairs of this statistic to a degree due to several highprofile bike-truck crashes this year that generated renewed calls for mandatory side guards on commercial vehicles operating in urban areas.WSN
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SAFETY ON THE HOMEFRONT
CRIME AND HOME INVASION: By Canada Safety Council Home invasion scenarios are generally thought of as a premeditated confrontation in the victim's home with the intent to rob and/or inflict violence. The impact of home invasion extends beyond the violence of the crime itself; it is particularly frightening because it has a predatory nature and violates the one place that we feel safe: our home. All Canadians can take some preventive measures to help minimize the risk of home invasion. Here are some preventive steps that can be taken to enhance your security: Secure Your Home and Your Surroundings: This includes reinforcing your doors and doorframes and using deadbolts and sliding door locks. Keep windows visible from the street and consider the use of bars (ensuring a fire escape route is still possible) and devices such as security film which reinforces the glass. Have a well-lit exterior and ensure that the lights are not accessible and will not be tampered with. Consider the use of alarms and identifying valuable property with identification (e.g. engraving). Do not keep large amounts of money in your home and keep valuables in a safety deposit box. Also, you may consider having a “decoy� jewellery box with inexpensive yet valuable-looking pieces of jewelry. It may deter a ransacking of your home. Do not Allow Strangers in your Home: Since this is one of the preferred methods of forceful entry (the other is through the garage) be vigilant and trust your instincts.
You will need a good observation point where you can see people outside of your door. You may observe them for a few minutes to determine what their motives are. You may also want to use an intercom system to talk through a closed door. DO NOT open the door to people you do not know, no matter how well-dressed they are or how kind they appear to be. If they claim to be representing a company (such as an electric or telephone company), call and confirm with the company before allowing them into your home. Any reputable representative will understand your precautions and should have the phone number readily available for you to call and verify. Know your Community: Have a good sense of your surroundings including your neighbours habits and vehicles. Consider joining a Neighbourhood Watch program. Suspicious people or activities may be of interest to the police, so write down information that may be useful (description of suspicious vehicles or strangers, phone numbers identified as calls to your home that hang up, etc.). Don't Hesitate to Call 9-1-1 : There are numerous deceptions that can be used to have you unlock or open your door. Remember, if a stranger at your door needs assistance and asks to use your phone; offer to dial and call for them. If they claim that damage has been done to your
Be prepared parked car or that they need your signature, trust your instincts and play it safe. You do not have to and should not open your door to anyone, not even the police, until you have sufficient proof that they are who they say they are. If you are unsure, call 911. Stay calm and stay on the line. Give all the information requested and if you are unable to speak, a police unit will respond to your home. Other Tips: The weakest link in home security is the occupant that fails to lock up and opens the home to strangers. The best defense against home invasion is education, planning and exercising good judgment. Practice role-playing different scenarios at the front door to feel entirely comfortable while making someone wait on the other side of the closed door. Get help from your family or friends to rehearse polite, yet firm responses to all types of potentially threatening situations. You may even want to deter home invasions by creating the illusion of others living with you. You may choose to put a pair of large boots out at the front door or a dog toy or drinking bowl. Finally, you do not want to be predictable. Vary your outings such as shopping or walks around the block. If you Become a Victim: If the unfortunate circumstance of becoming a victim presents itself, remember to stay calm. Further action beyond calling 9-1-1 and fleeing the scene may be necessary. Your actions should reflect your circumstances and the threat of violence to yourself and loved ones. Cooperating with the suspects may be your best option, as no amount of cash or material goods is worth getting hurt over. Take time to observe the description of the suspects: look, smell and listen to pick up on any identifying features. The Bulletin: Canadian Centre for Justice Statistics claims that 68 percent of home invasion crimes are committed by strangers. (A further 21 percent were casual acquaintances of the victim and the remaining 11 percent were family, friends and business relationships.) Although home invasions account for a small proportion of robberies reported to the police, you must raise your level of awareness, rehearse your refusal to open the door, take inventory of the safety aspects of your home and reduce the odds of becoming a home invasion victim.WSN
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SUBSTANCE ABUSE IN THE WORKPLACE
Abuse costs Canadian hospitals hundreds of millions When is too much still too much? People don't realize how easy it is to reach a blood alcohol concentration (BAC) of 0.08. For the average male it only takes 3-4 standard drinks in an hour and only 2of dollars per year- Alcohol cited as prime culprit 3 for women. It is not unusual for someone who is drinking to have a BAC of .1 to
OTTAWA- A new report from the Canadian Centre on Substance Abuse (CCSA) highlights that substance abuse is a serious and increasingly costly health concern in Canada. Analysing the latest data provided by the Canadian Institute for Health Information, CCSA's report, The Impact of Substance Use Disorders on Hospital Use, found the cost of hospitalizing people with substance use disorders is significant, increasing 22% over five years to $267 million in 2011 from $219 million in 2006. More than half of these costs are attributable to alcohol-related disorders, highlighting the importance of frontline medical professionals having access to and using tools that can assist with early screening and intervention for problematic alcohol use, as well as resources to educate patients about low-risk drinking. This study is the first in Canada to examine, by substance, how alcohol and other drugs, including marijuana and prescription drugs, are affecting the hospital system. However, the report focused only on the small proportion of Canadians admitted to a hospital bed with the primary diagnosis of a substance use disorder requiring treatment for the severe and direct harms associated with substance use such as acute intoxication, convulsions or withdrawal symptoms. The report did not include those admitted to hospital for accidents or injuries that happened as a result of alcohol or other drug use. It also did not include those seeking help at emergency departments who were not admitted to beds, or those seeking help from community treatment facilities or outpatient services. The following substances were responsible, in descending order, for consuming the greatest amount of hospital resources in 2011. Of note, alcohol accounted for almost 10 times more hospital costs than opioids, the second most costly substance. (Note: This is not a comprehensive list of the substances examined; please see the technical report.) * Alcohol: $145 million * Opioids: $15 million * Cannabis: $14 million * Cocaine: $13 million The study produced a number of key findings from age-related data: * For alcohol, those aged 45–64 collectively stayed the most days in hospital and accounted for the biggest increase in days stayed between 2006 and 2011. * Those aged 25–44 spent the most total days in hospital for opioids, although the largest increase in days stayed for opioids was among seniors aged 65 and over. * For cannabis, youth aged 15–24 stayed the most days in hospital and had the biggest increase in number of days stayed. Quotes "While these figures are alarming, we must examine the data with the understanding that this is just the tip of the iceberg. The total overall costs of substance abuse to the entire healthcare system are much more significant,” said Rita Notarandrea, Chief Executive Officer (interim), CCSA “This is a clear call for a greater focus on early identification of substance use disorders. Resources like the Screening, Brief Intervention and Referral tool assist health professionals in intervening before substance use disorders reach a level requiring hospitalization." The Chief Public Health Officer, Nova Scotia Department of Health and Wellness, Dr. Robert Strang, says the costs will mount as the problems escalates. "This data, which represents only a small portion of the healthcare costs from substance use, again highlights that alcohol has by far the greatest impact,” he said. “Better screening and treatment in the healthcare system is needed, but alone will not make a difference. Reducing the costs of alcohol use will require a willingness to change policies related to marketing, accessibility and price." Dr. Matthew Young, Report author and Senior Research and Policy Analyst, CCSA: "Canada's LowRisk Alcohol Drinking Guidelines set out limits that, if followed, help people keep themselves out of harm's way. This report reinforces the need to focus on alcohol education and prevention efforts, given the widespread use of alcohol and high costs to society when misused." SOURCE: Canadian Centre on Substance Abuse For further information: Media Inquiries : Media Relations, Tel: 613-235-4048 x230, media@ccsa.ca
.2 (10-20 standard drinks after a typical night out). The staggering reality is that it will take more than ten hours after your last drink to have your BAC return to 0 and even then, impairment to some degree will last 20-30 hours! Case in point: Mike was jarred awake by the shrillness of the alarm clock. He flung his arm out to stop the offending noise and suddenly came to the realization that it was the phone. His head was pounding and his mouth was dry, his tongue felt like it was covered in a moss blanket. He managed to open one eye a slit and instantly knew he was late for work; maybe if he got up right away he could come up with some excuse for his tardiness, again. Oh, he felt terrible, maybe he should just phone in sick. What a hassle this was going to start, and worse, most of the guys he worked with had been at the windup party last night and would have seen him. When he left the bar at closing time he remembered calling a cab, one point in his favour, but now he realized he had no vehicle and groaned and put his head down on the pillow again. He swore he was never going to drink again! Mike's BAC at 7:00 am was .075. Mike is a 160 lb male who has a routine job in a local manufacturing plant and is involved in numerous sporting and recreational activities outside of his job. Last night their hockey team won the league playoffs and the guys got together at a local pub to celebrate. Mike had 11 beer over a period of 6 hours. When his friends insisted he take a cab home at 1:00 am his BAC had been .165. At 8:00 am Mike located his truck and drove to work impaired over the legal limit at .06. It wasn't until noon that his BAC was down to 0.0 but he was still unfit for work because of the effects of his hangover. Is this the type of employee or coworker you want on your worksite? Generally people greatly underestimate the time required to recover from drinking, as this example shows. More so, the side effects of a hangover include dehydration, disequilibrium, sleep deprivation as alcohol interferes with deep sleep, cognitive impairment, headache, and mild depression. Sleeping it off for four or five hours, drinking coffee, or all the fresh air in the world are not going to change the outlook. Only time can reduce the effects of alcohol on the body. Metabolism only decreases BAC by about .015 per hour. Being fit for work is every employee's responsibility. Know the facts before you drink and take steps to ensure that you are ready and able to do your job free from any impairment. The BC Council on Substance Abuse provides training to help employers manage impairment in the workplace. The Council focuses on four pillars: company policy development, supervisor training, employee training, and treatment, return to work and aftercare program options for those affected by addiction. Education, examination of attitudes, increased awareness, and the promotion of practical supervisory tools and best practices provide a solid platform to work from. Often this requires an evolution of the current company culture. Building safer workplaces takes patience and diligence. Drugs & Alcohol in the Workplace – Wrestling with the Elephant in the Room Conference takes place in Kelowna, March 10 – 12, 2015.
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SUBSTANCE ABUSE IN THE WORKPLACE
Impairment compounds the problems abuse Judgement and common are forgotten By Shannon Euverman Impairment can come from many sources and is often further exacerbated by drugs or alcohol. Fatigue, stress, physical pain, grief, diagnosed or undiagnosed medical conditions, over-the-counter medications, and prescription medications can affect a worker's judgment, mood, risktaking behavior, motor skills, memory, concentration, and ability to perform work safely. The issue of impairment in the workplace is one that no employer can ignore. Some of the specific challenges that face the trucking and transportation industry include long hours, shift work, working alone, monotony, sleep deprivation and fatigue, poor road conditions, traffic, time constraints and negative environmental and climate challenges. As well, long hours away from home and family and lack of down time takes its toll on individual health and wellness. On March 1, 2012 at 8:30 am, a tractor trailer rear ended a small car at a busy highway intersection in Prince George. The driver of the car smelled a strong presence of alcohol on the truck driver as he was providing his personal details. The driver of the car called RCMP on her way to hospital. The truck driver was located as he was leaving the city and detained. He provided two breath samples, each more than twice the legal limit. In another instance at 7:00 am on September 20, 2012, a logging truck driver in Grand Prairie was charged with drunk driving after rear ending a pick up truck that had slowed to pass a stopped police car. The driver of the logging truck did not notice the vehicles ahead of him had
reduced their speed and rear ended the one travelling in front of him, knocking it off the highway—but not before it struck the vehicle ahead of it as well. The logging truck then careened along the highway for some distance before it came to rest in the ditch on the opposite side of the road. The driver was charged and the logging truck was seized for three days under Alberta impaired driving legislation. Would drug testing pre-employment or testing on a random basis have prevented these incidents? It seems unlikely. Testing for cause (when impaired behavior is observed)obviously can't be implemented for the person working alone unsupervised. In the situations provided above, it is probable that both drivers drank heavily the evening before and didn't realize the amount of time it actually takes for the effects of alcohol to wear off. All companies and organizations, regardless of size or industry are compelled to have a drug and alcohol policy. The Workers Compensation Act calls for all employers to take all reasonable measures to ensure the safety of their workers. Occupational Health and Safety Regulation specifically prohibits workers from remaining at a workplace while their ability to work is impaired by drugs or alcohol, and further states that employers cannot knowingly permit an impaired worker to remain at the workplace. Some may be under the impression that a drug and alcohol policy automatically includes drug testing. This is not the case. There are many things to consider when including a drug testing component and legal advice should be
obtained. Testing may serve as an additional tool for an employer, however drug and alcohol testing alone cannot effectively create a safety culture when dealing with the complex issue of impairment in the workplace. It may be that pre-employment and a drug testing program discourages the occasional or recreational drug user from illicit substance use. However, it is unlikely to discourage the worker who may already have serious substance abuse issues or dependency. Currently, testing is generally allowed for safety sensitive positions in Canada and there are restrictions as to how and when this testing is carried out—primarily due to Canadian human rights and drug testing limitations which currently may indicate use, but not impairment. There are several cases regarding random testing currently before the courts. The laws continue to evolve in this area. If you do utilize drug and alcohol testing—this must be just one part of your overall health and safety program for your employees and you must give your employees advance warning of your policy implementation. The drug testing component has to include logistics that ensure the timely testing and integrity of the samples, and you will need to contract a reputable drug testing company to assist you with this. Shannon Euverman is a director of the BC Council on Substance Abuse. For more information about building a safe, healthy, productive workplace that is free from impairment by substance use, visit www.workdrugfreebc.com
Nurses Union calls for action on assault of treatment workers
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The president of the Ontario Nurses' Association (ONA) is accusing the Centre for Addiction and Mental Health (CAMH) in Toronto of failing to protect its employees after a nurse was allegedly beaten by a patient on recently. The ONA's Linda Haslam-Stroud claimed the latest incident was one of more than 450 assaults on nurses at CAMH over the past year. “We need the CEO and we need the senior management staff to take violence in CAMH as a number one priority. We don't believe they have,” she said, adding that funding cuts have resulted in insufficient staffing levels. The facility has temporarily increased security following the latest incident, according to Haslam-Stroud, who says it's too little too late. “The Ministry of Labour should certainly be laying charges against CAMH. Four hundred and fifty-three incidents of violence in the last year alone … That is unheard of across Ontario and CAMH is not responding obviously.” Haslam-Stroud said a nurse was treating a patient one-on-one Monday when the attack took place. “This nurse was caring for one of her patients. She was shoved by her patient and then beaten in the head,” she said. “She couldn't reach her alarm … She did scream and the other staff responded.” Haslam-Stroud said the nurse was taken to the emergency room with head injuries, but claimed CAMH didn't report the incident until the next day and no charges were laid. A CAMH spokesperson said in an email that it is working closely with Ministry of Labour but can't comment any further. “Employee and patient safety are top priorities at CAMH and whenever an incident like this occurs, we take it very seriously,” the spokesperson added. “We have protocols in place to respond to incidents when they occur, and we will continue to work with our clinical teams, professional practice, human resources and union leadership on workplace safety. We are committed to continuous improvement in this priority area.” In late December, the Ministry of Labour laid charges against CAMH over worker safety violations under the Occupational Health and Safety Act. All four charges are related to the health and safety of workers — including a claim of insufficient information and a failure to follow procedure to protect a worker from workplace violence — after two nurses were allegedly beaten. CAMH will be in court to face the charges on Feb. 5. Despite the ONA's claim that more than 450 assaults took place at CAMH last year, The Canadian Press reports that CAMH staff reported 118 incidents involving physical harm.WSN
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HUMAN RESOURCE MANAGEMENT PSYCHOPATHS AMONG US MANAGING LABOUR COSTS WITH EMPLOYEE TIME CLOCK SOFTWARE By Jeffery Morrow
January 2015
GRB COLLEGE OF WELDING Training & Testing Since 1983
In a tough economy many business owners are asking themselves a common question: How can I better manage my labor costs? It's pretty obvious to see how employee time clock software simplifies payroll and provides employee accountability. A less obvious benefit is how time clock software brings simplicity and accuracy to the management of labor costs. The following questions will help you evaluate your labor cost management needs: *Do you need easy access to reports that monitor labor costs for each business activity? *Do you need to accurately track all employee time spent on each job? *Do you need to track changes in job labor costs from job to job, or for designated time periods? Perhaps you're involved with job costing in your business. Your process probably goes something like this: 1.Prepare detailed estimates and quotations for prospective customers. 2.Track labor, materials, purchases and resource usage against awarded contracts. 3.Evaluate contract estimates to actual job costs to determine profitability for the job. 4.Revise and update estimating metrics based on actual job costs. Lather, rinse, repeat! Of course the dirty little secret of job costing is that it assumes you have the ability to accurately track the usage of each resource. While tracking materials and purchases related to a job or activity is pretty straight forward, manually allocating actual labor hours and costs on a per job basis can be a tedious and inexact science. Whether you're tracking labor costs to manage your business expenditures or using a formal job costing process, employee time clock software makes tracking actual labor costs as easy as pressing a button. Here's how it works: When an employee clocks in they select their first activity for the day. These activities represent the various jobs, projects, tasks, or customers that you need to track time for. Your employees can quickly switch from one activity to the next throughout the day. At the end of the shift, the employee clocks out completing the final task. The key to tracking labor time accurately is to record in real-time when employees change activities. This is what makes a networked time clock solution so valuable. Since employee time clock software is easy to install and configure, it can be affordably deployed on any Microsoft Windows or Apple Macintosh computer at your business. This ensures real-time task tracking is nearly effortless for your employees. Using employee time clock software with job tracking provides you with an accurate employee time card as well as instant reports on the total hours worked on any or all jobs. Most time clock programs can also calculate employee gross wages in order to provide you with labor hours and dollar costs for any activity, project, job, location, or department. Find a time and attendance solution with a powerful SQL database and versatile Report Writer so you can quickly create, save, view and print your labor cost reports in the way that makes the most sense to your business. Jeffery Morrow is a time clock software product specialist at Redcort Software, Inc. He loves helping businesses manage labor costs with cost effective time and attendance solutions like Virtual TimeClock.
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Worksite NEWS
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January 2015
Page 13
ERGONOMICS & THE HEALTHY WORKPLACE
Sleep Ergonomics to Lessen Common Aches and Pains By Anthony Galante When discussing "sleep ergonomics," we are referring to your position and posture while sleeping. Unfortunately, this is something very few people consider until they begin experiencing regular neck and/or back pain when they wake up in the morning. A poor night's sleep affects everyone in a very negative way, so it is important to correct this problem ASAP to not only ensure a good night's rest, but also future health problems. What Is the Best Sleeping Position? Many people tend to roll over on their stomach when they are trying to get comfortable. This is one of the worst sleeping positions to take, for several reasons. The most problematic is the fact that you are more than likely arching at the back and have your head and neck area angled up. This places an enormous amount of strain on your spine, leading to problems such as muscle pain and nerve compression. The most beneficial sleeping position is actually on your side. This takes all pressure off
your back and allows you to rest comfortably. For the most benefit, draw your knees up toward your chest to a fetal-like position. For additional benefits, place a pillow between your knees. Body pillows are extremely beneficial as well, as they help you maintain your balance throughout the night. Sleeping on your back is also beneficial. If you prefer to sleep this way, put a pillow just below your knees to alleviate any pressure on your back. For additional relief, roll a soft towel up and place it under the small of your back. Choosing the Right Pillow and Mattress When it comes to pillows, orthopedic pillows lead the way. These pillows are specifically designed to help you maintain the natural curve of your neck while you sleep. The downside to this product is the price, as they are often almost double the price of a standard pillow. But, considering how often you purchase pillows and the health benefits, it is a very wise decision. Today, consumers have more options than ever when it comes to choosing a quality mattress that helps alleviates back pain. Adjustable beds work very well for couples that have different sleeping habits and needs. Each person is able to "set" his or her side of the bed to the firmness and position he or she desires. Again, the downfall is that these beds are very expensive. An alternative would be to purchase a memory foam bed or add memory foam to your existing bed. With this choice, you will want to regularly check the mattress or cushion for its integrity to ensure it is still providing the support needed. Dr. Galante is a Chiropractor in Algonquin, Illinois
Identify needs of workers with disabilities Comfort, care and consideration through ergonomics By James Lazso At any workplace, such people need to be identified for the purpose of making suitable provision for them. It is up to the employer to make the workplace transition of disabled employees as comfortable as possible. Once a qualified disabled job candidate is hired, provisions must be made. While disabilities differ, environmental and workstation audits identify what equipment and technology is needed to reasonably accommodate these employees. Every employee has the right to have the facilities needed to perform their job function. This should regularly be re-evaluated. Provision should also be made for career advancement programmes for disabled employees. Many barriers, such as widespread ignorance and stereotypes, have caused people with disabilities to be unfairly discriminated against in society and in employment. Every workplace needs every skilled worker to contribute towards the prosperity of the organization. Persons with disabilities have an important role to play to make a positive contribution in the workplace. It is generally found that a person with a disability develops into a well-adjusted, productive worker in an atmosphere of acceptance, co-operation and goodwill. It is often found that workers with disabilities are more productive than their co-workers and that they are less absent from work and show great loyalty towards their company. Physically challenged workers Physical challenge is one of the most common disabilities facing workers in the workplace. This is a situation whereby the worker has lost physical function of part of the body, mostly the upper and lower limbs. Physically challenged workers need special consideration at the workplace. Making the workplace more accessible according to the person's needs, for example the removal of physical barriers, will greatly improve the welfare of such workers. Existing facilities can be adapted to make them accessible e.g. building a ramp to ensure wheelchair access and making toilets accessible, considering the size of doors that allow the wheel chair, providing toilets with wide access doors, adjustable seats and appropriate support and providing dedicated emergency escape from buildings. Visually impaired persons Visual impairment is the loss of the ability to clearly see. This can be severe or partial. In both cases, the worker may need assistance to fully perform their duties and be productive. Visually impaired persons may require voice input/output software or magnifying software. Excellent hearing aids are available on the market today that will increase a hearing impaired person's ability to communicate. Once these workers have been identified, steps can be taken to ensure that their needs are fully taken care of such as speech synthesizers on computers: use of verbal communication such as in lifts when opening, closing and saying the floor levels, electronic Braille: pins raise and fall under a trip on the keyboard to create a Braille impression of the document on the screen, magnification programs: makes screen text larger and availability of guides to help them. If the job requires action to be taken in response to a signal or sign, the signal may be converted or a bell sound may be used instead. These modifications are usually easily incorporated in, or added to, existing machines. Hearing impairment Hearing impairment is a hearing loss that prevents a person from totally receiving sounds through the ear. If the loss is mild, the person has difficulty hearing faint or distant speech. A person with this degree of hearing impairment may use a hearing aid to amplify sounds. If the hearing loss is severe, the person may not be able to distinguish any sounds. In the case of hearing impaired persons, a bell sound can be replaced with a signal light flasher, for example, if the job requires action to be taken in response to a signal. Other provisions such as provision of hearing aid equipment where possible, provision of minicoms which enable deaf people to type text messages to each other' screens using ordinary telephones, provision of more signage and animations, and availing persons with sign language skills to aid in communication can be useful. The employer should ensure the retention of existing staff with disabilities through rehabilitation, training or any other appropriate measure. Where an existing employee becomes disabled, the employer should ensure that the employee remains in his/her job before considering alternatives, for example re-deployment. Based on operational requirements, the employer must give objective consideration to requests from employees with disabilities for reduced, part-time or alternative duties.
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January 2015
Page 14
MINE SAFETY
U.S. toughens stance on systemic failings in mining industry Intensified regulatory oversight and newly heightened emphasis on safety over production have helped make 2014 the safest year for coal mine workers on record. By Noelle Swan ess than five years after a deadly explosion in a West Virginia coal mine killed 29 men, the coal mining industry appears to be gaining ground in mine safety. Since that tragic April day, the mining industry and federal regulators doubled down efforts to institutionalize safety and improve safety records. In 2014, coal mine-related fatalities hit a record low. So far this year, 16 people died in coal mining-related accidents, ducking under the previous low of 18 workers set in 2009. That's a major improvement over the 48 deaths seen in 2010, the year of the Upper Big Branch coal mine explosion in West Virginia. In the wake of that disaster, the US Mine Safety and Health Administration (MSHA), a division of the US Labor Department, launched an aggressive inspection campaign designed to root out systemic failings and cultures that placed production over safety. Shortly after the explosion, the safety agency issued a priority list of 42 coal mines with patterns of safety violations to investigate. Since then, the number of coal mines on that list has dwindled to six. Recommended: Fracking. Tight oil. Do you know your energy vocabulary? The decline in fatalities has been partially fueled by a reduction in the number of underground mines under production in Appalachia as market favorability has declined in response to climate change and the natural gas boom.
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TEST YOUR KNOWLEDGE FRACKING. TIGHT OIL. DO YOU KNOW YOUR ENERGY VOCABULARY? While regulatory efforts have contributed to the decline in coal mine worker fatalities, much of the credit belongs to the miners and mining companies, says Steven Sandbrook, a mine safety consultant for Eagle Mine Safety in Nazareth, Pa. “Not enough credit is given to the men and women who work in the industry and the corporations who employ those men and women and do understand that lives matter and that the coal cannot be produced without its most precious resource, which is the American miner,” Mr. Sandbrook says. The majority of mine accidents happen because of split-
second decisions made by individual miners, Sandbrook says. However, those decisions are influenced by the culture of the mining company, he says. If a company places profit above safety as a core value, that prioritization trickles down into the mine shafts and can lead to shortcuts and unnecessary risks, he says. MSHA cited corporate culture as the root cause of the West Virginia explosion on April 5, 2010. The Upper Big Branch Mine was operated by Performance Coal Co., a subsidiary of Massey Energy Co. MSHA's investigation of the disaster concluded that PCC and Massey Energy “promoted and enforced a workplace culture that valued production over safety, including practices calculated to allow it to conduct mining operations in violation of the law.” In 2011, MSHA levied a $10.8 million fine, the largest in agency history, against Massey Energy. In November 2014, former Massey chief executive Don Blankenship was indicted on federal charges of conspiring to willfully violate ventilation and coal dust rules, meant to protect miners' lungs and to prevent explosions. Mr. Blankenship could face a maximum of 31 years in prison. MSHA Director and Assistant Labor Secretary Joseph Main lauds one company, Virginia-based Alpha Natural Resources, for leading the way in mine safety by employing innovative safety protocols that focus heavily on collaboration with workers. Alpha's “Running Right” signature operating philosophy
encourages employees to speak up when they see a safety issue and to suggest ways to improve workplace safety, Alpha spokesman Steve Hawkins said in an e-mail to the Monitor. The company has also invested approximately $23 million in a mine safety training facility and curriculum that has educated 31,000 mine workers, Mr. Hawkins said. That kind of institutional investment goes a long way toward establishing a safety-first culture, Sandbrook says. Globally, the United States has emerged as a leader in developing safety and rescue innovations, Sandbrook says. The US regulatory guidelines set by MSHA are some of the most comprehensive in the world, though Sandbrook says he would like to see an additional layer of specificity and consistency akin to those established for other workplaces by the MSHA's sister agency, the Occupational Safety and Health Administration. However, no matter how thoroughly and properly executed safety protocols are, mining remains a highly dangerous industry. Cave-ins such as the Chilean mining accident that trapped 33 men underground for 69 days in 2010 can happen anywhere, Sandbrook says. “When you start moving portions of Mother Earth, if she wants to give she's going to give. There's nothing that man's going to be able to do to stop that, even with the best engineering designs,” Sandbrook says.WSN
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January 2015 Page 15
AFE
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January 2015
Page 16
MENTAL AWARENESS HEALTH HEALTH & WELL-BEING
New standard RECEIVES strong employer support By April Scott-Clarke Special to Worksite NEWS Mental health problems and illnesses have a $50-billion impact on Canada's economy each year, and 30% of short term and long term disability claims are associated with mental health issues. It's hoped that Wednesday morning's release of the long-awaited National Standard of Canada Psychological Health and Safety in the Workplace will start to help improve those numbers. “In the workforce, the problem has become too widespread and too expensive to ignore,” said David Goldbloom, chair of the Mental Health Commission of Canada (MHCC). “It may seem obvious that Canadian workplaces should protect mental health in the workplace, as well as physical health. But until now, this simple reality has not been acted on.” The standards—a result of a collaborative effort between the MHCC, the Bureau de normalisation du Québec (BNQ) and the CSA Group—will serve as a voluntary framework for employers to help guide them toward more psychologically healthy workplaces. This standard is not just a Canadian first, but a global first. “The standard offers guidance to Canadian businesses and organizations' structures and processes for addressing mental health and mental illness in the workplace,” says Mary Ann Baynton, program director of the Great-West Life Centre for Mental Health in the Workplace. “It is intended to help promote good mental health and prevent harm for all employees, whether or not they may have a mental illness.” “The standard is also important for risk management,”
she added. “Employers are increasingly being held legally responsible for psychological health and safety in the workplace. As a result, employers may be held liable for claims, for example, if an employee is harassed or bullied or chronically overworked.” Call to action “[The standard] contains tools, not rules….It's fresh [and] immediate, and will result in real change. It's time to put it to work,” said Louise Bradley, president and CEO of the MHCC. George Cope, president and CEO of BCE and Bell Canada, says his organization will have no problem adopting the standard. The company has already taken action on improving the psychological safety of its workplaces. “You must step up to the standard,” Cope
urged employers. “The government has done its part, now businesses have to.” The Centre for Addition and Mental Health, Morneau Shepell and Lundbeck Canada have already come forward publicly saying they will be early adopters of the standard. “While it's only voluntary, it's a crucial first step in creating safer workplaces,” said Ken Georgetti, president of the Canadian Labour Congress. The standard was funded by the Government of Canada (through Human Resources and Skills Development Canada, Health Canada and the Public Health Agency of Canada) as well as through financial contributions from Bell Canada and the Great-West Life Centre for Mental Health in the Workplace.
Emotional Intelligence in Leaders By Jayalakshmi Anshuman
" NO ONE CARES HOW MUCH YOU KNOW, ” UNTIL THEY KNOW HOW MUCH YOU CARE."- THEODORE ROOSEVELT One very important character requirement in leaders is Emotional Intelligence (EI). So, what is Emotional Intelligence or EI? Why is it so important? Let's discuss this in brief. What is Emotional Intelligence? In simple terms, EI is your ability to understand your emotions and those of others. It reflects your ability to manage your emotions and your ability to connect with people. For instance, a person may be highly qualified and well-experienced for a particular job profile, but if he / she is not able to emotionally connect with people and situations, then it is highly unlikely that he / she would be a successful leader. In other words, for individuals to become effective leaders, they will need a high level of emotional intelligence. Why is it important? Since 1990s a lot of research has been done on emotional intelligence. Studies have shown a positive relationship between emotionally intelligent leadership and employee satisfaction, retention and performance. Research has identified emotional intelligence as a combination of the following skills: · perceiving and expressing emotions, · understanding emotions,
· using emotions, and · managing emotions Employers are now more aware that skills like maths, logical reasoning and analytical abilities need to be supported with a high level of emotional intelligence for a successful leadership role. Here are five factors that are critical in improving and developing your emotional intelligence: 1. Self-Awareness You must learn to be aware of your own emotions, what causes them and how you react to them. Segregate your emotions into strengths and weaknesses. This selfawareness will develop skills that will help to manage your own emotions, allowing you to respond more effectively to situations that come up. Individuals with a healthy sense of self-awareness are "comfortable in their own skins". A good leader should be able to engage their thinking capacity to come up with better decisions instead of reacting to emotions. 2. Empathize The more self-awareness that leaders have, the higher will be their awareness of the emotions of others around them. Having an awareness of emotions, how they are created, and how they influence people will teach you to not take emotions of others, such as anger, personally. A good leader should be able to empathize and connect with people. 3. Listening Skills The emotions behind the words are often more important than the actual words spoken. It is only when those
emotions are acknowledged that people feel that they are being heard. Do not think of a response while others are speaking. Instead cultivate the habit of listening. This will keep you focussed and enable you to gauge the speaker's feelings. A good way to develop listening skills is to summarize what you think you heard the speaker say and ask for clarifications if needed. 4. Awareness Of Body Language The ability to understand body language and other nonverbal communications will help you to tune in to others' feelings and emotions. Watch for facial expressions, eye movements and tone of voice. Fear of job loss, losing co-workers, rumours of financial problems in the organization, and various other factors are common in every workplace and affect the emotional well-being of staff. Learn to stay tuned in to the emotions of the work place. 5. Ability To Anticipate Reactions And Respond Effectively Learn how to deal with various workplace situations. Respond effectively before any damage is done. Practise how to communicate effectively and with sensitivity. Conclusion Developing your emotional intelligence skills is not something you can learn by reading a book or an article. It takes training, practice and reinforcement. To be a successful leader you have to master your own state of being before you try to lead others.
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January 2015 Page 17
POST TRAUMATIC STRESS DISORDER (PTSD)
Ancient native ceremonies help combate veterans in their treatment
Combined PTSD, Brain Injury in Veterans linked to more damaging outcome By Traci Pedersen ar veterans suffering from both post-traumatic stress disorder (PTSD) and mild traumatic brain injury (mTBI) have poorer cognitive and psychological outcomes than veterans with only one of the conditions, according to new research published in the Journal of Neurotrauma. The findings also suggest that mTBI alone may lead to ongoing, mild cognitive challenges for some patients. Previous research has found that 12 to 16 percent of all veterans involved in the Iraqi conflict experienced mTBI and about 13 to 17 percent of veterans developed PTSD. One-third of all veterans with a TBI also suffer from PTSD. Until now, most research has focused on the psychological and neuropsychological effects of PTSD and mild TBI as separate conditions. Recently, however, researchers at the University of Kentucky published findings from a collaborative, multisite study investigating the collective, as well as individual, effects of mTBI and PTSD on psychological and cognitive functioning. “Most previous studies have not adequately separated out the cognitive effects due to mTBI from the cognitive effects due to PTSD,” said Dr. Walter High, an adjunct associate professor in the UK Department of Physical Medicine and Rehabilitation, Neurosurgery, and Psychology. “Our study is relatively unique because it includes a comparison group of veterans with PTSD only. This is extremely important because the effects of mTBI and PTSD can be very similar. The inclusion of a group of veterans with both mTBI and PTSD also allowed us to look at the interactive effects of these conditions.” The findings suggest that veterans suffering from both conditions have poorer cognitive and psychological outcomes than those diagnosed with only one of the conditions. They also found that mTBI may lead to persistent but mild cognitive challenges for some veterans. For the study, researchers worked with veterans at the Lexington Veterans Affairs Hospital on the UK campus to conduct a series of neuropsychological tasks. Participants were classified as mTBi only, PTSD only, or both mTBI and PTSD. The tests evaluated cognitive processing speed, IQ, verbal memory, psychological distress and more. Participants were also grouped according to general IQ, age and other characteristics. The researchers found small reductions in information processing efficiency, attention and memory that could be attributed specifically to the mTBI. High said the problems attributable to mTBI are small and not disabling. Veterans can overcome the mild cognitive impairment caused by mTBI with proper education about mTBI and therapies. “The take-home message is that we need to validate to the veteran that the problems they are experiencing are real, but to reassure them that their cognitive abilities are within normal limits and they can still be successful,” High said. “There are strategies to rehabilitate and exercise their memory.”WSN
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The returning warriors of that time came back to their local villages and communities exhibiting many of the same symptoms that veterans today." By Jenny Shank You're probably not aware, but about 1 percent of veterans are of American Indian or Native Alaskan descent. While this group is just a tiny percentage of our Armed Forces, Native American veterans are two to three times as likely to experience PTSD as white veterans, says Dr. Spero Manson, Ph.D., who leads the Centers for American Indian and Native Alaskan Health at the University of Colorado's School of Public Health. Why does this group suffer mental anguish more than others? Manson, who is a member of the PembinaChippewa tribe, thinks it's because Native Americans are more likely to spend more time in combat than soldiers of other ethnicities. “The greatest predictor of trauma among veterans is, in fact, exposure to combat,” he tells Colorado Matters. Although the issues faced by veterans of Iraq and Afghanistan are unique, Manson believes this problem isn't new, extending back for as long as there have been warriors. “The returning warriors of that time came back to their local villages and communities exhibiting many of the same symptoms that veterans today, who have seen combat, do,” he says. “They're irritable, quick to fight, they distance themselves from others. They're very difficult to reintegrate into their communities.” Manson believes the ancient ceremonies tribes developed to address these problems can be helpful to today's soldiers. He cites the Lakota Wiping of Tears, “where tears are symbolically brushed from the cheeks,” as being helpful. Manson's own son returned troubled after serving in the Marine Corps and finally got back on his feet through a mixture of tribal and traditional medical interventions. “We just have to figure out how to…support them in the process,” Manson says.WSN
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January 2015
Page 18
WORKSAFE BC
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January 2015
Page 19
VIOLENCE IN THE WORKPLACE
Spotlight on harassment and abuse individual cases but also to ensure that the work environment is not poisoned through inappropriate behaviours and attitudes that become part of the atmosphere of the workplace. In 2010, the Occupational Health and Safety Act (OHSA) was amended to require employers to develop, post and maintain policies and programs regarding workplace violence and harassment. They must also assess the risks of workplace In response to recent media attention, the Ontario Human Rights Commission recently violence, conduct training and take other prescribed steps. issued a statement reiterating the legal duty of employers to prevent sexual harassment A checklist for compliance and to respond to any complaints in the workplace. In addition, on Dec. 4, 2014, the A comprehensive workplace harassment policy will do the following: Ontario government announced a package of initiatives designed to take action against * set out the employer's commitment to maintain a fair and equitable environment free of sexual harassment and violence. Those initiatives include a public education campaign harassment and indicate that there is “zero tolerance” for sexual harassment and other and the creation of a standing Roundtable on Violence Against Women. forms of harassment in the workplace; It's an employer's obligation both to prevent sexual harassment and to take steps to * clearly state a definition of harassment that is consistent with the Code and the OHSA; respond to any allegations of sexual harassment. * outline expected behaviour, outline prohibited behaviour and provide examples that are Legislative compliance requirements meaningful to the employer's employees; Ontario's Human Rights Code stipulates that every person who is an employee has the * state that differences of opinion, minor disagreements between co-workers or the right to be free from harassment in the workplace, including sexual harassment. This exercise of management functions (with key examples) do not constitute harassment; includes the right to freedom from sexual solicitation or advances by a person who is in a * describe the scope of the policy, both in terms of who the policy applies to (e.g., position of authority. The Code defines “harassment” as “engaging in a course of employees, independent contractors, third-party service providers) and that the policy vexatious conduct or comment that is known or ought reasonably to be known to be extends to employment-related incidents that occur beyond the traditional workplace unwelcome.” Harassment is only prohibited under the Code if it occurs “because of” one location and outside of normal working hours; of the prohibited grounds enumerated by the Code. * outline a complaint resolution process (e.g. who to complain to, confidentiality, how the An employer has the obligation to provide a harassment-free workplace, not just in complaint will be investigated, other steps that will be taken); * specify that corrective action will be taken by the employer where a breach of the policy occurs; * warn employees that social media conduct, even off-duty, may give Glenn French rise to a breach of the harassment policy; President/ The Canadian Initiative on Workplace Violence * specify that employees making good faith complaints under the policy will be protected from reprisal; Following my earlier article entitled "Workplace Violence: A Roadmap for * expressly preserve the employee's ability to file other types of Prevention", I will over the next few months, focus on each one of the complaints as appropriate and available to them (e.g., with the Human critical components of a Violence Prevention Program. Keep in mind when Rights Tribunal of Ontario within one year); drafting your policy that you should consult the legislative requirements in * state that the employer has a responsibility to investigate potential the jurisdiction where your operations are located be they provincial, federal breaches of the policy even where no formal complaint is made; and or territorial. * be posted in the workplace and reviewed annually or more frequently Every organizationshould have in place a workplace violence prevent policy, which is accessible to all as necessary. By Jodi Gallagher Healy ver the past several months, the issue of workplace sexual harassment has been in the spotlight and the subject of considerable discussion.
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Workplace Violence Prevention:
employees. This document is the foundation of an employer's violence-prevention program. The policy should—at a minimum—communicate an organization's commitment to preventing workplace violence, provide an overview of its violence-prevention program, and establish clear standards of behaviour that apply to all employees, managers, contractors and clients. At a minimum, your company policy should include: 1. The purpose of the policy. 2. A definition of workplace violence in precise, concrete language, keeping in mind that violence can come from customers, students, co-workers to name just a few 3. A statement reflecting the organization's zero tolerance for any acts of violence. 4. The scope and application of the policy, covering employees at all levels including contractors, customers, students, and other individuals pertinent to your circumstance. 5. Outline in clear terms the responsibilities of all stakeholders under the policy. 6. Outline the processes in place to both prevent and report incidents of violence. 7. Emphasize the importance of reporting of all incidents, ensuring confidentiality, and protection from reprisals. 8. Reinforce the organization's commitment to advise employees of potential risks. 9. Outline procedures for investigating and resolving complains. 10. Reinforce the organization's commitment to support victims of violence in the form of protection and support services. 11. Clearly outline the consequences of policy violations. 12. Make a commitment to violence prevention training and education for employees at all levels of the organization. 13. Where appropriate, cross-reference other related policies, such as sexual harassment, and disability management, etc. Once you have established you policy, most jurisdictions require that you post it in a conspicuous location, such as an Occupational Health and Safety Bulletin Board, or some other location where it is easily accessible. Further, we strongly recommend that you develop your policy in consultation with your Occupational Health and Safety Committee, or Safety Representative. Employees should be involved in the prevention program from the very beginning to ensure their buy-in and cooperation. Remember, your Workplace Violence Prevention Policy is the foundation of your Violence Prevention Program. We will next look at how to conduct a workplace hazard assessment which will form the basis of your procedures. For further information on Violence Prevention, visit us on line at www.workplaceviolence.ca
Communication and training To ensure that the policy is well understood: * it should be clearly communicated to employees and others to whom it applies so they are aware of the policy, their rights and the obligation that they not engage in harassment; * all employees should receive a copy of the policy (and/or electronic access to it) and sign an acknowledgement of their responsibilities under the policy that is kept on file by HR; * all employees should receive training on the policy including the complaint process, and records should be maintained of the content of the training and the attendees; the training session content should be tailored to management and non-management groups, and the employer should plan to hold refresher training sessions at a reasonable frequency and/or following a significant workplace harassment incident; and * managers, directors and supervisors should be specifically trained on their special obligations in the workplace. Complaint resolution process and outcome Where a complaint is made under the employer's policy: * every complaint and investigation should be taken seriously; * there must be no retaliation for good faith complaints; * the employer should act expeditiously and consider whether interim measures are needed; * consideration should be given to whether the investigation ought to be conducted by an internal or external investigator; * the investigator should advise the parties of their duty to co-operate and that information provided will be kept as confidential as possible; and * a determination must be made as to whether there was a breach of the policy and whether corrective disciplinary action, up to and including termination of employment, is required. The overriding obligation of an employer is to provide a workplace free of harassment and to act quickly and decisively where complaints of sexual harassment are made. Jodi Gallagher Healy is an associate employment lawyer at Hicks Morley's Toronto office. This article originally appeared in Hicks Morley's FTR Now publication. The views expressed are those of the author and not necessarily those of Benefits Canada.
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CAREERS AND EMPLOYEMENT
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CAREERS & EMPLOYMENT
Where Canada's jobs will be in 2015 and beyond If you're beating the bush for work, seems Alberta's capital city is the place for the serious job hunter. Edmonton scored the highest among Canada's biggest urban centres in terms of projected job growth in a recent labour-market study by CareerBuilder.ca, the Canadian branch of a U.S.-owned career site. Over the next six years, more than 59,000 additional jobs are expected to open up in the city. The study projects nearly 844,000 jobs by 2020, up 8 per cent over 2014 labour market figures of about 785,000 jobs. The pace of job creation in Calgary is expected to follow closely behind at 7 per cent (for a total of 911,000 jobs in 2020), with Regina and Saskatoon running at 6 per cent growth (156,000 and 179,500, respectively, by 2020). I n Toronto, Vancouver and Winnipeg, job-growth trend is expected to be slower, at 5 per cent; while Montreal, Ottawa and Quebec City will see a four-per-cent increase, the study found. Job growth between 2014 and 2020 scored the lowest in Halifax, at 3 per cent. Broadly speaking, the numbers add up to good news for job hunters across the country. “Our findings show that employers will continue adding jobs at a steady pace,” said Mark Bania, Director of CareerBuilder Canada, in a media release.
What jobs will be in demand? But, as is always the case, the anticipated growth is expected to favour certain sectors and occupations over others, and varies across regions. In Edmonton, for example, openings for public and environmental health and occupational health and safety inspectors are expected to grow by 21 per cent over the next six years, reaping median hourly earnings of $36.52. Demand for retail salespeople and sales clerks, welders and related machine operators, registered nurses and administrative officers is also expected to be strong in Alberta's capital city region. Jobs for high school and primary school teachers are expected to grow in Calgary, Halifax, Regina, Ottawa, Saskatoon and Toronto. Median hourly earnings vary from about $31 in Halifax to $38.32 in Toronto. University professors may find work in Montreal or Vancouver where jobs in the academic sector are projected to increase by 12 and 15 per cent, respectively, earning a median wage of about $39 per hour. In the Ottawa-Gatineau region, meanwhile, lawyers and Quebec notaries are expected to be in hot demand – with growth in these occupations up 10 per cent between 2014 and 2020, and median earnings at about $41.55 per hour. Of course, there are expected to be jobs for engineers (mechanical and software, in particular) and various IT professionals across the country, particularly in the big urban markets of Calgary, Vancouver and Toronto. Tradespeople, too, will continue to find work, including welders, electricians, automotive technicians and heavy-duty mechanics. In Calgary, Edmonton and Saskatoon those qualified in in-demand trades occupations can expect to earn a median hourly wage of $28 and more. It's worth nothing that these projections don't take into account the fall in the price of oil. In Alberta, where job creation has been outpacing every other province in the country, even the most-optimistic business folks are predicting a “softer” 2015.WSN
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PRODUCTS AND SERVICES
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WORKSITE DIRECTORY Acorn Safety P.O. Box 3527 City of Industry, CA 91744 Contact Robert Bowles Ph: (775) 284-7212 Fax (626) 961-2200 bbowles@acorneng.com Alberta Construction Safety Association (ACSA) Head office: #101, 225 Parsons Road SW Edmonton, AB T6X 0W6 Tel: 780-453-3311 or 1-800-661-2272 Fax: 780-455-1120 or 1-877-441-0440 Executive Director: Dan MacLenna edmonton@acsa-safety.org Calgary: #101, 292060 Wagon Wheel Link Rocky View, AB T4A 0E2 www.safestart-safetrack.com Tel: 403-291-3710 or 1-800-661-6090 Fax: 403-250-2852 or 1-877-258-5881 calgary@acsa-safety.org Fort McMurray: Nomad Inn Hotel 10006 MacDonald Avenue Fort McMurray, AB T9H 1S8 Tel: 780-715-2157 Fax: 780-715-1684 fortmcmurray@acsa-safety.org Alberta Employment, Immigration and Industry 9th Flr, 10808-99 Avenue Edmonton, Alberta T5K 0J5 Ph: (780) 427-5585 Fax: (780) 427-5988 Alberta Motor Transport Association (AMTA) 3660-Blackfoot Trail S.E. Calgary Alberta T2G-4E6 Ph: (403) 214-3428 Alberta Specialty Services Ltd. Rear Bay 4, 2705 5 Ave NE Calgary, AB T2A 2L6 Ph: (403) 225-2759 Toll Free: (877) 347-5588 Fax: (403) 253-4560 info@albertaspecialtyservices.com
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Canadian Industrial Training
River City Centre Mall 620B 8600 Franklin Avenue Fort McMurray, Alberta T9H 4G6 Contact: Lori Burke Ph: (780) 791-1230 cict@telus.net www.cict.ca Christian Labour Association of Canada (CLAC) 14920-118 Ave Edmonton, Alberta T5V 1B8 Ph: (780) 454-6181 Fax: (780) 451-3976 www.clac.ca BC Construction Safety Alliance #400, 625 Agnes Street New Westminster, BC V3M 5Y4 Ph: (877) 860-3675 Fax: (604) 636-3676 Contact: Alicia Brady abrady@bcsa.ca www.bccsa.ca Creative Wellness Solutions PO Box 3061 Tantallon, NS B3Z 4G9 Ph: (902) 820-3096 Toll Free: (877) 480-9355 Fax: (902) 820-3097 Contact: Dr. Lydia Makrides info@wellnesssolutions.ca CTK Safety Consulting 79 Eastbrook Way E Brooks, Alberta T1R 0H9 Ph: (403) 501-5686 Cellular: (403) 363-9304 Fax: (403) 793-8030 ctksafety@telus.net Electrical Contractors Association of Alberta 11235 120 Street Edmonton, AB T5G 2X9 Ph: (780) 450-1777 Contact: Pat Barnes bpbarnes@telus.net Electrolab Training Systems PO Box 320 335 University Ave Belleville, ON K8N 5A5 Canada Ph: (800)267-7482 Fax: (613) 962-0284
Contact: Claire Stewart cstewart@electrolab.ca Enform Safety and Training 1538 - 25 Avenue NE Calgary, Alberta T2E 8Y3 Ph: (800) 667-5557 Fax: (403) 250-1289 Contact: Tanya Plimmer tplimmer@enform.ca Grant MacEwan University PO Box 1796 Edmonton, Alberta T5J 2P2 Ph: (780) 497-5796 Fax: (780) 497-4593 GRB College of Welding 9712—54 Avenue Edmonton, Alberta Ph: (780) 436-7342 Fax: (780) 436-7344 grb@grbwelding.com www.grbwelding.com Institute for Work & Health 481 University Avenue Suite 800 Toronto, ON M5G 2E9 Canada Phone: (416) 927-2027 x 2131 Fax: (416) 927-4167 gpalloo@iwh.on.ca www.iwh.on.ca ITF Association 40 Scenic Drive NW Calgary, Alberta T3L 1C2 Ph: (403) 241-8443 Contact: Tes Bewick KnowledgeWare Communications #204, 20475 Lougheed Hwy Maple Ridge, B.C. V2X 9B6 Contact: Ron McNutt Ph: (800) 893-9333 info@kccsoft.com Manufactures Health & Safety Association (MHSA) #201 292060 Wagon Wheel Link Rocky View, Alberta T4A 0E2 Fax: (403) 279-1993 Toll Free: (888) 249-2002 Contact: Lorne Kleppe lorne@mhsa.ab.ca Moldex-Metric Inc. 10111 West Jefferson Boulevard Culver City, CA 90232
Contact: John Ambrosio Ph: 800-421-0668 Fax: (310) 837-9563 Team -1 Academy 780 Pacific Road, Unit 19 Oakville, ON L6L 6M5 Ph: (905) 827-0007 X 26 Fax: (905) 827-0049 www.team1academy.com The Checker by Dectra Inc. CA - PO Box 265, 146 Lakeshore Rd W, Oakville, ON L6K 0A4 US - 2316 Delaware Ave, # 611, Buffalo NY 14216-2687 Ph: 800.291.4719 Fax: 905.469.8831 shawn@thechecker.net www.thechecker.net Turning Technologies Canada 35 Cedar Pointe Drive, Suite 39 Barrie, ON, L4N 5R7 Toll Free in Canada: 1.888.522.8689 x 212 Ph: 705.726.8876 x 212 Fax: 1.866.552.8935 Contact: Peter Ferreira National Sales Manager pferreira@TurningTechnologies.ca Unique Products (E-Zee`Lock Outs) 16865 - 110 Avenue Edmonton, Alberta T5P 1G8 Contact: Pat Hanlon Ph: (780) 974-7039 Fax: (780) 444-0807 pat.hanlon@shaw.ca Work Authority 415 Thompson Drive Cambridge, ON N1T 2K7 Canada Ph: (416) 896-3525 Fax: (519) 740-6096 mike.thomas@workauthority.ca Worksafe B.C. Toll Free: 1-800-663-9509 www.worksafe.bc.com YOW Canada Inc. 1306 Algoma Road Ottawa, Ontario K1B 3W8 Contact: Marie-Chantale Perron Ph: 1-888-288-0489 Fax: 1-613-248-0711
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January 2015
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